沃尔玛成功案例PPT课件.ppt

.,1,Thesuccessfulstrategyofwal-mart,GroupnineHuangguilinCaoXingWanZhongyanDaiYong,.,2,Background,Wal-martretailbytheUnitedStatesofSamWalton,legendaryin1962.FoundedinArkansas.Afternearlynineyearsofdevelopment,wal-marthasbecometheworldslargestprivateemployerandretailer,manytimesonthefortuneglobal500topelectedandthemostvaluablebrands.,.,3,Atpresent,thewal-martin27countriesaroundtheworldopenedmorethan10000stores,underthe69brand,globalemployeesmorethan220people,everyweektowal-martcustomers200millionpassengers.The2011fiscalyear(onFebruary1,2010tojan.31,2011salesof$419billion,morethan3.4%growthinfiscal2010.Infiscalyear2011,wal-martandwal-martfoundationcharityfundaccumulativetotal$319million,materialaccumulativetotalmorethan480milliondollars.In2010,wal-martonfortunetheworldagaintop500,andinthemagazinein2010themostadmiredenterprisesurveyofretailenterpriserankfirst.,.,4,.,5,WALMARTINCHINA,Wal-martenteredinChinain1996,shenzhenopenedthefirstwal-martshoppingplazaandSamsclubstores.AtpresentinChinahandleawiderangeofformatswal-martandbrands,includingshoppingplaza,sam-memberstore,andcommunityshopandsoon,byMarch1,2012,hasbeeninthenational21provinces,fourmunicipalitiesdirectlyunderthecentralgovernmentofthe140citiesopened370stores,inthewholenationcreatedmorethan106500jobs.,.,6,Wal-martinChinasbusinessalwaysadheretothelocalpurchasing,atpresent,wal-martChinaandnearly2supplierestablishedcooperativerelations,salesofproductsindomesticproduct,morethan95%;Atthesametime,wal-martChinapaysgreatattentiontothetalentedpersonlocalization,encouragediversifying,especiallyfemalestafftraininganddevelopmentandthemanagement.Nowwal-martChinamorethan99.9%ofthestafffromChinaitself,generalmanagerofthelocalmalltalentas100%,accountingformorethan60%ofwomenemployeesthan,managementteamabout40%forwomen.In2009thecompanyestablishedthewal-martChinawomensleadershipdevelopmentcommitteetoacceleratingthewomenofcareerdevelopment.,.,7,WAL-MARTspecialthings,TheleadersofWal-martdaretohaveariskandusenewtechnologyThemanagersmakeatruestrategyandadvancedmanageskillTheyhavegoodfirmculture,.,8,In1960S,SAMsetsupfirstdiscountstoreIn1980S,SAMsetsupaclubtosavethegoodsIn1980S,wal-martusebarcodethetomanagethegoodfirstlyAtthebeginningof21century,wal-martstarttodevelopthestandardplatformofinternet,TheleadersofWal-martdaretohavearisk,.,9,Themanagersmakeatruestrategyandadvancedmanageskill,themanagersputforwardnewretailtransportationtheoryConcentrationdistributionmanagementcenterforastoreofferssupplythecompanycombinestheinformationtechnologyandmanagementactivitiesclosely,anddevelopwal-martmanagementinformationsystem,.,10,Themanagersmakeatruestrategyandadvancedmanageskill,Formulatedthesustainabledevelopment360strategy.includingthreeparts1.Onehundredpercentuseofrenewableenergy2.Zerowaste3.Selltoresourcesandenvironmentofcommodities.,.,11,Theyhavegoodfirmculture,Thecultureofwal-martisthatcustomerisfirst.Therule,Article1:thecustomerisalwaysright;Article2:ifyouhaveanyquestions,pleaserefertothefirstone,.,12,Wal-Martsprofitability.,Wal-MartCaseAnalysis,.,13,Corporateshort-termliquidity,Meaning:,Thepreferredevaluationindex,CurrentRatio,Theabilityofacompanytopaycurrentdebt,.,14,CurrentRatio,=Currentassets/currentliabilities,Evaluationcriteria,Thehighertheratio,indicatingthatthehigherthecurrentliabilitiesrepaymentpossibilitythatshort-termcreditorsmoreprotection;,Ingeneral,thecurrentratioislessthan1isthebottomlineacceptabletotheenterpriserisk,.,15,However,bythestrongonseverallistedcompaniesinthe2009financialdataanalysis,thetraditionalevaluationoftherulesdoesnotapplyto.,.,16,Corporatefinancialdataanalysis,1，Asset,2，liabilities,3，所有者权益项目,4，Profit,5，Short-termsolvency,.,17,Currentratio1,WhetheronbehalfofWal-Martscurrentassetsareinsufficienttocovercurrentliabilities,turnoverriskoffailure？,.,18,First,theinventoryturnover,Second,Wal-Martsfinancialoperationsmanagementmethods,CauseAnalysis,Moneyquickly,slowlypayment,.,19,Wal-Martsmoneyquickly,slowlypayment,Consumercreditcardtopurchasegoods2to3days,creditcardcompanieshavetopayWal-Martcash.Traditionalsuppliers,Wal-Marttomaintainnormalcommercialtransactionsofthefastest30daysofpayment,usequicklymoneyslowlypaymentmethodtocreateaworkingcapitalofthehand.DuetothegrowthofWal-Martscurrentassetsthancurrentliabilitiesslowwillresultinthedeteriorationofcurrentratioillusionof。,.,20,Incontrast,thesizeandviabilityarefarhigherthanWal-MartlessretailerstoKmart,itscurrentratioWalmartismuchhigher.Kmartscurrentratioin2000andevenashighas12.63.IsthatmeansKmarthasstrongSolvency?,.,21,Infactjusttheopposite.Infact,Kmartsufferedinthe2000financialcrisis,betweenthesupplierrequiresKmarttocashpickup,orstronglyshrinktheamountanddurationofKmartscredit,undertherapiddecreaseinaccountspayable(currentratiodenominator),givingrisetoKmartsohighcurrentratio.,.,22,Traditionalfinancialstatementsoftheemphasisoncorporatesolvencyrequirementsoftheliquidityratioofatleast1.5.However,fromtheperspectiveofcompetitivefocustolessthan1currentratio(workingcapitalisnegative)torun,showsWal-Martsstrongmanagementcapabilities;suddenlyrisingliquidityratio(forexample,the2000Kmartsdigital),butisawarningsignoftheretailfinancialcrisis,.,23,Summary,Intheanalysisofcorporatefinancialstatements,Wearenotconfinedtofinancialindicatorsdata.Butalsobeintegratedtoconsiderthecompanysownsituation,Characteristicsoftheindustry,Businessoperationsandmanagementcapabilities,Industryenvironment,.,24,Conclusion（一）,Wal-MartisamodelofculturalvictoryAttentionandcreateacorporatecultureisthelawofasuccessfulenterprise.CustomerisGodandrespectforeveryemployee,Everydaythepursuitofexcellence.ThisistheessenceoftheWal-Martscorporateculture.Whetheryouaroundtheworld,aWal-Mart,youwillfeelastrongvibration,youwillfeelthespiritofonekindofWal-Martatworkdiligent,thrifty,active,innovative.Everystaffarelovewal-mart,everyoneinsilenceforcustomerservice.,.,25,(二),Wal-MartsEmployeeStockOwnershipPlanisthefoundationofthepowersourceSamWaltonattachgreatimportancetotheroleofpeople,hebelievesthatemployeesarethemostfromtheresources,thecompanyisateamactionforthesamegoal.Companyemployeesnevercalledemployees,butreferredtoasapartner.Thecompanyisgainingstrengthfromtheboardmembers,managersandallpartners.,.,26,Employeeisapartnerthenatureofemployeesandbusinessrelationshipbetweenownershipthroughemployeestockownership,employeesconcernedaboutth