Transformations of Wal-Mart: Experimenting with New Retail Paradigms
商品編號：9B11M024
出版日期：2011/04/08
再版日期：
商品來源：Ivey
商品主題：General Management/Strategy; International Business
商品類型：Case (Pub Mat)
涵蓋議題：Globalization;Market Strategy;International Business
難易度：4 - Undergraduate/MBA
內容長度：4 頁
地域：United States; Global
產業：General Merchandise Stores
事件年度：2010
Beginning in the 1990s, Wal-Mart sought to maintain its rapid growth by investing outside of the United States. Wal-Mart chose to enter other countries through the purchase of existing retail chains. This process created a new set of challenges, since the existing chains had their own corporate cultures and operating procedures. Wal-Mart experienced several surprising defeats. In 2000, Wal-Mart launched a chain of what it called "Neighborhood Markets," limited to the sale of groceries. Meanwhile, its Latin American acquisitions included stores of only 4,000 square feet. In 2010, Wal-Mart announced a strategy to create a major chain of mini-Supercentres, each of some 40,000 to 60,000 square feet, to be located within cities. Some of the new smaller stores would be focused on local ethnic groups. Hispanic neighborhoods were an obvious target for this paradigm. In addition to the need to change its inventory levels, and to rely on parking buildings rather than large parking lots, Wal-Mart encountered strong opposition from labour unions. Meanwhile, Wal-Mart was using its new small-format stores in China. Wal-Mart was also experimenting with on-line grocery sales with home delivery. Wal-Mart was continuing to cut costs by consolidating its global purchases, shifting to more global supply chains with the elimination of many wholesalers. At the same time, Wal-Mart was taking a dramatic position in compelling its suppliers to adopt "green" practices, conducting audits of its suppliers and refusing to purchase from those who failed to measure up to new environmental standards.
教學手冊：8B11M024
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