商业 - 科技


Jessi Hempel 2014年01月10日






    这家公司去年实现营收4,660亿美元,从而使它获得了《财富》世界500强企业榜首宝座。它长期以来一直是一家在技术上领先的企业,熟练地管理着物流,向旗下遍及世界各地的11,000家门店供应货物,配备工作人员。但这家零售企业较晚才进入电子商务领域。阿什在2012年从哥伦比亚广播集团(CBS Interactive)旗下的互动媒体公司CBS Interactive跳槽加盟沃尔玛,一直负责把电子商务变成这家公司的核心业务。


    亚马逊已经做到了这点。它在自己的网站上增加了食品杂货销售和录像带租赁服务。它创造了亚马逊金牌服务(Amazon Prime)。这项付费增值服务的年费为79美元,提供免费的两日送达服务。而且它还在继续在美国各地建设实体设施,比如仓库和取货点。


    Amazon (AMZN) is the undisputed master of online retail. Wal-Mart (WMT) is a superstore juggernaut. For years, the two companies existed in relative isolation, an either/or proposition for shoppers.

    Not for long. Increasingly, customers won't choose between buying online or offline -- they 'll want a retail experience that fuses the two seamlessly, according to Wal-Mart's Neil Ashe. Which is what the mega-retailer aspires to offer. "If we demonstrate our organizational structure to them, we've lost," Ashe says.

    As president and CEO of global e-commerce, Ashe is charged with leading Wal-Mart into a more digital future -- and sprinkling a bit of Silicon Valley pixie dust onto the world's largest retailer. On Jan. 6, he joined Fortune senior editor-at-large Adam Lashinsky at an intimate gathering of senior marketing and technology executives in Las Vegas to discuss the company's strategy.

    Wal-Mart is big. Full stop.

    The company pulled in $466 billion in revenue last year, earning it the top spot on the Fortune 500. It has long been a technology leader, managing logistics expertly to supply and staff its 11,000 stores around the world. But the retailer has been late to the e-commerce game. Ashe, who joined Wal-Mart in 2012 from CBS Interactive, has been tasked with making e-commerce central to the company.

    That will be more critical in 2014 as consumers pay less attention to the difference between buying something online and buying it off. Already, they are shopping at home, in stores, on the subway, at the office. They are comparing prices and checking out details on their smartphones, picking up online purchases on the way home from work, having their groceries delivered. And they have come to expect retailers to be nimble enough to meet them anywhere.

    Amazon gets this. It added grocery sales and video rentals to its website. It created its Prime service, priced at $79 per year with free two-day shipping. And it continues to build physical locations -- warehouses and pick-up locations -- across the U.S.

    Wal-Mart gets this, too. Wal-Mart has largely watched Amazon clean up on web retail over the past decade while it largely ignored the centrality of the Internet to the shopping experience. Ashe believes that shoppers' shifting expectations will work to the company's advantage. "This is about how we take the assets we have and make them contemporary," he says.

1 2 下一页