国际零售品牌本地化定位策略研究以沃尔玛为例

上海交通大学硕士学位论文国际零售品牌本地化定位策略研究——以沃尔玛为例姓名：徐莹申请学位级别：硕士专业：工商管理指导教师：余明阳20100110-15013200THESTUDYONLOCALIZATIONPOSITIONINGSTRATEGYOFINTERNATIOALRETAILBRANDS-TAKEWAL-MARTASEXAMPLEABSTRACTRetailindustryhasenteredintoafull-speeddevelopingperiodofinternationalizationafteraround150years’evolution.AndinternationalretailbrandsleadingbyWal-MarthavetakenupsignificantplaceintheFortune500today.Since1990’s,Chinaisbecomingthekeyoverseasexploringareaofinternationalretailbrandswithattractionsfromthefasteconomicdevelopment,beneficialopen-doorpoliciesandthehugepotentialmarketof1.3billionpopulation.Therehavebeenalreadymorethan200largeinternationalretailbrandsstartingbusinessinChina,andtheirfastgrowinghelpspushingChinaretailindustryintoawholenewera.Well,notallthelargeinternationalretailbrandsinChinaaredevelopingsmoothly.Localizationisthebiggesthindrancetheyhaveencounteredduringtheprocess.Simplycopythesuccessfulstoryfromtheirhomecountrycan’tbringsuccesstotheminChina.Thusthestudyonlocalizationofinternationalretailbrandsisbecomingessential.ThisthesistookWal-Martasexample,systematicallyanalyzedWal-MartChina’sbrandsituationandputforwardthelocalizationpositioningstrategybyapplyingbrandpositioningtheoriesandmodels,conductingfeasibilityandnecessityanalysis.Therearemainlyfivepartsofthethesis:thefirstpartisfocusingonintroducingthekeybrandpositioningtheoriesandmodelsappliedintheanalysis;thesecondpartistheretailindustrycharacteristicsandWal-Mart’sstatusanalysis;thethirdpartisthefeasibilityandnecessityanalysisofWal-MartChinalocalizationpositioning;andintheforthpartWal-MartChina’sbrandlocalizationstrategywasputforwardfromapplyingtheabovemodelsandanalysis;thelastpartisthesuggestionsdrawnfromtheaboveanalysisforotherinternationalretailersontheirbrandlocalizationpositioningstrategies.KEYWORDS:retailindustry,Wal-Mart,localization,brandpositioning,strategyMBA-1EverydayLowPrice2090MBA-211.12009467280642%4200820083000003006709%132802157818.4%10848821.6%585444.365.6%139601356MBA-31.21.3MBA-4219692.12050USP2.1.1USPUSP(UniqueSellingProposition)UniqueSellingPropositionUSP2.1.22060MBA-52.1.31802.1.42.22.2.12.2.2MBA-62.32.3.12.3.1.12.3.1.22.3.1.32.3.22.3.2.12.3.2.2MBA-72.3.32.3.3.1()2.3.3.22.424MBA-81TABLE1ConsumerRelatedModuleofRetailCompany5432-11515MBA-94Ps----1FIGURE1DiamondBrandPositioningGraphofRetailCompanyMBA-1033.1.1852MBA-111930(MichaelKullen)243.2GDP63185914010001007899MBA-1250207899400010030544080403.32080209010199111%20033769319915.5MBA-1315%20034584219915200411WTO15040%300300711%8503.420061709262252213328459MBA-141010MBA-15496013564.14.1.119627800200161.76199140019945199367341181992199593695200871120085007%3780MBA-162(200957)TABLE2Wal-MartGlobalBasicIntroductionuntilMay7th,20097899426488626226021503635102319911154199283051994112119951131319955(*)14619968352199973942002314920059702005914520059MBA-17472005946200591962()1983()1988()1991()1998()161.762008378050014069.41904.1.2MBA-18MBA-194.24.2.119962002891461383235%10270000MBA-203(20090507)TABLE3Wal-MartChinaGeneralInformationuntilMay7th,200914613832319968200222007235%891435004000025%-30%CEOMBA-2120071/30TESCO4.2.2PESTEFEIFEPESTP2004EGDP200912%GDPSTMBA-223PESTFIGURE3PESTMacro-economicAnalysisofWal-MartChinaMBA-234FIGURE4FiveStrengthModelofWal-MartChinaTesco20095248MBA-24EFEPEST20EFE4EFEMBA-25TABLE4ExternalFactorsEvaluation(EFE)MatrixofWal-MartChina0.200151.00050.152940.61160.104840.41920.087820.17560.1239-4-0.4956GDP090.1054-3-0.31620.1026-3-0.30780.1225-3-0.367510.7198IFEMBA-265IFETABLE5InternalFactorsEvaluation(IFE)MatrixofWal-MartChina0.185650.9280.10273.50.359450.086540.3460.12864.50.57870.08413.50.294350.06953.50.243250.157940.63160.08323.50.29120.05082.50.1270.051130.153313.95285MBA-2755.15.1.15.1.1.119912090789936351906920072008200920073MBA-286TABLE6Wal-MartU.SandInternationalNetSales&OperatingIncomeData22637.80%1707.80%200777130.20%42.621.50%23955.80%1755.40%200890617.50%4811.80%25576.80%1887.10%20099869.10%494.6%613MBA-295.1.1.2199265200411WTOMBA-30150200815201019951997431455.1.1.320904CsMBA-3180%Walmex2002GDP2%6%351.61.85.1.2MBA-3219911536351820005.2MBA-335.2.15.2.1.12008MBA-342008ACNielsenCountryOverview52008FIGURE5ChinaConsumersSegmentationof200830005000-800018-343000-800060%18-34MBA-35300045-64300045-64245530008000500018-34MBA-36800025-44MBA-377TABLE7ConsumerNeedsofWal-MartChina5.2.1.2345MBA-388TABLE8ConsumerRelatedModuleofWal-MartChina5432-15.2.1.32008/MBA-392008IpsosBrandHealthResearch6FIGURE6SpiderGraphofWal-MartChinaCompetitionAnalysisMBA-402008IpsosBrandHealthResearch7FIGURE7CompetitionAnalysisofWal-Mart&CarrefourMBA-418FIGURE8BrandPyramidofWal-MartChina5.2.1.4EmotionalrelationshipFunctionalRelationshipMBA-429FIGURE9BrandLocalizationPositioningDiamondGraphofWal-MartChina/5.2.1.540MBA-43196220052006200720042530.0920052879.8913.83%20063156.5420059.61%20073511.3911.24%5002004200820065.2.2MBA-445.2.2.120085.2.2.2MBA-455.2.2.35.2.2.4146MBA-46--5.2.2.5---1/35.2.2.690%4MBA-470.2%1465.3MBA-486MBA-49[1]200221[2]2002101[3]200851[4]2007-2007101[5]200851[6]2007121[7]200871[8]200761[9]200861[10]