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(Секция «Проблемы и перспективы международной интеграции в современном бизнесе»
УДК 339.9
МАРКЕТИНГОВАЯ СТРАТЕГИЯ WALMART НА КИТАЙСКОМ РЫНКЕ
Ли Шаньшань Научный руководитель - Е. В. Логинова
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева Российская Федерация, 660037, г. Красноярск, просп. им. газ. «Красноярский рабочий», 31
E-mail: 1553169202@qq.com
Статья посвящена изучению работы Walmart Китае, его относительно консервативному стилю, не достигшему таких темпов роста, как в Соединенных Штатах. Благодаря SWOT-анализу WalMart, анализу его маркетинговой стратегии в Китае, предложены направления развития.
Ключевые слова: Walmart, крупные сети супермаркетов маркетинговая стратегия
WALMART'S MARKETING STRATEGY IN THE CHINESE MARKET
Li Shanshan Scientific supervisor - E. V. Loginova
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation E-mail: 1553169202@qq.com
Walmart has entered China for more than ten years. Although its relatively conservative business style has not achieved a growth rate similar to that of the United States, it has strong financial support, modern technical support, and years of accumulation of Chinese marketing experience. The retail market in China is rapidly becoming stronger, and there is a certain trend to grab the domestic retail market share. Through SWOT analysis of Wal-Mart's marketing in China, and then analysis of its marketing strategy in China, it finally provides some favorable experience for the development and internationalization of retail enterprises in my country.
Key words: Walmart, large supermarket chains, marketing strategy
Walmart, as a large global supermarket (industry experience, multi-faceted research, research, development, research, learning, research and learning, there are still some well-known industries in the Chinese market. The competition in the Chinese market has shown a fierce pattern. Wal-Mart entered China in 1996. [1] The development of a Wal-Mart shopping mall on May 7, 2009, has 329 224 Sam members and 104 stores in 121 cities across the country. The department store is ranked 11th.
The Walmart Group has established a global procurement network to optimize the allocation of resources in order to provide consumers with high-quality and low-cost products. On September 1, 2004, Walmart's Global Sourcing China Headquarters officially settled in Shanghai. It is mainly responsible for finding powerful and low-cost suppliers in China. Based on business information, market trends and mutual exchange of new technologies, it provides Chinese companies with international standards. Market demand and standard development products provide relevant assistance to promote the entry of Chinese high-quality and low-cost products into Walmart's global sales system.[2] To study Walmart's strategy in products, we must mention its localization
Актуальные проблемы авиации и космонавтики - 2021. Том 3
strategy. Every time you enter a new place and create a new store, the first thing Wal-Mart has to do is to carefully investigate which products have a large circulation, and which local products are sold in other peer stores, and finally communicate with various suppliers. Negotiations to decide which products to display in the future Wal-Mart store. This way of entering the market is Walmart's standard operating method when it builds new stores in various countries around the world. The lifestyle and habits of a region or country are often different from those of other regions or countries. This is Wal-Mart's business philosophy.
In order to allow consumers to purchase their own products more quickly and conveniently, Walmart has set up many sales areas in its stores. Under normal circumstances, Walmart's layout is: food, etc. are placed on the next floor, and clothing, electrical appliances, are placed on the upper floor. Moreover, usually the second floor is also the entrance of the mall. Consumers buy large items on the second floor, then go to the next floor to buy small items, and finally leave the supermarket through the cashier on the first floor. Under the above layout, Wal-Mart ' s product department divides each product into different sub-categories according to consumer tastes, and displays each product in a vertical square. The product areas are clearly defined and clearly defined, so that customers can quickly and easily find them on the shelves. The goods you need. Walmart's business philosophy of "fresh quality, self-service, and one-stop shopping" has been implemented and implemented through its unique product display system [5].
STOW analysis of Wal-Mart's Chinese market
1. Advantages. (1) The information technology system is very complete. Wal-Mart has the largest civilian information system in the United States, and even the Telegraph and Telegraph Company, a giant in the United States, cannot match it. (2) The logistics distribution system is very sound and efficient. Wal-Mart Company uses first to deliver the products to the distribution center closest to the store instead of directly sending the goods to the store. By transferring the goods from each distribution center to nearby stores, it greatly reduces the number of shipments and minimizes the transfer cost. At the same time, the turnover frequency of goods has been greatly increased. Wal-Mart's efficient and complete distribution method has enabled it to develop rapidly around the world and expand in many countries. (3) The procurement plan is optimized, and the cost is reduced through a comprehensive ordering method. Wal-Mart's operating policy is low prices. Its procurement principle is to lower the supplier's quotation, strive for profits for customers, and maximize the company's interests. (4) Price strategy-every day low price (5). The brand is well-known and has a rich corporate culture.
2. Disadvantages. In China, the efficiency of Wal-Mart's logistics system cannot be brought into play. The interaction between the automated logistics system and the efficient information system promotes each other to minimize Wal-Mart's product inventory and operating costs during transit time. But in China, its information advantage is difficult to establish. (2) The consumption habits of Chinese consumers. It is very different from the West, so the way of shopping is also different. (3) In China, Wal-Mart's American-style procurement system with comprehensive price reduction cannot be carried out well.[3] However, most competitors charge entrance fees to obtain higher additional income, such as Carrefour. But in actual commodity prices, Wal-Mart and Carrefour are not much different. (4) Low salary leads to low employee enthusiasm and the quality of service cannot be improved.
Opportunities. (1) Low-price purchases in large quantities. China is one of the world's largest suppliers of commodities and one of the main bases for Wal-Mart's global procurement. China's large-volume and low-cost purchases have won Wal-Mart a lot of commercial profits. (2) Huge potential market. (3) Won government support, good business reputation and brand public recognition in China degree. (4) The rapid economic development of China's large and medium-sized cities has clarified the direction for Wal-Mart's market positioning and development. (5) China has relaxed restrictions on foreign investment to a large extent. On December 11, 2004, China imposed restrictions on retail and wholesale Chinese and foreign. The restrictions on the
Секция ««Проблемы и перспеетивы международной интеграции в современном бизнесе»е
amount and proportion of investment are officially lifted, which provides a good market environment for Wal-Mart's rapid development and expansion in China. (6) The increase in consumer spending and income of urban residents has provided the possibility for the rapid development of Wal-Mart.
Threat. (1) With China's opening up of the retail market to attract investment, competitors in the market have also occupied a considerable market share, such as Auchan, Yichu Lotus, Carrefour and other powerful international retailers. Under such fierce market competition, Wal-Mart will face the threat of its own consumer groups being snatched away. (2) Information technology, distribution economy, material. The application of flow and operation methods has been more challenged. Under the current traffic conditions in China, how to make its modern logistics distribution system give full play to its winning advantages, so that China's traffic conditions are no longer a resistance to its development, and how to establish a reasonable and efficient logistics system suitable for development in China so that The cost has been greatly reduced. These are the problems that Wal-Mart is facing today in its development and expansion. (3) The challenge of introducing localized talents. (4) Market sensitivity is challenged.[4] In the Chinese market, the development of Wal-Mart is that threats and opportunities coexist. Therefore, being familiar with the Chinese market environment, clarifying the company's development direction, determining the company's competitive advantage, and strengthening the company's internal management are important prerequisites for Wal-Mart to maintain stable and rapid development for a long time. In such a highly competitive retail industry, no one is always the dominant player. Only by constantly discovering new trends in the market, constantly seeking change and innovation, and maintaining the existing market share, can we continue to win market recognition and expand new market space, and ultimately achieve the ambitious goal of enterprise development and survival.
References
1 Liu Yang. Research on Customer Satisfaction Based on Marketing Mix Strategy, 2012. -P.342-354. - direct text.
2 David, L.Kurtz. Contemporary Marketing. Mason, OH: Thomson South Western, 2009. -P.67-68. - direct text.
3 Niu Hongli. How to face the competition of foreign retail industry in China, 2006 - P.86-92. - direct text.
4 Sun Yan-lin. Problems and countermeasures of Supply chain management in Chinese retail industry, 2006. - P.32-39. - direct text.
5 Кластерная система как эффективное средство перехода на инновационный и высокотехнологичный тип развития экономики регионов и мировая практика. Аникина Ю.А., Зеленская Т.В., Хамраева Р.Б. РИСК: Ресурсы, Информация, Снабжение, Конкуренция. 2020. № 3. С. 25-32.
© Li Shanshan, 2021
