Among them, the first store was successfully established in Shenzhen, China on 1996. What is the secret of Wal-Mart's management success? A related person of Wal-Mart vividly said that it "always keeps alert and responds to the changing environment like a tiger". In order to do this, Wal-Mart has established a complex logistics support system, or "cross warehousing" system. To sum up, it can be called "four ones", that is, a star in the sky-transmitting market information through satellites; A network on the ground-there is a procurement and supply network that is convenient for computer network management; One-stop delivery-through computerized connection with suppliers, suppliers can replenish Wal-Mart's shelves by themselves; Manage a tree-connect customers, branches or Sam member stores and suppliers organically like a big tree by using computer network, ensure that there are goods needed by customers in the store, and make the replenishment speed of goods in the store far exceed the average level of peers, so as to reach a lower storage cost level, get a batch discount, and then sell at a low price, which greatly improves the management level. Wal-Mart's entry into the China market is a "localization" strategy, that is, it deals in local products, produces products locally, faces the local market and uses local talents. This can not only reduce the transaction cost relatively, but also do as the Romans do and realize cultural integration; In terms of operation mode, Sam member stores and other warehouse sales actually operate small-scale wholesale business with retail pavements, and carry out wholesale sales to institutions, units or individual merchants through membership system, so that the wholesale industry and retail industry can be integrated with each other. The unique cultural slogan "customer first" is the essence of Wal-Mart's success. The founder of Wal-Mart has two famous sayings, one is "Please show your eight teeth to customers". In the founder's view, enthusiasm can only be perfect if eight teeth are exposed. The other sentence is "save every dollar for customers". In the founder's view, this is the strong backing of smile service, so that the smile will not become hypocritical. Sam walton once said such a wonderful sentence: "There is only one boss, that is, our client, who pays me monthly. Only he has the right to fire everyone below the chairman. The reason is simple, as long as he changes his buying habits and goes to another store to buy things. " Wal-Mart's commitment to product quality and customers is also reflected in shouting slogans. Miss Yu Beibei, who used to be the secretary of Wendy, the operation director of Wal-Mart China Company, told her personal experience: Our American director often organized us to watch videos of how American colleagues shouted slogans in order to make Wal-Mart's China colleagues adapt to this slogan culture as soon as possible. In an auditorium, they were called by a loud voice. He screamed almost at the top of his lungs, and then the people below responded loudly. Callers have to make all kinds of funny body language to attract the attention of the respondents. The atmosphere on and off the stage is very warm, and sometimes it can even be called "forgetfulness" or "madness". I still clearly remember the first slogan competition organized by Wal-Mart China Company. In that competition, 200 to 300 people from the whole company crowded into a conference hall, standing or sitting as ushers-a thin colleague from China stood in front of the stage, surrounded by silence. Later, under his command, we held a "One Call and One Answer" competition and shouted the Wal-Mart slogan with China characteristics: (Call) Let's say W together! Say m together! Say one together! Say A 1 together. Say l together! Say r together! Let's stamp our feet! Say t together! We are Wal-Mart! Customer first Wal-Mart! Everyday Fair Price Wal-Mart! Wal-Mart! Wal-Mart! Oh! Oh! Oh! The caller danced on the stage and the audience shouted and danced. This may be called cohesion! From then on, I felt refreshed every time I shouted slogans, and my subjective feelings and working conditions were particularly good that day. Regular meetings are refreshing. The first time we met was when we just went to work in the morning, and everyone stood neatly around the desk. Because it's the first time, we don't know what the program is like. The meeting was chaired by Wendy. She didn't preach seriously, but let everyone introduce themselves and make themselves at home. Regular meetings are just a place for information exchange, which can be carried out in various forms. A game or a song can be the content of a regular meeting. Don't be afraid to make mistakes in English. She introduced us to the history of Wal-Mart Group's regular meetings and the important role of regular meetings as the core of corporate culture in summing up experiences and lessons, arranging work and communicating ideas. She said: "Regular meeting is to come up with new ideas, let every colleague participate, and shorten the distance between them by speaking freely and brainstorming." In this way, inspired by her, we were divided into several groups, each of which was responsible for a week's regular meeting, ensuring that every colleague had the opportunity to chair the meeting. Thanks to Qi Xin's efforts, our regular meeting is very colorful, and every regular meeting begins and ends in a relaxed and happy atmosphere. And we can get a lot of new things at every regular meeting, and of course, we have to call CHEER of Wal-Mart in the end. The greatest wealth of employees is that in Wal-Mart, there is a special policy to treat employees: employees are not called "employees" but "partners or associates". If an employee disagrees with the opinions or opinions of his supervisor, there is a "straight to the point" policy, which allows employees to talk directly with the supervisor's superior to get a satisfactory answer without fear of retaliation. Every Wal-Mart employee wears a work card on his left chest, and the president is no exception. Apart from photos and Chinese and English names, the most striking thing on the card is the words "Our employees are different". Whether in the United States, Canada or other countries, people at Wal-Mart will wear work cards with these words printed on them. Because as a member of this international family, everyone feels differently. It may be hard to imagine how a huge retail giant like Wal-Mart controls all aspects of its internal procurement and sales to minimize its operating costs. In fact, in the whole huge group purchase and sales network, the information high-tech contact methods represented by satellite communication and computer management play an important role. In the early 1980s, when other retailers were still digging the corner of the word "informatization", Wal-Mart cooperated with Hughes to build a satellite, which was launched and put into use on 1983. Around Wal-Mart, it spent more than 600 million dollars to build the current computer and satellite system. In the Shenzhen headquarters of Wal-Mart China Company, every employee above the supervisor is provided with an email with a special password, through which the conversation with Wal-Mart colleagues in the United States and around the world can be completed in a few seconds. There is also a professional information and data department, which is responsible for placing orders with suppliers in China through computers. The American executive also hopes to achieve computer networking with Wal-Mart suppliers all over China in the next two or three years. There is a special ORC department in the company, which uses an internal independent system to translate the instructions and labels of imported goods and classify taxable goods. First, when all kinds of goods purchased by Wal-Mart China Company are input into the computer system, Wal-Mart purchasers all over the world can find the information they need in the same system. The company also has the most advanced distribution system in the world. The establishment of an automated distribution center shortens the time for goods to arrive at the store from the warehouse, because the distribution center has a special computer to record the inventory and sales of the store at any time, and then replenish the goods in time. The weekly, daily and hourly sales, passenger flow and cash register of Wal-Mart stores are automatically reflected by computer screens, and the management is very modern. All this is just as sam walton said: People say that information is power, and the power we get from our computer system has become a big advantage in the competition. In the satellite communication room, technicians can contact any chain store by phone while sitting in front of the screen. Look here for a minute or two, and you will know the business situation of the day.