胖東來和沃爾瑪?shù)钠放瓢l(fā)展策略對比分析

ChapterOneIntroductionPangDonglaiandWal-Mart,astwospecialretailenterprisesathomeandabroad,makedifferentchoicesinthefaceofdifferentchallengesduringandaftertheepidemic,whichisofspecialsignificance.ThedevelopmentofPangDonglaiandWal-Martcanbeusedforreferencebymostsmallandmedium-sizedretailenterprises.1.1TheDevelopmentofPangDonglaiXuchangPangDonglaiTradingGroupstartedasa40squaremetersugar,tobacco,andwinestore.Aftermorethan10yearsofhardwork,ithasdevelopedintoateamwithover30chainstoresandover8000high-qualityemployees.Sinceitsdevelopment,PangDonglaihasgainedhighpopularityandreputationinthebusinesscommunityofHenan,withanannualsalesvolumeof1billionyuan,makingitthethirdlargestprofitandtaxearnerinthebusinesscommunityofHenan.Itfirmlyoccupiesthemarketofsecond-tiercitiesinHenanProvince,andisoneofthefewlocalenterprisesintheHenanmarketthatcancompetewithforeignbusinessesanddomesticlargebusinesses.Ithasbeenratedasthe"KeyCommercialEnterprise"inHenanProvinceandthe"NationalChainEnterprisewiththeMostDevelopmentPotentialandCompetitiveness".The"PangDonglai"brandhasalsobecomethesecondlargestlocalbrandinHenancommerceafter"JinBoDa".XuchangPangDonglaiTradingGrouphascreatedthecompany'scorecompetitivenesswithfamilyserviceandvalue-addedservice,enhancedthecompany'scohesionwithemotionandsunshine,andexpandeditsmarketterritoryandconsolidateditsmarketpositionwiththebusinessstrategyof"Four-partyJointProcurement".Withhisadvancedbusinessphilosophy,uniquecorporatecultureandpeople-orientedservice,PangDonglaihassetupabusinessmythinHenanProvinceandopenedasuccessfulroadforthedevelopmentofsmallandmedium-sizedretailenterprisesinChina.1.2TheDevelopmentofWal-MartFoundedin1962bySamWalton,oneofthegreatestAmericanentrepreneursofthe20thcentury,retailchainshavegrownrapidlythroughouttheUnitedStates.After1990,Wal-Martexpandedinternationallyandhasincreasinglybecomeamajorplayerintheglobalretailindustry.In1991,itopeneditsfirstoverseasstoreinMexicoCitythroughajointventurewithMexicanretailerCifra.Today,Wal-Martincludesthefollowingthreedifferentareas:Wal-MartUS;Wal-MartInternational;Sam’sClub.AttheendofJanuary2022,Wal-Martwilloperate10593retailstoresand364distributionfacilitiesworldwide.Itsextraordinarycommercialsuccessisbasedonseveralfactors.Thefirstpointisthecustomercentricapproach,whichsuccessfullysatisfiescustomers'demandforretailconvenienceanddiversifiestheirchannelsofobtainingtheirproductsandservices.Second,forhighlydiversifiedproducts,Wal-Martcanprovidecustomerswithin-depthclassificationofproductsduetoitshugesuppliernetwork.Third,thesoundretailinfrastructuremakesWal-Martanactiveandpowerfulretailerinboththephysicalanddigitalmarkets.Frommanyperspectives,Wal-Martisanenterprisewithmanycompetitiveadvantages.Wal-MarthasrisenfromobscurityinnorthwestArkansastothelargestretailerintheworld,whichisoneofthegreatestcommercialachievementsinAmericanhistory.AsignificantfactorinWal-Mart'ssuccessisitsgeographicalstrategy:byinitiallypositioningitselfinarelativelyremotesmallmarket,Wal-Marthastakenadvantageofthenichemarketswhereitslargecompetitorsdonothavegoodservices.Wal-Martprovidesacompellingretailcasestudybecauseofitsrapidexpansionandsuccess.Wal-Mart'sachievementsanduniquenetworkdevelopmentstrategymakeitanimportantresearchfocusforresearchersandpractitionerstounderstanditsachievements.Ofcourse,itisimportanttoacknowledgethatWal-Mart'sinnovationisnotlimitedtogeographicallocation,Wal-Mart'sachievementsarenotwithoutchallenges,andWal-Mart'sreputationhasalsobeenaffectedbyoperationalchallenges.ChapterTwoTheComparativeAnalysisofBrandImageBrandimageisanintangiblebusinesscardforanenterprise,anditisalsoanobjectthatadramawillinevitablydevelop.Forretailcompanies,anexcellentbrandimagedetermineswhetheracompanycanwinatthestartinglinewhenitstarts.Ifaretailenterprisedoesnotstepoutofitsowncharacteristicsinthestepofestablishingabrandimage,itwillalsobedifficultforhimtostandoutfromthecompetitioninthefuture.Intheend,itcanonlygraduallydieout.Establishinganexcellentbrandimageisthemostimportantthingforanenterprise.2.1SimilaritiesBothcatertocustomersbyconstantlychangingthemselves.Throughavarietyofmarketingmeanstoestablishanexcellentretailenterpriseimage,intheirdifferentcountrieshaveledatrend,canrepresenttheirowncountryretailindustry.WhetheritisPangDonglai'speople-orientedmarketingstrategyorWal-Mart'ssupplychain-basedbranddevelopmentstrategy,ithasgreatreferencesignificanceforsmallandmediumretailenterprisesinthetwocountries.People-orientedmarketingstrategiesandexcellentsupplychainmanagementhavebroughtdifferentinfluencestodifferentretailcompaniesindifferentcountries.PangDonglai'sexcellentmarketingstrategyandWal-Mart'sexcellentsupplychainmanagementmodelhaveenabledWal-MartandPangDonglaitosuccessfullycreatetheirownexcellentbrandimagesintheretailindustriesofthetwocountries.Atthesametime,theycanallaffectthedevelopmentoftheretailindustryintheirrespectivecountries.ThesuccessfulmodelsofWal-MartandPangDonglaihavegreatreferencesignificanceforanyenterpriseinanyindustry.Thesuccessfulestablishmentoftheirbrandimagehasgreatthinkingvalueforthosesmallandmediumretailenterprisesthatarestillstrugglingtosurvive,andtheycanfindoutthedirectionoftheirefforts.Thesuccessfulestablishmentoftheirbrandhasgreatenlightenmentsignificanceforthedevelopmentofallretailenterprises.2.2DifferencePangDonglaihassuccessfullycreatedabranddevelopmentstrategythatfocusesonservicefirst,productquality,andemployeebenefitsthroughthepeople-orientedmarketingmethod,thereformofemployeebenefits,theFour-partyJointProcurementsystem,andtheexcellentcustomerservicesystem.Ithasestablishedagold-letteredsignboardofPangDonglaiintheretailindustry.PangDonglai’semployeebenefitsareexcellentinChinaandevenintheworld.YuDonglai,thefounderofPangDonglaiGroup,oncesaid:“Ihaveneverseriouslycalculatedhowmuchmoneyisappropriatetosendtoanemployee.Ijustconsiderhowmuchhecanearnayearandhowmanythingshedoes.”PangDonglai’ssuccessisabsolutelyinseparablefromhispeople-orientedmanagementmodel.TheemployeesofPangDonglairegardPangDonglaiastheirhome.WhenYuDonglaiappearedinthestore,oneofthemostcommonwordspeopleheardfromtheemployeeswas"BrotherDonglai!"Asthechairmanoftheboard,YuDonglaicanbefamiliarwiththebasicsituationofeverygrass-rootsemployee,withoutahintofboss.Throughexcellentstaffmanagementandexcellentservicemarketing,PangDonglaihasfinallybecomethemostspecialretailenterpriseinChina.Throughtheseexcellentstrategies,hefinallycreatedauniquebrandimagebelongingtoPangDonglai.Wal-Marthasestablisheditsuniquesupplychainmanagementmatrixmainlythroughexcellentsupplychainmanagement,sothatitsinventorymanagementcanbeoperatedbetter,andallitsmarketingprogramscanachievemoresustainabledevelopmentbasedonthis.Atthesametime,itsexcellentinventorymanagementmakesitsproductqualityverycompetitiveamongitspeersintheretailindustry,whichisalsoamagicweaponforitsbranddevelopment.Wal-Mart'ssuccessstemsfrommanyfactors,butthekeyfactorthathasledtoWal-Mart'sdominanceintheretailindustryisitsefficientsupplychain.Morespecifically,Wal-Martisasuccessfulretailerwithafast,low-cost,andhighlyintegratedsupplychain.Inaddition,Wal-Mart'sretailandsupplychainmanagementstrategiesalsoserveascompetitiveadvantagestoaccelerateitsgrowthovercompetitors.InformationtechnologyinitiativesareusedandinnovatedcontinuouslytofacilitatetheefficiencyofWal-Mart'ssupplychainmanagement.Anditsuniquesuppliermanagementsystemallowsittohavealargenumberofproductswhilealsohavingaproductqualitythatotherretailcompaniescannothave,whichmakesitsbrandimageunique.2.3ImpactAnalysisBothcompanieshavebeentryingtofindadifferentwayfromtheordinaryatthebeginning.Theyallseekanewwayoutbyanalyzingtheirownshortcomingsandthecurrentsocialstatusquo.Throughadifferentchoice,Ifinallyfoundawayformyselftodevelopinthemidstofuncertainty.Throughcontinuoustrialandinnovation,wehavefoundauniquedevelopmentrouteforourcompany,andfinallycreatedauniquebrandimage.Theiruniqueapproachtoexperimentationhasenormousimplicationsforotherretailbusinesses.Andthewaytheybuildtheirbrandimagecanalsobringgreatinspirationtootherretailcompanies.Itcanmakeiteasierforothercompaniestobetterfindouthowtobuildtheirownbrandimage.ChapterThreeTheComparativeAnalysisofCustomerDemandResearchBrandimageisthebeginningofaqualifiedretailenterprise'sdevelopment,andcustomerdemandisthefoundationofanenterprise'sdevelopment.Amatureretailenterprisemustpayattentiontotheresearchofcustomerneeds.BothPangDonglaiandWal-Marthaveachievedanexcellentlevelofresearchoncustomerneeds.Theyhaveachievedagoodbalancebetweencustomerneedsandcompanycosts.Thisisduetotheirdifferentbutextremelyeffectivemeasures.Anditsdifferentresearchdirectionshavegreatreferencesignificanceforsmallandmediumretailenterprises.3.1SimilaritiesAgoodretailenterprisemustbecustomer-centric.Atthesametime,thecostwillbetakenintoaccount,becausethecostrepresentsthecompany'sprofit.Agoodcompanywilldefinitelytakebothaspectsintoconsideration.Customerdemandisthepillarofsurvivalforretailenterprisesandisindispensable.Andcostcontrolissomethingthatamatureretailenterprisewilldefinitelyconsider.Anexcellentretailenterprisewillmeetthegreatestneedsofcustomersatthelowestcost.3.1.1FocusingonCustomerNeedsBothPangDonglaiandWal-Martdeterminetheirproductcategoriesbystudyingtheneedsofcustomers.ThefounderofWal-Martoncesaid:"Wehaveonlyoneboss,andthatisourcustomers.Hepaysourmonthlysalary,andonlyhehastherighttofireeveryoneuptothechairman.Thereasonisverysimple,aslongashechangeshisshoppinghabitsandchangestoanotherstoretobuythings.”SoWal-Marthaswrittentheirbusinesscreednomatterwheretheyare:“First,thecustomerisalwaysright;second,ifthereisaproblem,Pleaserefertothefirstarticle."AndPangDonglai's"Closetoordinarypeople,satisfywageconsumption."alsoimplicitlyreflectsthekeypointoffocusingoncustomerneeds.TheemployeesofPangDonglairegardeverycustomerastheirownfamilymembers,andwouldrathersufferlossesthanthemselves,butalsostrivetosatisfyeverycustomer.PangDonglaicanorderproductsthatarenotavailableinthemallonbehalfofcustomers.Aftershopping,ifcustomersarenotsatisfied,theycanreturnthegoodsunconditionally,andcustomerscanalsoenjoyvariousfreeandconsiderateservicesofPangDonglai.WhenacustomerentersFatEast.WhatIfeelthemostisthepleasureofshoppingeasily.AndWal-Marthasappliedtheprincipleof"sellmoreatlowerprices"toallofitsbusinessesfromthebeginning.Theso-called"everydaylowprice"strategyisattheheartofitsstrategy.Toimplementandmaintainitslow-pricestrategy,Wal-Martcontinuestomakesignificanteffortstopurchasegoodsinlargequantitiesfromitsextensivenetworkofsuppliersaroundtheworld.Inaddition,ithassuccessfullymetcustomerneedsforretailconvenienceanddiversifiedaccesstoitsproductsandservices.3.1.2ForCostReductionPangDonglaihasaspecialstandardinthedailyproductselection,whichisthesalesrate.PangDonglaidecideswhethertoputtheproductontheshelvesinthenextmonthbyanalyzingthesalesrateofaproductinonemonth.Atthesametime,suchauniqueselectionstandardalsoallowsPangDonglaitomeetthemostneedsofcustomersatthelowestcostasmuchaspossiblewhileensuringcustomerlove.Wal-Marthasalwaysfocusedonpricecompetition,andhaslongpursuedtheoperatingpolicyofsmallprofitsbutquickturnover.Inordertoachievethepromiseof"Itemsonsalearealwaysatthelowestprice.",Wal-Marthastakenallfeasiblemeasurestosaveprofitstocustomersthroughpurchasingchannelsanddistributionmethods,aswellasmarketingexpensesandadministrativeexpenses.Atthesametime,Wal-Martalsoadoptsthestrategyoftransparentquotationandsettingpricebyvolumetourgesupplierstoreduceproductcosts.Thispricestrategyrequiresthesuppliertoreportthecoststructureandprofitoftheproductwhenquoting.Wal-Mart'sordervolumeishuge,sodespitethestrictpricerequirementsonsuppliers,itcanstillgettherequiredgoodsatthelowestpriceintheworld.Thelowestpricehascreatedthelargestsalesvolumeintheworld,andthelargestsalesvolumehasfurthercontributedtothelargestpurchasevolumeandlowestpriceintheworld.Aninteractivecycleisformedbetweenvolumeandprice.3.2DifferenceDifferentcompanieswillhavedifferentdevelopmenthistoryandfacedifferentchallenges.Becauseofdifferentcustomergroupsandconsumptionconcepts,Wal-MartandPangDonglaihavetheirownuniquemethodsonhowtodealwithcustomerneeds.PangDonglaichosetouseservicemarketingtomeetcustomers'smallneedsforservices,thusbringinghimextremelyhighcustomerloyalty.Wal-Martchoosestobenefitcustomerswhileensuringitsowncosts,soastomeetthepsychologicalneedsofcustomers.Thetwodifferentapproachestakenbythetwocompaniestomeetcustomerneedshavegreatreferencesignificanceforotherretailcompanies.3.2.1FocusingonServiceMarketingServicemarketingplaysavitalroleinthedevelopmentprocessofPangDonglaiTradingGroup,anditisastrategicmeanstoenhanceitscorecompetitiveness.Thesuccessfulexperience,existingproblemsandsolutionsofPangDonglaiTradingGroupinservicemarketingareofgreatimportancetomanyLocalizedretailenterprisesthathaveacertainenlighteningeffectandareconducivetothehealthyandsustainabledevelopmentofChina'sretailindustry.PangDonglaiTradingGroupcanimplementvalue-addedserviceprojectstoobtainhighercustomersatisfaction.Thatistoletconsumersenjoythoughtful,completeandfastservicesthroughouttheshoppingprocess,soastomaximizecustomersatisfaction."Shoppingisalsoleisure,gotoabigshoppingmall."Itisanewtrendofconsumptionandanewwayofleisure.PangDonglaiTradingGroupshouldseizebusinessopportunitiesandcreateawarm,comfortableandsafeshoppingenvironmentforcustomers.Atthesametime,PangDonglaiadvocateswarmserviceandachieves"ThreeHearts",thatis,"Attentive,CaringandPatient",andregardseverytransactionasanemotionalexchange.Theiroutstandingservicecharacteristics,accordingtotheneedsofdifferentcustomers,implementdifferentiatedservices.Atthesametime,Pangdonglaihasculturalserviceitems,suchasonlineconsultation,onlineshopping,etc.,toadapttotheconsumptioncharacteristicsoftheeraofknowledgeeconomy.Indailybusiness,PangDonglaicanprovidecustomerswithcomprehensiveservicesfrompre-salestoafter-sales,whichenablesthemtomeettheneedsofcustomersinmanyways.3.2.2FocusingonCostMarketingWal-Martadoptsastrategyofdirectprocurementofgoods.Thatistobypassmiddlemenandagents,anddirectlycontactthemanufacturerforprocurement.Inthe1980s,Wal-Martbegantoreducethepurchasepriceby2%to6%todirectlypurchasegoodsfrommanufacturerstoreduceprocurementcosts.Althoughatthattimetheretailindustryhadformedanindustryrulethatagentssoldonbehalfofmanufacturers,Wal-Marteventuallychangedthisrulebyrelyingonitsstrongretailchannelsandterminalsalescapabilities,thuseffectivelyshorteningthelengthofitssupplychain.Atthesametime,thisstrategyalsoallowsWal-Marttoobtainthelargestvarietyofgoodsatthelowestpricewhilemeetingcustomerneeds.Atthesametime,Wal-Mart'sexcellentsupplychainmanagementtechnologyalsoprovidesgreatconvenience.ThecostofWal-Mart'selectronicprocurementinthesupplychainenvironmentisfarlessthanthelayingoftraditionalstores.ThecostofWal-Mart'selectronicprocurementinthesupplychainenvironmentisfarlessthanthatoftraditionalstorefronts.Fore-commercecompanieswithstrongstrength,inadditiontohavingastrongprocurementsysteminthetraditionalretailindustry,theadvantagesofCRMandsystemtechnologybecometheadvantagesoftheB2Cbusinessmodelonthee-commerceplatform.Byhelpingsuppliersimprovetheirtechnologyandquality,reducelaborcosts,andsharetheirinformationsystems,Wal-Mart'sauxiliarysuppliershelpthecompanyachieveitsgoaloflowestcost,therebyincreasingWal-Mart'srateofreturn.Establishdistributioncenterstoachieveefficientoperationsandreduceinventorycosts.Thetaskofthedistributioncenteristotransportlargequantitiesofgoodsfromsupplierstobranchoffices.Inordertoimproveefficiency,theWal-Martdistributioncenterimplementscomprehensiveautomation,andallgoodsinthelaserconveyorbeltaretransportedwithhighefficiency.Thismethodofestablishingadistributioncentergreatlyimprovestheinventoryturnoverrate,andatthesametimeshortensthestoragetimeofgoods,effectivelyavoidingthehighcostofthewarehouseundernormalinventoryconditions.Wal-Mart'sself-operatedfleeteffectivelyreducestransportationcosts.Intheentirelogisticschain,transportationaccountsforthelargestpartofthecost.Themoreyousaveonshippingcosts,themoreyousaveontheentirelogisticschain.Inordertoreducetransportationcostsandimproveefficiency,Wal-Martusesitsfleetofhigh-techequipmentwithglobalpositioningfunctionsasanauxiliarytooltoensurethatthetransportationfleetisalwaysaccurate,efficient,fastandfullyloaded.Strictlycontroldailymanagementexpenses.Wal-Martmanagesoverheadwell.Wal-Mart'smanagementfeeaccountsforonly2percentofthecompany'ssales,comparedtoanindustryaverageof5percent.Tokeepday-to-dayadministrativecostslow,Wal-Marthastighteneditsbeltineverydetail.Thecompanyhasbeentryingtousevariousmethodstomaintainitsbusinessrevenueandcostratioisthelowestintheentireindustry,whichmakesWal-Marthavealow-costadvantageindailymanagement,whichisunmatchedbyotherpeers.3.3ImpactAnalysisPangDonglaiTradingGroupcomplieswithenvironmentalchangesandformulatesuniqueservicemarketingstrategiesinatimelymanner,soastomaintainaleadingpositioninthemarketcompetition.DuetotherapidriseofPangDonglaiTradingGroup,varioussmallandmedium-sizedretailenterpriseshavebeguntopayattentiontothebenefitsbroughtbyservices,planservicemarketingstrategies,andimplementservicemarketing.PangDonglai'ssuperiorservicequalityhasgreatlyincreasedtheaddedvalueofcommodities,wonthecompetitiveadvantageoftheenterprise,andprovidedagoodexampleforthedevelopmentofretailenterprises.Withtheimprovementofpeople'slivingstandards,consumerspaymoreandmoreattentiontotheservicesofretailenterprises.Whileensuringcustomerstobuysatisfactoryproductswithhighqualityandgoodprices,allowingcustomerstoobtainsupervalueservicesandeffectivelyincreasingcustomervalueisthesuccessofretailenterprises.ThesuccessfulexperienceofWal-Marttellsusthatintoday'sincreasinglycompetitivemarketenvironment,inordertoachievesustainabledevelopment,wemustpayattentiontothemanagementofthesupplychain.Intheprocessofconsideringtheconstructionofthesupplychain,theenterprisemustmakethesupplychainsystemoftheenterprisedynamicallyadjustwiththedevelopmentandchangesofthemarket,soastoensurethattheupstreamanddownstreampartnersrelatedtotheenterprisecanrespondquicklyandcooperatewiththeenterprisetocompletesalestask.Inaddition,thematurecostmanagementmodelhasalsobecomethebackingforWal-Marttoachievethemaximumsalesvolumeandthelowestcostinventoryforturnoverandcostsavings.Theaboveexperiencehasimportantreferencesignificanceforlargeretailenterprisesinourcountry.ChapterFourComparativeAnalysisofCommodityManagementCommoditiesaretheprerequisiteforthedevelopmentofaretailenterprise.Ifaretailcompany'sproductscannotbedonewell,thenithasnopossibilityofdevelopment.Therefore,commoditymanagementisaproblemthataretailenterprisecannotavoid.Onlywithqualifiedcommoditymanagementcanaretailenterprisehavethepossibilitytocontinuetodevelop.Asexcellentretailenterprises,Wal-MartandPangDonglai,theirhandlingofcommoditymanagementisofgreatsignificancetootherretailenterprises.4.1SimilaritiesCommodityqualityisanimportantassessmentstandardforthematurityofaretailenterprise'scommoditymanagementmodel.Underthematurecommoditymanagementmode,theremustbenoproblemwiththequalityofthecommodity.Ifthequalityoftheproductsisnotguaranteed,thenthecompany'sproductmanagementisuseless.Animportantfactortoensurethequalityofgoodsisthemanagementofthesupplychain,orthemanagementofcommoditylogistics.Ifyoudoagoodjobinlogisticsmanagementofgoods,thenhalfofthesuccessinproductqualitymanagementhasbeenachieved.4.1.1FocusingonProductQualityPangDonglaiTradingGrouphasasetofstrictcommoditymanagementmethodsforcommoditymanagement,allofwhicharebasedontheprincipleof"commodityfirst",anditsmaincoreistoadjustaroundtheneedsofconsumersandfollowtheupgradeofcommodities.Intermsofthetypesofproductssold,manyretailcompaniesonlypursuethebreadthofproducttypes,butignoreitsconnotation.PangDonglaiTradingGroupfirstputsalotofeffortintothetypesofproducts,andpayscloseattentiontocurrenteventsintheselectionofproducttypes.Policyorientationandconsumerdemandtrends,constantlyadjustthecategorystructure,toachieveagoldenmatch.Intermsofcommodityprocurement,firstofall,PangDonglaiTradingGroupCompanystrictlyimplementsthetransparencyofprocurementdecisions,thedisclosureofprocurementinformation,andthemonitoringoftheentireprocurementprocess,soastoeliminatetheblackboxoperationofusingpowerforpersonalgain.Intermsofcommodityprices,ontheonehand,themethodofcompetition-orientedpricingisadopted.Forcommoditiesthatdirectlycooperatewithmanufacturers,areasonablepriceisdeterminedbyreferringtothemanufacturer'sguidepriceandaccordingtotheactualconsumptionlevelintheregion;forthecommoditiesprovidedbysuppliers,comprehensiveconsiderationThesupplier'sreferencepriceisnothigherthanthesurroundingmarket'spricing;forself-ownedbrandproducts,itissetwithreferencetothesellingpriceofsimilarproducts.Ontheotherhand,regularlycheckthepricesofcommodities,andthroughmethodssuchasmarketsurveys,adjustthepricesofcommoditieswithunreasonablepricesinatimelymanner.Productquality,consumercustomers,andsalesprofitsarecloselyintertwined.Withtherapiddevelopmentofe-commercetoday,mostoftheconsumerswhoconsumeinphysicalstoresarerepeatcustomers.Physicalstoresshouldfirstpayattentiontoensuringproductquality,andregularinspectionsmustbecarriedoutforfoodssoldinbulk,Donotpackageandsellexpiredandmildewedproducts,maintainandstrengthenmutuallybeneficialcooperationinhigh-qualitysupplychains,superviseandcontrolthesafetyandreliabilityofproductsproducedinthesupplychain,explorenewmodelsofcleanandefficientsupplychains,andespeciallydoagoodjobincoldchainproductionInthetransportationandstorageoffreshfood,wewillcontinuetopromotethetraceabilityofproductsindepth,sothatconsumerscanbuywithconfidenceandusewithpeaceofmind.JustasthecoreofWal-Mart'scompetitivenessliesinfreshfoodwhosequalityreassuresconsumers,especiallysomemeatandimportedfruits.InsomeWal-Martstorerenovationsearlier,theareaofthenon-foodpartwasreduced,andthedisplayofthefoodpartwasimprovedatthesametime;intherecentrenovationofsomestores,theareaforfreshfoodproductswasincreasedby20%.Othersupermarketsshouldalsofocusonbuildinganddevelopingcoreprivatebrandsandspecialtyproductsinmajorconsumerareastoimprovetheirpopularityandsalescompetitiveness.4.1.2FocusingonLogisticsManagementLogisticsinformationsystemcanprocesslogistics-relatedinformationtoachievethepurposeofeffectivelycontrollinglogisticsandfunds,andatthesametimecanprovideinformationanalysisanddecision-makingforenterprises.Asearlyasthe1970s,Wal-Martbegantoingeniouslymatchcutting-edgehigh-techandlogisticssystems.Wal-Mart'slogisticsinformationmanagementsystemisbasedonthedataofthedailybusinessprocessingsystem,usesthehigh-speedcomputingofthecomputer,conductscomprehensiveanalysisandpredictionofbusinessdata,andprovidesdecisionsupportforenterprisedevelopmentandbusinessstrategy.Therefore,itisalogisticsinformationmanagementsystemwith"decisionsupport"asitscore.Specifically,ontheonehand,Wal-Marthasestablishedtheworld'sfirstlogisticsdatacenter,whichisalsotheworld'sfirstdatacenterthatcanrealizetheintegrationofprocurement,inventory,ordering,distributionandsalesthrough24-hourcomputerlogisticsnetworkmonitoring.Basedonthissystem,Wal-Marthasoptimizedthesupplychain,reducedcirculationcosts,andincreasedproductaddedvaluebyintegratingtransportation,warehou