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Retail evolution in india
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For over half of a century there has been major changes made in the retail industry. Retail stores are no longer just selling the regular items – electronics, clothing, home supplies – that are used during everyday life. Today’s retail stores have evolved; now selling groceries, offering auto services and includes built in pharmacies where customers are able to order and pick up their prescriptions. Thanks to an advancement in technology, they even give consumers the option of shopping online whenever and wherever they want. That way they can either pick them up at their local store or have them shipped directly to their home. Retail stores also give customers the opportunity to price match with the ads of their competitors. Shopping has become much easier, however, this transformation would’ve never taken place if it weren’t for one store in particular: Walmart. At the moment, Walmart is known as the world’s largest retailer in the …show more content…
Walton’s goal was to build a business that offer their customers great service and low prices. In the beginning, he did not think that his company would survive offering customers those type of deals, but, much to his surprise, the company succeeded beyond expectations. By the year 1967, Walton had owned 24 stores that netted an average of 12.7 million in sales. Throughout the 70’s, Walmart went public and became a traded company. In no time, the company was listed on the New York Exchange and slowly began its rise to the top. With the money from sales and the proceeds gain from sold stock, the company expanded from 51 stores operating in five different states to more than 125 stores located around the nation. Sales jumped from 78 million to over 340 million and continued to grow. The makings of a retail giant were in the works, but only time could tell how successful it might
According to Smithson, Walmart can expand its markets to new and emerging markets especially in the third world countries, which can significantly increase its revenues. Secondly, the company can reform is employment practices and improve the quality standard and in doing so, attract more customers and improve its brand image. On the other hand, the company faces threats such as the rising healthy lifestyle trend I that the company in most cases does not provide customers with healthy goods. At the same time, the company can capitalize on this aspect and increase its revenues. Aggressive competition from other discount retailers such as Target creates a great threat to the company (Smithson, 2015).
Roberts, Bryan. Berg, Natalie. Walmart: Key Insights and Practical Lessons from the World's Largest Retailer. Kogan Page Limited, 2012. Print.
Wal-Mart as we know it today evolved from Sam Walton’s goals for great value and great customer service. Mr. Walton’s competitors thought his idea that a successful business could be built around offering lower prices and great service would never work. Mr. Walton also credited the rapid growth of Wal-Mart not just to the low costs that attracted his customers, but also to his associates. He relied on them to give customers the great shopping experience that would keep them coming back. Sam shared his vision for the company with associates in a way that was nearly unheard of in the industry. He made them partners in the success of the company, and firmly believed that this partnership was what made Walmart great.
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.
It would be an understatement to say that Walmart is a big company. In fact, Walmart is the largest corporation in the world with sales 2.2 million employees and over 11,000 stores as of 2014 (Our History.) How is it that a business that began with one store has been able to grow to such great proportions? Much of this success and growth can be attributed to Walmart founder, Sam Walton (1918-1992). His seemingly simple business model has revolutionized retail and even earned him a Medal of Freedom from President H. W. Bush (Our History.) This man’s influence on Walmart is unmistakable, and his values still stand as the model of the company.
WALMART store inclusive is the largest retailer and the largest company in terms of revenue.
Walmart is a retail giant that just about everyone in America has purchased something from them. It is a one stop shop for anything that a person could ever need. Walmart stores can be found anywhere in fact most people are less than an hour drive away from a Walmart store. Walmart’s success has put many companies out of business. The chains success is primarily from low prices and using an information technology system to meet customer demands giving them a competitive advantage. Walmart’s first major use of information technology came in 1975 when the company leased an IBM computer system to track inventory in warehouses and distribution centers. Computers have come a very long way since this time and are used almost everywhere. But in 1975 this was cutting edge technology and gave Walmart the competitive advantage over other retailers. Another thing that Walmart used to be revolutionary in their supply chain was the use of scanning barcodes in 1983. Before barcodes objects had to be read by a skilled cashier. With barcodes all that was needed was a quick scan and the computer would do all the work. This greatly sped up checkout time and made tracking inventory and data collection much faster and easier for both customers and the employees. Since this time it has become an industry standard for products.
How does managerial planning for Project Impact take place at different levels within the organization?
Wal-Mart Stores Inc. is in the discount, variety stores industry. It was founded in 1945, Bentonville in Arkansas which is also the headquarters of Wal-Mart. Wal-Mart operates locally as well as worldwide. It operated 1209 discount stores, 1980 super centers, and 567 Sam’s Club by January 31, 2006. It has also extended its operations to many international countries. It runs its retail stores in two forms: Sam’s Club and Wal-Mart Stores. The Sam’s Club sells assorted product lines such as hardwares, electronics, jewelry, and to mention a few. The Wal-Mart stores also offer similar products in addition to the following: health and beauty products, apparel for women, men and children, household appliances etc (www.yahoo.finance.com). The Vision Statement, Mission Statement, Values and Code of Conduct, Corporate Governance: Directors, Executive Management, Committees and Stakeholder will be the key elements that will discussed in this report as it relates to Wal-Mart. In addition to that, the major trends in the general/macro environment and industry will be analyzed.
The seeds of Wal-Mart were planted in the Ben Franklin variety store chain (Friedman, par. 9). Walton opened a Ben Franklin franchise store in Newport, Arkansas in 1945. He quickly grew it to become the top performing Ben Franklin franchise with $250,000 in sales. When his lease was up in 1950, it had become so successful that his landlord, P.K. Holmes thought running a retail store must be a piece of cake (Friedman, par. 10). He refused to renew Walton’s lease forcing Walton to turn the business over to him.
Bob’s Supermarket had loyal customers who kept coming back because of the good customer service his employees gave. For instance, “the employees got to know and typically greeted regular customers” (Parnell, 2014, pg. 397). Another key point, was that “Bob
Founded less than fifty years ago by Sam Walton and his brother Bud, Wal-Mart has grown to be today’s largest profit - making enterprise in the world. Mike Duke, CEO of Wal-Mart, worked for many years on end to run the stores as efficiently as possible. Looking at Wal-Marts last fiscal year revenue, they had an excess of $300 billion dollars (Lichtenstein 3). Wal-Mart operates five thousand stores worldwide, 80 percent of these being in the United States (Lichtenstein 3). When it comes to selling merchandise, Wal-Mart has no rival. In 2003 Fortune magazine ranked Wal-Mart as the nation’s most admired company.
The first Wal-Mart store opened in July of 1962 in Rogers, Arkansas by Sam Walton who believed that the future of retailing was in discounting and to avoid competing with established giants like Sears and Woolworth, Wal-Mart’s stated out of the large cities in the beginning and this strategy help avoid competition, while in rural areas Wal-Mart began growing their customer base by offering ways to save money and shorter travel distance, Sam Walton felt the best way to make customers happy was to provide the low prices every day (Farhoomand, 2006). The company needed to continually find ways to control the operating costs so the savings would then be passed on to Wal-Mart customers in the form of lower prices than the competitors. Walton was opposed to having any kind of employee unions for its company and saw them as a disruption and an inconvenience (Farhoomand, 2006). The continued search for lower prices made him aware of business related travel cost, Wal-Mart executives stayed in low cost hotels when they traveled and the cost related to the services provided by suppliers, Wal-Mart helped suppliers improve operations and efficiency to produce lower cost. Walton wanted the suppliers to correct any nonessential or insufficiencies existing in their business structures as a way of gaining lower prices and higher value products for its Wal-Mart stores. To further push savings Wal-Mart forced cost down by eliminating the middleman and buying directly from the manufacturers. This cost saving also applied to executive salaries Walton felt providing employees with stock options, training opportunities, and allow employees to grow and develop would be a better way to engage and involve them in his vision (Farhoomand, 2006).
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.
With gradual growth over the next eight years, they went public in 1970 with only 18 stores and sales of $44 million. While other large chains lagged behind, Wal-Mart soon grew rapidly in the 1970's, due to their highly automated distribution centers and computerization. By 1980, they were up to 276 stores with revenues of over $1.2 billion.