Learning From Walmart_starbucks

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Learnings from Wal-Mart and Starbucks

Wal-Mart

1>The sixth Cash & Carry store of Bharti-Walmart, rightfully named Best Price opened its

doors for customers today at Ludhiana. Spread over 50,000 sft on a single level, the store has

almost all categories including Grocery, Fruits and Vegetables, Fresh Meat, Personal Care,

Home Needs and Home Care, Electronics and General Merchandise. Caf Coffee Day is the only

F&B point, right after the cash counterssmart planning by the store designers. This is the third

CCD after opening within Best Price stores at Amritsar and Jalandhar. Addressing a small

gathering of the Press & Media, Employees, Vendors and Guests, Mr. Rajan Mittal, Vice

Chairman of the Bharti Group emphasized the relevance of Organized Retail and such formats in

the current Indian scenario. Similarly, the group is pioneering Organized Retail through twoformats, the B2B model (Best Price) and B2C model (Easy Day markets) in association with

Wal-Mart, the worlds largest Retailer. He also drew comparisons of how China had opened up

Organized Retail, how employment is generated and millions are benefitted. Mr. Raj Jain,

President of Bharti-Walmart said that the company intends to expand outside of Punjab in states

such as Chhattisgarh, Madhya Pradesh, Rajasthan etc. South India would also be a focus with

one out of the three Distribution Centers expected to come up at Bangalore. He explained how

small retailers can benefit immensely by becoming members of the Best Price format

registration is simple, just a few documents to be provided and patrons can benefit from the

prices offered by the store. To ensure only genuine buyers are using the facility, he said that the

membership is renewed annually. Credit Cards are not accepted but Kotak Bank, which is thestrategic partner to the Retailer, provides 14 days credit to members who are part of its own

credit program.

Specific to the Cash & Carry format, small traders and retailers can benefit immensely, thanks to

the EDLP or Every Day Low Pricing philosophy (although founded by ASDA) but

implemented aggressively by the Grand Old Man of Modern Retail, Sam Walton the founder

of Wal-Mart. He believed that consumers must benefit everyday with lower prices the reason

was two-fold one, that customers would not hoard commodities for the future; two, that they

would visit the store more often, a smart way of driving repeat footfalls.

2> Wal-mart has implemented RFID

RFID can streamline just-in-time Kanban, Six Sigma and lean manufacturing strategies by

tracking information at a granular level. It can ensure verification and validation of processes as

well as compliance with standards and regulations in manufacturing. The technology helps

improve visibility and control over raw material and critical components, leading to better

synchronisation between demand and supply. RFIDs potential in logistics is huge. It can help


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improve asset tracking, leading to optimum asset inventory levels, in turn reducing waiting time.

It can beef up security and authentication procedures for containers and help generate audit trails

of efficient shipment routes. Similarly, in the pharmaceutical sector RFID can improve raw

material tracking for the manufacturing audit trail, in batch tracking and control and in product

tracking for high-value or regulated drugs.

3>Wal-Mart Enabled retail concentration by acquiring retailers in different countries.

4> Sam Walton, Wal-Marts founder, push sales growth relentlessly while squeezing cost with

sophisticated information technology he exhorted employees to sell better. Today there are four

times as many people working in service jobs as in other kinds.

5>Wal-Mart alone has made significant contribution to Americas GDP.

6>Wal-Mart introduced another retail chain, Sams club to tap into growing discount or

warehouse market.

Sam's Club, a division of Wal-Mart Stores, Inc., is a warehouse club that specializes inselling to small businesses. A membership-based store, Sam's Club offers goods and

services for consumers and business owners as well as affordable luxury merchandise.

Sam's Club keeps prices low by selling merchandise in bulk and at very low profit

margins.

Wal-Mart has become premier retail brand by becoming seen as low-price, high-value provider

of everyday consumer products.

7>Extensive use of IT

Small players use e-mail while Wal-Mart uses EDI via Internet. EDI [Electronic DataInterchange] transmits business information electronically and cuts costs and errors. It

also speeds up the business process. It needs a direct computer link between the main

players, using the Internet. This signifies the use of IT for reducing cost.

Retailer Wal-Mart, whose precise information on assortment of sales and quantity wasavailable in real time. The specific areas were-what apparel to supply [CPFR]

collaborative planning, forecasting and replenishment software jointly develops forecasts

on a shared website and supply is aligned to demand. Trust here is an important factor.

The buyer must trust the supplier that he will not leak out his selling cost and item details

to his rivals. The software ERP [enterprise resource planning] is linked to distribution.

8> Retail, Sam Walton the founder of Wal-Mart. He believed that consumers must benefit

everyday with lower prices the reason was two-fold one, that customers would not hoard
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commodities for the future; two, that they would visit the store more often, a smart way of

driving repeat footfalls.

9>Employee friendly approachEmployee mix

10>Huge parking and shopping space

11>Weekly entertainment programs to attract customers

12>make unavailable materials available in less than a week time on request.

13>Targets tier 2 and tier 3 cities, which has increased its reach

14>Emphasis on employee benefits to keep employees happy.

15>every small thing matters approachto keep customer happy

Starbucks

10 Learnings from Starbucks

http://www.powerhomebiz.com/vol144/starbucks2.htm

1. Start with a good business concept.

Starbucks is a tremendous success because it capitalized on a concept that hadnt existed before

the coffeehouse as a gathering place. It is not just a place to get a cup of gourmet coffee, but ithas become a center for socializing and intellectual discussion, particularly among students andyoung urban professionals. Starbucks created a unique offering that was relevant anddifferentiated. It turned an ordinary and humble product into an extraordinary experience thatcustomers are willing to embrace.

2. Think big.

Starbucks opened its first store in Seattle's Pike Place Market in 1971. The company started

small, but even early on it always had big ambitions. The company was made public in 1982,almost a decade after it started. From its humble beginnings, the company currently holds about40 percent of thespecialty coffee market, and the anticipated growth in this category will offerthe company considerable opportunities for further growth and expansion in the future. In fact, itcan be said that Starbucks is just at its early stages to colonize the globe.

Starbucks used the slow-but-sure approach to business growth. It was certainly not an overnightsuccess. But through perseverance, patience, management and financial smarts, the company
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became a formidable global presence. If Starbucks did it, then surely other small businesses canreplicate its success (who knows, it may be yours),

3. Think outside the box.

Starbucks strength lies in its ability to spot opportunities, even if that means debunking acceptedretail trends. Starbucks ability to think outside the box is a common trait that propelled othersmall businesses to the big league.

Starbucks has well demonstrated this behavior in their approach to real estate, which in itself islegendary. Contrary to established tenets of retailing, the company does not choose a locationbased solely on demographics, traffic patterns, location of competitors, and even spacing of itsown stores. Instead, it clusters its stores in chosen areas, making Starbucks ubiquitous in manycity streets. Traditional retailing mindset warns against locating stores nearby as it can cut salesat existing outlets.

Starbucks went against the accepted norm and pursued clustering, using this strategy to increasetotal revenue and market share. The risk paid offits practice of blanketing an area with storeshelped achieve market dominance quickly. The strategy also made it cheaper to deliver suppliesand manage each store. The size of the company has enabled it to absorb any losses that wouldresult from the cannibalizing of store sales when a new one opens up nearby.

4. Partner smart.

Starbucks has demonstrated that even a large company needs help to achieve its goals. In fact, akey reason for Starbucks success is its strategic partnership initiatives. In 1993, the companypartnered with Barnes and Noble bookstore in the United States to make its coffee available to

bookstore customers. Continuing its strategy to gain a foothold in the bookstore segment,Starbucks formed an alliance with Canadian bookstore Chapters Inc. in 1995.

Starbucks entered into a partnership with Pepsi-Cola Company in 1996 to start the businessventure called North American Coffee Partnership, which then sold a bottled version ofStarbucks Frappuccino blended beverage. During that same year, the company also partneredwith Dreyer's Grand Ice Cream, Inc. and introduced Starbucks Ice Cream and Starbucks IceCream bars, which quickly became the best selling coffee ice cream in the United States. In2001, the company entered into a partnership with Hyatt Hotels Corp.

To demonstrate and pursue its social commitment objectives, Starbucks has also partnered with a

number of organization such as Conservation International, the international relief anddevelopment organization CARE, Earvin "Magic" Johnson's Johnson Development Co.,JumpStart, among others.

Starbucks was able to achieve its objectives, break new markets, and increase its bottomline byentering into strategic alliances with the right companies. For your small business to succeed,you need to realize that you alone cannot fill the gap in serving the needs of your target market.You will need the help of another entrepreneur or another company who is willing to work with
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you and share financial risks. It may not be Hyatt Hotel or Pepsi, but your partner may help youenter new markets, and get products and services to market faster. Strategic partnerships will beyour way to enhance your competitiveness in the marketplace and keep pace with the rapidchanges of technological innovation, just like Starbucks.

5. Create a unique experience.

Starbucks has created a retail store experience that is attractive, comfortable, and evenentertaining, designed to attract customers and keep them coming back to the stores. In its stores,you will find comfortable chairs, wireless Internet connection, even a selection of music.Starbucks began offering wireless high-speed Internet access in its stores in 2001 to enhance theexperience for students, business travelers, and web surfers who take advantage of this servicewhile sipping theirfavorite coffee.

The product innovations and store ambiance that the company created are all intended topromote an environment that would enhance and complement the customers coffee drinking

experience. The end result is a pleasurable experience for the customer a unique Starbucksexperience that is consistent from Seattle to Washington D.C.

6. Keep customers happy.

The success of Starbucks is largely due to its steadfast commitment to the customers. Thecompany lives by its mission statement Develop enthusiastically satisfied customers all of thetime. Every strategy pursued by the company is intended to keep customers satisfied -- from themoment a customer walks into one of the retail stores, to placing of an order, to receiving a freshcup of coffee and finally to the choice of relaxing in theStarbucks storeor moving on with thedaily routine.

Starbucks strive to make sure that no one has a bad experience in their stores. Hence, many oftheir strategies from opening of clusters of stores to drive-through in some areas are alldesigned to speed up customer line and avoid the spectacle of impatient customers.

Even the decision to cluster stores stemmed from the realization that people are not willing tostand in a long line to buy a product considered to be a luxury item. Customers will not delaytheir day or alter their daily routines just to buy a luxury cup o joe. To make the process ofbuying coffee fast, Starbucks felt they needed to be where the customers are, even if it meansthat the next Starbucks is just around the corner. In the end, Starbucks succeeded in making theirdeluxe coffee lifestyle as accessible as possible.

7. Dig deep into customers wallets.

With coffee as its main product, Starbucks continue to introduce new products in order to getcustomers to spend more money in their stores. The company knows that customers would wantsomething else with their coffee; hence they introduced hot sandwiches and pastries to go alongwith the coffee. Later this year, they even plan to introduce CD burners in their stores socustomers can sample online music from their HearMusic subsidiary while taking their coffee.
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Even the wireless Internet access that Starbucks introduced in many of its stores is a clever butindirect way to get customers to spend more and increase the stores revenues. Customers staylonger in the stores, and apparently purchase more coffee,fooditems and other products. In fact,company officials in interviews state that their most successful stores turn out to be the oneswhere customers loiter the most. They welcome people staying awhile in their stores, as they

then have greater opportunity to market to them their other products.

8. Ability to roll out new initiatives.

Starbucks ability to roll out new initiatives and products relatively quickly is a considerable

competitive strength for the company. Its disciplined innovation is one of the primary reasonsbehind the companys success in generating consistent high level of same store sales. It

continues to experiment and introduce new products in the market, while making sure that itmaintains the consistent strength of its core product.

Starbucks has a number of new ideas being tried and tested in its stores. The company has new

plans for food such as hot sandwiches and breakfasts, as well as new drinks such as coffeeliqueurs, even a pumpkin spicelattesfor the holidays. In the past years, Starbucks have moved toexpand supermarket sales of their whole beans. Theyve introduced prepaid Starbucks cards,

priced from $5 to $500, which clerks swipe through a reader to deduct a sale. In 2002, Starbucksintroduced the innovative ordering program, wherein customers can pre-order and prepay forbeverages and pastries via phone or on the Starbucks Express website.

9. Good management.

Starbucks has a well-seasoned management team that continues to develop winning strategies forthe company. One of its best decisions thus far is its strategy of foregoing franchisees and

making sure that its stores are company-owned. This strategy allowed the company to maintain atight grip on its image and provide a consistent quality of excellent service.

Starbucks management is also judicious in its use of resources. It fuels expansion with internal

cash flow. Unlike other companies of its size that spend upwards of $300 million per year inmarketing, Starbucks only spend 1 percent of its revenues, or roughly about $30 million inmarketing and advertising. Instead, the company relies on word-of-mouth and mystique of itsbrand to market itself. Marketing expenses are poured on product launches and introduction ofnew coffeeflavors.

The depth of management resources is one of the main differences between Starbucks and smallbusinesses. Starbucks has the money to hire the best minds to work on various facets of itsoperations, whereas many small businesses have less than 10 employees, if at all. Some smalland home-based businesses are even run by a single person expected to do everything for thebusiness.

However, it should be noted that it took Starbucks several years before it had the resources tohire the team that propelled it to success. It current chairman, and the chief architect of the manywinning strategies of Starbucks, was hired only in 1982, almost a decade after Starbucks started.
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10. Diversified revenue stream.

Starbucks understands that good business does not mean putting all eggs in one basket. Hence, itstrives to reduce its reliance of certain product lines in order to keep a healthy financial positionand grow its revenues.

According to DataMonitor, Starbucks retail sales mix by product type during fiscal 2003 was

comprised of approximately 78% beverages, 12% food items, 5% whole beans coffees and 5%coffee making equipment and accessory. It is currently looking at additional opportunities indistribution channels for Starbucks products, whether in foodservice, grocery, licensed stores orbusiness alliances.

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Learning From Walmart_starbucks