PAPER FORMAT AS FOLLOWS:

Set 1-inch margins on all four sides. Use 12-point type throughout; don?t use different type sizes. Double-space the text throughout the paper, including the reference page. Do not put extra spaces between paragraphs or between headings and paragraphs. Use italics or bold for emphasis, but use them sparingly or it becomes too distracting for your reader Must have references! Grammar is Paramount!

bus499 slp2

Company is Walmart

Consider Walmart's mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment you?ll begin to identify objectives and measures relevant to that perspective.

See attachment.

Once you?re reasonably clear on what?s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:

Identify at least three objectives for Walmart's customer service perspective and show how they relate to the mission, vision and strategy of the organization.

For each objective, develop at least one meaningful performance measure (metric).

For each objective, identify at least one expected level of performance (target).

For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).

Comment briefly on the relationships of the customer service objectives that you've identified here to the financial objectives that you identified in the Module 1 SLP assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finances?

Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 experience?

INTERNAL BUSINESS PERSPECTIVE - Cont. OBJECTIVE Most Effective Use of Contracting Approaches to Maximize Efficiency and Cost Effectiveness Use of Electronic Commerce: Data Source: Electronic Small Purchase Systems, FPDS-NG, IIPS, DOE/C-Webb, local tracking systems. Data Generation: Data is tabulated from the listed tracking systems. Data Verification: Procurement Directors are responsible for accurately reporting results and retention of records in accordance with records management requirements. Records will be made available for compliance and/or HQ reviews. Performance Based Service Contracts: Data Source: FPDS-NG. Data Generation: Data is tabulated from the listed tracking system. Data Verification: Procurement Directors are responsible for accuracy of data entered into the FPDS-NG. HQ will randomly sample pre and post award actions and compare against the FAR PBSC standards. MEASURE TARGET Use of Electronic Commerce: 1. Percent of purchase and delivery orders issued through electronic commerce as a percentage of total simplified acquisition actions. 70% 2. Percent of all synopses (for which widespread notice is required) and associated solicitations posted on FEDBIZOPPS for actions over $25K. This measure will be tracked at HQ. 100% 3. Percent of all new competitive acquisition transactions over $100K conducted through electronic commerce. 40% Performance Based Service Contracts: PBSCs awarded as a percentage of total eligible new service contract awards (applicable to actions over $100K). 66% Percent of total eligible service contract dollars obligated for PBSCs (applicable to all actions over $25K). This measure will be tracked at HQ. 75% 5 BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES Procurement INTERNAL BUSINESS PERSPECTIVE 6 ACTION PLAN/STATUS REPORT FOR BSC INITIATIVE - FY 2005 Balanced Scorecard Initiative: Title of initiative (in italics and bold text) Action Officer: Name of staffer (and office code) with responsibility for completion. Objective of the Initiative: No more than one paragraph that clarifies WHY we are doing this action and the intended RESULTS. Also, if appropriate, provide a description of the scope of the initiative in terms of the work to be done (e.g., will this be a major effort requiring establishment of a large work group? etc.). Approach: Briefly describe the plan, processes, and resources necessary to accomplish the objective. Due Date: List the FY quarter in which completion will occur. Planned Milestones: Identify the major processes, milestones, and list the scheduled start/completion dates. Attach any chart you may have developed that shows work flow/scheduling, etc. Current Status: Current status is to be up-dated by each Action Officer and submitted to the Office Director prior to each of the quarterly reviews of BSC status (Office Directors and Mr. Hopf). This information will be important, particularly if the planned milestones listed above are not on-track, or have not been met. Outcome: When the action is completed, provide a brief statement (one or two sentences) describing the finished product and its benefits. (Note: When the initiative is complete, and the Outcome section is filled-in, send a copy of this Action Plan/Status Report to Yolonda along with a copy of the \"completion document\" for the initiative (i.e., the report, Acquisition Letter, or other document that evidences completion of the initiative. If there is no \"completion document,\" then state this in the Outcome section). At the end of the year, this Action Plan/Status Report will then serve as the cover page for the \"completion document\" that becomes part of the BSC Initiatives Completion Book that Yolonda maintains for Mr. Hopf.) 7 Wal-Mart Name Instructor Course Date Introduction Wal-Mart is a multinational company that runs retail stores in hardware, jewelry and electronics. Wal-Mart stores also sell products such as household appliances, health and beauty products (Graff, 1998). Vision Statement The vision of Wal-Mart is to become the leading global organization in retail through promotion of an ethical culture across all the main stakeholders across the world. Through the promotion of an ethical culture, Wal-Mart helps its customers as well as its key stakeholders to make the right decisions. Mission Statement Walmart's mission is to offer exceptional services and low priced products to the consumers through respect and excellence as the core values and beliefs. Overall Strategy The overall strategy of Wal-mart is to enhance growth through international diversification (Teece, 2010). The company opens new stores across the world, which has enabled it to operate on economies of scale and overcome competition. The company has a good reputation across the globe since it is able to embrace a diversified culture found in different countries. Other strategies of Wal-Mart include purchasing inexpensive products in other currencies and selling them in the United States for small margins. Also the firm enters into joint ventures and acquisition of other firms. For example, it acquired Woolco Discount retailer in Canada in 1994 to expand its market base. Financial Performance Wal-Mart has a strong financial performance and market position. As at January 2015, the company had $ 485.6 billion annual revenues from it approximately 11, 000 stores spread in different countries (Wal-Mart, 2015). The revenues were a great improvement from the year 2014 in which revenues stood at $ 476.3 billion and 468.7 billion in 2013. This represented an international growth in revenues of 9.8 percent over a period of 5 years since 2010. The domestic growth in revenues was approximately 3.1 percent. The consolidated net sales of Wal-Mart improved from 1.6 percent in 2014 to 1.9 percent in 2015. This was attributed to growth in ecommerce activities and retail square feet for the company. In 2015, the company earned a total of $27.15 billion operating income which represented a 1.0 percent change between year 2014 and 2015. The basic earnings per share increased from $ 5.01 to $ 4.87 while the dilute earnings per share improved from $4.85 to $ 4.99 during the years 2014 and 2015 respectively. Marketing Wal-Mart marketing activities utilize brand managers to create awareness of its products and services. The brand managers connect with millions of customers spread across the world. The brand managers also create strategies to reach the customers spread across the globe. The brand managers are spread across all the major stores of Wal-Mart to create a strong relationship with the customers. Internal Operations Wal-Mart's internal operations are founded on a strong framework of cultural ethics. Also referred to as the conventional approach, the culture is built on a strong framework of communication that enhances sharing of ideas across all the main stores (Teece, 2010). Jobs and roles are clearly defined to ensure smooth flow of information, authority and performance of tasks. This enables the firm to be one of the leading stores across the world. Management Systems Wal-Mart's management systems are built on its organizational leadership that is collaborative and highly decentralized. The top leadership is made of the Chief Executive Officer, Board of Directors and Senior officers who craft the top strategies and decisions of the firm. The top management delegate supervisory tasks and other operational decisions to middle level and lower level management spread across the world in the geographical operation centers of Wal-Mart. Also, the top management takes care of the interests of all stakeholders including the shareholders. Tabular Analysis Objective To increase Measure Implement new research and Target 10 percent Action Diversify into new geographical Market share development to identify increase in areas of Latin America and potential markets Market Share in Africa. I year Increase the product lines of Build improved Use of integrated supply Chain 80 percent Wal-Mart Establishing performance supplier management practices supplier contracting with major suppliers sustainability to reduce instances of stock outs relationships Invest in information system to track supplier data and To improve Use Electronic Commerce to 100 percent relationships Adopt telecommunication management facilitate synchronized Management services such as teleconferencing Collaboration devices to enhance collaboration collaboration and management systems with the strategies company headquarters Establishment of a performance management system for all management of the firm to enhance performance of duties References Graff, T. O. (1998). The locations of Wal-Mart and Kmart supercenters: contrasting corporate strategies. The Professional Geographer, 50(1), 46-57. Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194. Wal-Mart (2015). Annual Report. Available at: http://stock.walmart.com/files/doc_financials/2015/annual/2015-annual-report.pdf