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Wal-Mart's market development
Walmart's strategic planning
The international market for Walmart
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Retail super-giant Wal-Mart has fought its way to becoming the world's largest company. Much of their success can be attributed to providing a vast assortment of products at exceptional prices all under one roof. Wal-Mart began operations in 1964 and has since become the world leader in retail. Today, Wal-Mart is visited by 138 million customers per week at their 4,750 stores. Wal-Mart operates under four basic rules in order to satisfy such a large number of customers: Respect the individual, provide the best service to their customers, strive for excellence, and exceed customer expectations. Their corporate mission focuses on a global growth strategy through concentrated integration. The company continues to expand its existing discount stores, warehouses, and super-centers. The company maintains two goals: First, Provide the customer with what they want, when they want it, all at value and secondly, team spirit through total dependency on associates to treat customers as they would want to be treated. Their business strategy is to provide well-known name brands at an everyday low price. Wal-Mart has a wide range of products offered. They offer everything from electronics, movies, books, toys, games, gardening supplies, home supplies, photo development, gifts, jewelry, and at some locations even automobile, optometry, and grocery shopping centers. In operating its network of retail stores Wal-Mart pushes their output to the general public. Wal-Mart focuses their competitive priorities on bringing the customer the lowest prices by selling in volume. The vast size and selection essentially guarantees that the store will have what the customer wants in stock and at a cheaper price than competitors. This strategy allows them to outsell their competition. In order to facilitate the achievement of their goals Wal-Mart has designed their layout to accommodate a large number of shoppers at the same time. They build expansive stores with wide aisles so that many people can feel comfortable shopping at the same time. Wal-Mart has taken the initiative to build stores in countless rural towns and smaller cities. They have increased their market share and have gained a reputable name by doing so. At the same time, this benefit has created an enormous supply chain management problem. How can Wal-Mart effectively keep all of its... ... middle of paper ... ...y at creating an efficient supply chain in order to beat the competition on price and selection has certainly paid off. Works Cited Bacheldor, Beth. Information Week. ?Sen. Leahy Calls On Congress to Study RFID.? Accessed 4/30/04. http://www.informationweek.com/story/showArticle.jhtml?ArticleID=18402616 Beatty, Vernon L., Jr. ?You Gonna Be a Greeter?? Accessed 4/30/04. http://www.almc.army.mil/alog/issues/janfeb97/ms046.htm. Bianco, Anthony and Zellner, Wendy. Business Week. ?Is Wal-Mart Too Powerful?? Accesed 5/3/04. http://www.businessweek.com/maganize/content/03_04/b3852001_mz001.htm ?Carrers.? Wal-Mart. Accessed 4/30/04. http://www.walmartstores.com/wmstores/wmstores. Fishman, Charles. Fast Company. ?The Wal-Mart You Don?t Know.? Accessed 5/2/04. http://www.fastcompany.com/magazine/77/walmart.html Heizer, Jay and Render, Barry. Operations Management. Seventh Edition. Pearson Prentice Hall. New Jersey, 2004. ?Stauffer v. Wal-Mart Stores, Inc.? US Department of Labor. Accessed 4/30/04. http://www.oalj.dol.gov/public/wblower/decsn/99sta21c.htm ?Wal-Mart Effect? Accessed 5/3/04. http://www.wordspy.com/words/Wal-Marteffect.asp.
In the United States and all over the world, the entry and operations of big retailers like Wal-Mart into a small town sparks great controversy within the community. The fact that people contemplate on the fact that the policies and actions of Wal-Mart are destructive to a small town’s economy is not new. Most small town’s economies are run by subsistence and self-reliant traders. With time, the traders embrace the division of labor and specialization of skills in accordance with the trade, production and manufacturing needs of the community. In such a market, a simple move like a decision by the producers to sell directly to the consumers may spark
Since the merge Exxon Mobil Corporation has grown to be a national giant and major player in the US economy. Their stock in the past six years has nearly doubled from $37.50 and the beginning of the merge. Their business is one that is on the leading edge of technology from there sky-scraper sized drilling platforms to there catalysts that help to produce thousands of consumer products. They produce high performing fuels and lubricants with zero emissions. Their downstream activities are refining and supply of petroleum products. Also Exxon Mobil’s chemical is a global marketer of ole fins, aromatics, fluids, synthetic rubber, polyethylene, polypropylene, oriented polypropylene packing films, plasticizers.
This report is to analyze the financial health of Chevron based upon several different measures including revenue, profit analysis, capital efficiency analysis, liquidity, financial leverage, market-based ratios, and finally the DuPont Analysis. Though a general observation can be made based on numbers/percentages alone, it is important to do a comparison with other companies in the oil and gas industry to get a better understanding of how we rank. In this report, I will use Exxon Mobil, Occidental Petroleum, and Conoco Philips as the peer group.
There is a need to adjust to a workforce that is increasingly diverse. Diversity is not only determined by traditional categories such as age, race, and gender. Diversity also includes generational differences, lifestyle, work style values and differences, employment expectations and goals, learning styles and abilities, educational levels and technological sense. In order to build a successful workforce for the future, adaptations to the vast array of differences in applicants and employees is a challenge to be recognized and addressed in the workforce action plan. With efficient occupational health services and smart occupational health personnel this can be achieved. Competitive industries invest more on workforce as they are well aware of its implications. This proactive approach of organizations impact both direct and indirect cost to industry. This clearly indicates that healthy organizations are more likely to be successful as they are more skilled of retaining workforce who is healthy in all aspects including physical, mental and psychological capabilities. I will conclude this document with a statement by Employees Benefit Journal Ann 2004, offering your workforce a full behavioral health program is one of the wisest decisions you can make to increase workplace wellness and
"Wal-Mart Stores, Inc. is the world's largest retailer, with $285.2 billion in sales in the fiscal year ending Jan. 31, 2005. The company employs 1.6 million associates worldwide through more than 3,700 facilities in the United States and more than 2,400 units in Argentina, Brazil, Canada, China, Costa Rica, El Salvador, Germany, Guatemala, Honduras, Japan, Mexico, Nicaragua, Puerto Rico, South Korea, and the United Kingdom. More than 138 million customers per week visit Wal-Mart stores worldwide." (Walmartfacts.com)
Wal-Mart’s competitive environment is quite unique. Although Wal-Mart’s primary competition comes from general merchandise retailers, warehouse clubs and supermarket retailers also present competitive pressure. The discount retail industry is substantial in size and is constantly experiencing growth and change. The top competitors compete both nationally and internationally. There is extensive competition on pricing, location, store size, layout and environment, merchandise mix, technology and innovation, and overall image. The market is definitely characterized by economies of scale. Top retailers vertically integrate many functions, such as purchasing, manufacturing, advertising, and shipping. Large scale functions such as these give the top competitors a significant cost advantage over small-scale competition.
In order to succeed, managers have to realize that they cannot do it alone and they must work together on a daily basis with the whole organizations in their supply chains. Because supply chain management involves all functions within an organization, managers need to know what a supply chain is, why it is important, and the impact of supply chain management on the success and profitability of their organization. Today, Wal-Mart topped the list of the America’s biggest companies on the Fortune 500 list, “with sales of almost $345 billion — more than a quarter of a trillion dollars” (Forbs). Wal-Mart’s supply chain management is becoming recognized as a core competitive strategy.
How does managerial planning for Project Impact take place at different levels within the organization?
One huge incentive of wellness programs are health risk identification tools which include biometric screenings. 4The US Centers for Disease Control and Prevention defines biometric screenings as the measurement of physical characteristics such as height, weight, BMI, blood pressure, blood cholesterol, blood glucose, and aerobic fitness that can be taken at the work site and used as part of a workplace health assessment to benchmark and evaluate changes in employee health status over time. 4Biometric health screenings are increasing in popularity and are being implemented by an increasing number of employers. These programs have been rewarded to employees because it offers them an awareness of their health and helps to monitor their health in order to increase longevity. Participation of the wellness programs is voluntary, therefore there are financial incentives offered to those that participate in screenings and questionnaires. The financial incentives include 6discounts and surcharges to premiums, reductions in cost sharing (such as deductibles and copayments), gift cards, giveaways (such as movie tickets), and contributions to health savings accounts
Since brands depend on delivering a uniform, consistent product, global brands has traditionally adopted a “one size fits all” strategy (Crothers). Wal-Mart continues to expand internationally because it relates to other U.S global brands such as McDonalds. “ McDonalds grounded on one simple idea: provide desirable food and drink at low cost.”(Crothers 130). Wal-Mart’s strategy was almost the same to begin with. What they have in common is convenience and low cost. Its fast and quick just like McDonalds’. Customers at Wal-Mart can buy anything at one place and one time. It’s a superstore and everything you need is there. Customers do not need to leave to go to another store, which is why Wal-Mart is so successful. Smaller retail companies get replaced because they don’t have a chance with competing with Wal-Mart. A Wal-Mart store opening can destroy almost three local jobs for every two they cre...
One way that fast food effects obesity is by advertising their products to children (Miller). In her article Food Advertising Contributes to Obesity, Patti Miller explains that the fast food companies are targeting kids and teenagers by advertising on television. The fast food advertisements are promoting unhealthy products as acceptable food which influences children to choose those meals. The American Psychological Association, an organization focused on improving the lives of individuals, expressed that with the exposure of different fast food commercials, children request to purchase these unhealthy products and cause the parents to be influenced by these requests. This concludes the idea that once children are encouraged by the commercials, they opt to consume the fast food advertised on television. Today, fast food companies are even advertising through schools by offering pizzas and burgers as school lunches, which consequently becomes a daily meal for children and teenagers to consume (Wadden, Brownell,
The first Wal-Mart was opened in Rogers, Arkansas, in 1962. By 1969 it was incorporated into Wal-Mart Stores, Inc., and in 1972 went public on the New York Stock Exchange. The company grew steadily across the United States, and by 1990 was the nation's largest retailer. In 1991 and 1994, Wal-Mart moved into Mexico and Canada respectively. By 1997 it was incorporated into the Dow Jones Industrial Average. As of 2005, Wal-Mart has stores in the United Kingdom, and Puerto Rico, and brings in revenue of close to 300 billion dollars a year. In 2006, Wal-Mart invaded the China and India's markets. During the last two decades, Wal-Mart has been able to take advantage of the rise of information technology and the explosion of the global economy to change the balance of power in the business world (Wikipedia, 2006). Today Wal-Mart continues to grow and their success is not only from their sound strategic management planning but also from its implementation of those strategic plans. In other words operational planning has been an important key to their success.
Wal-Mart Stores, Inc. operates retail stores in various formats in the United States and Internationally. It has two segments: The Wal-Mart Stores and The Sam's Club. The Wal-Mart Stores segment includes Discount Stores, Supercenters, and Neighborhood Markets in the United States, as well as Walmart.com. It offers apparel for women, girls, men, boys, and infants. They also offer hardware, electronics, home furnishings, small appliances, automotive accessories, sporting goods, toys, pet food, cameras, health and beauty aids, pharmaceuticals, jewelry, optical department and photo processing services. The Neighborhood Markets include dry grocery, meat, produce, deli, bakery, frozen foods, pharmaceuticals, photo processing, health and beauty aids, household chemicals, general merchandise, and a pet supplies departments. The Sam's Club segment comprises the warehouse membership clubs in the United States and samsclub.com. It offers electronics, jewelry, sporting goods, toys, tires, books, grocery items, and selected private labels. As of July 31, 2005, Wal-Mart operated 1,276 Wal-Mart stores, 1,838 Supercenters, 92 Neighborhood Markets, and 556 Sam's Clubs in 50 states in the United States. The company operates various retail formats in Argentina, Brazil, Canada, Germany, Mexico, Puerto Rico, South Korea, and the United Kingdom. It operates 261 Canadian Wal-Mart stores and Sam's Clubs, 11 units in Argentina, 150 units in Brazil, 88 units in Germany, 16 units in South Korea, 697 units in Mexico, 54 units in Puerto Rico, and 292 units in the United Kingdom, as well as 48 units in China under joint venture agreements.
Methodology: The collection data primary and secondary sources were used. For primary data, some interviews were conducted with employees so that a detailed overview of the programs can be analyzed. Whereas, most of the work is based on secondary research for which the relevant websites of the companies, books, and journal articles were consulted. Identification of the most appropriate wellness plan
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