wal-mart兩個(gè)詞有什么含義

沃爾瑪?shù)囊馑际浅?，超?jí)市場(chǎng)的意思

WAL-MART是什么?

中國普通話譯名：是美國的，也是世界數(shù)一數(shù)二大的零售商。

與法國的一樣。

的幾個(gè)繼承人在中都居前位。

a wal-mart與wal-mart的不同在于

有什么區(qū)別

- Sam Walton's Success StoryThere is only one boss - the customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.Growing UpSam Walton's career in retail began in 1940 when he become a sales trainee in Des Moines, Iowa at a J.C. Penney store. Despite his enthusiasm to serve the customers, Walton was not a model employee. His desire to make his customers happy was so great that he often let other responsibilities like paperwork and keeping the books fall by the wayside. He was almost fired by his boss who told him that he was not cut out for a career in retail. Walton kept his job, however, because of his ability as a great salesman.In 1942, Walton was drafted into the United States army. He worked in the communications division of the Army Intelligence Corps and remained on home soil throughout the Second World War. When he left the army three years later, Walton was married, had a child, and decided to start his own business to support his new family. With the $5,000 that he had saved along with a $20,000 loan from his wife's father, he purchased a Ben Franklin variety store in Newport, Arkansas. Walton was 27 years old.Starting The BusinessBy putting in many hours at the store and implementing a pricing strategy far below what his competitors were charging, Walton's new business took off. By 1950 he had the top performing Ben Franklin store in the area. Walton's landlord, seeing his success, decided that he wanted Walton to sell the store to his son. When Walton refused, the landlord decided not to renew Walton's lease and he was forced to shut down.Walton's 10 commandments for business success were:1) Commit to your business.2) Share your profits with your associates and treat them like your partners.3) Energize your colleagues.4) Communicate everything you possibly can to your partners.5) Appreciate everything your associates do for the business.6) Celebrate your success.7) Listen to everyone in your company.8) Exceed your customers' expectations.9) Control your expenses better than your competition.10) Blaze your own path.Determined as ever to succeed in his venture, Walton looked for other rural Arkansas towns for a new place to set up shop. He came across a small village called Bentonville and opened the Walton's Five and Dime in 1950. He made sure to get a 99-year lease this time on the property. The two local competitors in Bentonville did not want to discount their prices and Walton's business began to flourish.Realizing he had a recipe for success, Walton began looking for other areas of expansion. He borrowed money and used the profits from his first to acquire more. By 1960, he owned 15 but he was not getting the kind of return on investment that he thought he would be making. He then made the decision to follow a heavy price cutting strategy and hope to get much higher volume to turn a larger profit. This was not a new idea. The problem at the time was that most discount were small,located in urban areas, and focused on specialty items. Walton's plan was to change the way retailing was done across the country.Building An EmpireWalton's revolutionary plan was to have large superstores in rural towns that discounted a wide variety of products. His initial approach was to Ben Franklin. They turned him down as they did not like the idea of operating with lower margins. Without a large company behind him, Walton opted to go it alone. In 1962, he mortgaged his home and borrowed against everything he owned to open his first in Rogers, Arkansas, a neighboring town of Bentonville.Excited about the prospects of getting discounts and selection that were previously only obtainable in the cities, rural customers came out in droves to his store. The success of his first store allowed him to expand and by 1969 he had 18 s in Arkansas and Missouri.Funded solely through debt and reinvested profits, Walton decided that in 1970 he would take the company public. The IPO raised $5 million and Walton retained 61 percent of the company. The money was used to settle the company's debts and fuel further expansion. By 1980, 276 Wal-Marts were operating.An integral component of Wal-Mart's success was its leveraging of new technologies to improve efficiencies and save costs. Walton knew that the key to success in a low margin business was to rigidly control his costs. Wal-Mart was, for example, one of the first major retailers to use electronic scanners at the registers which tied to an inventory control system so they could know immediately which items were selling well and needed to be re-ordered.The success of his Wal-Mart stores led Sam to another idea - Sam's Wholesale Clubs. These would be discount stores that sold to small business owners in bulk. The idea was another big hit for Walton and by 1985 he was considered by Forbes magazine to be the richest man in America with an estimated net worth of $2.8 billion.Similar to Ray Kroc, Sam Walton did not invent retailing, he simply changed the business model and way of doing business to make it a much more profitable venture.Evan is an entrepreneur and international speaker. At the age of 19, he became an owner and Chief Operating Officer in Redasoft, a biotechnology software company. The company quickly grew to over 300 organizations as clients, including NASA and & , in 30 countries. He started Evan Carmichael & Associates with the goal to give entrepreneurs the motivation to follow their passion and the strategies they need to succeed. Evan has delivered over 100 keynote presentations to entrepreneurs in North America, Europe, and Asia. He has been interviewed by newspapers, radio stations, and television stations including CHUM FM, CityTV, Global TV, OMNI TV, Enterprise, and the Toronto Sun. Evan's website, is the world's #1 website for small business motivation and strategies.太多了就不貼了 google一下好多呢

【翻譯】 Wal-Mart 's unique decentralized distributio

沃爾瑪獨(dú)特的分散系統(tǒng)，也是沃爾頓 的想法，創(chuàng)造優(yōu)勢(shì)，需要進(jìn)一步鼓勵(lì) 在上世紀(jì)80年代生長抱怨“超市”停止 小，傳統(tǒng)商店的發(fā)展。

Wal-Mart驗(yàn)廠審核的內(nèi)容是什么

求答案

Wal-Mart驗(yàn)廠審核第一部分　　道德標(biāo)準(zhǔn)ES（Ethical Standards），通過Wal-Mart員工與供貨商及工廠之間持續(xù)的合作, 對(duì)當(dāng)?shù)胤煞ㄒ?guī)與Wal-Mart標(biāo)準(zhǔn)方面的培訓(xùn)與推進(jìn), 追求不斷完善的道德標(biāo)準(zhǔn), 從而維護(hù)Wal-Mart品牌的商譽(yù), 發(fā)展與各供貨商的長期商業(yè)伙伴關(guān)系, 贏取投資者的信任和支持。

　　Wal-Mart客戶驗(yàn)廠的道德標(biāo)準(zhǔn)就是企業(yè)要遵守法律法規(guī)，如節(jié)假日的休息時(shí)間要按照國家法律規(guī)定的來放假、與員工簽訂的合同要按照國家法規(guī)定的合同法相關(guān)規(guī)定來制定，企業(yè)要遵守基本的誠信、這樣才能與商業(yè)伙伴保持長期的合作關(guān)系，對(duì)于工傷等對(duì)員工造成的損害賠償問題也要按照法律法規(guī)的相關(guān)規(guī)定來處理， WAL-MART驗(yàn)廠的道德標(biāo)準(zhǔn)每個(gè)企業(yè)都必須遵循的，比如，衛(wèi)生、安全、薪酬、工時(shí)、強(qiáng)迫勞工、童工、歧視,、守法、以及Wal-Mart Wal-Mart購買的商品符合上述標(biāo)準(zhǔn)。

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　　Wal-Mart驗(yàn)廠審核第二部分，　　反恐GSV，這一塊主要涉及的內(nèi)容是，到工廠的保安,倉庫,包裝,裝貨,出貨，工廠是必須有保安人員，對(duì)工廠比較大的保安人員也要適當(dāng)?shù)奶砑?，保安晚間的值班問題等等，倉庫貨物的存放、倉庫必須安裝攝像頭、攝像頭的安裝個(gè)數(shù)，安裝方法也要有相關(guān)的規(guī)定，對(duì)于倉庫最重要的是防火設(shè)備，消防器的個(gè)數(shù)是必須達(dá)到要求的，消防器的擺放不能位置要按照相關(guān)方法來規(guī)定，工廠貨物包裝要按照工廠對(duì)貨物的包裝、保管以及物流的要求越來越高，在木材加工廠總產(chǎn)量的高低與此緊密相關(guān)。

- 該系統(tǒng) 內(nèi)容： 用戶要求 - 現(xiàn)代工廠對(duì)貨物的包裝、保管以及。