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更多“Wal-Mart is trying to export its American-style standards and ethics to China’s manufacturing sector…”相关的问题
What was Ms. Williams trying to tell with her speech？
A．She tried to convince the workers that they should cancel the suit.
B．She meant that Wal-Mart had nothing to do with the accused conspiracy.
C．She restated the philosophy of Wal-Mart.
D．She promised to help the federal officials to find out evidence.
As to the health-care issue, Wal-Mart is trying to
A．reduce its operating costs.
B．look for other way out.
C．seek help from the government.
D．divert people's attention.
Wal-Mart likes to hire managers from other companies.
A．Right
B．Wrong
C．Doesn't Say
One of the results of the frugal culture in Wal-Mart is that ______.
A．store managers only have to work half-day
B．employees don't get health insurance
C．hourly workers work overtime with pay
D．the headquarters building is modernized
Part A
Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)
Wal-Mart is now mounting a bold expansion that could double its sales within just five years, to $480 billion. Some of that growth will come in new markets outside the U.S., where 1,200 stores in nine countries already account for about 16% of the chain's total sales. But even more growth will be won as the chain insinuates itself into more U.S. neighborhoods and invades more product categories.
If you think Wal-Mart already sells just about everything, think again. Think PCs, ceiling fans, more fashionable clothing, gasoline and even cars. "Their goal is to have a 30% share of every major business they are in," says Linda Kristiansen, a retail analyst for UBS Warburg Equity Research. If there's no Wal-Mart store near you, just wait. If you shop at Wal-Mart, expect your store to get bigger or a new store to open even closer. The chain plans to expand from 3,400 U.S. locations to day-half of them in the South—to a nationwide network approaching 5,000 stores in five years.
Wal-Mart has 1,300 Supercenters, many of them converted from standard discount stores, offering everything from hardware to groceries and drugs. In some areas, it is placing these 17, O00-sq-m monsters as close as 8 km apart. And in the spaces between, it's tormenting local groceries and convenience stores with Neighborhood Markets (call'em Small-Marts). Wal-Mart is building its first urban Supercenter, in downtown Dallas. And without fanfare it is testing used-car sales alongside one of its Houston stores. "It's surprising how much room we have for growth," says Robson Walton, 58, Sam's son and the company's nonexecutive chairman. "I'm not trying to be flippant," adds Lee Scott, 52, Wal-Mart's CEO. "But simply put, our long-term strategy is to be where we're not."
Yet for Wal-Mart to get where it is now is going to be a lot harder than it was to get where it is. Even with sales expected to grow to about $240 billion for the fiscal year that ends Jan. 31, price wars in its grocery business narrowed Wal-Mart's profit margin to its lowest level in four years. The company plans to fatten profits by becoming more of a producer and even designer of its goods, especially clothing. It's making blouses in China and towers in India that it intends to sell everywhere from Berlin to Beijing and Boston. But fashion is a notoriously fickle business. And by diving deeper into the manufacturing of more of its products, Wal-Mart is braving a path that has brought grief to some of history's biggest retailers, such as A&P and Sears.
The figures listed in the first paragraph show that
A．Wal-Mart expanded its business outside the U.S..
B．Wal-Mart has 1,200 stores in nine countries.
C．Wal-Mart is growing very fast in business.
D．Wal-Mart is the largest chain in the world.
W: Have you ever been to the Moon River Club, just opposite to Wal-Mart supermarket and next to Golden Earth stationer on the Youth Road？ You can't miss it.
Q: What does the woman suggest the man to do？
(16)
A．She suggests the man take Janice to Moon River Club.
B．She suggests the man take Janice to Wal-Mart supermarket.
C．She suggests the man take Janice to the Youth Road.
D．She suggests the man take Janice to Golden Earth stationer.
Wal-Mart
Wal-Mart is more than just the world's largest retailer. It is an economic force, a cultural phenomenon and a lightning rod for controversy. It all started with a simple philosophy from founder Sam Walton: Offer shoppers lower prices than they get anywhere else. That basic strategy has shaped Wal-Mart's culture and driven the company's growth.
Now that Wal-Mart is so huge, it has unprecedented power to shape labor markets globally and change the way entire industries operate.
History of Wal-Mart
Sam Walton opened his first five-and-dime in 1950. His vision was to keep prices as low as possible. Even if his margins weren't as fat as competitors, he figured he could make up for that in volume. He was right.
In the early 1960s, Walton opened his first Wal-Mart in Rogers, Arkansas. The company continued to grow, going public in 1970 and adding more stores every year. In 1990, Wal-Mart surpassed key rival Kmart in size. Two years later, it surpassed Sears.
Walton continued to drive an old pickup truck and share budget-hotel rooms with colleagues on business trips, even after Wal-Mart made him very rich. He demanded that his employees also keep expenses to a bare minimum—a mentality that is still al the heart of Wal-Mart culture more than a decade after Walton's death. The company has continued to grow rapidly after his death in 1992 and now operates four retail divisions—Wal-Mart Supercenters, Wal-Mart discount stores, Neighborhood Market stores and Sam's Club warehouses.
Wal-Mart Strategy
Let's start with technology. Wal-Mart pushed the retail industry to establish the universal bar code, which forced manufacturers to adopt common labeling. The bar allowed retailers to generate all kinds of information—creating a subtle shift of power from manufacturers to retailers. Wal-Mart became especially good at exploiting the information behind the bar code. And thus it is considered a pioneer in developing sophisticated technology to track its stock and cut the fat out of its supply chain.
Recently, Wal-Mart became the first major retailer to demand manufacturers use radio frequency identification technology (RFID). The technology, uses radio frequencies to transmit data stored on small tags attached to pallets (货盘) or individual products. RFID tags hold significantly more data than bar codes.
The frugal culture, established by Walton. also plays into Wal-Mart's success. The company has been criticized for the relatively poor wages and health care plans that it otters to rank-and file employees. It has also been accused of demanding that hourly workers put in overtime without pay. Store managers often work more than 70 hours per week.
This culture is also present at the company's headquarters. Wal-Mart is headquartered in Bentonville, Arkansas, instead of an expensive city like New York. The building is unattractive and dull. You won't catch executives in quality cars and you won't see them dragging into work at 9:30 a.m. Executives fly coach and often share hotel rooms with colleagues. They work long hours, typically arriving at work before 6:30 a.m. and working halfdays on Saturdays.
The central goal of Wal-Mart is to keep retail prices low—and the company has been very successful at this. Experts estimate that Wal-Mart saves shoppers at least 15 percent on a typical cart of groceries. Everything—including the technology and corporate culture—feeds into that ultimate goal of delivering the lowest prices possible. Wal-Mart also pushes its suppliers, some say cruelly, to cut prices. In The Wal-Mart Effect, author Charles Fishman discusses how the price of a four-pack of GE light bulbs decreased from $2.19 to 88 cents during a five-year period.
The Power
Because of Wal-Mart's massive size, it has incredible power. It has driven smaller retaile
A．products at lower price
B．any kind of goods the customers may want
C．a more comfortable shopping environment
D．free-of-charge packaging
They are trying to soil a product to Chemex.
A．Right
B．Wrong
C．Doesn't say
Michael() a job yet, though he’s trying hard.
A、doesn’t find
B、hasn’t found
Well, today has arrives. The Street has issued a collective judgment on our three amigos—it's declared them to be middle-aged. It hasn't done this formally, of course. But if you look at how the Street has treated these three stocks lately, it's the only conclusion that you can draw.
Being considered less-than-youthful isn't a total shock to Microsoft, which showed signs of middle-age onset when it started paying serious cash dividends a few years ago. But it's surprising to see Amazon and Wal-Mart act middle-aged. They both had seemed to be expanding without end but they've now decided it's time to slow their growth, at least in part to help keep Wall Street happy. Middle age, you see, has nothing to do with how old a company is—it has to do with how it thinks.
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