wal-mart两个词有什么含义
中国普通话译名：是美国的，也是世界数一数二大的零售商。
与法国的一样。
的几个继承人在中都居前位。
Wal-Mart是什么意思啊
沃尔玛的意思是超市，超级市场的意思
沃尔玛的英文简介
Wal-Mart Stores, Inc. was founded by American retail legend Sam Walton in Arkansas in 1962. Forty four years later, Wal-Mart serves more than 176 million customers per week. It is the world’s largest private employer and retailer with over 1.9 million associates worldwide and more than 6,800 stores in 14 countries.Wal-Mart came to China in 1996. The first Supercenter and SAM'S CLUB were opened in Shenzhen, Guangdong Province. Today, there are 86 units in 46 cities, with a total investment of over RMB1.7 billion. Across China Wal-Mart employs over 38,000 associates.As an outstanding corporate citizen, Wal-Mart actively gives back to the community and has donated funds and in-kind support worth more than RMB26 million to local charities and welfare organizations over the past ten years. In China, as elsewhere, we follow the Wal-Mart tradition of building our business one store and one customer at a time. We strive to provide our customers with friendly service and a wide selection of quality products at Every Day Low Prices. With each Wal-Mart store we bring advanced retail know-how to the local market. By fostering a healthy, competitive environment, we hope to constantly improve our business operations and customer service in order to contribute to the prosperity of the local economy.Wal-Mart firmly believes in local procurement. We recognize that by purchasing quality products, we can generate more job opportunities, support local manufacturing and boost economic development. Over 95% of the merchandise in our stores in China is sourced locally. We have established partnerships with nearly 20,000 suppliers in China. At Wal-Mart, we always work with our suppliers to grow together. In the August 2006 Supplier Satisfaction Survey published by Business Information of Shanghai, Wal-Mart ranked first across several supplier satisfaction indexes.
wal-mart success 成功之道（英文的，字数越多越好
几千字更好
）
- Sam Walton's Success StoryThere is only one boss - the customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else.Growing UpSam Walton's career in retail began in 1940 when he become a sales trainee in Des Moines, Iowa at a J.C. Penney store. Despite his enthusiasm to serve the customers, Walton was not a model employee. His desire to make his customers happy was so great that he often let other responsibilities like paperwork and keeping the books fall by the wayside. He was almost fired by his boss who told him that he was not cut out for a career in retail. Walton kept his job, however, because of his ability as a great salesman.In 1942, Walton was drafted into the United States army. He worked in the communications division of the Army Intelligence Corps and remained on home soil throughout the Second World War. When he left the army three years later, Walton was married, had a child, and decided to start his own business to support his new family. With the $5,000 that he had saved along with a $20,000 loan from his wife's father, he purchased a Ben Franklin variety store in Newport, Arkansas. Walton was 27 years old.Starting The BusinessBy putting in many hours at the store and implementing a pricing strategy far below what his competitors were charging, Walton's new business took off. By 1950 he had the top performing Ben Franklin store in the area. Walton's landlord, seeing his success, decided that he wanted Walton to sell the store to his son. When Walton refused, the landlord decided not to renew Walton's lease and he was forced to shut down.Walton's 10 commandments for business success were:1) Commit to your business.2) Share your profits with your associates and treat them like your partners.3) Energize your colleagues.4) Communicate everything you possibly can to your partners.5) Appreciate everything your associates do for the business.6) Celebrate your success.7) Listen to everyone in your company.8) Exceed your customers' expectations.9) Control your expenses better than your competition.10) Blaze your own path.Determined as ever to succeed in his venture, Walton looked for other rural Arkansas towns for a new place to set up shop. He came across a small village called Bentonville and opened the Walton's Five and Dime in 1950. He made sure to get a 99-year lease this time on the property. The two local competitors in Bentonville did not want to discount their prices and Walton's business began to flourish.Realizing he had a recipe for success, Walton began looking for other areas of expansion. He borrowed money and used the profits from his first to acquire more. By 1960, he owned 15 but he was not getting the kind of return on investment that he thought he would be making. He then made the decision to follow a heavy price cutting strategy and hope to get much higher volume to turn a larger profit. This was not a new idea. The problem at the time was that most discount were small,located in urban areas, and focused on specialty items. Walton's plan was to change the way retailing was done across the country.Building An EmpireWalton's revolutionary plan was to have large superstores in rural towns that discounted a wide variety of products. His initial approach was to Ben Franklin. They turned him down as they did not like the idea of operating with lower margins. Without a large company behind him, Walton opted to go it alone. In 1962, he mortgaged his home and borrowed against everything he owned to open his first in Rogers, Arkansas, a neighboring town of Bentonville.Excited about the prospects of getting discounts and selection that were previously only obtainable in the cities, rural customers came out in droves to his store. The success of his first store allowed him to expand and by 1969 he had 18 s in Arkansas and Missouri.Funded solely through debt and reinvested profits, Walton decided that in 1970 he would take the company public. The IPO raised $5 million and Walton retained 61 percent of the company. The money was used to settle the company's debts and fuel further expansion. By 1980, 276 Wal-Marts were operating.An integral component of Wal-Mart's success was its leveraging of new technologies to improve efficiencies and save costs. Walton knew that the key to success in a low margin business was to rigidly control his costs. Wal-Mart was, for example, one of the first major retailers to use electronic scanners at the registers which tied to an inventory control system so they could know immediately which items were selling well and needed to be re-ordered.The success of his Wal-Mart stores led Sam to another idea - Sam's Wholesale Clubs. These would be discount stores that sold to small business owners in bulk. The idea was another big hit for Walton and by 1985 he was considered by Forbes magazine to be the richest man in America with an estimated net worth of $2.8 billion.Similar to Ray Kroc, Sam Walton did not invent retailing, he simply changed the business model and way of doing business to make it a much more profitable venture.Evan is an entrepreneur and international speaker. At the age of 19, he became an owner and Chief Operating Officer in Redasoft, a biotechnology software company. The company quickly grew to over 300 organizations as clients, including NASA and & , in 30 countries. He started Evan Carmichael & Associates with the goal to give entrepreneurs the motivation to follow their passion and the strategies they need to succeed. Evan has delivered over 100 keynote presentations to entrepreneurs in North America, Europe, and Asia. He has been interviewed by newspapers, radio stations, and television stations including CHUM FM, CityTV, Global TV, OMNI TV, Enterprise, and the Toronto Sun. Evan's website, is the world's #1 website for small business motivation and strategies.太多了就不贴了 google一下好多呢
什么是wal-mart验厂
沃尔玛独特的分散系统，也是沃尔顿 的想法，创造优势，需要进一步鼓励 在上世纪80年代生长抱怨“超市”停止 小，传统商店的发展。
请帮翻译一些wal-mart的要求
访客控制： 1)词条或出口雇员的控制点是同一样访客、供营商、安装工等等的。
2)供营商不是需要的预先信息在参观设施前提之前。
3)设施不维护所有承包商，供营商，安装工人员姓名和地址一张最新名单。
4)访客不是受另外的安全控制支配。
5)访客ID徽章不是受控通过编号或编制程序[对identifyany缺掉徽章。
6)访客徽章通过ID日志不是受控的ID证章发布和返回。
7)到位没有周期性地回顾和维护无效密码尝试和文件通入的安全日志的系统。
8)设施未实施闯入警告系统入它的网络系统。
9)计算机信息备份没有被存放在一种站点设施。
10)做法一定是到位取消证明和设施和被终止的雇员的系统访问。
11)没有恢复它的过程或计划数据在失败情况下。
12)到位没有举办周期性未宣布的安全的过程 保证的checks所有安全程序与信息存取控制有关适当地执行
Wal-Mart验厂审核的内容是什么
求答案
Wal-Mart验厂审核第一部分 道德标准ES（Ethical Standards），通过Wal-Mart员工与供货商及工厂之间持续的合作, 对当地法律法规与Wal-Mart标准方面的培训与推进, 追求不断完善的道德标准, 从而维护Wal-Mart品牌的商誉, 发展与各供货商的长期商业伙伴关系, 赢取投资者的信任和支持。
Wal-Mart客户验厂的道德标准就是企业要遵守法律法规，如节假日的休息时间要按照国家法律规定的来放假、与员工签订的合同要按照国家法规定的合同法相关规定来制定，企业要遵守基本的诚信、这样才能与商业伙伴保持长期的合作关系，对于工伤等对员工造成的损害赔偿问题也要按照法律法规的相关规定来处理， WAL-MART验厂的道德标准每个企业都必须遵循的，比如，卫生、安全、薪酬、工时、强迫劳工、童工、歧视,、守法、以及Wal-Mart Wal-Mart购买的商品符合上述标准。
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Wal-Mart验厂审核第二部分， 反恐GSV，这一块主要涉及的内容是，到工厂的保安,仓库,包装,装货,出货，工厂是必须有保安人员，对工厂比较大的保安人员也要适当的添加，保安晚间的值班问题等等，仓库货物的存放、仓库必须安装摄像头、摄像头的安装个数，安装方法也要有相关的规定，对于仓库最重要的是防火设备，消防器的个数是必须达到要求的，消防器的摆放不能位置要按照相关方法来规定，工厂货物包装要按照工厂对货物的包装、保管以及物流的要求越来越高，在木材加工厂总产量的高低与此紧密相关。
- 该系统 内容： 用户要求 - 现代工厂对货物的包装、保管以及。
