recentpopularlog in

jerryking : wal-mart   131

later »
Going small the best route for cash-rich Metro
January 30, 2013 | G & M pg. B2 |by Sophie Cousineau.

Metro is a great operator with an outstanding track record. Its first-quarter results, which on Tuesday reported first-quarter profit of $121.4­ mil1ion compared with $103.7 ­million in the year earlier period, prove it yet again. Yet the Quebec grocery chain has had it relatively easy in recent years. Its main competitor, Loblaw, was its own worst enemy, struggling with its merchandising and its computer systems. Metro dominates the Quebec market with an estimated market share among conventional food distributors.

But the market is changing. WalMart Canada is expanding unreand Target is emerging as a formidable foe from the ruins of Zellers. To say that the competition is heating up is an understatement. These American retailers are shaking a Tabasco bottle over the Quebec and Ontario markets, dotting these provinces with super-sized stores and bountiful grocery aisles.

Target is not considered as serious as a menace as Wal­Mart. Many of Target's stores are located in shopping malls where Metro has exclusivity rights on the sale of food. Wal-­Mart, which started sending out food flyers to Quebec homes, is another story.
But even with an acquisition as important and as as Safeway’s, Metro could never “outscale” or even come close to it. And while Metro has two discount banners. its namesake stores don"t venture into price wars nor would they want to
go on the American retailers' turi war. By putting the accent on the freshest fruits and vegetables and the best shopping experience, Metro is taking a different tack from its American competitors.
Getting scale in the pharmacy business would make a lot more sense for Metro. As a pharmaceutical distributor and a drugstore operator under the Brunet banner, Metro is a regional Quebec player. Yet for there to be an acquisition, Metro needs a seller. While Jean Coutu Group Inc. is aging, the Coutu family has nevel expressed the slightest interest ir selling the business they control through multiple voting shares. Moreover, they are focusing their energy on Canada after retreating from the American market.
supermarkets  mergers_&_acquisitions  M&A  retailers  price_wars  pharmacies  grocery  ethnic_communities  scaling  Jean_Coutu  Wal-Mart  Target  Metro  competitive_landscape  Sophie_Cousineau  merchandising  shopping_malls 
january 2013 by jerryking
India opens the door to international retailers - The Globe and Mail
STEPHANIE NOLEN

NEW DELHI — The Globe and Mail (includes correction)

Last updated Friday, Dec. 28 2012,
India  Stephanie_Nolen  retailers  FDI  Tesco  Wal-Mart  Carrefour  IKEA 
december 2012 by jerryking
How Wal-Mart Used Payoffs to Get Its Way in Mexico - NYTimes.com
December 17, 2012 | NYT |By DAVID BARSTOW and ALEJANDRA XANIC von BERTRAB.

The NYT’s examination reveals that Wal-Mart de Mexico was not the reluctant victim of a corrupt culture that insisted on bribes as the cost of doing business. Nor did it pay bribes merely to speed up routine approvals. Rather, Wal-Mart de Mexico was an aggressive and creative corrupter, offering large payoffs to get what the law otherwise prohibited. It used bribes to subvert democratic governance — public votes, open debates, transparent procedures. It used bribes to circumvent regulatory safeguards that protect Mexican citizens from unsafe construction. It used bribes to outflank rivals.

Through confidential Wal-Mart documents, The Times identified 19 store sites across Mexico that were the target of Wal-Mart de Mexico’s bribes. The Times then matched information about specific bribes against permit records for each site. Clear patterns emerged. Over and over, for example, the dates of bribe payments coincided with dates when critical permits were issued. Again and again, the strictly forbidden became miraculously attainable.... Wal-Mart declined to discuss its conduct in Teotihuacán while it is continuing its own investigation. The company has hired hundreds of lawyers, investigators and forensic accountants who are examining all 27 of its foreign markets. It has already found potentially serious wrongdoing, including indications of bribery in China, Brazil and India. Several top executives in Mexico and India have been suspended or forced to resign in recent months.

Wal-Mart has also tightened oversight of its internal investigations. It has created high-level positions to help root out corruption. It is spending millions on anticorruption training and background checks of the lawyers and lobbyists who represent Wal-Mart before foreign governments. The company has spent more than $100 million on investigative costs this year.
Wal-Mart  Mexico  corruption  forensics  bribery 
december 2012 by jerryking
Survival of the Fittest: 73rd Annual Report of the Grocery Industry
April 15, 2006 | Progressive Grocer | Jenny McTaggart, Debra Chanil, and Stephen Dowdell.

Includes how $100 is spent in supermarkets.
supermarkets  Wal-Mart  grocery  trends 
august 2012 by jerryking
Facebook, Twitter and Foursquare as Corporate Focus Groups - NYTimes.com
By STEPHANIE CLIFFORD
Published: July 30, 2012

Companies like Wal-Mart and Samuel Adams are turning social media sites like Facebook, Twitter and Foursquare into extensions of market research departments. And companies are just beginning to figure out how to use the enormous amount of information available.... “There’s mountains and mountains of data being created in social media,” said Ravi Raj, vice president for products for @WalmartLabs, adding that the company used the data to decide what merchandise to carry where.

In one of its first analyses, performed last summer, @WalmartLabs found that cake pops — small bites of cake on lollipop sticks — were becoming popular. “Starbucks had just started getting them in their cafes, and people were talking a lot about it,” Mr. Raj said.

His team alerted merchants at Wal-Mart headquarters. The merchants had also heard about the product, and decided to carry cake-pop makers in Walmart stores. They were popular enough that the company plans to bring them back this holiday season.
Frito_Lay  Wal-Mart  market_research  social_media  focus_groups  data  merchandising  business_development  data_driven  Starbucks 
august 2012 by jerryking
THE EVE OF BATTLE
Oct 2006 | Canadian Grocer 120. 8 (): 38-39,41,43. | Andrew Allentuck

Wal-Mart's success in the U.S. was built on conquering the fragmented and relatively inefficient grocery market, says [John Chamberlain]. But Canada is likely to be different. "It it were a slam dunk, Wal-Mart's Supercentres would have been here a lot sooner. If you read into the time they have taken to arrive, there is a recognition that this market is going to be very challenging." As award-winning Business Week senior writer Anthony Bianco said, in The Bully of Bentonville (Random House, 2006), "It is far from certain that even Wal-Mart can thrive in a Wal-Mart world."

What will Canadian retail grocery be like a few years down the road? Chamberlain figures that Wal-Mart will take over packaged goods. "It can dominate the field. Everybody knows what a box of detergent should cost and nobody wants to pay 40% more at a competitor," he says. By sheer massive buying power, with savings passed along to consumers, Wal-Mart will take a lot of the centre store grocery. Rut in differentiated goods, from lettuce to meat, bakery to meal replacement, the market may not tumble to Wal-Mart. To the extent that people are prepared to pay more for quality or even just differentiation, Wal-Mart will have trouble maintaining its winner-takes-it-all momentum, he suggests.

There is also the union question. In China, faced with the pro-union policy of the incumbent government, the company has agreed to work with them. Chinese unions are not trenchant opponents of management. Rather, they work at "promoting good relations between employers and workers," reports the Wall Street journal. If unions did capture Wal-Mart Supercentres, they might raise payroll costs and hinder the company's aggressive cost reduction strategy. Wal-Mart may remain hostile to unions in North America. It shut its Jonquière, Que. store after it was certified by the United Food and Commercial Workers union. The February 2005 shutdown sent a message that was undeniably clear. Bomb threats and temporary store closings followed, Bianco recalls. The cost of Wal-Mart's image was huge, but, as Bianco admits, "The allure of cut-rate prices and convenient locations is not easily resisted."
ProQuest  buying_power  Wal-Mart  grocery  Metro  Sobeys  Loblaws  fragmented_markets  retailers  CPG  winner-take-all 
july 2012 by jerryking
New Food, New Look
November 21, 2005 | WSJ | By JANET ADAMY - Staff Reporter of THE WALL STREET JOURNAL.

Store-branded products continue to take up more shelf space and gain cachet. Over the seven years ended in 2004, sales of private-label goods grew at more than twice the rate of branded goods, according to ACNielsen, and now account for 15% of supermarkets' packaged-goods revenue. Grocers like to stock private-label products because they have wider profit margins. Milk, cheese, paper products and eggs are among the largest private-label categories.
grocery  Wal-Mart  trends  supermarkets  private_labels  Winn-Dixie 
july 2012 by jerryking
Making Waves
May 31, 2004 | Barron's Online | Sandra Ward
RFID  Wal-Mart  tools  productivity  Tibco 
july 2012 by jerryking
POWER INC - David Rothkopf - Penguin Books
Only about thirty countries possess the powers usually associated with sovereign nations. The rest can’t actually defend their borders, govern their finances independently, or meet the basic needs of their people. In this provocative and persuasive new book, David Rothkopf calls these others semistates and argues that they’re much less powerful than hundreds of corporate supercitizens.

A multitude of facts demonstrates the reach of the modern corporation. Walmart has revenues greater than the GDP of all but twenty-five nations. The world’s largest asset manager, BlackRock, controls $3.3 trillion, almost as much as the currency reserves held by China and Japan combined. Corporations in Third World countries routinely hire mercenary armies to enforce their will, and in some cases (such as Shell in Nigeria), they control the politicians as well.

Striking a balance between public and private power has become the defining challenge for all societies. In Power, Inc., Rothkopf argues that the decline of the state is irreversible. The way forward is to harness corporate resources in the service of individual nations to forge a radically new relationship between the individual and the institutions that govern our lives.

David Rothkopf

David Rothkopf is the author of Running the World: The Inside Story of the National Security Council and the Architects of American Power. He is the president and chief executive officer of Garten Rothkopf, an international advisory firm. He teaches international affairs at Columbia University.
books  NSC  Wal-Mart  BlackRock  asset_management  multinationals  David_Rothkopf  decline  statelessness 
july 2012 by jerryking
Can You Say What Your Strategy Is?
April 2008 | HBR | by David J. Collis and Michael G. Rukstad
business  strategy  HBR  Wal-Mart  Edward_Jones 
june 2012 by jerryking
The Organic Myth
OCTOBER 16, 2006 | Business Week | Diane Brady

Stonyfield still cleaves to its organic heritage. For Chairman and CEO Gary Hirshberg, though, shipping milk powder 9,000 miles across the planet is the price you pay to conquer the supermarket dairy aisle. "It would be great to get all of our food within a 10-mile radius of our house," he says. "But once you're in organic, you have to source globally."

Hirshberg's dilemma is that of the entire organic food business. Just as mainstream consumers are growing hungry for untainted food that also nourishes their social conscience, it is getting harder and harder to find organic ingredients. There simply aren't enough organic cows in the U.S., never mind the organic grain to feed them, to go around. Nor are there sufficient organic strawberries, sugar, or apple pulp -- some of the other ingredients that go into the world's best-selling organic yogurt...For Big Food, consumers' love affair with everything organic has seemed like a gift from the gods. Food is generally a commoditized, sluggish business, especially in basic supermarket staples. Sales of organic groceries, on the other hand, have been surging by up to 20% in recent years. Organic milk is so profitable -- with wholesale prices more than double that of conventional milk -- that Lyle "Spud" Edwards of Westfield, Vt., was able to halve his herd, to 25 cows, this summer and still make a living, despite a 15% drop in yields since switching to organic four years ago. "There's a lot more paperwork, but it's worth it," says Edwards, who supplies milk to Stonyfield...But success has brought home the problems of trying to feed the masses in an industry where supplies can be volatile. Everyone from Wal-Mart to Costco Wholesale Corp. (COST ) is feeling the pinch. Earlier this year, Earthbound Farm, a California producer of organic salads, fruit, and vegetables owned by Natural Selection Foods, cut off its sliced-apple product to Costco because supply dried up -- even though Earthbound looked as far afield as New Zealand. "The concept of running out of apples is foreign to these people," says Earthbound co-founder Myra Goodman, whose company recalled bagged spinach in the wake of the recent E. coli outbreak. "When you're sourcing conventional produce, it's a matter of the best product at the best price."

Inconsistency is a hallmark of organic food. Variations in animal diet, local conditions, and preparation make food taste different from batch to batch.
food  organic  local  globalization  Wal-Mart  supermarkets  grocery  Danone  yogurt  Stonyfield  dairy  myths  variability 
june 2012 by jerryking
Toy Recalls Revive Worries for Industry
Nov 9, 2007 |Wall Street Journal pg. B.4 |Nicholas Casey and Ann Zimmerman.
product_recalls  Mattel  toys  Wal-Mart  Target 
june 2012 by jerryking
Tire Recalls Show Flaws in the System - WSJ.com
November 1, 2007 | WSJ | By TIMOTHY AEPPEL

Poor Communication Means Potentially Dangerous Products Often Remain With Consumers And on Store Shelves....Notifying consumers is a problem in many kinds of recalls, in part because of the sheer volume of recall announcements. An average of 28 recalls are announced each week, says Dirk Gibson, an associate professor of communications at the University of New Mexico who studies recalls. Six separate arms of the government have the authority to do recalls, including the Food and Drug Administration, the Coast Guard and the National Highway Traffic Safety Administration.
product_recalls  Communicating_&_Connecting  automobile  automotive_industry  RFID  Goodyear  Wal-Mart  Ford 
june 2012 by jerryking
Look to Giants, Not Start-Ups, for Innovation
From the Wall Street Journal
Informed Reader
November 20, 2007; Page B8

When people think of radical innovations, they usually think of start-ups that shake an industry from the ground up. Some sectors are hobbled with "intractable, industry-wide problems" that only a large company can solve, says Mr. Grove, the co-founder of Intel. Mr. Grove, who has been researching the phenomenon with Stanford Graduate School of Business professor Robert Burgelman, calls this "cross-boundary disruption." Crucially, the industry on the other side of the boundary is "stagnant and populated with companies that cling to doing business the way they always have."
Andy_Grove  Apple  brands  breakthroughs  cross-boundary  disruption  industry_boundaries  innovation  large_companies  moonshots  Fortune_500  GE  stagnation  start_ups  Wal-Mart 
june 2012 by jerryking
How Sears plans to get its mojo back
May. 25, 2012| The Globe and Mail | MARINA STRAUSS

RETAILING REPORTER

NEWMARKET, ONT.

From Friday's Globe and Mail

Last updated Friday,
Sears_Canada  Marina_Strauss  retailers  Wal-Mart  Target  CEOs 
may 2012 by jerryking
Your Next Big Thing: The world's biggest
November 22, 2004 | PROFITguide.com | By Laura Pratt and Deena Waisberg |
globalization  Wal-Mart  China  small_business 
may 2012 by jerryking
Exotic vegetables coming soon from a farmer near you - The Globe and Mail
Jan. 05, 2012 | Globe & Mail | Rita Trichur.

One estimate pegs domestic sales of exotic vegetables at roughly $800-million a year. The bulk of that produce is imported from the Caribbean, South America and Asia. But with demand booming, Canadian farmers have a fresh incentive to carve out a meaningful slice of that market by diversifying their crops.

Although cooler Canadian climates can present a production challenge, scientists spearheading world crop research at the Vineland Research and Innovation Centre near Niagara Falls, Ont., say a surprising number of exotic vegetables can be successfully grown across the country.
vegetables  ethnic_communities  demographic_changes  farming  agriculture  food  Wal-Mart  Sobeys  immigrants  Loblaws 
january 2012 by jerryking
FT.com / UK - Wal-Mart lays down the law
February 21 2007 02:00 | Financial Times | By Jonathan Birchall.

Instead, Wal-Mart set out to use its market power to support its call for the law firms to pursue increased "diversity" actively - by having more women and ethnic minorities represented at higher levels in their firms.

The letter asked for statistics on hiring and retention of women and ethnic minorities, and said Wal-Mart was serious about encouraging the law firms it worked with to employ more women and ethnic minority attorneys.

"Wal-Mart will end or limit our relationships with law firms who fail to demonstrate a meaningful interest in the importance of diversity," it said.
Wal-Mart  law_firms  diversity  Jonathan_Birchall 
november 2011 by jerryking
FT.com / Companies / US & Canada - Wal-Mart presses suppliers on diversity
By Jonathan Birchall in New York

February 20 2007 22:05 | Last updated: February 20 2007

The initiative follows a drive by Wal-Mart’s legal department – which generates about $200m of business for outside firms annually – to pressure its outside counsel to give more prominence to women and ethnic minorities in key decision-making positions on its account.

The programme led the retailer to take away business from two law firms that failed to meet its objectives, and to stop giving new business to several others.

It also mirrors a similar push by Wal-Mart on environmental issues, as chief executive Lee Scott, seeks to remake the company’s corporate image.

Wal-Mart’s reputation on diversity continues to be overshadowed by a pending class action law suit filed in 2001 that accuses the company of systematically discriminating against its women workers. Wal-Mart rejects the charges made in the suit.
ethnic_communities  visible_minorities  Wal-Mart  supply_chains  diversity  Jonathan_Birchall  inhouse  systemic_discrimination  law_firms  supply_chain_squeeze  class_action_lawsuits  outside_counsel 
november 2011 by jerryking
Eight Ways China Affects Us |
05/12/04 | Jubak Journal News | | Jim Jubak
Wal-Mart  China 
october 2011 by jerryking
Untapped and Growing, Frontier Markets Beckon - NYTimes.com
September 28, 2011, 6:42 pm Mergers & Acquisitions | Special Section Fall 2011
Untapped and Growing, Frontier Markets Beckon
By AZAM AHMED and MICHAEL J. DE LA MERCED

The education of investors has followed recognition of a pattern in frontier markets. The first deals struck are those related to commodities like oil or metals. As countries grow more advanced, consumer goods companies and media and telecommunications concerns are the next to be scooped up.
Africa  private_equity  Wal-Mart  JPMorgan_Chase  local_knowledge  Tanzania  Zimbabwe  joint_ventures  frontier_markets  emerging_markets 
september 2011 by jerryking
Wal-Mart Spices Up Private Label
2/6/2010 | Wall Street Journal Vol. 255 Issue 30, pB16,| John
Jannarone.
The article deals with the strategy of Wal-Mart Stores to consider
shifting to private-label spices by offering generics in some stores in
replacement of McCormick products in the U.S. in 2010.
Wal-Mart  private_labels  spices  generics  McCormick 
august 2011 by jerryking
Wal-Mart’s Rocky Path from Bricks to Clicks -
July 21, 2011 | BusinessWeek | By Matthew Boyle and Douglas
MacMillan.

After 15 years online, the retailer still trails well behind Amazon.com
and EBay. The bottom line: Walmart.com’s sales are less than a fifth of
Amazon.com’s. A new division, @WalmartLabs, is experimenting with social
media and mobile apps.
Wal-Mart  e-commerce  retailers 
july 2011 by jerryking
U.S. Companies Race to Catch Up in African Markets - WSJ.com
JUNE 6, 2011 | WSJ | By JAMES R. HAGERTY And WILL CONNORS.
US. companies' game of catch-up shows the perils of waking up late to
the next big frontier market, Africa. The continent's economy is
forecast to grow to $2.6 trillion in 2020 from $1.6 trillion in 2008,
fueled by booms in mining, agriculture and development of ports, roads
and other infrastructure, according to McKinsey Global Institute. The
middle class is growing, and total household spending now exceeds that
of India.
Cummins  Africa  China  U.S.  frontier_markets  GE  Google  ADM  Wal-Mart  Harley-Davidson  Caterpillar 
june 2011 by jerryking
Walmart plans web grocery expansion.
April 25, 2011 The Financial Times, p16 Barney Jopson, Alan Rappeport
Wal-Mart  growth  e-commerce 
april 2011 by jerryking
globeadvisor.com: Canadian Tire waves the flag in new campaign
March 17, 2011
Retailer aiming to distinguish itself from U.S. archrivals Home Depot and Wal-Mart

MARINA STRAUSS
Marina_Strauss  retailers  Wal-Mart  Home_Depot  Canadian_Tire  home-improvement 
april 2011 by jerryking
The Manager - The Globe and Mail
HARVEY SCHACHTER

Last updated Monday, Jan. 24, 2011
Harvey_Schachter  michael_porter  Wal-Mart 
february 2011 by jerryking
Wal-Mart Plans Drive to Buy More Locally Grown Produce - NYTimes.com
October 14, 2010 | By STEPHANIE CLIFFORD. Wal-Mart Stores
announced a program on Thursday that would focus on sustainable agriculture among its suppliers, as it tries to expand its efforts to improve environmental efficiency among its suppliers. The program is intended to put more locally grown food in Wal-Mart stores in the U.S., invest in training and infrastructure for small and medium-size farmers, particularly in emerging markets, and begin to measure the efficiency of large suppliers in growing and getting their produce to market.

Given that Wal-Mart is the world’s largest grocer, with one of the
biggest supply chains, any changes that it makes would have wide
implications.
Wal-Mart  sustainability  local  farming  locavore  supply_chains  SMEs  food  food_crops  measurements 
october 2010 by jerryking
Wal-Mart Bids $4.6 Billion for South Africa's Massmart - WSJ.com
SEPTEMBER 27, 2010 | Wall Street Journal | By PAUL SONNE in London and ROBB M. STEWART
Wal-Mart  South_Africa  retailers  growth  M&A  mergers_&_acquisitions 
september 2010 by jerryking
Wal-Mart Asks Suppliers to Cede Control of Deliveries
May 21, 2010 | Businessweek | By Chris Burritt, Carol Wolf and Matthew Boyle
Wal-Mart  logistics  transportation  supply_chains 
august 2010 by jerryking
Everybody’s Business - Netflix Stays One Step Ahead of Creative Destruction - NYTimes.com
August 7, 2010 | NYT | By DAMON DARLIN. "Established
companies’ historical inability to change is what makes Netflix’s
maneuvers so fascinating. It foresaw its possible demise at the moment
of its own creation. The company was formed in 1997 with the idea of
sending movie DVDs, then a new technology, through the mail. But Reed
Hastings, the founder and chief executive, and early employees,
recognized that delivery of movies over the Internet would replace the
mail carrier soon. They named the company Netflix, not Mailflix or DVDs
by Mail....Netflix says the mail train is likely to keep chugging for an
additional 20 years. But it has managed to do what few companies have
done by leaping to faster transportation. Harrowing, yes. But consumers
should enjoy the ride."
beforemath  creative_destruction  Netflix  Kodak  Clayton_Christensen  Reed_Hastings  dvds  movies  streaming  Amazon  Wal-Mart 
august 2010 by jerryking
Rivals Secretly Finance Opposition to Wal-Mart - WSJ.com
JUNE 7, 2010 |WSJ | By ANN ZIMMERMAN. Rival Chains Secretly
Fund Opposition to Wal-Mart. Saint Consulting Group is a specialist at
fighting proposed Wal-Marts, and it uses tactics it describes as "black
arts." Mr. Saint, a former newspaper reporter and political press
secretary, founded his firm 26 years ago. It specializes in using
political-campaign tactics—petition drives, phone banks, websites—to
build support for or against controversial projects, from oil refineries
and shopping centers to quarries and landfills. Over the years, it has
conducted about 1,500 campaigns in 44 states. Mr. Saint says about 500
have involved trying to block a development, and most of those have been
clandestine.
Wal-Mart  competitive_intelligence  retailers  clandestine  big-box  unions  countermeasures  counternarratives  political_campaigns  controversies  oil_refiners  dark_side  sophisticated  power_to_obstruct 
june 2010 by jerryking
China's Inland Frontier Beckons - WSJ.com
MARCH 14, 2007 | Wall Street Journal | by JASON LEOW. Big,
Lesser-Known Cities Hold Growth Prospects For Foreign Firms. Even with
their weaker purchasing power, China's inland cities can be rich
pickings for companies that learn how to tap them. Accounting for 18% of
China's 1.3 billion people, cities that Beijing considers "tertiary" --
3rd and lower -- generated 43% of the nation's GDP in 2004. By
contrast, 9% of Chinese live in what are considered 1st- and 2nd-tier
cities, which contributed 34% of GDP in 2004..."Although China's
National Tourism Administration has rated Days Hotel and Suites Jiaozuo
as five-star, the price for each room, at the opening, will be around
320 yuan, or about $41, less than half of what many peer hotels in major
cities charge. The low price is pegged to local spending power... the
hotel has resorted to cost-containing measures such as smaller rooms
than are standard for 5-star facilities and marble imported from the
Middle East rather than Italy."
China  Wal-Mart  IBM  hotels  internal_migration  inland 
march 2010 by jerryking
Loblaw takes aim at rivals
Feb. 11, 2010 | The Globe & Mail | by Marina Strauss.
Loblaw Cos. Ltd., a trailblazer in low-cost private labels such as
President's Choice, is testing an array of new “discount” store brands
aimed at attracting more shoppers and fending off a legion of new
players in the grocery business. The strategy of promoting what some
retail experts refer to as “fighter” brands is similar to one being used
by grocery giant Tesco PLC in Britain to take on mighty Wal-Mart Stores
Inc. and other discounters. Now, Loblaw is borrowing a page from the
British private-label playbook by introducing a bevy of brands at its No
Frills discount stores, a move that could spiral into a new food fight
in Canada.

The move comes amid rising competition in the grocery sector. Retailers
ranging from Canadian Tire to Shoppers Drug Mart and Wal-Mart are adding
more food products to their shelves.
Marina_Strauss  grocery  private_labels  Loblaws  Wal-Mart  Tesco  retailers  sub-brands  product_extensions  niches  fragmentation  pre-emption  playbooks 
february 2010 by jerryking
Toys 'R' History - WSJ.com
AUGUST 31, 2004 | Wall Street Journal | by CLAYTON M.
CHRISTENSEN and SCOTT D. ANTHONY. Today, Wal-Mart is going one better
than Toys "R" Us. With its mammoth stores, diverse array of products and
super-efficient supply chain, Wal-Mart can provide consumers good
quality, high levels of choice and convenience, and rock-bottom prices.
It has shifted the "basis of competition" from convenience to price.

So what can a company like Toys "R" Us do when signs emerge that the
basis of competition has shifted decisively in ways that make a
previously successful strategy ineffective? The truth is, if a company
facing this situation has not acted proactively before the signs become
conclusive, it is already too late. A company must sow the seeds of its
new growth business before the game palpably changes.
Clayton_Christensen  Scott_Anthony  Innosight  Toys_"R"_Us  Wal-Mart  growth  embryonic  emerging_markets  competitive_landscape 
january 2010 by jerryking
How Big Companies Can Find Room to Innovate -
November 19, 2007 | The Informed Reader - WSJ | by Robin Moroney
size  Andy_Grove  innovation  Apple  GE  Wal-Mart  large_companies 
january 2010 by jerryking
Unboxed - A Data Explosion Is Remaking Retailing
January 2, 2010 | NYTimes.com | By STEVE LOHR. Retailing is
emerging as a real-world incubator for testing how computer firepower
and smart software can be applied to social science — in this case, how
variables like household economics and human behavior affect shopping.
competingonanalytics  retailers  Steve_Lohr  Wal-Mart  human_behavior  Wet_Seal  user_generated  Web_2.0  data  data_driven  massive_data_sets 
january 2010 by jerryking
Corner Office - In a Word, He Wants Simplicity - Question - NYTimes.com
May 23, 2009 | New York Times | This interview of Eduardo
Castro-Wright, vice chairman of Wal-Mart Stores, was conducted and
condensed by Adam Bryant.
Q. What was the best advice you were given about your career? A. Someone
I trusted when I was working for Nabisco convinced me that if I really
wanted to have bigger and more impactful opportunities, then I probably
needed to become broader in my knowledge. And I’ve changed industries
twice since then, completely different industries.
leadership  Wal-Mart  CEOs  interviews  Managing_Your_Career  managing_people 
may 2009 by jerryking
Working Things Out With a Giant Customer - WSJ.com
OCTOBER 17, 2006 WSJ article by ANN ZIMMERMAN.

Romano Pontes, a longtime apparel supplier to Wal-Mart Stores Inc. was told by Sam Walton "'If you believe in a point, scream it as loud as you can to whomever will listen to you,'". This spring, Mr. Pontes put Sam Walton's advice to the test and risked losing Wal-Mart, his biggest and most lucrative client, in the process. He and a Wal-Mart buyer had a disagreement over a shipment of apparel that wasn't selling.....Pontes says he decided to fight for what he thought was right. He thinks small-business owners who work with big corporations frequently are afraid to stick up for themselves, fearing they will ruin the relationship. He says that not giving in doesn't have to kill a business relationship. It can even strengthen it. "You have to speak your mind, but you have to say it nicely," says Mr. Pontes, 46 years old. "I never said, 'I want to sue you.' I just made my case.".....Mr. Pontes's company, Global Vision Inc., is one of 61,000 U.S. suppliers to Wal-Mart,....The company says it doesn't know how many supplier relationships end each year and how many new vendors they bring on board.....Each supplier has a different vendor agreement with Wal-Mart...Some contracts may specify that unsold products will be returned. It depends on the type of product and supplier.

Shouldn't vendors always have agreements like that in writing? "Not always,"

Not in Contract
Although Global Vision's contract with companies doesn't spell out the policy for merchandise that doesn't sell, Mr. Pontes says he had an unspoken agreement that "we would work things out."......To straighten out the situation, Mr. Pontes says, he started with two members of the buying team, who claimed Mr. Pontes had authorized the goods to be returned. Neither side would relent, so Mr. Pontes then made his case to a senior executive in the finance department in Wal-Mart's Bentonville, Ark., headquarters. This time, Mr. Pontes said that he would produce documentation that the merchandise wasn't defective and challenged the company to prove that it was.
A conference call was set up between Mr. Pontes and a general-merchandise manager. But two hours before the scheduled call, Mr. Pontes says he canceled and sent an email instead, claiming he had stopped shipments on Wal-Mart orders to locations around the world. He added that other buyers in Puerto Rico were interested in buying Wal-Mart's 1,296-piece order of T-shirts and board shorts by Quicksilver, a trendy teen brand.

Less than two hours later, Wal-Mart emailed back, saying it would pay for the original Ocean Pacific order and wanted it shipped back to Puerto Rico....Says Mr. Pontes: "You have to have courage and guts, elevate it as high as you can. If you leave it at the buyer's level, they'll bury you. I went four levels higher than whoever is in charge of our accounting."
apparel  disputes  enterprise_clients  escalation  Gulliver_strategies  large_companies  self-respect  small_business  start_ups  supply_chains  Wal-Mart 
march 2009 by jerryking
FT.com site : Wal-Mart courts MySpace generation
Jul 20, 2006. pg. 1, FT.com.London:article by Jonathan Birchall in New York.
marketing  Web_2.0  Wal-Mart  MySpace 
march 2009 by jerryking
globeandmail.com: Fresh idea helps turn Loblaw's fortunes around
February 7, 2009 G&M article by MARINA STRAUSS reports on
how
Loblaw's bet three years ago that the cheap chic Joe Fresh Style fashion
collection would help the grocery chain meet the challenge of archrival
discounter Wal-Mart Canada Corp.
grocery  underserved  strategy  marketing  Joe_Fresh  retailers  Loblaws  Wal-Mart  Mimran  creativity  innovation  Marina_Strauss  turnarounds 
february 2009 by jerryking
Wal-Mart website launches free classified ads service
June 3, 2008 FT article by Jonathan Birchall detailing Wal-Mart's push into the classifed ads market.
Wal-Mart  classified_ads  business_development  Jonathan_Birchall 
january 2009 by jerryking

Copy this bookmark:





to read