Wal Mart's Motivated Employees When

Wal Mart's Motivated Employees


When Sam Walton died in 1992, some industry insiders doubted that the Wal – Mart chain that he had founded some 30 years earlier would retain its prominence as a discount retailer. Lost for good they feared, would be the “magic spark” that Walton used to light fires under the chain’s 1.3 million associates. And, as Wal – Mart stock failed to enjoy the same bull – market growth as many other companies in the mid – 1990s, the pundits appeared to be correct. Today, however, with stores in all 50 U.S. states and nine other countries, Wal – mart has rebounded, leading the pack of discount stores with record earnings. In fact, with $218 billion in annual sales and 100 million customers per week, Wal – Mart is the world’s largest retailer and was named “Retailer of the Century” by Discount Store News.

One key to Wal – Mart’s success, many believe, is the way it energizes its sales force. For example, employee meetings at Wal – mart stores are the same pep rally – type affairs that Walton organized years ago. Cries of “Give me a W, give me an L, give me a squiggly….” are led by store managers who whip salesclerks into selling frenzies as they prepare for the day’s onslaught of customers. And those clerks know just what their customers want and how many are buying their merchandise. Just to make sure, they are given thorough sales figures to show exactly how their particular store is doing. How much money did they take in compared to the previous day, or week, or years? What items are hot sellers, and what’s their markup?
Representatives of the various departments proudly announce the answers but not in the dry tone used at most business meetings. At Wal – Mart, they make it fun for everyone. For example, if you were an employee of the Wal – Mart store in Pasadena, Texas, not too long ago, you could have won a package of Oreo cookies for correctly guessing that the store sold 15,850 packages in the previous four weeks. Granted, the prize does more for the winner’s waistline that his or her net worth. However, such events promote camaraderie and a sense of fun that define the working experience at Wal – Mart.

As you might imagine, the sales figures quoted come from the company’s computers. What you probably never would have imagined, however, is that Wal – Mart’s information technology is so advanced that it provides up -to- the-minute tabs on every sales figure you possibly could imagine throughout the chain. Infact, Wal – Mart spends some $500 million each year on the latest information technology, and it is second only to the U.S. government in the amount of information storage capacity it has at its disposal (a whopping 24 terrabytes!). No other retail establishment even comes close.

This technology gives employees complete information on the status of every item Wal – Mart sells. For example, with the stroke of a simple handheld scanning wand over an item’s bar code, a store manager can get detailed information about the item’s past, present, and projected sales. (Did you know, for example, that Wal – Mart sells Barbie doll every 20 seconds?) And if a Wal – Mart employee finds a competing store advertising a lower price on any item Wal – Mart sells, his or her store manager can immediately match the price and send the new, lower price to all 2,400 Wal - Mart stores via the company’s satellite system. The price reduction is then trumpeted on in – store bulletin boards.

Wal – Mart officials view this whiz – bang technology not only as a useful merchandising tool but also as a high – tech counterpart to the company’s other employee-energizing energizing tactics, such as its decidedly low – tech pep rallies. Armed with information on how well they’re doing, company officials contend. Wal – Mart employees will be inspired to rise to the occasion to do their very best. And if the company’s recent $3 billion profit is any indication, this strategy seems to be working just fine.

Hasil (Bahasa Indonesia) 1:

Wal Mart memotivasi karyawan Ketika Sam Walton meninggal pada tahun 1992, beberapa orang dalam industri meragukan bahwa Wal-Mart rantai yang ia dirikan beberapa 30 tahun sebelumnya akan mempertahankan yang menonjol sebagai pengecer diskon. Kehilangan untuk kebaikan mereka takut, akan "percikan ajaib" yang Walton digunakan untuk kebakaran cahaya di bawah rantai 1,3 juta rekan. Dan, sebagai Wal-Mart saham gagal untuk menikmati banteng sama-pasar pertumbuhan seperti banyak perusahaan lain di pertengahan-1990-an, para pakar tampaknya benar. Hari ini, namun, dengan toko-toko di semua 50 negara bagian Amerika Serikat dan sembilan negara lain, Wal-mart telah pulih, memimpin pak toko diskon dengan catatan penghasilan. Pada kenyataannya, dengan $218 milliar dalam penjualan tahunan dan 100 juta pelanggan per minggu, Wal-Mart adalah pengecer terbesar di dunia dan diberi nama "Pengecer of the Century" oleh toko diskon berita. One key to Wal – Mart’s success, many believe, is the way it energizes its sales force. For example, employee meetings at Wal – mart stores are the same pep rally – type affairs that Walton organized years ago. Cries of “Give me a W, give me an L, give me a squiggly….” are led by store managers who whip salesclerks into selling frenzies as they prepare for the day’s onslaught of customers. And those clerks know just what their customers want and how many are buying their merchandise. Just to make sure, they are given thorough sales figures to show exactly how their particular store is doing. How much money did they take in compared to the previous day, or week, or years? What items are hot sellers, and what’s their markup? Representatives of the various departments proudly announce the answers but not in the dry tone used at most business meetings. At Wal – Mart, they make it fun for everyone. For example, if you were an employee of the Wal – Mart store in Pasadena, Texas, not too long ago, you could have won a package of Oreo cookies for correctly guessing that the store sold 15,850 packages in the previous four weeks. Granted, the prize does more for the winner’s waistline that his or her net worth. However, such events promote camaraderie and a sense of fun that define the working experience at Wal – Mart. As you might imagine, the sales figures quoted come from the company’s computers. What you probably never would have imagined, however, is that Wal – Mart’s information technology is so advanced that it provides up -to- the-minute tabs on every sales figure you possibly could imagine throughout the chain. Infact, Wal – Mart spends some $500 million each year on the latest information technology, and it is second only to the U.S. government in the amount of information storage capacity it has at its disposal (a whopping 24 terrabytes!). No other retail establishment even comes close. This technology gives employees complete information on the status of every item Wal – Mart sells. For example, with the stroke of a simple handheld scanning wand over an item’s bar code, a store manager can get detailed information about the item’s past, present, and projected sales. (Did you know, for example, that Wal – Mart sells Barbie doll every 20 seconds?) And if a Wal – Mart employee finds a competing store advertising a lower price on any item Wal – Mart sells, his or her store manager can immediately match the price and send the new, lower price to all 2,400 Wal - Mart stores via the company’s satellite system. The price reduction is then trumpeted on in – store bulletin boards. Wal – Mart officials view this whiz – bang technology not only as a useful merchandising tool but also as a high – tech counterpart to the company’s other employee-energizing energizing tactics, such as its decidedly low – tech pep rallies. Armed with information on how well they’re doing, company officials contend. Wal – Mart employees will be inspired to rise to the occasion to do their very best. And if the company’s recent $3 billion profit is any indication, this strategy seems to be working just fine.

Hasil (Bahasa Indonesia) 2:

Karyawan Termotivasi Wal Mart Ketika Sam Walton meninggal pada tahun 1992, beberapa orang dalam industri meragukan bahwa Wal - Mart rantai bahwa ia telah mendirikan sekitar 30 tahun sebelumnya akan mempertahankan keunggulan sebagai pengecer diskon. Hilang untuk selamanya mereka takut, akan menjadi "percikan ajaib" yang Walton digunakan untuk menyalakan api di bawah rantai 1,3 juta asosiasi. Dan, seperti Wal - Mart saham gagal menikmati banteng yang sama - pertumbuhan pasar karena banyak perusahaan lain di pertengahan 1990 - an, para pakar tampaknya benar. Hari ini, bagaimanapun, dengan toko-toko di seluruh 50 negara bagian AS dan sembilan negara lainnya, Wal - mart telah kembali pulih, memimpin pak toko diskon dengan rekor penghasilan. Bahkan, dengan $ 218.000.000.000 dalam penjualan tahunan dan 100 juta pelanggan per minggu, Wal - Mart adalah pengecer terbesar di dunia dan diberi nama "Pengecer of the Century" oleh Toko Diskon News. Salah satu kunci Wal - Keberhasilan Mart, banyak yang percaya, adalah cara itu memberikan energi tenaga penjualan. Misalnya, pertemuan karyawan di Wal - toko mart adalah rally semangat yang sama - urusan jenis yang Walton diselenggarakan tahun lalu. Teriakan "Beri aku W, memberi saya L, beri aku berlekuk-lekuk ...." Yang dipimpin oleh manajer toko yang salesclerks cambuk dalam menjual kegilaan saat mereka mempersiapkan diri untuk serangan hari itu pelanggan. Dan orang-orang pegawai tahu persis apa yang pelanggan mereka inginkan dan berapa banyak yang membeli barang dagangan mereka. Hanya untuk memastikan, mereka diberi angka penjualan menyeluruh untuk menunjukkan dengan tepat bagaimana toko tertentu mereka lakukan. Berapa banyak uang yang mereka ambil dalam dibandingkan dengan hari sebelumnya, atau minggu, atau tahun? Item apa penjual panas, dan apa markup mereka? Perwakilan dari berbagai departemen bangga mengumumkan jawaban tapi tidak dalam nada kering yang digunakan di sebagian besar pertemuan bisnis. Di Wal - Mart, mereka membuatnya menyenangkan untuk semua orang. Misalnya, jika Anda adalah seorang karyawan dari Wal - Mart di Pasadena, Texas, tidak terlalu lama, Anda bisa memenangkan paket Oreo cookie untuk benar menebak bahwa toko menjual 15.850 paket dalam empat minggu sebelumnya. Memang, hadiah ini tidak lebih untuk pinggang pemenang yang kekayaan bersihnya nya. Namun, kejadian seperti mempromosikan persahabatan dan rasa menyenangkan yang mendefinisikan pengalaman bekerja di Wal -. Mart Seperti yang Anda bayangkan, angka penjualan dikutip berasal dari komputer perusahaan. Apa yang Anda mungkin tidak akan pernah membayangkan, bagaimanapun, adalah bahwa Wal - teknologi informasi Mart sangat maju sehingga memberikan up tab -to- the-menit pada setiap angka penjualan yang Anda mungkin bisa membayangkan seluruh rantai. Infact, Wal - Mart menghabiskan sekitar 500 juta per tahun pada teknologi informasi terbaru, dan itu adalah yang kedua setelah pemerintah Amerika Serikat dengan jumlah kapasitas penyimpanan informasi itu di pembuangan (kekalahan 24 terrabytes!). Tidak ada pembentukan ritel lainnya bahkan datang dekat. Teknologi ini memberikan karyawan informasi lengkap tentang status setiap item Wal - Mart menjual. Misalnya, dengan goresan pemindaian genggam tongkat sederhana atas kode item yang bar, seorang manajer toko bisa mendapatkan informasi rinci tentang masa lalu item, sekarang, dan proyeksi penjualan. (Apakah Anda tahu, misalnya, bahwa Wal - Mart menjual Barbie boneka setiap 20 detik?) Dan jika Wal - Mart karyawan menemukan toko bersaing iklan harga yang lebih rendah pada item Wal - Mart menjual, atau manajer tokonya langsung bisa sesuai dengan harga dan mengirim baru, harga yang lebih rendah untuk semua 2.400 Wal - Mart melalui sistem satelit perusahaan. Penurunan harga yang kemudian melenguh di dalam - papan buletin toko. Wal - Pejabat Mart melihat ini jagoan - teknologi Bang tidak hanya sebagai alat merchandise berguna tetapi juga sebagai tinggi - rekan teknologi dengan yang lain energi taktik karyawan-energi perusahaan, seperti yang jelas rendah - tech unjuk rasa semangat. Berbekal informasi tentang seberapa baik mereka lakukan, pejabat perusahaan bersaing. Wal - Mart karyawan akan terinspirasi untuk naik ke kesempatan untuk melakukan yang terbaik. Dan jika baru-baru ini $ 3000000000 keuntungan perusahaan adalah indikasi, strategi ini tampaknya bekerja dengan baik.