The golden autumn scenery is picturesque, and the sky is high and cloudy in October. The sun is shining on a good day, and the auspicious time is very lively. The festive maple leaves are red all over, and the thousands of mountains and forests are dyed. The streets and alleys are filled with happiness, and the lights are shining brightly in the south, east and west. On the National Day, I wish all book friends happiness and peace, good luck and good luck to be by your side forever, and meet every day in good health.

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Advanced distribution management. From the very beginning of the establishment of Walmart Discount Stores, founder Sam Wharton realized that effective merchandise delivery was central to ensuring that the company achieved maximum sales and lowest costs.

At that time, large American chain companies such as Kmart were located in cities, and there were professional distributors supplying their thousands of branches; As a new company, Walmart lacked its own distribution system and no major distributors willing to deliver to its branches in remote towns.

In this case, Sam Wharton knew that the only way for the company to achieve reliable supply assurance and cost efficiency was to build its own distribution organization.

In 1969, with the completion of the company's headquarters in Bentonville, Arkansas, the first distribution center was built, which at that time could centralize 40% of the company's merchandise, greatly improving the company's ability to purchase goods in large quantities.

In addition, Wal-Mart has created a new model of retail supply, implementing direct purchase from factories, which has greatly reduced the distribution links. Within the first 10 years of Walmart's existence, a total of 5 distribution centers were built.

By 1975, 80 percent of Wal-Mart's merchandise was handled by its own distribution centers, and the remaining 20 percent was still delivered directly to its stores by suppliers.

By the 90s of the 20th century, Wal-Mart had established more than 30 distribution centers in the United States, designed and improved the logistics management system supporting it, and 85% of the more than 80,000 goods sold by the company were distributed and supplied by these distribution centers, while only 50-60% of competitors achieved centralized distribution.

The operation of the distribution center is fully automated, each distribution center covers an area of about 100,000 square meters, each product in the center has a barcode, the goods are conveyed by a conveyor belt more than ten kilometers long, and the storage location and delivery of each product are tracked by laser scanners and computers.

The conveyor belt can handle 200,000 cases per day during peak hours. Each distribution center has 600-800 employees, operating 24 hours a day, with 160 trucks coming in to unload and 150 trucks loaded and leaving every day. Many products spend less than 48 hours in the fulfillment center in total.

Distribution centers process hundreds of millions of items each year, and 99% of orders are correct. Currently, Walmart has its own distribution centers in 103 regions around the world.

Many of the big chains outsource their shipping to professional trucking companies, but Walmart has always insisted on having its own fleet of vehicles and its own drivers to maintain flexibility and provide the best service to its frontline stores.

Walmart has the largest delivery fleet in the United States, with more than 2,000 tractors and more than 10,000 trailer beds in the early '90s, ensuring that products are shipped from distribution centers to stores in no more than a day. The average time from placing an order on a computer to putting goods on the shelves in a retail branch is only two days.

Strong technical support. Wal-Mart has made extensive use of information technology in its distribution system and inventory management, investing $700 million to build a satellite interactive communications system.

With the help of this system, the company's headquarters has instant contact with thousands of chain stores and more than 100 distribution centers, and the entire company is networked with computers and 24-hour continuous communication. Decisions and meetings at the headquarters can be transmitted to each branch through satellite, and new product demonstrations can also be carried out.

Walmart has the world's largest civilian database, larger than the U.S. Telephone and Telegraph Company. By the 80s of the 20th century, all Wal-Mart stores and distribution centers had installed electronic barcode scanning systems, and began to use data exchange systems to establish fully automated ordering systems with suppliers.

Through the computer network, the supplier is provided with business documents, issuing purchase instructions, obtaining receipts and shipping lists, and at the same time, the supplier can grasp the sales of its products in a timely and accurate manner. By 1990, Wal-Mart had achieved electronic data interchange with nearly 2,000 of its more than 5,000 suppliers, making it the largest user of EDI technology in the United States.

Walmart also uses a more advanced rapid response system to replace purchase orders, and truly realizes automatic ordering. These systems use barcode scanning and satellite communications to exchange daily information with suppliers about the sale, shipping and ordering of goods, including details such as specifications, styles, colors, etc.

At the fastest time, it takes less than 10 days from the time the order is placed, the production is completed, and the goods are delivered to the store. Now, Walmart's computers track every aspect of the business, knowing everything the company sells. It understands how much each item costs; how much money the store made selling the item; how much time it will take for the cashier to scan the item; What other goods do customers tend to buy at the same time as buying this kind of product; how much inventory the supplier still has; How many goods are on their way to the store, or stored in warehouses around 300 kilometers, etc.

Using advanced electronic communications and other technologies, Walmart managers have precise access to this data to know how to keep store sales in sync with distribution centers, and distribution centers with suppliers.

The marketing strategy of "every day is cheap". The so-called daily parity refers to the fact that retailers always emphasize that the price is lower than that of other retailers.

Under the guidance of this price strategy, the price of goods of the same quality and brand is lower than that of other retailers. Walmart outlets sell 10-20% less than other places, and Sam's Club sells as much as 30-40%.

The low-price strategy is Wal-Mart's consistent business policy, which is to "strive for the interests of customers from suppliers" in the process of commodity procurement, and resolutely adhere to the low-price strategy for suppliers.

In terms of procurement, the direct mode of supply and marketing and the partnership model are adopted. In the sales process, adhere to the long-term low-price positioning strategy.

The basic principles of pricing: first, expand market share and maximize profits; the second is to strictly control the gross profit margin to ensure a low level; The third is to take the competition-oriented pricing method as the main pricing method, and comprehensively shape and strengthen the dynamic management pricing system.

Walmart also adheres to a low-cost image-building strategy. The first impression of "cheap" is the implementation of discounted sales, low cost. Then, use tactics such as the slogan "Everyday Fare" and "Everything we do is to save you money" to create a low-cost atmosphere.

We carefully select "magnet" products and set particularly low prices to attract customers. For the special display of special products, the price of the goods will also be flexible and timely adjusted according to the changes of the times.

Price war is a business method frequently used by enterprises in competition.

Wal-Mart's usual strategy is as follows: First, new stores implement special prices to penetrate the market at low prices and discounts. Second, with the development of the market situation, Wal-Mart also took the initiative to launch a price war, and when faced with the price reduction of the opponent, it is not afraid of competition, and will follow up and even take the initiative in time after clarifying the purpose of the opponent's price reduction.

Wal-Mart's advertising strategy is to keep the investment low, advertise various products in the short term when they are on the market, and focus on price. Wal-Mart's special advertising method is low-priced products.

Wal-Mart's "low cost" is a strong guarantee to achieve "parity every day". First, in the location and decoration of the store, it is generally easy to choose an area with low rent and concentrated traffic or next to the highway, and the decoration is relatively simple. Second, advertising costs and management costs are low.

Walmart has an unwritten rule that corporate office expenses are only 2% of turnover, and advertising expenses are lower than the industry average. The third is to compete with suppliers. At Wal-Mart, there is a view that the company is the agent of the customer, so a supplier system has been formed within the company to compete with the supplier.

Fourth, Wal-Mart has its own satellite system and the largest private fleet in the United States, so that the company's distribution cost can be reduced to 3% of sales, lower than the level of competitors 4.5-5%, and the efficient logistics support provides a guarantee for a significant reduction in distribution costs. Fifth, large-scale purchase and global procurement.

Walmart's huge sales have established it as a leader in the supply chain, with 90% of its products sourced directly from manufacturers and sourced globally, resulting in significantly lower purchasing costs.

Harmonious corporate culture. At Walmart, employees are not treated as "employees," but as "partners." The company's concern for the interests of employees is implemented in a set of detailed and specific implementation plans, including profit sharing plans and compensation and welfare plans.

In corporate decision-making, we promote the spirit of private participation and draw on the opinions of front-line employees. The united and lively corporate culture is compatible with Wal-Mart's intense and efficient management system, and together create an excellent retail team.

At that time, the 125 stores and later Walmart opened more than 6,600 stores in 16 countries around the world, with a total of more than 1.8 million employees and 176 million customers visiting Walmart every week.

But at present, after the company's stock is listed, shareholders do not recognize Wal-Mart, which is not very famous, they are more inclined to large companies and big bosses, and lack confidence in Wal-Mart shares, and some people have proposed to sell their shares to two competitors, Kmart or Union Store, Sam Walton is under a lot of pressure on this, and now is a good time to acquire.

Zhao Weidong decided to acquire Wal-Mart Department Store Co., Ltd., and then invested heavily to make this supermarket chain stronger and bigger as soon as possible, so that he could arrange to purchase a large number of agricultural and sideline products needed by supermarkets in China, which will promote the rapid development of the domestic private economy, which will be of great significance.

He picked up the phone and immediately hung up to Ji Lingjun:

"Hey, Sister Lingjun, I have a very urgent matter for you to arrange in time."

"Oh, what's so urgent?"

"That's right, I want to acquire a potential supermarket chain and build it into the largest supermarket chain in the world."

"Do you have a crush on a potential supermarket chain?"

"The supermarket chain I saw as a potential company is still a very small public company, and the market value of the company was only $135 million on October 1, 1970, when the company only listed 20% of its shares, issued 300,000 shares, and raised $4.35 million.

The Walton family owns 61% of Wal-Mart's shares, and the remaining 19% of the shares are held by relatives, friends and some Wal-Mart employees, and is currently estimated to be less than a billion dollars in market capitalization. ”

"You're going to spend such a price just to get a supermarket manager?"

"Yes, I have to spend such a big price for two purposes, one is of course to establish the world's largest supermarket chain enterprises, and the other is to open a way to the international market for China's future reform and opening up."

"You still have such a deep meaning in it."

"Yes, you promptly notify Abt, the president of the Sith Financial Investment Bank in the United States, and ask him to acquire Wal-Mart Department Store Co., Ltd. immediately on the New York Stock Exchange, of course, we can't raise the acquisition, we must take the acquisition by suppressing the stock price, and give shareholders an appearance that the stock price will fall, which is conducive to the acquisition of 61% of Wal-Mart shares owned by the Walton family, and the remaining 19% of the shares are held by relatives, friends and some employees of Wal-Mart, and we will acquire it at twice the market price of the stock, and it is estimated that no one will resist. After the acquisition, we went to the United States to meet Sam Walton. ”

"Okay, I'll immediately inform President Abt and ask him to arrange for the acquisition to take place as soon as possible."

"Okay, then let's do it first, I'll see you later."

"I'll see you later."

Zhao Weidong picked up the documents and looked at them, these are all daily affairs, daily homework, this period of time, because the morning time is occupied, and there are many things inserted in the afternoon, resulting in daily affairs often occupy the evening time, generally end at about eight o'clock, and end at ten o'clock at the latest, this period of time is really busy, Zhao Weidong often asks Di Lingjun not to wait, let her go to dinner first, but she doesn't agree, and she has to wait for her work to finish before eating together.

Ji Lingjun came back early today, at seven o'clock, and she came to Zhao Weidong to report to her work immediately after she came back:

"Brother, you will explain the acquisition of Wal-Mart Department Store Co., Ltd. by an American company in the afternoon, and I have already instructed President Abt to complete the acquisition in the shortest possible time."

"That's good, it's a very important thing."

In addition, the gold futures of 11 companies have all been traded, with a total investment of 130 billion US dollars, and the average long point is 121.43 (US dollars / ounce), and the margin is: 140 million, and the amount of funds paid for each lot of long gold futures is: 283 (US dollars / lot), 130 billion (US dollars) to buy long gold futures: 427208480 (lots). There is also London gold to buy 10 billion US dollars, a total of 82508250 (lots) purchased. ”

"Sister Lingjun, I plan to simply not operate it often this time, and hold it for a longer time."

"Okay, I don't have anything else to do, so I won't delay your time, I'll go out first, and you continue to do your thing."

"Okay, you go for a walk in the rooftop garden first, I'll finish the work as soon as possible, and try not to keep you waiting too long."