finalwalmartpresentationpowerpoint
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TRANSCRIPT
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AT OUR FIRST MEETING, OUR TEAM WAS OVERWHELMED WITH WHERE TO START.
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AT OUR FIRST MEETING, OUR TEAM WAS OVERWHELMED WITH WHERE TO START.
WE CAME ACROSS TREMENDIOUS INFORMATION THAT WAS ALL HELPFUL BUT QUESTIONABLE IN
TERMS OF ACCURACY.
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AT OUR FIRST MEETING, OUR TEAM WAS OVERWHELMED WITH WHERE TO START.
WE CAME ACROSS TREMENDIOUS INFORMATION THAT WAS ALL HELPFUL BUT QUESTIONABLE IN
TERMS OF ACCURACY.
TO AVOID THE IMPACT OF BIASED MATERIAL ON OUR OWN THOUGHTS, WE KNEW IT WAS OUR JOB TO DISCOVER OUR VIEWS ON WALMART
FIRST-HAND.
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MAD RIVERTHE TEAM:
angela barros-semler, michael b. ecker, carrie wernick
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MAD RIVERTHE TEAM:
angela barros-semler, michael b. ecker, carrie wernick
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STRUCTURE OF THE REPORT
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STRUCTURE OF THE REPORT
•distinguishing factor
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STRUCTURE OF THE REPORT
•distinguishing factor•corporate culture
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STRUCTURE OF THE REPORT
•distinguishing factor•corporate culture•stakeholders
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STRUCTURE OF THE REPORT
•distinguishing factor•corporate culture•stakeholdersswot analysiS
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STRUCTURE OF THE REPORT
•distinguishing factor•corporate culture•stakeholdersswot analysiScompetitive strategies
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WAL-MART’S MISSION
WE SAVE PEOPLE MONEY SO THEY CAN LIVE BETTER.
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CORPORATE CULTURE
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CORPORATE CULTUREGRASS ROOTS
PROCESS
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion survey
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence10-foot rule
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence10-foot ruleopen door
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence10-foot ruleopen doorSERVANT LEADERSHIP
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence10-foot ruleopen doorSERVANT LEADERSHIPTEAMWORK
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence10-foot ruleopen doorSERVANT LEADERSHIPTEAMWORKWAL-MART CHEER
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CORPORATE CULTUREGRASS ROOTS
PROCESS
ASSOciate opinion surveystriving for excellence10-foot ruleopen doorSERVANT LEADERSHIPTEAMWORKWAL-MART CHEERSUNDOWN RULE 6
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STAKEHOLDERS
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STAKEHOLDERS
The STOCKHOLDERS
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEES
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITY
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITYconsumers
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITYconsumersnon-profit organizations
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITYconsumersnon-profit organizationsother retailers
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITYconsumersnon-profit organizationsother retailerson-line retailers
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITYconsumersnon-profit organizationsother retailerson-line retailersgasoline retailers
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STAKEHOLDERS
The STOCKHOLDERSTHE WAL-MART EXECUTIVES THE EMPLOYEESTHE WAL-MART COMMUNITYconsumersnon-profit organizationsother retailerson-line retailersgasoline retailersnon-market stakeholders
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SWOT ANALYSIS
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SWOT ANALYSISEXTERNAL FACTORS
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EXTERNAL FACTORS
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EXTERNAL FACTORS
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THREATSEXTERNAL FACTORS
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THREATSOPPORTUNITIESEXTERNAL FACTORS
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spending
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcing
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansion
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew stores
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew storesincrease private label products
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew storesincrease private label productsnew technology
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew storesincrease private label productsnew technology
competition
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew storesincrease private label productsnew technology
competitionopposition from communities
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew storesincrease private label productsnew technology
competitionopposition from communitiesgovernment regulations
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THREATSOPPORTUNITIESEXTERNAL FACTORS
rising u.s. healthcare spendingoutsourcingforeign expansionnew storesincrease private label productsnew technology
competitionopposition from communitiesgovernment regulationsmarket saturation
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SWOT ANALYSIS
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SWOT ANALYSISINTERNAL FACTORS
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INTERNAL FACTORS
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INTERNAL FACTORS
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STRENGTHSINTERNAL FACTORS
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STRENGTHS WEAKNESSESINTERNAL FACTORS
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International Advantage
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow prices
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilities
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliers
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyalty
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyaltyprivate and licensed brands
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyaltyprivate and licensed brands
Exit of german and korean markets
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyaltyprivate and licensed brands
Exit of german and korean marketsproduct recalls
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyaltyprivate and licensed brands
Exit of german and korean marketsproduct recallsbad human rights records
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyaltyprivate and licensed brands
Exit of german and korean marketsproduct recallsbad human rights recordslack of consistency between stores
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STRENGTHS WEAKNESSESINTERNAL FACTORS
International AdvantageLow pricesmarketing capabilitiesleverage with suppliersbrand loyaltyprivate and licensed brands
Exit of german and korean marketsproduct recallsbad human rights recordslack of consistency between storesbig parking lots
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ENVIRONMENTALLY COMPETITIVESTRATEGIESGOALS:
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ENVIRONMENTALLY COMPETITIVESTRATEGIESGOALS:
•energy
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ENVIRONMENTALLY COMPETITIVESTRATEGIESGOALS:
•energy•waste
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ENVIRONMENTALLY COMPETITIVESTRATEGIESGOALS:
•energy•wasteproducts
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COMPETITIVE STRATEGIES:TO BE SUPPLIED 100% BY RENEWABLE ENERGY
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COMPETITIVE STRATEGIES:TO BE SUPPLIED 100% BY RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
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COMPETITIVE STRATEGIES:TO BE SUPPLIED 100% BY RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
REDUCE GREEN HOUSE GAS EMISSION
11
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COMPETITIVE STRATEGIES:TO BE SUPPLIED 100% BY RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
REDUCE GREEN HOUSE GAS EMISSION
IMPROVE ENERGY EFICIENCY BY BY 20% PER UNIT
OF PRODUCTION IN FACTORIES IN CHINA11
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COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE
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COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE
REDUCE ENVIRONMENTAL IMPACT
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COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE
REDUCE ENVIRONMENTAL IMPACT
REUSE MATERIALS
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COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE
REDUCE ENVIRONMENTAL IMPACT
REUSE MATERIALS
GLOBAL ENVIRONMENTAL INITIATIVES
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COMPETITIVE STRATEGIES:TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT
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COMPETITIVE STRATEGIES:TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT
•MAKE ALL PRODUCTS CONSUMER SAFE
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COMPETITIVE STRATEGIES:TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT
•MAKE ALL PRODUCTS CONSUMER SAFE•ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD IMPORTS
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COMPETITIVE STRATEGIES:TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT
•MAKE ALL PRODUCTS CONSUMER SAFE•ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD IMPORTS•DEVELOP A WORLDWIDE SUSTAINABILITY PRODUCT INDEX
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WORKS CITED
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WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010: 1. Web. 27 Sept 2010.
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WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010: 1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print.
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WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010: 1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor, environmental standards." Washington Post 28 Feb 2010, Print.
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WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010: 1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor, environmental standards." Washington Post 28 Feb 2010, Print.
Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?." npr.org 28 Feb 2010: 1. Web. 19 Oct 2010.
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WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010: 1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor, environmental standards." Washington Post 28 Feb 2010, Print.
Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?." npr.org 28 Feb 2010: 1. Web. 19 Oct 2010.
Rosenbloom, Stephanie. " At Wal-Mart, Labeling to Reflect Green Intent." New York Times 15 Jul. 2009: B1. Print.
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