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企业战略管理小组作业

关于沃尔玛公司的SWOT分析

小组成员:刘钎千、孟雨鑫、张煜、宋迎、祝倩倩、高迎春、霍雨佳、张硕、邓南、马永丽

沃尔玛的企业背景:沃尔玛百货公司由美国零售业的传奇人物山姆沃尔顿先生于1962年在阿肯色州成立。经过四十多年的发展,沃尔玛公司已经成为世界最大的私营雇主和最大的连锁零售商,在全球14个国家开设了7,000多家商场,员工总数超过200万人,每周光临沃尔玛的顾客达1.76亿人次。 沃尔玛1996年进入中国,在深圳开设了第一家沃尔玛购物广场和山姆会员商店。沃尔玛全球采购中心总部于2002年在深圳设立。经过十二年的发展,目前沃尔玛已经在全国共63个城市开设了115家商场,包括沃尔玛购物广场、山姆会员商店、沃尔玛社区店三种业态,其中沃尔玛购物广场110家、山姆会员商店3家,社区店2家,同时拥有好又多35%的股权。沃尔玛至今在华创造了超过50,000个就业机会。 作为一个出色的企业公民,沃尔玛自进入中国就积极开展社区服务和慈善公益活动,十二年累计向各种慈善公益事业捐献了超过5,700万元的物品和资金。沃尔玛十分重视环境保护和可持续发展,并把环保360的理念融入到沃尔玛日常工作的每一个环节,同时沃尔玛也鼓励合作伙伴成为沃尔玛环保360计划的一部分,共同致力于中国的环境保护和可持续发展。 与在世界其它地方一样,沃尔玛在中国始终坚持公司的优良传统,即专注于开好每一家店,服务好每一位顾客。致力于以“天天平价”为顾客提供品种齐全的优质商品和友善的服务。沃尔玛在中国每开设一家商场,均会为当地引入先进的零售技术及创新的零售观念。通过促进健康竞争,我们希望不断地提高经营水平和服务质量,从而为当地经济繁荣作出贡献。 沃尔玛在中国的经营始终坚持本地采购,通过购买优质产品为当地提供更多的就业机会,支持当地制造业,促进地方经济发展。目前,沃尔玛中国销售的产品中本地产品达到95%以上,与近2万家供应商建立了合作关系。沃尔玛一贯视供应商为合作伙伴,与供应商共同发展。2008年9月,在由上海商情-供应商满意度测评办公室中心发布的《2008供应商满意度调查报告》中,沃尔玛再次被评为“综合满意度最高的连锁卖场”。此外,沃尔玛每年直接采购中国商品出口金额约为90亿美元。沃尔玛与中国的消费品制造商紧密合作,分享沃尔玛的信息和资源,支持国内的制造企业提高生产、技术和管理水平;把全球领先的零售技术和经验带到中国,促进国内零售业水平的提高。

沃尔玛的内部优势(S) 1、管理高度规范化,经营理念科学化。沃尔玛所有管理均通过信息技术来完成,无论总部管理人员还是商场营业员都是按照计算机的指令工作,绝不会随意行事。沃尔玛在价格上对国内企业的杀伤力远不及其先进的经营理念和科学化的管理; 2、信息技术高度发达。沃尔玛在信息技术方面的投资不遗余力,专门负责软件设计的工程师就有2000多名,中国与美国总部之间的联系都是通过卫星来传送,计算机技术的应用已经到了无孔不入的地步; 3、营运促销具有特色。沃尔玛的卖场布置非常活性化,在商品促销方面也非常有特色。沃尔玛并非完全靠牺牲供应商和自己的利益来做促销,而是非常讲究技巧,这种技巧在消费心理上下了很大的工夫。另外在商品演示、限时促销、和商场的娱乐性促销活动等方面都非常有特色; 4、培训体系健全化。沃尔玛的每个员工从入职前到入职后的培训都非常完善,培训时间相当长,对于中国员工入职前的培训量最短不少于3个月,培训后员工对于本岗位的知识掌握得很全面; 5、物流体系强大(主要指国外)。目前沃尔玛还没有大规模在国内建立配送中心,仅在盐田港有一配送中心,对广东省所有的店铺进行配送。而广东省外开店,通常要求采购本地化,部分当地不能采购的商品则要求深圳的供货商在当地设立办事处给予配送; 6、美国品牌商品价格优势明显。这一点不表现在价格签上,而体现在其所取得的采购回扣上。比如美国宝洁公司对中国国内各商家的供货价格是一致的,但作为宝洁公司的最大客户,沃尔玛每年均可在美国宝洁公司总部取得可观的采购佣金。这点说明如果一味在一些大品牌商品上和沃尔玛进行价格战的话,损失会比较大; 7、品牌优势显著。沃尔玛头上戴着世界第一的光环,这一品牌优势是绝对不可忽视的,比如说,许多零售行业的年轻人的理想就是希望能够进入沃尔玛工作,沃尔玛的品牌优势所带来的杀伤力和感召力是任何都不能替代的。…...

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...For the exclusive use of S. AL OBAIDLI 9-405-009 REV: SEPTEMBER 22, 2005 DAVID THOMAS BORIS GROYSBERG CATE REAVIS Sonoco Products Company (A): Building a WorldClass HR Organization Your business is only going to be as good as the people you’ve got. You can have the best strategy in the world, but if you don’t have effective execution by people, it’s going to fail. — Harris DeLoach, Sonoco CEO In order to make progress, we had to somehow decide what things were going to be the same across the company and what things could be or needed to be different to support the businesses. There was a balance that we needed to figure out. — Cindy Hartley, Senior VP, Human Resources It was late August 2000. Cindy Hartley, senior vice president of human resources (HR) at Sonoco, a 100-year-old global provider of industrial and consumer packaging and related services, was meeting with five members of her reorganization task force comprising the heads of employee relations and organizational development, the company’s chief labor attorney, and two key divisional HR directors. Looking to cut costs across the company, the company’s newly appointed CEO had asked Hartley to come up with at least two potential new HR structures that would reduce the function’s costs by 20%, or $2.8 million. But there were other equally pressing reasons for the reorganization. Number one was to ensure top-level accountability for talent management and upgrading. The second reason was to......

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