![Ramamurthy,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-1-2048.jpg?cb=1669749455)
![Industry Analysis,[object Object],Threat from New Entrants,[object Object],[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-2-2048.jpg?cb=1669749455)
![Exit Barrier - relatively highMODERATE,[object Object],Bargaining Power Suppliers,[object Object],[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-4-2048.jpg?cb=1669749455)
![High volumes, high negotiating powerLOW,[object Object],Buying Powers Customers,[object Object],[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-7-2048.jpg?cb=1669749455)
![Ample substitutesLOW,[object Object],Industry Rivalry,[object Object],[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-10-2048.jpg?cb=1669749455)
![Low switching cost for buyersHIGH,[object Object],Threat of Substitutes,[object Object],[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-13-2048.jpg?cb=1669749455)
![Demographic Influence – Low to highMEDIUM,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-14-2048.jpg?cb=1669749455)
![Wal-Mart: Value Chain (1),[object Object],Infrastructure,[object Object],Discount Stores, Superstores, Warehouse Clubs,[object Object],Human ,[object Object],Resources,[object Object],Recruiting, Training, incentives, employee feedback,[object Object],Technology ,[object Object],Development,[object Object],Inventory System EDI, Satellite system at HQ Return Policy,[object Object],Procurement,[object Object],Merchandise Forecasting/Planning Shipping Services Media,[object Object],Inbound Shipment of items,[object Object],Distribution Centers,[object Object],Electronic Invoicing,[object Object],Hub & Spoke Network,[object Object],Own Fleet of Trucks,[object Object],Limited Yearly campaigns,[object Object],Returned Items,,[object Object],Customer Feedback,[object Object],Procurement,[object Object],Outbound Logistics,[object Object],Marketing & Sales,[object Object],Operations,[object Object],Service,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-15-2048.jpg?cb=1669749455)
![Wal-Mart: Value Chain (2),[object Object],Traditional Supply Chain,[object Object],Wholesaler,[object Object],Manufacturer,[object Object],Retailer,[object Object],Customer,[object Object],Wal-Mart Supply Chain,[object Object],Wal-Mart,[object Object],Customer,[object Object],Manufacturer,[object Object],Distribution,[object Object],Weekly Routines,[object Object],Store Operations,[object Object],Technology, IT,[object Object],Marketing,[object Object],Purchasing,[object Object],Frugal, led by Sam Walton,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-16-2048.jpg?cb=1669749455)
![Market Analysis,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-17-2048.jpg?cb=1669749455)
![Business Level Strategy,[object Object],Walmart is a broad cost leader,[object Object],Walmart,[object Object],( MS = 35.8%, ,[object Object], RoE = 26.6%),[object Object],RoE,[object Object],Ke,[object Object],= 4%,[object Object],Market Share,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-18-2048.jpg?cb=1669749455)
![RBV Analysis – Tangible Resources,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-19-2048.jpg?cb=1669749455)
![RBV Analysis – Intangible Resources,[object Object]](https://image.slidesharecdn.com/walmart-12846377864825-phpapp02/75/walmart-case-analysis-20-2048.jpg?cb=1669749455)
Walmart Case Analysis
•1 j'aime•689 vues
Signaler
Partager
Contenu connexe
Tendances
Tendances(20)
En vedette
En vedette(17)
Similaire à Walmart Case Analysis
Similaire à Walmart Case Analysis(20)
![Half a century_of_supply_chain_management_[new]](https://cdn.slidesharecdn.com/ss_thumbnails/halfacenturyofsupplychainmanagementnew-170305092854-thumbnail.jpg?width=768&fit=bounds)
![Wal mart scm [pg-2 group d]](https://cdn.slidesharecdn.com/ss_thumbnails/wal-martscmpg-2groupd-100519031451-phpapp02-thumbnail.jpg?width=768&fit=bounds)
Plus de Ramamurthy Prakash
Plus de Ramamurthy Prakash(6)
Walmart Case Analysis
- 3. Entry Barrier - relatively high
- 8. Ease of Switching Cost, no cost
- 28. The satellite-based forecasting & communication system can be easily replicated in other countries
- 30. Setting up its cutting edge distribution system in new markets could entails a huge investment upfront.
- 32. The satellite-based forecasting & communication system can be easily adapted to other businesses.
- 34. Wal-Mart’s cost leadership strategy wont be a good match for expensive, “value” products
- 36. Wal-Mart’s global procurement strategy, vendor relationships and supplier integration enable it to compete effectively in other formats as well.
- 38. Average store size – 84,000 Sq. Ft
- 40. Average store size – 173,000 Sq. Ft.
- 43. High revenue & profit per square feet
- 44. Discount centers are under margin pressure