A Man of Innovation: Sam Walton

When surface-to-air missile Walton opened the first Wal-Mart store in 1962, it was the motive of an the Statesn success story that no one could hand over predicted. A small- townsfolk merchant who had oper haved variety stores in Arkansas and Missouri, Walton was convinced that consumers would flock to a discount store with a wide array of merchandise and loving service. Hence, Wal-Marts mission is to deliver large-minded-city discounting to small-town America.From humble, hard-working roots, surface-to-air missile Walton built Wal-Mart Stores, Inc. into the largest, fastest-growing, and most profitable retail merchant in the world. A child of the Depression, surface-to-air missile always worked hard. He would arrive out the cows, and by the age of eight, he started selling magazine subscriptions. When he dour 12, surface-to-air missile in any casek on a paper route that he proceed well into his college days to support himself. Walton began his retail c areer at J.C. Penne y in Des Moines, Iowa in 1940 making on the nose $75 per month. In 1945, surface-to-air missile borrowed $5,000 from his wife and $20,000 from his wifes family to open a Ben Franklin five dollar bill and dime franchise in Newport, Arkansas.In 1950, he relocated to Bentonville, Arkansas and opened a Walton 5&10. Over the next 12 course of instructions they built up and grew to 15 Ben Franklin Stores under the name of Walton 5&10. surface-to-air missile had bundle of refreshed ideas. He liked to deal with the suppliers directly so he could transmit the savings on to the customers. He later(prenominal) brought a modern idea to Ben Franklin management that they should open discount stores in small towns. They spurned his idea.Sam and his brother James (Bud) opened their first Wal-Mart Discount ur eschew center store in Rogers, Arkansas in 1962. Walton and his wife Helen had to throw up everything they had, including their house and property to finance the first 18,000 s quare-foot store. With gradual growth all over the next eight years, they went public in 1970 with exactly 18 stores and gross sales of $44 million. While other large chains lagged behind, Wal-Mart soon grew rapidly in the 1970s, due to their mellowly automated distri quiesceion centers and computerization. By 1980, they were up to 276 stores with r planeues of over $1.2 billion.Sam Waltons guiding philosophy for his stores from the stemma was to offer consumers a wide selection of seriouss at a discounted price. The community saved property by keeping low advertising costs and located stores in small towns where residents had few options for retail obtain. On one level, Sam Walton was equitable folks, the guy with the red dented pickup with the bird dogs in concealment. On another, he was the flinty entrepreneur, there to peer as occult into the salesmens souls as into their sample kits and persuade them to give a deeper discount for Wal-Marts mickle and massive pu rchases.Wal-Marts success in small towns led to criticism that the stores took commerce away from small, hometown merchants. Nevertheless, the company managed to successfully market the stores as palsy-walsy, local businesses. In the Wal-Mart spirit, employees often greet shoppers at the stores entrances. Since their early days, Wal-Mart stores have give alert attention to specific community needs and wants, often selling local merchandise along with items sold throughout the chain. In concomitant, the company honors selected graduating high school seniors with college scholarships, and the stores hold charity fund-raisers and sponsor various community events.Wal-Marts merged community spirit began to exert an influence on public policy in the 1990s. After the record industry established a parental advisory system of stand byering music albums containing potentially offensive material, Wal-Mart decided to ban the stickered albums altogether from their stores. The company s ubsequently has succeeded in influencing many record companies to empty clean versions of stickered albums. Wal-Mart has considerable impact in the music industry, largely because closely one-tenth of all compact disks sold in the get together States are sold at Wal-Marts.Today, Wal-Mart has over 728,000 Associates worldwide with 3,500 stores, sales of over $104 billion, is in operation in all 50 states and its still growing. In an middling week, approximately 60,000,000 customers will shop at Wal-Mart throughout the world. In his story Sam Walton Made in America My Story, Sam get bys with us, If you believe in your dreams, theres no limit to what you can do. In 1992, American legend, Sam Walton go away us with these words, I would like to be remembered as a good friend to most everyone whose life Ive touched as someone who has perchance meant something to them and helped them some way.While Waltons management techniques over the years were hardly the lunge of an MBA progr am, it represents the kind of grassroots common sense that many entrepreneurs readily acknowledge- but too seldom heed. (People have a knack for making business more than complicated than it needs to be.) What Walton showed the world, but especially the retailing world, was that success was grow in a mindfulness of a few basic principles. These principles consisted of unendingly being mindful of customer service and satisfaction, always take expediency of the ambitions ideas, diversify, employee satisfaction, and give back to the community. Couple this with a relentless drive to put these principles into practice.Sam Walton understood better, it seems, than anyone else that no business can exist without customers. He lived by the creed of, benefit the customer the centerpiece of all your efforts. In addition, in the process of serving Wal-Marts customers he served Wal-Mart associates, shareholders, and communities. He accomplished this almost without parallel in American busin ess. Walton knew what the customer wanted. The customer wanted everything a large assortment of quality merchandise low prices satisfaction guaranteed friendly service convenient hours free parking a pleasant shopping experience. His motto was, always exceed the customers expectations.In the 1950s and 1960s the great migration from the inner cities and from the agrestic areas to the suburbs had begun. The big retail giants stayed put, nearly the large populated suburban and urban areas. Small town and rural America either had to travel to the big city to buy cheaper or buy from the local merchant at a higher price. These merchants seemed to think that since they had a captive audience they could stick with their 35 to 45 percent mark-ups. There seemed to be an ever outturn or let me say, vacuum occurring.Walton has been accused of single handily drive the small town merchants out of business. Reality shows though that the small town merchants brought about their own demise, by b eing greedy and only trying to monopolize their small piece of the market. They also viewed that raising the mark-up on their goods could only solve their loss of revenue, declining because of flock moving out and people hotheaded to the urban areas to shop. Sam saw just the reverse of this. Buy in tremendous volume, mark the goods up less than 30% and carry a large variety of goods.Every day low prices is a manor hall mark of Wal-Mart and Sam credits a manufacturers agent from New York, fire Weiner, with his first real lesson about pr ice-skating rink Harry was selling ladies panties for $2 a dozen. Wed been buying similar panties from Ben Franklin for $2.50 a dozen and selling them at ternion pair for $1. Well, at Harrys price of $2, we could put them out at four for $1 and make a great promotion for our store. Heres the unbiased lesson we learned say I bought an item for 80 cents. I anchor that by pricing it at $1.00, I could sell tercet quantify more of it than by pri cing it at $1.20. I might make only half the profit per item, but because I was selling three clocks as many, the overall profit was much greater.Simple enough, but this is really the essence of discounting. By cutting your price, you can boost your sales to a get where you earn far more at the cheaper retail. Sams shackle to this pricing philosophy was unshakable, as one of Wal-Marts first store managers recalls Sam wouldnt let us hedge on a price at all. Say the list price was $1.98, but we had paid only 50 cents. Initially, I would say, Well, its originally $1.98, so why dont we sell it for $1.25? Hed say, No. We paid 50 cents for it so mark it up 30 percent, and thats it. No offspring what you pay for it, if we get a great deal, pass it on to the customer. And of soma thats what we did. Moreover, thats what we delay to do work diligently to find great deals to pass on to our customers.Some will argue that Waltons broadcast was, and Wal-Marts plan even today, is to drive a ll competition out and raise prices for even big profits. In essence, be incur a monopoly similar to the previous small-town merchants. The air is mute because a true free market will not allow this to occur. Someone will come in to fill the new vacuum that will be in existence. Just like Sam Walton did with Wal-Mart.Walton also saw a large segment of the country, although widely dot in small towns, being totally inconvenienced by the big retailers. to that degree the treatment by the people who owned the small-town stores who were neighbors, and sat in the identical pew on Sundays was even worse in Sams eyes, it was unconscionable. He could not understand how neighbors could treat one another in such a way over profitability. It was not right and he would make certain(predicate) people were treated like friends and family when they came into a Wal-Mart.Sam Walton from the very beginning would scope out his competitors. When he would go to a competitors store, it was always a llure to see how dumpy it was, how small it was, or any other electronegative aspect that would make his stores seem better. He would never tolerate those types of thoughts. When he and whomever came back from visiting the competition, he would force them to focus on what the competition did better than their stores did. Once he went into a store in Tennessee and the score was awful.The produce smelled, and it was just a disaster. In addition, his associates were kidding each other question what Sam was going to say about this situation. Sam looked at the back of the store and saw a cigarette rack and said, You know, thats the finest cigarette merchandising Ive seen in a year. Sams view of his visits to the competition was that you have to see what they do better than you and learn from them. You must never have the arrogance to take your competition for granted, because that can come back and hurt you.Sam Walton matte that a business should always diversify, circulate their ris k. While Walton may have had his fortune tied up in one business, he still sold everything and anything he could get a good price on. Sam Walton felt that if you want anything bad enough, you could find a way to do it. Sam Walton said, Theres a steep price you pay for success, and successful people in business know that. Sams philosophy on leverage was that you couldnt authorize more than youre taking in, that leverage will always come around and bite you. Conversely, Walton also felt that tough times magnify chance for those who avoid debt. He always said that there will come a time when big opportunities will be presented to you, and you have to be in a position to take advantage of them.Sam Walton told a story about how back in the late 1970s, when Wal-Mart had about 250 stores, when he received a call from the chairman of Kmart offering to buy Wal-Mart. Walton replied, Gee, thats funny. I thought wed buy you. The Kmart people were amused. After all, at the time Kmart had five times as many stores as Wal-Mart. However, Walton knew that internal and external problems were plaguing Kmart. The company was over leveraged and lacked focus. Kmart was a retailer in distress. Walton could see that, and he knew it was time to seize the moment and go for the jugular. In the sluggish, high-interest-rate economy of the early 80s, Kmart faltered and Wal-Mart ate its proverbial lunch.Sam is notorious for calling his employees, as did J. C. Penney, associates instead of clerks or workers. This may not seem like a large difference, however, it instills a line uping in each employee that he/she is responsible for the operations of the firm. Sam had never thought of using it at Wal-Mart until during a visit to England when he saw a storefront window. It was the Lewis Company, J. M. Lewis Partnership. They had a partnership with all of their associates listed up on the sign. For some reason, that whole idea really excited me a partnership with all our associates.His openne ss to talk and listen to anyone of his employees made them feel that they were an integral part of the company. He would later on use his companys major planet system to communicate live to all of the stores at once to pass messages, which he thought, were vitally primary(prenominal). Although this practice is not copied from any company, the very creation of being close to all associates is being copied from his early mentor, J. C. Penney. Sam believes in opening the lines of communication, so they do not only flow from give to bottom, but from bottom to top. Mr. Penney also displayed this idea by spending as much time as possible in his stores.One author said, Walton does a remarkable job of instilling near religious rubor in his people. Sam borrowed this idea from Mr. Penney, the president of J. C. Penney, while Sam worked for him. Then, of course, the icing on the cake was when James Cash Penney himself visited the store one day. He didnt get around to the stores as often as I would later on, but he did get around. Sam made a point to be in the store as much as he could, unlike many managers of today. The reason for this was to allow his associates to really feel important with the president of the company coming to visit them.Few could argue with rapture Smiths statement that It is not from the benevolence of the butcher, the brewer, or the baker, that we expect our dinner, but from their insure to their own interest. Those businesses that refuse to look after their own self-interests will not be businesses long enough to have any impact. At the equivalent time, however, there can certainly be regard for a larger purpose. For some businesses, commitment to a larger purpose would be simply learning the difference between right and wrong, while others take a more responsible view of the role they play in the lives of their employees, their customers, and ultimately how they affect the world. Sam Waltons philosophies were and are fundamentally base d on prominent back some of the wealth that he and his family receive.Sam Walton, was not just one of the most successful and rich men in America, but prided himself and his family on giving something back. His familys gifts reflect a wide variety of interests, spread across numerous organizations, with a heavy emphasis on education. His programs continue after his death.Walton funded a special scholarship program that sends kids from Central America to college in Arkansas. Presently, there are about 180 of these children enrolled at three different Arkansas schools, and Sam paid about $13,000 a year per student. He also sponsored seventy scholarships of $6,000 each year for children of Wal-Mart associates. In addition to many educational institutions, recipients of Walton family gifts include church groups and community projects like zoos, libraries, and amateurish facilities.He supported hospitals and medical research programs. He funded art groups and subject field groups and symphonies. He gave to conservation and environmental causes and veterans groups, as well as to stinting development groups and free enterprise groups. Sam and his family also supported two private and public schools. Sam supported such groups as the Citizens Against governing Waste, Students in Free Enterprise, and the Arkansas Business Council. He conducted an aggressive United Way campaign. He was the largest single contributor to the Childrens Miracle Network Telethon, donating $7.5 million.Sam donated his share of the proceeds from his book, Made in America, to the New American School Corporation, a private initiative started by business leaders who have promise to raise $200 million for the development of break-the-mold schools. Most of the giving that Sam Walton has done has either been anonymously, or linked to strict requests for no publicity.