商务英语毕业论文

商务英语毕业论文 题目, Analysis on Wal-Mart Marketing Strategy 沃尔玛市场营销策略 学院, 外语学院 班级, 姓名, __ 指导教师, 职称, 完成日期, 年 月_______日 Analysis on Wal-Mart Marketing Strategy Abstract:Wal-Mart is famous as retail store. Wal-Mart serves customers and members more than 200 million times per week at more than 10,130 retail units under 69 different banners in 27 countries. With such big success, the marketing strategy of Wal-Mart must be practical and effective. But Wal-Mart has its own trouble when entering Chinese market. However there is not a famous Chinese retail store can be compared to Wal-Mart. Considering the demanding of Chinese people, China must be the biggest market in the world. To study on the Wal-Mart marketing strategies suggests that how can Chinese retail company grow to international enterprise. Hence, this essay will analyze the Wal-Mart marketing strategies from five aspects, including location, advertising, service, price and Chinese market. And the weakness of Wal-Mart marketing strategy should be considered by Chinese retail stores. Key words: marketing strategy; location; advertising; service; price; Chinese market I Contents Abstract (English)……………………..…………………………………………………… I 1. Introduction………………………………………………………………………..… (1) 2. Analysis on marketing strategies…………………………………………………….. (1) 2.1 location selection…………………………………………………………………… (1) 2.1.1 Starting from the chain development program………………………………….. (2) 2.1.2 Selecting the economically developed towns…………………………………… (2) 2.1.3 Selecting the place of urban and rural junction…………………………………. (2) 2.1.4 Traffic convenience……………………………………………………...……… (2) 2.1.5 Visibility………………………………………………………………………… (2) 2.1.6 Applicability…………………………………………………………………….. (3) 2.2 Advertising strategy………………………………………………………………… (4) 2.2.1 Small advertising investment……………………………………………………. (5) 2.2.2 Impressive banners………………………………………………...……………. (5) 2.2.3 To be different………………………………………………………………....... (5) 2.3 Service strategy…………………………………………………………………….. (6) 2.3.1 Customer satisfaction…………………………………………………………… (6) 2.3.2 Three meters smiling……………………………………………………………. (6) 2.3.3 Customer complaints……………………………………………………………. (7) 2.3.4 Distribution system……………………………………………………………… (7) 2.4 Price strategy……………………………………………………………………….. (8) 2.4.1 Everyday low price……………………………………………………………… (8) 2.4.2 Concessions……………………………………………………………………... (9) 2.4.3 Special offers……………………………………………………………………. (9) 2.5 Chinese strategy…………………………………………………………………… (10) 2.5.1 "Encircling the cities" strategy failure…………………………………………. (11) 2.5.2 "Parity policy" in China can not be achieved………………………………….. (11) II 2.5.3 "Global logistics system" can not be established in China…………………….. (12) 2.5.4 Training of employees of local differentiation……………………………........ (12) 3. Conclusion…………………………………………………………………….......... (13) 4. Bibliography………………………………………...……………………………… (13) Abstract (Chinese)……………………….……………………………………………... (14) III 1. Introduction Wal-Mart Stores, Inc. operates retail stores in various formats worldwide. It operates through three segments: Wal-Mart Stores, Sam’s Club, and International. The Wal-Mart Stores segment includes supercenters, discount stores, and neighborhood markets in the United States as well as walmart.com. This segment offers general merchandise, including apparel, domestics, fabrics and notions, stationery and books, shoes, house wares, hardware, electronics, home furnishings, small appliances, automotive accessories, horticulture and accessories, sporting goods, toys, pet food and pet accessories, cellular phones, and cellular service plan contracts. Its stores also offer grocery merchandise, and financial services and products. The Sam’s Club segment includes the warehouse membership clubs in the United States as well as samsclub.com. This segment primarily provides hard goods, soft goods, institutional-size grocery items, and selected private-label items under the MEMBER’S MARK, BAKERS and CHEFS, and SAM’S CLUB brands. Nowadays, Wal-Mart International is a fast-growing part of Wal-Mart's overall operations, with 5,651 stores and approximately 780,000 associates in 26 countries outside the continental U.S. With fiscal year 2012 sales of approximately $444 billion, Wal-Mart employs 2.2 million associates worldwide. As a real enterprise empire, Wal-Mart expands rapidly for more than 40 years. According to Fortune Magazine, Wal-Mart ranked first among the world 500 strong enterprises. Why is Wal-Mart so successful? The marketing strategy has made undeniable contributions. Therefore, this paper will analyze the marketing strategies from five aspects, including location, advertising, service, price and Chinese strategy. Then, analyze what is the secret to a successful multi-national enterprise, and which can be adapted to the development of Chinese corporations. 2. Analysis on marketing strategies 2.1 location selection Location selection is one of the most important parts concern the success or failure of retail enterprise. With change of environment, advertising, price, customer service and product can be rapidly adjusted. While, the location selection is the worst flexible part of retail portfolio strategy. Location selection needs much more capital investment and it is very vulnerable to long-term constraint. Because it is closely related to the later management strategy formulation and the management decision adjustment which adapt to the change 1 of consumption tendency. As for Wal-Mart, if choose land lease instead of land purchase for new store developing, it’s still a big expense with every passing year. Except for paying the rent, Wal-Mart has to pay for utility bills, fixed assets and appearance investments during the contract term. For retail chain stores like Wal-Mart, most of their single stores have the problem like this: large-scale, fixed position, large amount of capital investment and long contract period. So they can not easily relocate or change the mode of their business operation. While if Wal-Mart choose land purchase to create new store, the position will be more difficult to change. In other words, location selection of retail chain store is less of flexibility. Suitable buyers are often difficult to find, it takes several months or even longer. Store relocation will face many potential problems. First of all, it brings loss of part of the loyal customers and employees. The greater the relocation distance is, the greater the loss is. Secondly, the market condition of the new location may be different from the old one; it needs to be adjusting business strategy. Thirdly, fixed assets and decoration of the old store can not move to the new place, so the improper valuation can also cause loss of assets. These factors make the location of retail stores become very important, especially foreign retailers are extremely cautious in this regard. Before entering China, Wal-Mart had done in-depth and detailed market research on Chinese market for several years. In fact, as early as 1992, Wal-Mart has been allowed to enter China, but Wal-Mart settled in Shenzhen in 1996. Before entering China, Wal-Mart has been engaged in study of the local district’s transportation, population, competition and market development, in order to choose a good location for the retail store. With the development of more and more shops, Wal-Mart summed up the experience of choosing site, and they choose the new store site following these experiences. 2.1.1 Starting from the chain development program Wal-Mart set up stores according to the development strategy and chain store plans. It helps to prevent the site too scattered to manage. The distribution of the stores has long-term planning and a certain degree of concentration, which is conductive to the implementation of scientific management, saving manpower, material and financial resources. Each store set up to serve the entire enterprise’s development strategy. 2.1.2 Selecting the economically developed towns 2 The city which has developed economy and higher living standards is the first choice for retail stores. Because these cities have big population density, high per capita income, strong demand and higher industrial and commercial development. In these cities, retail stores have a higher level of development. Studies have shown that the small towns with Wal-Mart discount stores are more developed than those without Wal-Mart discount stores. Wal-Mart in these towns will make sure they have plenty of customers. 2.1.3 Selecting the place of urban and rural junction Sam’s Club stores take small and medium-sized retail stores and residents as the main target market. This kind of store generally sets up in the urban and rural junction which is away from the city center, secondary shopping district or newly opened residential area. It has a resident population of 20 to 30 million people around the store. Such locations should generally have two conditions: first, the land prices and housing rents should be significantly lower than the city center. Hence it reduces the investment in retail stores and operating cost to create the conditions for low-price sales of Wal-Mart's warehouse retail stores; second, to meet the urban development planning and urban development extended, such as the development of the city will give warehouse stores a large number of clients, which reduces the investment risk. 2.1.4 Traffic convenience It is needed to understand two aspects: First, whether the location is close to major highways, whether the transportation network is extending in all directions. Make sure the goods from the train stations or piers would be transported to the stores during the day by large trucks, because large trucks generally are not allowed to work in large cities, especially the central area. The second is whether there are many public bus routes, and whether the bus stops cover the entire urban. 2.1.5 Visibility Visibility is used to measure whether the shop can be seen by pedestrians or riders. The higher the visibility of the shop, the more easily the store can catch the passenger's attention, and the greater possibility of the clients coming to the store to go shopping. So, when it comes to location selection, high visibility locations will normally be selected, especially in the sides of the intersection or fork in the road. 2.1.6 Applicability 3 To requisition the land to build their stores, Wal-Mart must consider whether the shape of the land area and type of store can be matched. Hire a ready-made store, it is necessary to consider the building structure, materials, surface design and its plasticity. Wal-Mart's warehouse shelves are higher than general mall-storey buildings required. So the buildings are needed to be higher. It is also required to understand the development of urban construction planning, and to learn more about the short and long term planning of the area-point transportation, municipal administration, greening, public facilities, residential construction or retrofit projects. Under the guidance of these principles, Wal-Mart always does a market survey analysis about locations they prepared in advance. The main aspects of the survey include: ? urban structure: the traffic conditions; topography. ? business structure: sales trends; the type and mode of operation of retail stores; competition analysis. ? demographic characteristics: the population number and density; age distribution; cultural level; occupational distribution; demographic trends; per capita disposable income; spending habits. Such a complex decision-making process makes many location programs difficult to pass, but Wal-Mart has made a very good performance by the locations which were selected by these analysis and decision. Sam Walton said: “Not only do we want a suitable street, but also require the right side in the street.” Sam believes that to open the shop in a small town does not mean that the scope of the market is confined to this small town. In fact, if the shop has a good location, it will also attract more out-of-town customers. For example, initially, people drove after and found the signs of the Wal-Mart, and then will begin to recognize this shop, maybe end up into Wal-Mart customers. This result may occur within a very short time, may have to wait for some time, but anyway, it is almost always possible. So when Wal-Mart enters new markets, in fact, these areas often already exist a number of its loyal customers. Research is the key to the selection of each site. Detailed site plans help Wal-Mart owning a large number of clients. It can be said that Wal-Mart has the best objective conditions for each site of their stores. 2.2 Advertising strategy Many merchants tend to put into a lot of advertising costs, especially exaggerated 4 advertising, to attract customers to reap more benefits. As a retailer, Wal-Mart is known for low prices. Hence, Wal-Mart has to reduce unnecessary costs of advertising so that Wal-Mart can ensure its low-cost and obtain more revenue. Wal-Mart did achieve this; it conquered one after another market with its unique advertising strategy. 2.2.1 Small advertising investment Wal-Mart rarely advertises. Even advertising for their stores, its input is not too much. Wal-Mart store manager is very strict and meticulous to their own advertising costs, and everything must be considered from the perspective of pro-competitive. According to official statistics, the proportion of Wal-Mart's ad spending is 0.5% of its turnover. In 1999, Wal-Mart's annual advertising cost is $ 169 million. At that time, Wal-Mart is the industry's top-ranked sales. Different from Wal-Mart, Kmart (ranked second) and Sears (ranked third) have invested a lot of money for advertising. It is estimated that every year they use 2.5% or 3.8% of the funds to do the advertising. When it comes to Wal-Mart, each one U.S. dollar in advertising can have a $ 192.85 turnover. From that point it can be seen that the effect of Wal-Mart's advertising is far more than its competitors. According to the Wall Street analysts, Wal-Mart's ad spending is not so much, but not equal to its advertising effect is not efficient. It just turned to another form. To minimize unnecessary expenditure in advertising can help Wal-Mart to compress compression advertising costs, and at the same time to keep goods cheap. Each new store opened, Wal-Mart will invest lots of money in advertisement, after the boom, they will significantly reduce the amount of advertising investment or focus on image advertising. 2.2.2 Impressive banners Advertising should be direct and effective. In Wal-Mart early development, ads are few and far between. Some of them only through television and newspaper advertising to remind customers: Wal-Mart's prices have been taken the strategy of the lowest, and will always be the case. Some are direct statement: Wal-Mart supplies the lowest price to your most trusted brand - as always. So simple and direct advertising can always leave the customer a very deep impression, while attracting a large number of clients. 2.2.3 To be different Wal-Mart has always been paying attention to their "advertising" of goods. To Wal-Mart, the meaning of "advertising" refers to the main product in each store, called the image of 5 the goods. According to different management style, the store will pick out the leading representative goods. Prices of these commodities are below the cost price, in order to attract customers. Low prices of these commodities have played the role of advertising in order to attract a large number of customers. The arrival of these customers do not just buy advertising goods, the other commodities is also a goal of their choice. So that sales of other commodities will follow up. 2.3 Service strategy Wal-Mart believes that service quality has a direct impact on customer satisfaction and also determines the number of returned customers. The tradition to build the business in War-mart is “one store at a time, one customer at a time, quality merchandise at low prices, and friendly customer service”. 2.3.1 Customer satisfaction As a large retail company, Wal-Mart believes that the value of the customer is not his first purchase amount, but his life can bring the total consumption of goods, including himself and his family and friends, word of mouth. There is a linear causal relationship between customer loyalty and corporate profits. The practice shows that for more than 90 percent of the vendors, their source of profit comes for 1/10 by the general customers, 3/10 from satisfied customers, 6/10 from loyal customers. Therefore, it is important for enterprises to improve customer satisfaction and to win customers. The most important part of Wal-Mart marketing is the customer satisfaction strategy. The customer satisfaction strategy is that we must stand in the position of consumers, not stand on the position of producers. This type of “customer first” policy has always been implementing to the whole process from the procurement of goods at Wal-Mart 2.3.2 Three meters smiling One of Wal-Mart’s secrets of success is the "smiling from 3 meters" customer service policy. Smiling makes customers feel the goodwill and understanding from Wal-Mart. To communicate with customers with a sincere attitude and smile will always form an effective customer service. For many reasons, customers will not buy things they want to buy. Wal-Mart recognizes that trying to solve the customers’ inconvenience to buy goods may have contributed to the transaction. Therefore, in many cases, as much as possible to 6 facilitate the customers, it will greatly improve the opportunity to deal. To smile at the critical moment and ask whether the customer needs help is one of effective ways. 2.3.3 Customer complaints Once the company's products come into the society, mixed reviews of the product will be diffuse. In Sam's opinion, customer complaints is a very serious warning. But in good faith to deal with a matter of customer complaints is the beginning of creating another opportunity. For enterprises, if you received the letter of rebuke, but didn’t take it seriously, that means you had lost at least one customer. Therefore, when companies were accused of- it is a chance to get a customer. To handle this carefully, identify customers’ dissatisfaction, and solve the problem. It is a win-win way to build another new relationship with client by customer complaints. To regain a customer needs five times energy than to keep the customers now. Therefore, Wal-Mart prefers to catch a customer who is not satisfied with the goods, rather than the store’s service. 2.3.4 Distribution system In the early time, Wal-Mart realized that effective commodity distribution ensured that companies achieve maximum sales volume and the lowest cost of inventory turnover and the cost. They knew that big chain corporation like Kmart which located in cities, had professional distributors for their thousands of stores. As a new company, Wal-Mart was lack of a distribution system. Wal-Mart stores managers had to order the goods by themselves, and then contact the lorry to deliver the goods. It took more time, and it’s bad for competition. In this case, Sam knew the only way to obtain reliable delivery assurance and cost-effective way is to establish their own distribution organizations, including the delivery fleet and warehouse. With the growth of Wal-Mart, they realized the benefits of the distribution center is not only the company can purchase a large number of goods, but also scattered send to the various branches – it’s more economical than the previous supplier. Many large chain companies contracted the transportation work out to professional shipping company, but Wal-Mart is different. Wal-Mart has the nation's largest private satellite communication system and the largest private transport fleet, which is one of its 7 delivery system incomparable advantages. Wal-Mart has always insisted on their own team and the driver to remain flexible to provide the best service for the best store. In order to meet the distribution needs of more than 3500 chain stores in the United States, Wal-Mart bought a total of almost 30,000 large container trailer, 5500 trucks, which were 24 hours day and night work non-stop. The annual transportation volume reached 77.5 million boxes, a total trip of 650 million kilometers. They ensured that the purchase time from the warehouse to any one store will not be over 48 hours. Compared to other stores with the industry average every two weeks replenishment time, Wal-Mart ensured that the average store shelf replenishment twice a week. And Wal-Mart's logistics cost was 60% lower than the two other large discount stores, Kmart and Daggett. Fast delivery ensured that even if minimal inventories can maintain normal sales. That saved storage space and costs. Due to the effective functioning of the quick transport system, 85% of goods transported through its own distribution center in Wal-Mart, only 5% in the Kmart, which has become advantage of Wal-Mart to compete with other big chain corporations. It can be said that the success of the distribution center ensured the development of Wal-Mart from a regional chain into a national chain. In summary, Wal-Mart found another way to develop their competitive advantage and gradually become a retail industry leader. 2.4 Price strategy In the Darwinian struggle for global manufacturing orders, the “Wal-Mart price” has generally been short-hand for shaving production costs to the bare minimum. Wal-Mart did promote sales by lower commodity prices since its first store opened. And it will always adhere to this price policy, never wavered. 2.4.1 Everyday low price “EDLP” (Everyday Low Price) or “ALWAYS LOW PRICES.” .That is Wal-Mart’s slogan and its business model. Low price enable by operating efficiently and buying power. The low price was made from the economies of scale, therefore, Wal-Mart could decrease the purchasing cost and decrease goods price. Wal-Mart's "everyday low price" is not an empty slogan. It is not a cheap deal with the backlog of inventory of goods or overnight short-term low-cost promotional activities. 8 Unlike some stores to attract tourists with each other malicious low price dumping or using the discount to deceive consumers, it’s a real "consistent" to benefit the customer behavior. This parity relies on cost control, product structure optimization, service promotion. Cheap does not mean poor service. In contrast, it’s low-cost but high-value and quality of service. 2.4.2 Concessions Concessions includes discount sales and membership sales. ? Discount sales Commencement of discount sale on all goods mainly applied to the newly opened Wal-Mart's anniversary as well as some major festival day promotions. And categories of preferential sale of goods, mainly applied to a variety of festivals and seasonal consumption promotional activities. Discount sale pricing need adhere to two principles: First, as inexpensive as possible - just a little higher than the cost, such as 30%; Second, long-term stability to maintain such a low price. Even some commodities have some kind of monopoly advantage. These policies do not change easily, which has become a Wal-Mart's business strategy. ?Membership sales Membership sales is a marketing approach to embodying the long-term effects. The customer obtain a certificate of Wal-Mart to pay membership fees or requirements and also enjoy the price in accordance with the provisions or membership charter agreement, which includes a free service to its customers for recurring purchase and other advantages and privileges. In the Sam's Club, a commodity price is lower than the normal retail outlets from 30% to 40%. This may not gain much profit for Wal-Mart, but keeps a loyal customer attraction in their own side, and narrowing the competitors, consumer groups. Hence, it is undoubtedly a clever strategy. 2.4.3 Special offers In order to consolidate and maintain the image of Wal-Mart's cheap goods, increase traffic and gain market share, Wal-Mart gives some special offers from the major category of goods out of some commodities. The purpose does not lie in the pursuit of all the customers, but seeking to attract more customers to the shopping mall. Among varieties of these commodities in general target market, Wal-Mart always chooses common goods, such like food, household items. Sometimes use the new products as a special offer can 9 also achieve the effect. In general the preferential price is lower than the market price from 20% to 40%, 10% lower than the original price. Special offers maintain freshness, and continue to enable customers. The variety of special offers at regular intervals should be changed regularly, the implementation of a rolling promotion. And special offers that are displaying in promotional areas. Most of special offers should be well prepared, to prevent the out of stock. When it comes to limited supply, it must comply with the legal provisions of the promotional constraints. All in all, Wal-Mart's low price strategy is not to reduce the quality of goods, but in the case of quality assurance to leave no stone unturned to save money from the purchase channels, distribution and marketing costs, administrative expenses and strive to “everyday low price”, prices cheaper than any other firm commitments. 2.5 Chinese strategy As the world's largest retailer, Wal-Mart is bound to be attracting by such a potential big market in China. As early as 1991, Wal-Mart has decided to expand China as its focus of Asian marketing. In July 1992, the presence of the Chinese State Council approved Wal-Mart opening its stores in China. Only because the Chinese market is too big, as well as Wal-Mart stores failed in other Asian markets, forcing Wal-Mart had to slow down. They set up offices in Hong Kong which is specializing in the investigation of the Chinese market, in order to lay the foundation for their development in China. From opening the first shopping mall and Sam's Club in Shenzhen, Wal-Mart has 46 stores opened from 1996, and spread gradually along the coast to the mainland, forming Shenzhen as the center of South China, Kunming as the center of Southwest China, Beijing as the center of North China, Dalian as the center of Northeast China. From a theoretical point of view, Wal-Mart in China's marketing seems to be success. After a survey on six years of the economic policy, the official support of the urban economy, national income, the retail market, the level of consumption and consumption habits, Wal-Mart’s business philosophy strongly focuses on the concept of localization: training a number of excellent local management talents, and attaches great importance to innovation and cost management. They not only actively expand the consumer market in China, but also take China as a new procurement market, and promote the development of local goods. With the government good relations and positive enthusiasm for social welfare 10 undertakings, Wal-Mart creates a good social image. In the first two years, Wal-Mart's performance in China is indeed remarkable. However, we can not ignore a fatal problem, as the world's best-performing company, Wal-Mart never gained profit in China. We can perhaps take this as Wal-Mart is laying the foundation, not ready to go. But a whole decade, Wal-Mart's low-key was already no longer a simple problem to be understood as "stable". Wal-Mart store actually had very good operating conditions. Checking the domestic market chain top 30 in 2005, Wal-Mart did not list. It concluded that Wal-Mart began to lag in the development of the Chinese market. Today, it has been found that the reason of Wal-Mart’s problem due to two main aspects. One is the ill-considered of Chinese marketing when they entered China; the other is its over-reliance on the traditional Wal-Mart's marketing concept. 2.5.1 "Encircling the cities" strategy failure Since the beginning of Sam Walton opened the first Wal-Mart department store in Rogers, Arkansas City, Wal-Mart has been avoiding the intense competition in the big cities. The "development of small towns route", that is the same to the strategy of "encircling the cities". And it’s matched the selection of stores’ location. They always choose the place not so developed. As to China's two largest cities - Beijing and Shanghai, Wal-Mart was at arm's length for a long time. This time-tested marketing strategy worked well in the United States, But in China it is in a deadlock. Although there was a big non-urban population in China, but unlike the larger cities, there existed many problems such like economic underdevelopment and low purchasing power. The townships of developed countries and China are totally different concepts. When Wal-Mart came to realize that they should occupy the markets in big cities, the clients were already familiar with Carrefour so much. As the first foreign retailer entering China, Wal-Mart failed to timely taking advantage of this early occupation of the market. The disadvantage on the number of stores in big cities is the main reason why Wal-Mart has not more sales than Carrefour. 2.5.2 "Parity policy" in China can not be achieved "Everyday low prices" strategy was successful in such along time before Wal-Mart encountered Chinese low price. Its price advantage has become a price disadvantage. Compared to the United States, China's retail industry is highly competitive. First of all, from professional supermarkets to traditional department stores, from the alley 11 to the early morning roadside gathering, there is already formed a competitive market. Secondly, the shopping habits of the Chinese people and Americans are quiet different. Americans are accustomed to one-time procurement of 1-2 weeks of food and supplies, the Chinese people prefer fresh goods. And customers who go to the free market or the morning gathering can buy the freshest vegetables and meat; moreover, the price can be cheaper to the edge of a farm price. So this is the big problem which Wal-Mart can not solve so easily. 2.5.3 "Global logistics system" can not be established in China The most effective strategy of Wal-Mart is using satellites to build the background information processing system. The system helps manufacturers, logistics providers, to fully integrate into their own information. The goods from the factory to the shelves usually need 5-7 days, but their competitors often take 30 days. This is Wal-Mart's core competitiveness to all rivals, it can not even imitate --- or you can also put the satellites. But in China, the satellite is useless. Policy restrictions make it impossible to share the global procurement system or the global logistics system. If Chinese Wal-Mart wants to become American Wal-Mart, they must wait for the synchronization full liberalization of China's retail industry, the free right to import and export trade and the developed logistics industry. Wal-Mart did not have much time to wait. In addition, most information technology of domestic suppliers is poor. The crucial part of Wal-Mart in the retail technology can not work. 2.5.4 Training of employees of local differentiation In the training of employees, the traditional Wal-Mart's marketing model focus on developing a similar mechanized service attitude, which is indeed played an important role in promoting. But in China, many employees thought rigid rules, such as the lack of flexibility of this pipelining service limited innovation. Currently, Wal-Mart's talent flight speed is very fast in China. Long-term development of the Wal-Mart had begun to pay attention to local talent crisis. Wal-Mart spent ten years to establish a good image, which also had a negative effect. Although Wal-Mart had a strong desire to reverse the adverse situation in China, the cultural differences was still pushing Wal-Mart to consider fundamentally changing their traditional marketing methods. Wal-Mart should fully consider the consumption customer of Chinese clients, such as 12 commodity structure, promotion, service attitude. It is also important to make some adjustment for different levels of consumer groups. Mal-Mart needs to form its unique Chinese Wal-Mart culture, focusing on long-term expansion of Wal-Mart in China. 3. Conclusion As mentioned above, the main marketing strategies of Wal-Mart relates to the location of the store, the effective advertisement, the considerate customer service and the low price of goods. When choosing the location of the store, the traffic, the visibility and the applicability of the place should be considered. The ads should be cheaper and impressive. Customer service is not only related to the estimate of the store, but also the losing of returned clients. The price and the quality of goods is another important factor which should be paid more attention. From all these condition, we can see a good marketing system of Wal-Mart. But that’s not enough. China is different from other countries in the world. According to the problems Wal-Mart faced, a more compatible marketing system should be established. The low price strategy, the isolated logistics system and local culture should be considered. Therefore, a better marketing system should always keep pace with the market demand. 4. Bibliography [1]王先庆，沃尔玛零售方法[M],广东:广东经济出版社，2004. [2]萧野, 沃尔玛的第一堂课[M],北京:中国纺织出版社，2005. [3]赵凡禹, 零售业巨头[M],北京:民主与建设出版社，2003. [4] Robert Slater, The Wal-Mart Decade[M],America: Portfolio Press, 2004. [5] Stone, Kenneth E., Competing with the Retail Giants[M]. America: John Wiley& Sons Publish, 2011. 13 沃尔玛营销策略分析 摘要:沃尔玛是著名的连锁零售商店，服务客户超过10130家零售单位。每星期客户超过200人，在27个国家和地区的69个不同的地区都有沃尔玛。能有这么大的成功，沃尔玛的营销战略必定是切实有效。虽然沃尔玛进入中国市场后，也有其自己的麻烦，但中国还没有著名的零售商店可以与沃尔玛相比。考虑到中国人口的市场需求，这里一定是世界上最大的市场。对沃尔玛营销策略的研究将揭示中国零售企业如何才能成长为国际化企业。因此，本文从包括位置，广告，服务，价格和中国市场的五个方面对沃尔玛的营销策略进行分析。同时，沃尔玛营销策略应用于中国市场时暴露出的问题，也揭示了适应市场、适时调整的重要性。 关键词:营销策略;位置;广告;服务;价格;中国市场 14