沃尔玛市场营销PPT课件

1、苹果公司总裁乔布斯曾说过：如果全球的IT企业只剩下三家，那一定是微软和Intel和戴尔，如果只剩下两家，将只有戴尔和沃尔玛。第1页/共58页第2页/共58页Wal-MartStores,Inc.（NYSE：WMT）FoundedbySamWalton.In1962,inRogers,ArkansasHeadquarteredinBentonville,ArkansasWorldslargestpubliccorporationbyrevenue,accordingtotheForbesGlobal2000Wal-Marthas8500storesin15countries,with55diff

2、erentnames第3页/共58页第4页/共58页第5页/共58页1962,SamWaltonwhowasthefounderandopenedthecompanysfirstdiscountstoreinRogers.ArkCity1969,ThecompanyofficiallyincorporatedasWal-MartStoresInc.onOctober31.Sam Walton第6页/共58页The1970,markedthebeginningofsignificantgrowthforthecompany.Thefirstyearofthatdecadesawtheopenin

3、gofthefirstWalmartdistributioncenter.The1983,thefirstSamsClubopenedinMidwestCityOkla.Thesameyear,WalmartopenedstoresinIndiana,Iowa,NewMexicoandNorthCarolina.The1990,WalmartbecamethenationsNo.1retailer,enteringintoCalifornia,Nevada,NorthDakota,Pennsylvania,SouthDakota,andUtahandacquiringtheMcLaneComp

4、anyofTemple,Texas.第7页/共58页Branchingoutfurtherin1991,WalmartsteppedintotheinternationalmarketwiththeopeningofaretailunitinMexicoCity.OnApril5,1992,SamWaltonpassedawayattheageof74.Justweeksbefore,PresidentGeorgeH.W.BushpresentedhimwiththeMedalofFreedom,thenationshighestcivilianhonor,duringaceremonyatW

5、almartheadquarters.Theyearof1997,WalmartbecamethelargestprivateemployerintheUnitedStateswith680,000associates第8页/共58页Asof2005,Walmartemployedmorethan1.6millionassociatesinmorethan6,200facilitiesaroundtheworldincluding3,800U.S.storesand3,800internationalunitswith$312.4billioninsalesfortheyear.第9页/共58

6、页Thecompanyservedmorethan138millionweeklycustomersintheUnitedStates,Argentina,Brazil,Canada,China,CostaRica,ElSalvador,Germany,Guatemala,Honduras,Japan,Mexico,Nicaragua,PuertoRico,SouthKoreaandtheUnitedKingdom.Viewthecurrentunitcountforeachcountry.OnApril10,2008,SamsClubcelebratedits25thanniversary.

7、In2008,SamsCluboperatedmorethan590locationsnationwideandmorethan100locationsinternationally.第10页/共58页Theyearof2009,MikeDukesucceededLeeScottaspresidentandchiefexecutiveofficer,effectiveFebruary1,2009.RankNo.1in2014LaunchedPaywithCashin2012第11页/共58页Three Basic BeliefsRespect for the IndividualEveryas

8、sociatesopinionisrespected.Managersareconsideredservantleaderswhohelpnewassociatesrealizetheirpotentialthroughtraining,praiseandconstructivefeedback.Companyculture第12页/共58页Thecustomeristheboss.EverythingpossibleisdonetomakeshoppingatWal-MartandSAMSCLUBafriendly,pleasantexperience.TheSatisfactionGuar

9、anteedrefundandexchangepolicyallowscustomerstobefullyconfidentofWal-MartandSAMSCLUBsmerchandiseandquality.Service to the Customer第13页/共58页Strive for ExcellenceWal-MartandSAMSCLUBassociatesshareanexceptionalcommitmenttocustomersatisfaction.Atthestartofeachday,storeassociatesgatherfortheWal-MartorSAMS

10、CLUBcheerandreviewsalesfromthepreviousday,aswellasdiscusstheirdailygoals.第14页/共58页Another culturesOpen DoorOurmanagementbelievesopencommunicationiscriticaltounderstandingandmeetingourassociatesandourcustomersneeds.Associatescantrustandrelyontheopendoor;itsoneofthemostimportantpartsofourculture第15页/共

11、58页Sundown RuleObservingtheSundownRulemeanswedoourbesttoanswerrequestsbythecloseofbusinessonthedaywereceivethem.Whetheritsarequestfromastoreacrossthecountryoracallfromdownthehall,wedoourverybesttogiveeachotherandourcustomerssame-dayservice.Wedothisbycombiningoureffortsanddependinguponeachothertogett

12、hingsdone.第16页/共58页10-Foot RuleThe10-footRuleisoneofoursecretstocustomerservice.Duringhismanystorevisits,SamWaltonencouragedassociates(employees)totakethispledgewithhim:IpromisethatwheneverIcomewithin10feetofacustomer,Iwilllookhimintheeye,greethim,andaskifIcanhelphim.第17页/共58页Servant LeadershipSamWa

13、ltonbelievedthateffectiveleadersdonotleadfrombehindtheirdesks.Itsmoreimportantthaneverthatwedevelopleaderswhoareservants,wholistentotheirpartnerstheirassociatesinawaythatcreateswonderfulmoraletohelpthewholeteamaccomplishanoverallgoal,”Samsaid.第18页/共58页TeamworkSamWalton,ourfounder,believedinthepowero

14、fteamwork.Asourstoresgrowandthepaceofmodernlifequickens,thatphilosophyofteamworkhasonlybecomemoreimportantovertheyears第19页/共58页Walmart CheerDontbesurprisedifyouhearourassociatesshoutingthisenthusiasticallyatyourlocalWalmartstore.Itsourcheer,andwhileitmightnotsoundserious,wetakeitseriously.Itsonewayw

15、eshowprideinourcompany.第20页/共58页Wal-Marts strategy Traditionally,War-Marthasessentiallyhadalow-cost,highvolumestrategy.Thestrategyaimsatcustomersatisfactionthroughlowpricesandrelativelygoodscustomerservice.Herearethebasicdetails.第21页/共58页Wal-Marts strategy Product: 1. A wide variety of product. 2. P

16、urchasing localization. 3. Developing their own brands第22页/共58页第23页/共58页Wal-Marts strategy Price: Low price 1. the middle class meager profit but high turnover(薄利多销) everyday low price（天天平价） 2: on sale principles在定价时坚持两点原则：尽可能的低廉 仅仅高出成本一点。长期稳定的保持这种低价 即使是某些商品拥有某种垄断优势也不轻易改变 ）第24页/共58页Wal-Marts strateg

17、yP l a c e :USATarget groupLower locationSmall townChinaTarget groupHigh level Location downtownSupplychain(usesatellitestosupportthebackgroundinformationprocessing)第25页/共58页Wal-Marts strategyThe two model of supply chain1.Pushsystem.Makethemanufacturertobethecore,distributorpushingthegoodstocustome

18、rslevelbylevel.2.Pullsystem.Thecustomersdemanddrovesupply.Thereisthehighconcentratedlevel,andhighreflectionlevel.第26页/共58页Promotion : Less investment in advertising Public relations Make donations第27页/共58页Staff welfare policy Profit sharing Employee buy stock Dismiss interview system Paid vacation a

19、nd holidays第28页/共58页Customers Satisfaction The Customer is king Service to Our Customers Exceeding Customer Expectations (Customer bus in Kunming city) 第29页/共58页Others functional strategy Financial strategy Operating strategy HR strategy R&D strategy Information system strategy第30页/共58页Operation

20、Wal-Martsoperationsareorganizedintothreedivisions1.Wal-MartStoresU.S.2.SamsClub3.Wal-MartInternationalThecompanydobusinessinninedifferentretailformats1.Supercenters2.Foodanddrugs3.Gengealmerchandisestores4.bodegas(smallmarkets)5.Cashandcarrystores6.Membershipwarehouseclubs7.Apparelstores8.Softdiscountstores9.restaurants第31页/共58页ImprovementInternational strategy1,ToexpandingabroadmarketsExampleChinesemarketWal-martshouldbeEnhancingthestrategyoflocalization,butdontforgotWal-martscultures.Chine