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沃尔玛的本土化经营策略与启示
摘 要
沃尔玛作为世界零售业的巨头，1996年进入中国，最初进入中国时采取的是合资的方式，合资伙伴是深圳珠江百货有限公司。沃尔玛奉行“天天平价，薄利多销”的经营方针，全面压价，保持低成本赢得了持续的竞争优势。目前，沃尔玛在中国有三种业态：沃尔玛购物广场、山姆会员商店和沃尔玛社区店。与近2万家供应商建立合作关系，销售的产品中本地产品超过95%，有超过99.9%的员工来自中国本土。但是沃尔玛为了可以通过低成本复制来迅速扩张，采取了非常集中化的管理，造成了与本土化的对立，也忽略了本土化的创造性和灵活性以及中国市场的特殊性，所以并没有发挥出低成本复制扩张的优势，研究表明，沃尔玛在未来发展过程中，定要与中国消费文化，消费习惯和市场环境相适应，做到切实的沃尔玛中国。对于跨国公司，要从人力资源、营销管理、市场开拓、技术优势等方面大力实施“本土化”的经营策略。
关键词：沃尔玛；本土化策略；分析
摘 要
沃尔玛作为世界零售业的巨头，1996年进入中国，最初进入中国时采取的是合资的方式，合资伙伴是深圳珠江百货有限公司。沃尔玛奉行“天天平价，薄利多销”的经营方针，全面压价，保持低成本赢得了持续的竞争优势。目前，沃尔玛在中国有三种业态：沃尔玛购物广场、山姆会员商店和沃尔玛社区店。与近2万家供应商建立合作关系，销售的产品中本地产品超过95%，有超过99.9%的员工来自中国本土。但是沃尔玛为了可以通过低成本复制来迅速扩张，采取了非常集中化的管理，造成了与本土化的对立，也忽略了本土化的创造性和灵活性以及中国市场的特殊性，所以并没有发挥出低成本复制扩张的优势，研究表明，沃尔玛在未来发展过程中，定要与中国消费文化，消费习惯和市场环境相适应，做到切实的沃尔玛中国。对于跨国公司，要从人力资源、营销管理、市场开拓、技术优势等方面大力实施“本土化”的经营策略。
关键词：沃尔玛；本土化策略；分析
ABSTRACT
Modern management theory is generally accepted that, overseas companies at the core of strategy is to achieve localization, which is in the world economic globalization and liberalization further development environment, expand overseas company effective resource allocation of its limited resources on a global scale, maintain a competitive advantage.
Wal-mart as the world retail giant, entered China in 1996, the first to enter the Chinese is a joint venture, joint venture partners is the pearl river in shenzhen department store co., LTD. Wal-mart with its advanced information system and a powerful logistics system, implementing cost leadership strategy in China,adherence to the \"everyday parity, meager profit but high turnover\" the management policy, comprehensive demand, keep costs low won the sustainable competitive advantage. At present, in China it has three forms: wal-mart shopping plaza, Sam's club store and wal-mart community. Establish cooperative relations with nearly 2 m suppliers, sales of products more than 95% of local products, more than 99.9% of employees from China mainland. But wal-mart to low-cost copying to rapid expansion, has taken a very centralized management, caused and localization of opposites, and ignore the localization of creativity and flexibility, and the particularity of the Chinese market, so did not play the advantage of low cost copy expansion, studies have shown that wal-mart in the future development process, must with the Chinese consumer culture, consumption habits and adapt to the market environment, effective, wal-mart in China. For multinational companies, from the human resources, marketing management, market development and technical advantage vigorously implement the strategy of \"localization\" of business.
Key words: Wal-mart; The localization strategy; Analyze
Modern management theory is generally accepted that, overseas companies at the core of strategy is to achieve localization, which is in the world economic globalization and liberalization further development environment, expand overseas company effective resource allocation of its limited resources on a global scale, maintain a competitive advantage.
Wal-mart as the world retail giant, entered China in 1996, the first to enter the Chinese is a joint venture, joint venture partners is the pearl river in shenzhen department store co., LTD. Wal-mart with its advanced information system and a powerful logistics system, implementing cost leadership strategy in China,adherence to the \"everyday parity, meager profit but high turnover\" the management policy, comprehensive demand, keep costs low won the sustainable competitive advantage. At present, in China it has three forms: wal-mart shopping plaza, Sam's club store and wal-mart community. Establish cooperative relations with nearly 2 m suppliers, sales of products more than 95% of local products, more than 99.9% of employees from China mainland. But wal-mart to low-cost copying to rapid expansion, has taken a very centralized management, caused and localization of opposites, and ignore the localization of creativity and flexibility, and the particularity of the Chinese market, so did not play the advantage of low cost copy expansion, studies have shown that wal-mart in the future development process, must with the Chinese consumer culture, consumption habits and adapt to the market environment, effective, wal-mart in China. For multinational companies, from the human resources, marketing management, market development and technical advantage vigorously implement the strategy of \"localization\" of business.
Key words: Wal-mart; The localization strategy; Analyze
目 录
引言 2
一、沃尔玛本土化经营策略概述 2
(一）沃尔玛超市简介 2
（二）沃尔玛本土化经营策略概述 2
二 、沃尔玛本土化经营策略分析 3
（一） 沃尔玛的产品营销 3
（二）沃尔玛的价格营销 3
（三）沃尔玛的促销活动 4
（四）沃尔玛的人员特色 5
（五）沃尔玛的渠道营销 5
（六）沃尔玛服务的有形展示 6
（七）沃尔玛的过程营销 7
三、沃尔玛本土化策略对我们的启示 8
（一）经营理念与管理 8
（二）科学管理和先进技术 8
（三）扩张策略 8
（四）采购配送 9
（五）自有品牌的开发 9
结论 10
参考文献 10
致 谢 11
参考文献
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