Wal-Mart Case

Wall-Mart Stores During the time of this case, there are multiple organizational capabilities that took place within the continuous growing Wall-Mart stores during 2003 as well as the years that led up to the time of this case. From the beginning of the store and the vision of Sam Walton, he used all of the different criteria for the BRIO framework. Near the beginning of the creation of Wall-Mart, Sam Walton, the founder of Wall- Mart, had many visions and a clear sense of direction he was working with.

Some examples of organization he had that put him above the rest was his sense of worth for the employees by calling them associates, and allowing all employees to be able to reach him on his home phone number. This created a sense of a strong company culture within the Wall-Mart community due to the founder’s efforts at communication. He worked on making connections with his employees. This shows a sense of multiple things within the BRIO framework including Value because it portrays a charisma and a personality to the customers by how the company is run and how it treats its employers.

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A huge part in making the firm valuable in the eyes of consumers includes their slogan, “everyday low prices”. This is attractive to all consumers because it is the lowest price but yet, comparable to some of Its competitors. Wall-Mart has guaranteed that it is the lowest price because weekly It checks out Its competitors as well such as Smart and Target. This is one of the biggest factors when it comes to Wall-Mart because people shop when it is not only super cheap, but super convenient as well.

Being able to have a department store with everything you could need while eater on adding a grocery market section to Wall-Mart raised prices and the number of shoppers there alone. It is convenient because you can go Into one store for almost all of your needs at the lowest price. A resource that is rare that Wall-Mart has Is the way It started up with the distribution which included buying more merchandise directly from the manufacturers. Initially, the scale of operations was a bit modest. After Wall-Mart grew into Superstructures, this was an initial resource and capability that was rare to what other competitors had as well.

It grew sales dramatically from what it had initially as mentioned above because of the high convenience and ability to buy all of your needs out In one store. Militantly the form and Idea of buying high-volume at a low merchandising cost, and buying in bulk was so rare in the market and one of its first of its kind. Compared to Smart and Target though, Smart almost failed when trying to keep its prices as low as Wall-Mart. This in fact, leads right up to the point of how costly to imitate Wall-Mart can be when looking at the BRIO framework.

To be costly to imitate Wall-Mart used a bit of the other things competitors and others were doing, and Integrated these things Into what Wall-Mart was already it was discussed how Walton would head to other competitors to investigate different options. He would do this for details as even as minuet as how many cars competitors parking lots could fill. There was also room to create the Superstructure as well as ‘Neighborhood Markets’ which are smaller division stores around the suburban areas to create a smaller more relative size to the community.

These are to seen with any of the competitors and thus must be harder to imitate since they don’t have the resources. Another source that Wall-Mart has taken the advantage, due to being costly for competitors to imitate over with in the past years around this case, is the ability to extend their hours of operation to some 24 hour Wall-Marts. There are no other department, supermarket, or neighborhood stores that do this because of the cost of keeping the store open. This along with the expansion not only around the U. S. , but also the expansion globally has put Wall-Mart ahead of the rest.

Organized to capture value is displayed in multiple different areas when it comes to Wall-Mart. One of them that continued to grow from when the company first started was its investments in information technology. Compared to when it would take months to compare the inventory-taking lags decreased from months, to weeks, to very close to actual time due to the IT transformation. It automatically linked the distribution centers to computers in the stores and suppliers. This helped utilized the firms’ resources and capabilities by being able to maintain a better log of inventory.

Other specifics that Wall-Mart does to maintain an organized way to capture value is to put to practice the SOOT analysis. This helps put into perspective what the company has, and perhaps things it could improve on, on a regular basis. One last thing that stuck out to me for this subject was a Balanced Scorecard which is huge within the managing community. For example, this is used often in management to balance financial results, set objects, measures, targets, and initiatives in terms of learning and growth, business process, and lastly, the customers.

The last thing that Wall-Mart has done to have more availability to organize the capture value is by making goals, setting plans and executing these plans. Making goals, planning and organizing are all essential in a productive and efficient business as big as Wall-Mart in these days today. Through all of these different steps, Wall-Mart has been and will continue to improve in ways which every growing company should. However, BRIO is definitely something that will help keep the absolute and competitive advantage above all the other competitors and it has since its beginning around the sass’s.

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