WHY WALMART FAILED IN GERMANY.ppt

case4 1 walmart smisadventureingermany course mscinstrategicmarketingmodule internationalmarketing bst248 lecturer dr stephanieslaterdate monday 23rdnovember2009 groupt1membersaneeqahmedya hanchentsz sinleungweiliupussarinphalitnonkiatdandanrenkerstinwalter 1 2 agenda milestonesinthewalmarthistory2 walmart sstrategy3 whydidwalmartfailingermany 4 strategicoptions milestonesinthewalmarthistory 3 1962samwaltonopensthefirststoreinrogers arkansas usa 1967salesreach 12 6millionwith24stores1980walmartsalescrossover1billiondollars 1 4billionfrom276stores1991walmartgoesglobaljointventureinmexicowithcifra1993walmartopensinternationaldivision1997walmartenteredthegermanmarket2002walmartrecordsthehighestsingle daysalesinhistory 1 43billiononthanksgiving2003walmartbecomesthelargestretailerintheworldsalesof 244 5billionwith4688storesworldwide 4 walmart sstrategy 1 strategybasedonfourpillars entrymodepricecustomerorientationsupplierrelation2 swotanalysis 1 正确的步骤 2 认识新员工的优点 针对其特长安排工作 3 协助新员工养成随时汇报工作 与上级联络 与同事商量的习惯 4 不仅注重结果 还要注意工作过程 方式方法 先求质量后求数量 5 使员工了解工作的严格性 不走样地执行上级意图 6 培养员工的时间观念 尽量不给别人增添麻烦 如何进行实际操作训练 学会思考 少闹情绪 情绪是一种能够在数小时 数日 甚至数周内控制和影响人的心境和感受的心理状态 赶紧在心里默数数字 或者做深呼吸 这些方法能有效地使你平静下来 要控制你的情感 这是你社交成功的必要心理基础 工作一段时间的跟踪训练 这种跟踪训练可分为两种 1 将员工进公司时因某种条件不具备而没有施行的教育训练重新施行 以帮助员工弥补欠缺的知识和能力 2 从员工工作中反馈的情况 出现的问题人手 对过去的训练计划再作修正 调整训练内容 去谈论他感兴趣的吧 谈论别人感兴趣的话题 惟一能影响别人的方法 是谈论他所要的 教他怎样去得到 与人谈话时最佳反馈方式不是评论 而是作描述性的回答 或是以简短的语言复述对方的谈话 把朋友的秘密锁在心里 钥匙扔向大海 朋友间必须是患难共济 那才说得上真正的友谊 信用不是一朝一夕所能建立起来的 是平日累积而成 由事实表现出来 为朋友保守秘密 尊重个人隐私 就是尊重他人 10 walmart sstrategy strategy entrymodewalmartexpandstheirinternationaloperationsthroughjointventures acquisition greenfieldoperationsandwhollyownedsubsidiariesoperatingincomefrominternationaloperationsgrowsrapidly inbillion 11 walmart sstrategy 2 strategy priceevery day low price edlp alwayspricesomeofferslowerthanotherlocalretailerslowcosts3 strategy customerorientationten footrulegreeterloyaltycards4 strategy supplierrelationefficientsupplychainandvendorrelations 12 walmart sstrategy strengths opportunities weaknesses threats powerfulglobalbrandnameinexpensiveofferstocustomershighdegreeofcustomerorientationverystrongintheusmarketstrongvendorrelationsefficientsupplychainhugebargainingpowerbigfinancialresources globalisationandliberalisationopenupnewmarketsandgiveanopportunitytoexpand k martandtargettakelocalmarketshareintheusnobiggrowthpotentialinthehomemarket us relyontheirsuppliers productassortment enternewmarketswithoutconsideringadaptation 13 whydidwalmartfailingermany influencingfactorswhywalmartfailedingermanymacroenvironmentalfactorsmicroenvironmentalfactorsinternalfactors whydidwalmartfailingermany wal martgermany aproblemofsize deutschelebensmittelzeitung 2002 14 themacroenvironmentingermany political sociocultural economic germanshoppinghabitsdifferentworkingculture germany thebiggestretailmarketineuropetoughphaseforgermaneconomy affectedtheretailindustryhighlabourcostshighrealestateprices 15 limitedchoiceofentrymodesgermangovernment staxreformlimitationofthestoreopeninghoursrestraintsofcompetitiontoprotectsmallandmedium sizedretailersrequirementofdisclosingbasicfinancialinformationstrongprotectionofgermanworkersfromgermanunions themicroenvironmentingermany highlycompetitive fullysaturatedretailmarketdifferentoperatingsystemandstorespecificationsoftheacquiredchainsconflictre distributionsystemwithsuppliersvendorrelations 16 internalfactors vendorrelationsinventoryproblemsshortageofworkersstruggledwithdifficultlabourrelationsinflexibilityofoperationmanagementlanguageskillsofmanagement 17 alternativeresponsestofailure twoscenariosforfuturegrowth scenario1 stayingermanyrepositioningandrebrandingadaptationdifferentiationandcreationofnewvalues leanconcept 2 scenario2 withdrawalfromthegermanmarket enteringnewmarketsfourstepapproachchecklearnadaptgo 18 stayingermany butadapt repositioningandrebrandingwalmartcouldnotfulfilltheirperceivedimage every day low price andhighlevelofservice necessitytocreateanewbrandnameandimageinthemarketadaptationadaptworkingcultureandserviceculturetogerman needs eliminateactivitiesthatdonotaddvaluetocustomers e g greeters packers shoppingassistance and bydoingso reducecostscomplywithgermanlegislation 19 stayingermany butdifferentiate 3 differentiationandcreationofnewvaluesconvincecustomerstoshopatwalmartratherthangotoestablishedcompetitorsshowinnovativeconceptsthatcompetitorsdonotofferofferfreehomedeliveryserviceforelderlycustomerswhoshopinstoreofferonlineshoppingserviceofferfreeshuttlebusservicetogettotheshop 20 stayingermany butfocus 4 leanstoreconceptfocusononlyonesizeforstoreskeepmedium sizedstoressellstoresthatdonotfitintotheconceptbuystoresthatcomplementconceptinnewregionsunifylayoutofstorespossibilitytooptimizesupplychain similardemandofgoodsineverystore similarorders 21 withdrawfromgermanyandenternewmarkets butcheck checkwhichmarketisattractive opentokeystrengthsofthecompany whereisthebiggestmatch matchingpointswithacountry e g appreciationforservicedesignedbywalmartsimilarworkingandbusinessculturesuppliernetworksthatmatchwalmart svendorstrategy countryattractivenessdependson e g labourcosts inordertokeeplowprices marketenvironmentnumber sizeofcompetitors enoughgrowthpotentialinthecountry legalrestrictionsforentry 22 withdrawfromgermanyandenternewmarkets butlearn learnwhatisthenewmarketenvironment typicalbehaviours likes dislikeofconsumers marketresearchonbehaviouralaspectssendtrendscoutstomarketswheremarketresearchisdifficultwhatcanwelearnfromcompetition isthemarketalreadysaturated whichpositioninthemarketcouldacompanyt