សាកលវិទ្យាល័យភូមិន្ទន្ីតិសាស្រ ត្ ន្ិងវិទ្យាសាស្រ ត្ស្ដ្ឋកិច្ច

MANAGEMENT OF CHANGEMINI CASE 5.2

GROUP 10: PROFESSOR:១. ម ៉ុន្ ដាវីន្ សោក ្៉ុក ច្័ន្ទរិទ្យធី

២. មូលស្ម ច្មវីរៈ

៣. ្ំ បូនី្

Disaster Planning:

How Wal-Mart Saved the Day

PRESENTATION ON

CONTENT

1. INTRODUCTION TO WAL-MART.

2. HISTORY OF WAL-MART.

3. BUSINESS DESCRIPTION & COMPETITORS.

4. VISION, MISSION & VALUES.

5. KEY SUCCESS FACTORS.

6. SWOT ANALYSIS.

7. DISCUSSION QUESTION & ANSWERS

INTRODUCTION TO WAL-MART

• AN AMERICAN PUBLIC CORPORATION THAT RUN A CHAIN OF

LARGE DISCOUNT DEPARTMENT STORES & WAREHOUSE

STORES.

• WORLD’S LARGEST PUBLIC CORPORATION BY REVENUE.

• LARGEST PRIVATE EMPLOYER IN THE WORLD.

• FOURTH LARGEST UTILITY OR COMMERCIAL EMPLOYER.

• LARGEST GROCERY RETAILER IN THE UNITED STATE (20%).

• LARGEST TOY SELLER IN THE UNITED STATE (22%).

• WORLD’S BIGGEST RETAILER.

WAL-MART AT A GLANCE• FOUNDED: ARKANSAS, USA (1962) BY SAM WALTON.

• HEADQUARTERS: BENTONVILLE, ARKANSAS, USA.

WAL-MART AT A GLANCE• PRODUCTS: DISCOUNT STORES, SUPER

CENTERS, NEIGHBORHOOD MARKETS.

WAL-MART AT A GLANCE

• SLOGANS:

THE LOWEST PRICES. GUARANTEED!

SAVE MONEY, LIVE BETTER

WE SELL FOR LESS EVERYDAY!

COMPANY OVERVIEW• FOUNDED BY SAM WALTON IN 1962.

• INCORPORATED ON OCTOBER 31, 1969.

• PUBLICLY TRADED ON THE NEW YORK STOCK EXCHANGE IN

1972.

• WAL-MART OPERATE RETAIL STORES IN VARIOUS FORMATS

ACROSS THE WORLD.

COMPANY OVERVIEW

HISTORY OF WAL-MART

o 1918: BORN IN A FARMER’S FAMILY IN KINGFISHER,

OKLAHOMA.

o 1940: GRADUATED FROM THE UNIVERSITY MISSOURI.

o 1950: GIVE UP JOB AND OPENED HIS FIRST STORE IN

ARKANSAS.

o 1962: WALTEN BROTHER OPENED FIST WALMART IN

ARKANSAS.

HISTORY OF WAL-MART

o 1970: WALMART BECAME PUBLIC.

o 1990: 1ST NATIONAL RETAILER.

o 1991: INTERNATIONAL EXPANSION.

HISTORY OF WAL-MARTo 1993: CREATION OF “GREAT VALUE”.

o 2003: LARGEST CORPORATION IN THE WORLD.

o 2012: 50TH ANNIVERSARY.

BUSINESS DESCRIPTION

COMPETITORS

COMPETITORS

COMPETITORS

VISION

“ TO BE THE BEST RETAILER IN THE HEARTS AND MINDS OF

CONSUMERS AND EMPLOYEES. ”

MISSION

“ SAVING PEOPLE MONEY SO THEY CAN LIVE BETTER. ”

SLOGAN

SAVE MONEY. LIVE BETTER

VALUE OF WALMART

Integrity OpportunityFamily and

CommunityPurpose Responsibility

KEY SUCCESS FACTORS

Economies

Scales

Supply Chain

with

Integrated

Technology

Superior

Logistics

Systems

Decentralized

Operation

Every Day

Low Prices

SWOT ANALYSIS

STRENGHTS

Deal with Suppliers – Cost Leadership

Efficient Supply Chain Strategic Location/Facilities at

Stores Strong IT backup New Technology Implementation

WEAKNESSES

Unable to adapt to different

cultures/countries. Ex: Germany

Heavily dependent on ‘bulk sales

Late entrants

No success beyond Americas

OPPORTUNITIES

New Economies – India/China/Brazil

Rising disposable incomes

New channels-Marketing/Internet based

models

Joint Venture with some leading players

THREATS

Restriction on FDI. Ex: India

International law against dumping

Regional competitors

Law against ‘Monopoly’- Anti thrust policies

DISCUSSION QUESTIONS

1. BASED ON WHAT YOU HAVE LEARNED IN THIS CHAPTER, WHAT

DID WAL-MART DO THAT MANY OTHER FIRMS AND

GOVERNMENT OFFICIALS DID NOT DO TO DEAL EFFECTIVELY

WITH THE HURRICANE? EXPLAIN YOUR ANSWER.

2. HOW SHOULD CORPORATE PLANNERS HANDLE SITUATIONS

SUCH AS KATRINA BEFORE THEY ACTUALLY OCCUR? EXPLAIN

YOUR ANSWER.

3. ANOTHER COMPANY THAT WAS PRAISED FOR ITS WORK IN THE

AFTERMATH OF KATRINA WAS FEDERAL EXPRESS. IT HAS A

POLICY CALLED “FLEXIBILITY PLANNING.” LONG BEFORE

KATRINA, FEXEX CONDUCTED DISASTER DRILLS SEVERAL TIMES

A YEAR-FOR EVERYTHING FROM BIG EARTHQUAKES TO

BIOTERRORISM TO A MONSTER TYPHOON HITTING THE

COMPANY’S HUB IN THE PHILIPPINES. DO YOU THINK MOST

COMPANIES SHOULD ENGAGE IN THIS SORT OF PLANNING

EXERCISE? WHY OR WHY NOT? EXPLAIN YOUR ANSWER.

ANSWERS1.BASED ON WHAT I HAVE LEARNT IN THIS CHAPTER, THE WAL-

MART HAD DONE MANY THINGS THAT MANY COMPANIES AS

WELL AS GOVERNMENT OFFICIAL DID NOT DO AS FOLLOWING:

HAULING $3 MILLION OF SUPPLIES TO RAVAGED ZONE

OF KATRINA.

ARRIVING DAY BEFORE FEMA.

CONTRIBUTED $17 MILLION TO RELIEF EFFORT.

BEGAN 6 DAYS RESPONSE TO KATRINA BEFORE THE

EVENT.

ANSWERS CONT.

2. CORPORATE PLANNERS SHOULD HANDLE SITUATIONS SUCH

AS KATRINA BEFORE THEY ACTUALLY TAKE PLACE THROUGH; A

CLEAR AMOUNT OF FUND NEED TO BE REGULAR APPROVED FOR

ITS SOCIAL RESPONSIBILITY IN EMERGENT EVENT. ONE MORE THE

COMPANY’S EMPLOYEE SHOULD GET TRAINED WITH NATURAL

PHENOMENA ESPECIALLY THE EARTHQUAKE OR SUCH A GREAT

STORM LIKE KATRINA. MOREOVER AN IN-TIME ACTION MUST BE

EFFECTIVELY TAKEN IN ORDER TO DEAL WITH THE REAL

DISASTER.

ANSWERS CONT.

3. I THINK THAT MOST COMPANIES SHOULD ENGAGE IN THE

ABOVE-MENTIONED SORT OF PLANNING BECAUSE THAT CAN BE

A BIG AND CLEAR IMAGE OF CORPORATE SOCIAL RESPONSIBILITY

OF THE COMPANY WITH RESPONSE TO THE EMERGENT DISASTER.

ONE MORE, IT WOULD PROMOTE THE POSITIVE ATTITUDE OF THE

FIRM IN CARING THE SOCIETY NEEDS. FURTHER MORE SUCH AN

ACTIVITY WOULD BE COME A GREAT PROMOTION TO THE

PUBLICS, THAT MUST BE THE BENEFIT OF THE COMPANY ITSELF.