Running Head: Making Improvements
Driving Wal-Mart to Retail Efficiency
Diane Mamie King
California College San Diego
Instructor: Dru Macasieb
MAN-335
Abstract
The primary objective of this paper is to examine and give supporting reasons why these ways will help improve Wal-Mart’s Retail Efficiency through project impact, supply chain management and customer service.
Driving Wal-Mart to Retail Efficiency
For Sam Walton, low prices and satisfied customers were the guiding principles to retailing success. His emphasis on quality products at "everyday low prices," coupled with the friendly service, propelled Wal-Mart to its current position as the world's largest retailer. Today, the company uses those same principles to test the value of each innovation it considers. "Will it help us lower prices," executives ask. "How will it improve the customer's experience?" Therefore, the selection of a communications infrastructure from Cisco was part of a Wal-Mart plan to make things better for customers. "At Wal-Mart, we don't implement technology for its own sake," says David Flanagin, Director of Network Engineering. "It has to have a payback that helps the customer." The Wal-Mart network, connecting more than 2,400 stores and 100 distribution centers worldwide, helps Wal-Mart maintain low prices and inventory on the shelves. Just as important, the network helps 950,000 Wal-Mart associates work more efficiently to keep their customers satisfied. This paper will discuss the ways to improve Wal-Mart’s retail efficiency through project impact, supply chain management, and customer service.
Striving for Results through Project Impact
Wal-Mart is striving to become even more efficient and has seen many results. Project Impact is an initiative that includes updating store layouts and displays in new and remodeled stores to focus on merchandise that enjoys the best consumer reaction and, as a result, moves from distribution system to consumer most...