Wal-Mart-沃尔玛战略管理计划

Wal-MartStoresstrategicmanagementplanWrittenby:NeilExecutiveSummaryOrientedconceptCourseofactionOrganizationstoensureConclusionandRecommendationsTableofContentsAbstract:Wal-Mart,theretailindustryasaworldleaderintheworldhasaremarkableperformancein1996,stationedinChina,ashortspanoftenyears,theretailchainWal-Marthasmadenosmallachievement,butmoretohighlighttheisnotcommensuratewiththestatusissue.ThisarticleontheWal-MartinChinaexistinthelocalizationoftheslow-scaleeffectsoftheparalysisoflogistics,informationsystemsmarkedlydifficulttouse,low-coststrategyhasfailed,membersshopcold,arrogantpublicrelationsissuessuchasanalysisandtoexploreandaddresstheseproblems,proposedre-positioning,smallprofitsbutquickturnover,creditconsolidation,theChinesepeopleandtokeeplocalgovernments,suchasmarketingthecorrespondingstrategy.WalmartstrategicmanagementOrientedconceptCourseofactionOrganizationstoensureWhatistheideaofWal-Mart'sstrategy?——OrientedconceptAlwayslowpricesthatEDLPisaWal-Mart'soverallstrategy,Wal-Martwitheverydaylowpricestoexplainalltheiractions,andtheoutsideworldcanbasicallyusetheeverydaylowpricestoexplainalltheWal-Mart.Wal-Marttargeted,allitsactsarecommittedAlwayslowprices.Wal-Martmodelofdevelopment?——Courseofaction“Absolutecopy,quickshop,andencirclingthecitiesfromruralareas”Wal-Mart'sretailconceptanddeterminethecharacteristicsofWal-Mart'sdevelopmentmodel:smallprofitstothescaleofvictory,winningfromthescaleofthedevelopmentopportunities,inaddition,nootherway.Wal-Martleadstosuper-sizethebasicroadmapisencirclingthecities,therearetwobasicmethods:absolutereplicationandrapidshop.Wal-Mart‘ssystemdesign——OrganizationstoensureSpeakinfrontoftheeverydaylowpricesconceptanddevelopmentmodel,butthesearenotspontaneousactionstoimplement,whichiswhymanycompanieshaveagoodideabutthereasoncannotbeachieved?Wal-Marthasadoptedthesystemdesignedtoprovidebusinessgrowthtoensuretheorganization.Wal-Martthemostcentralofthethreedepartments-purchasing,operations,andisresponsibleforsiteselection,businessdevelopmentshopWal-MartemployeebenefitspolicyCompetitivewages•Profitsharing•A401(k)plan•Stockownership/stockloanprogram•Paidvacationandholidays•Adiscountcard•Medicalanddentalcoverage•Lifeinsurance•Accidentaldeathanddismembermentcoverage•Short-andlong-termdisabilityinsurance•Freeconfidentialprofessionalcounselingandassistance•Scholarshipbonuses•Child-carediscountsConclusionWal-Martisauniqueplacetopromoteinnovation,Wal-Martwillalwayssparenoeffortindifferentdepartmentsordivisionstospreadinnovation,Wal-Martheadquartersinanothersegmentisoftenrequiredtosubmittoourcolleaguestocreateextraordinary,thecase,thentheseotherrelevantdepartmentsandinnovationtopromotedivisionandaskthemtocreativeapplicationstotheirareaofwork,Wal-Martisalwaystryingtogetpeopletounderstandeachrelevanteveryinnovation,theirOAorbytelephoneconference,on-sitewaytoorganizethemtolearnfromsuchameeting,thebosswilloftenvisitwiththesegoodideasdivisionsordepartmentstoseeifthereisnoefforttopromoteWTManagement1,cooperatewiththee-commercesite2,theminingofothercompaniesoutstandingmanagementpersonnelSTStrategy1,increaseinvestmentinpublicwelfareThreats1,theretailindustry2,themainrival3,e-commerce,directmarketing2,thepublic'sconcernWOStrategies1,internationallogisticsbusiness2,trythenewexpansionstrategy3,carryoutmergersandacquisitionsinoverseasmarketsSOstrategies1,effortstoopenupoverseasmarkets2,theoccupationoftheformerKmartmarketshare3,tocarryoutpricewarserviceOpportunities1、Overseasmarketcapacity2,thepatternofchangesinU.S.domesticmarketWeaknesses1、OverseasMarketDevelopment2,e-commercetocarryoutgood3,graspoftheurbanconsumersStrengths1、Businessphilosophyandcorporateculture2,enterprisestrength3,informationtechnology4,thecostadvantage5,theservice6,therelationshipwithsuppliersInternalFactorsOutsidetheenterpriseEnvironmentRecommendations1.Activelydeveloptheoverseasmarket2.Othernewoverseasmarkets;3.Mergersandacquisitionsinoverseasmarkets;References!