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Wal-mart has branches in Mexico.A．YB．NC．NG
Wal-mart has branches in Mexico.
A．Y
B．N
C．NG
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Wal-mart has branches in Mexico.
A．Y
B．N
C．NG
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更多“Wal-mart has branches in Mexic…”相关的问题
Emek Basket has studied the impact of Wal-Mart on the retailers in ______.
A．American counties
B．European towns
C．American metropolis
D．cities all over the world
Wal-Mart
Wal-Mart is more than just the world's largest retailer. It is an economic force, a cultural phenomenon and a lightning rod for controversy. It all started with a simple philosophy from founder Sam Walton: Offer shoppers lower prices than they get anywhere else. That basic strategy has shaped Wal-Mart's culture and driven the company's growth.
Now that Wal-Mart is so huge, it has unprecedented power to shape labor markets globally and change the way entire industries operate.
History of Wal-Mart
Sam Walton opened his first five-and-dime in 1950. His vision was to keep prices as low as possible. Even if his margins weren't as fat as competitors, he figured he could make up for that in volume. He was right.
In the early 1960s, Walton opened his first Wal-Mart in Rogers, Arkansas. The company continued to grow, going public in 1970 and adding more stores every year. In 1990, Wal-Mart surpassed key rival Kmart in size. Two years later, it surpassed Sears.
Walton continued to drive an old pickup truck and share budget-hotel rooms with colleagues on business trips, even after Wal-Mart made him very rich. He demanded that his employees also keep expenses to a bare minimum—a mentality that is still at the heart of Wal-Mart culture more than a decade after Walton's death. The company has continued to grow rapidly after his death in 1992 and now operates four retail divisions—Wal-Mart Supercenters, Wal-Mart discount stores, Neighborhood Market stores and Sam's Club warehouses.
Wal-Mart Strategy
Let's start with technology. Wal-Mart pushed the retail industry to establish the universal bar code, which forced manufacturers to adopt common labeling. The bar allowed retailers to generate all kinds of information—creating a subtle shift of power from manufacturers to retailers. Wal-Mart became especially good at exploiting the information behind the bar code. And thus it is considered a pioneer in developing sophisticated technology to track its stock and cut the fat out of its supply chain.
Recently, Wal-Mart became the first major retailer to demand manufacturers use radio frequency identification technology (RFID). The technology uses radio frequencies to transmit data stored on small tags attached to pallets(货盘) or individual products. RFID tags hold significantly more data than bar codes.
The frugal culture, established by Walton, also plays into Wal-Mart's success. The company has been criticized for the relatively poor wages and health care plans that it offers to rank-and- file employees. It has also been accused of demanding that hourly workers put in overtime without pay. Store managers often work more than 70 hours per week.
This culture is also present at the company's headquarters. Wal-Mart is headquartered in Bentonville, Arkansas, instead of an expensive city like New York. The building is unattractive and dull. You won't catch executives in quality cars and you won't see them dragging into work at 9:30 a.m. Executives fly coach and often share hotel rooms with colleagues. They work long hours, typically arriving at work before 6:30 a.m. and working halfdays on Saturdays.
The central goal of Wal-Mart is to keep retail prices low and the company has been very successful at this. Experts estimate that Wal-Mart saves shoppers at least 15 percent on a typical cart of groceries. Everything—including the technology and corporate culture—feeds into that ultimate goal of delivering the lowest prices possible. Wal-Mart also pushes its suppliers, some say cruelly, to cut prices. In The Wal-Mart Effect, author Charles Fishman discusses how the price, of a four-pack of GE light bulbs decreased from $2.19 to 88 cents during a five-year period.
The Power
Because of Wal-Mart's massive size, it has incredible power. It has driven smaller retailers out of business
A．Y
B．N
C．NG
A lot of Wal-mart stores are poorly decorated.
A．Y
B．N
C．NG
Let China's Retail Wars Begin
Newly unfettered foreign chains could grab more of China's market. On a cold and windy Friday afternoon, Li Fang is rushing to get some shopping done before the weekend begins. And the 30-year-old human resources manager knows exactly where she wants to go: the Carrefour hypermarket, a 10-minute bus ride from her apartment in north Beijing. it's not the cheapest option, but the French-owned store has all the meat, vegetables and fruit she needs. "Carrefour offers high quality and a better variety of products compared to other supermarkets," she says.
In recent years, major international chains like Carrefour SA of France and Wal-mart Stores, Inc. of the United States have expanded aggressively in China. Local Chinese retailers have loudly protested this and lobbied heavily for protection from the new competition in price and service that these major retailers have set off. Earlier drafts of the law had included a requirement for a system to rate and punish foreign retailers who had previously set up stores without central government approval. Another proposal would have prohibited foreign retailers from opening stores in cities that haven't drawn up detailed maps of planned retail sites, which would include many smaller cities.
Many more Chinese will soon get a chance to sample the quality and variety at Carrefour and other foreign-owned stores. In keeping with the conditions for China's membership in the World Trade Organization, Beijing on Dec. 11 lifted most restrictions on foreign retailers. Gone are limits on the number of stores, rules confining them to large cities, and regulations capping the foreigners' stake in local ventures at 65%.
China erected those hurdles to give its own companies a chance to copy the West's big-store model—and they have done so with great success. The top four retailers in the country are all run by the government or local entrepreneurs, led by a rapidly expanding chain called Shanghai Bailian. But the foreign companies are nipping at the locals' heels, and they have big plans for expansion now that the barriers have been tom down. Pads-based Carrefour has some 240 stores in China, and plans to open as many as 150 more this year. Its 2003 sales of ＄1.8 billion make it China's fifth-biggest retailer. China "is very important for our future," says Jean-Luc Chereau, executive manager of Carrefour China.
PREMIUM ON CONVENIENCE
Carrefour was quick to get into China and often pushed the regulatory envelope, bypassing Beijing and cutting deals with local governments. Although that strategy got Carrefour into hot water at the time, the company has emerged as the undisputed leader. It has even bested its Bentonville (Ark.) rival, Wal-Mart Stores Inc., (WMT) which has 43 stores in 20 Chinese cities, and another 10 in the works this year. Germany's Metro is the No. 3 foreign player, with 24 stores and another 40 within five years. All told, dozens of foreign companies have opened in the mainland.
Why the rush？ Over the past 20 years, retail sales in China have jumped nearly 15% annually, to some ＄628 billion in 2004—making it the third-largest market on earth. And consumer expectations have shot up even faster. Just a decade ago most Chinese were content to line up in state-owned stores to buy whatever meager products were available, then shuffle off to outdoor markets for meat, eggs, and vegetables. Now both local chains and the multinationals are pushing out the stodgy old state retailers and mom-and-pop shops by building big, convenient stores in choice central locations in Beijing, Shanghai, and Guangzhou. With the end of geographic restrictions, the battle for dominance will shift to smaller cities.
The customers are a middle class that today totals at least 100 million. These shoppers like to buy clothes, TVs, and groceries at clean, modem outlets with a full ran
A．Y
B．N
C．NG
Wal-mart is determined to become world's top retailer.
A．Y
B．N
C．NG
In order to achieve the lowest-price goal, Wal-Mart even pushes ______ to cut prices.
A．the wholesalers
B．the retailers
C．the suppliers
D．the middlemen
By using bar codes developed By Wal-Mart, manufactures enjoyed more says over retailers.
A．Y
B．N
C．NG
Wal-mart will stick to its old advertising strategy.
A．Y
B．N
C．NG
