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沃尔玛新Logo致敬创始人,回顾老山姆的3条经典商业法则

SASHA ROGELBERG
2025-01-18

山姆・沃尔顿离世已经30多年了。

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1992 年,沃尔玛创始人山姆·沃尔顿获老布什颁发总统自由勋章。GETTY IMAGES

• 沃尔玛17年来首次换新Logo了。新Logo的灵感据说来自山姆·沃尔顿生前最喜欢戴的货车司机帽。老山姆从1962年到1988年执掌沃尔玛,他还制定了后来流传甚广的经商“十条法则”。

作为沃尔玛的创始人,山姆・沃尔顿离世已经30多年了。但是他对沃尔玛的影响力仍然渗透进了这家企业的方方面面。

最近,沃尔玛发布了近17年以来的首款新Logo。首先是其英文名“Walmart”的字体做了加粗,其次是“黄花”图案更加饱满。新Logo代表了沃尔玛向电商和平价时尚领域的拓展,而它们也正是沃尔玛的老对手塔吉特百货最擅长的领域。

沃尔玛新旧Logo对比。COURTESY OF WALMART

新Logo也是对历史的一次致敬。它的灵感来自山姆·沃尔顿生前最喜欢的货车司机帽,沃尔顿在他1992年出版的自传《美国制造》的封面照片上戴的就是这样一顶帽子。

沃尔玛的一位发言人对《财富》表示:“虽然它的外观和感观更新鲜、更有现代感和未来感,但它也反映出我们对山姆的经营原则的始终坚守。”

山姆·沃尔顿的自传《美国制造》,封面照片中的他戴着一顶标志性的货车司机帽。GILLES MINGASSON/GETTY IMAGES

尽管沃尔顿1988年就卸任了沃尔玛的首席执行官,但在此之后,沃尔玛日益发展壮大,做得越来越成功。1985年,沃尔顿被《福布斯》杂志评为美国首富。如今,沃尔顿家族仍以2670亿美元的净资产稳居“美国最富有家族”的宝座。新世纪以来,“财富500强”榜单不再局限于工业企业,而是开始将服务业企业也纳入评选范围,沃尔玛初次上榜便名列“财富500强”第四位,此后更是每年都稳居前两名,过去11年更是连续移居榜首。现如今,沃尔玛的市值已经高达7360亿美元。

沃尔顿提出过经典点的十条经商法则,这“十条法则”在他的自传《美国制造》一书中也有详述,以下仅摘抄三条重要法则。

给合作伙伴金钱以外的激励

沃尔顿的好几条经商法则都要求我们打破现状,包括设置宏伟的目标、让员工跳出传统思维框架去解决问题,等等。也就是说,沃尔顿鼓励职场竞争,喜欢打破部门壁垒,而不仅仅是用奖金或者股权来激励员工。

沃尔顿曾指出:“如果企业变得日渐僵化,就要吐故纳新,让经理们轮岗交流,从而始终有挑战感。”“要让大家猜不透你接下来的招数。不能让别人轻易预测你的行动。”

早在1962年开办第一家沃尔玛之前,山姆・沃尔顿就展示出了这种特立独行的态度。在自主创业之前,沃尔顿曾在美国阿肯色州的一家名叫巴特勒兄弟公司的供应链企业接受培训。当时他本打算加盟一家巴特勒兄弟公司旗下的平价杂货店。他这家店的选址正对着一家斯特林商店,沃尔顿经常悄悄观察它的陈列和定价。等到他决定开店的时候,他找了一家比巴特勒兄弟公司更低价的供应商。而且他意识到,顾客最看重的就是物有所值,所以他就以比其他商店更低的价格卖货。

哈佛商学院教授理查德・特德洛在他2001年出版的《企业巨头:七位商业创新者与他们的商业帝国》一书中写道:“一开始,他学习了所有规则。但是后来,他打破了所有对他来说没有意义的规则——也就是说他打破了几乎所有规则。”

超出顾客预期

沃尔顿秉承一条著名的理念——“顾客永远是对的”,并以此增强员工的责任感。

沃尔顿曾指出:“对于顾客,不仅要给他们想要的,还要给他们一点额外的要让顾客知道你对他们是感恩的。要对自己犯下的所有错误负责,别找借口,道歉就行。要为你做的一切承担责任。”

沃尔玛也一直成功地践行着这一法则。在过去一年里,沃尔玛成功留住了低收入的顾客群体,同时还凭借其配送服务和优质的自有品牌食品,吸引了不少年收入超10万美元的中高收入消费者。

沃尔顿曾说过:“我写过的最重要的几个字,就是我写在沃尔玛的第一块招牌上的一句话:‘包你满意’。现在这几个字还在那里,而且就是这几个字造就了我们的一切。”

激流勇进

除了激励员工,沃尔顿在商业决策中也经常“不走寻常路”。如果竞争对手选择走某一条路,沃尔顿就会另辟蹊径走另一条路。

特德洛在他的书中写道:“山姆・沃尔顿之所以能成为亿万富翁,并非因为他是天才(尽管他确实是一个非常聪明机敏的人)。他成功的真正原因在于,他有勇气坚守自己的信念。”

正因为此,沃尔玛才能一直保持着对亚马逊的竞争优势。沃尔玛除了维持实体店的经营之外,还持续在电商和配送服务领域发力,优化其全渠道零售策略。据一篇发表于2024年的论文估计,沃尔玛在全渠道零售上的发力,有可能会让它从亚马逊手中抢走大约1000亿美元的市场份额。

沃尔顿曾说过:“抛掉传统观念,如果其他所有人都用某种方法做事,那么你很有可能通过截然相反的做法找到一片属于自己的市场。”(财富中文网)

译者:朴成奎

1992 年,沃尔玛创始人山姆·沃尔顿获老布什颁发总统自由勋章。GETTY IMAGES

• 沃尔玛17年来首次换新Logo了。新Logo的灵感据说来自山姆·沃尔顿生前最喜欢戴的货车司机帽。老山姆从1962年到1988年执掌沃尔玛,他还制定了后来流传甚广的经商“十条法则”。

作为沃尔玛的创始人,山姆・沃尔顿离世已经30多年了。但是他对沃尔玛的影响力仍然渗透进了这家企业的方方面面。

最近,沃尔玛发布了近17年以来的首款新Logo。首先是其英文名“Walmart”的字体做了加粗,其次是“黄花”图案更加饱满。新Logo代表了沃尔玛向电商和平价时尚领域的拓展,而它们也正是沃尔玛的老对手塔吉特百货最擅长的领域。

沃尔玛新旧Logo对比。COURTESY OF WALMART

新Logo也是对历史的一次致敬。它的灵感来自山姆·沃尔顿生前最喜欢的货车司机帽,沃尔顿在他1992年出版的自传《美国制造》的封面照片上戴的就是这样一顶帽子。

沃尔玛的一位发言人对《财富》表示:“虽然它的外观和感观更新鲜、更有现代感和未来感,但它也反映出我们对山姆的经营原则的始终坚守。”

山姆·沃尔顿的自传《美国制造》,封面照片中的他戴着一顶标志性的货车司机帽。GILLES MINGASSON/GETTY IMAGES

尽管沃尔顿1988年就卸任了沃尔玛的首席执行官,但在此之后,沃尔玛日益发展壮大,做得越来越成功。1985年,沃尔顿被《福布斯》杂志评为美国首富。如今,沃尔顿家族仍以2670亿美元的净资产稳居“美国最富有家族”的宝座。新世纪以来,“财富500强”榜单不再局限于工业企业,而是开始将服务业企业也纳入评选范围,沃尔玛初次上榜便名列“财富500强”第四位,此后更是每年都稳居前两名,过去11年更是连续移居榜首。现如今,沃尔玛的市值已经高达7360亿美元。

沃尔顿提出过经典点的十条经商法则,这“十条法则”在他的自传《美国制造》一书中也有详述,以下仅摘抄三条重要法则。

给合作伙伴金钱以外的激励

沃尔顿的好几条经商法则都要求我们打破现状,包括设置宏伟的目标、让员工跳出传统思维框架去解决问题,等等。也就是说,沃尔顿鼓励职场竞争,喜欢打破部门壁垒,而不仅仅是用奖金或者股权来激励员工。

沃尔顿曾指出:“如果企业变得日渐僵化,就要吐故纳新,让经理们轮岗交流,从而始终有挑战感。”“要让大家猜不透你接下来的招数。不能让别人轻易预测你的行动。”

早在1962年开办第一家沃尔玛之前,山姆・沃尔顿就展示出了这种特立独行的态度。在自主创业之前,沃尔顿曾在美国阿肯色州的一家名叫巴特勒兄弟公司的供应链企业接受培训。当时他本打算加盟一家巴特勒兄弟公司旗下的平价杂货店。他这家店的选址正对着一家斯特林商店,沃尔顿经常悄悄观察它的陈列和定价。等到他决定开店的时候,他找了一家比巴特勒兄弟公司更低价的供应商。而且他意识到,顾客最看重的就是物有所值,所以他就以比其他商店更低的价格卖货。

哈佛商学院教授理查德・特德洛在他2001年出版的《企业巨头:七位商业创新者与他们的商业帝国》一书中写道:“一开始,他学习了所有规则。但是后来,他打破了所有对他来说没有意义的规则——也就是说他打破了几乎所有规则。”

超出顾客预期

沃尔顿秉承一条著名的理念——“顾客永远是对的”,并以此增强员工的责任感。

沃尔顿曾指出:“对于顾客,不仅要给他们想要的,还要给他们一点额外的要让顾客知道你对他们是感恩的。要对自己犯下的所有错误负责,别找借口,道歉就行。要为你做的一切承担责任。”

沃尔玛也一直成功地践行着这一法则。在过去一年里,沃尔玛成功留住了低收入的顾客群体,同时还凭借其配送服务和优质的自有品牌食品,吸引了不少年收入超10万美元的中高收入消费者。

沃尔顿曾说过:“我写过的最重要的几个字,就是我写在沃尔玛的第一块招牌上的一句话:‘包你满意’。现在这几个字还在那里,而且就是这几个字造就了我们的一切。”

激流勇进

除了激励员工,沃尔顿在商业决策中也经常“不走寻常路”。如果竞争对手选择走某一条路,沃尔顿就会另辟蹊径走另一条路。

特德洛在他的书中写道:“山姆・沃尔顿之所以能成为亿万富翁,并非因为他是天才(尽管他确实是一个非常聪明机敏的人)。他成功的真正原因在于,他有勇气坚守自己的信念。”

正因为此,沃尔玛才能一直保持着对亚马逊的竞争优势。沃尔玛除了维持实体店的经营之外,还持续在电商和配送服务领域发力,优化其全渠道零售策略。据一篇发表于2024年的论文估计,沃尔玛在全渠道零售上的发力,有可能会让它从亚马逊手中抢走大约1000亿美元的市场份额。

沃尔顿曾说过:“抛掉传统观念,如果其他所有人都用某种方法做事,那么你很有可能通过截然相反的做法找到一片属于自己的市场。”(财富中文网)

译者:朴成奎

Walmart founder Sam Walton receiving the presidential Medal of Freedom award from president George H.W. Bush in 1992.

• Walmart’s first refreshed logo in 17 years bears strong resemblance to founder Sam Walton’s beloved trucker-style cap. Walton, who led the retailer from 1962 to 1988, espoused 10 guiding principles in business.

Walmart founder Sam Walton died more than 30 years ago, but his influence is still felt at his Bentonville, Ark.-based retailer.

The company unveiled its first logo refresh in 17 years, slightly widening the “Walmart” lettering and plumping the stems of its yellow star graphic. The modernization of the logo is representative of the retailer’s expansion into e-commerce and honing of cheap-chic offerings for which rival Target was once known.

Walmart’s before-and-after of its new logo.

The updated logo also pays homage to the past. It bears a strong resemblance to the one adorning the ballcap Walton was known for wearing, including on the cover of his 1992 autobiography, Made in America.

“While the look and feel of our brand is fresher, more contemporary, and more future-focused, our [logo] reflects our enduring commitment to Sam’s principles,” a Walmart spokesperson told Fortune in a statement.

Sam Walton’s autobiography “Made in America,” which features him in his iconic trucker hat.

Though Walton retired as CEO of Walmart in 1988, the retailer’s success has ballooned in the years since. Walton was dubbed the United States’ richest man in 1985 by Forbes, and the Waltons still hold the title of the country’s wealthiest family with a net worth of $267 billion. When the Fortune 500 began including service companies on its list, expanding beyond its criterion of industrial companies, Walmart debuted at No. 4 and has held the top or runner-up spot every year in the 21st century, including being ranked No. 1 for the past 11 years. Today, Walmart has a market cap of $736 billion.

Walton built his company on a business blueprint of 10 rules, which he outlined in Made in America. Here are three of those key principles.

Motivate partners beyond money

Many of Walton’s rules for business have to do with disrupting the status quo, including setting lofty goals and outside-the-box solutions for employees to meet. That means encouraging workplace competition and shaking up company silos, not just incentivizing workers with promises of ownership or payouts.

“If things get stale, cross-pollinate; have managers switch jobs with one another to stay challenged,” Walton said of the strategy in Walmart’s Digital Museum. “Keep everybody guessing as to what your next trick is going to be. Don’t become too predictable.”

Walton exhibited his maverick attitude before even opening the door to his first Walmart store in 1962. Prior to starting his own company, Walton trained at industrial supply chain Butler Brothers in Arkadelphia, Ark., with the plan to franchise a Butler-owned Ben Franklin five-and-dime store. Walton also frequently peeked into the Sterling Store across the street from his prospective Ben Franklin location to look at their displays and pricing. When it came time for Walton to open his franchise location, he found cheaper suppliers than the Butler Brothers and, realizing customers wanted fair prices above all else, sold his products at a discounted rate.

“First he learned all the rules,” Harvard Business School professor Richard S. Tedlow wrote in his 2001 book Giants of Enterprise: Seven Business Innovators and the Empires They Built. “Then he broke all the rules which did not make sense to him—which meant almost all of them.”

Exceed customer expectations

Walton also adopted a customer-is-always-right attitude encouraging employee accountability.

“Give them what they want—and a little more,” he said. “Let them know you appreciate them. Make good on all your mistakes, and don’t make excuses—apologize. Stand behind everything you do.”

Walmart has appeared to continue to successfully abide by this piece of advice. Over the past year, the retailer has not only succeeded in retaining low-income customers looking for deals, but has also attracted relatively high-income consumers earning more than $100,000 annually because of its delivery options and better-for-you-branded private-label foods.

“The two most important words I ever wrote were on that first Wal-Mart sign: ‘Satisfaction Guaranteed,’” Walton said. “They’re still up there, and they have made all the difference.”

Swim upstream

Walton’s unconventional means of motivating employees extended to his business decisions. If competition was going to zig, Walton would zag.

“Sam Walton did not become a billionaire because he was a genius (although he was without question smart, shrewd, and astute),” Tedlow wrote in his book. “The real explanation for his success was that he had the courage of his convictions.”

Walmart has maintained an edge over Amazon for this reason. The discount retailer, in addition to maintaining brick-and-mortar stores, has continued to expand e-commerce and delivery offerings, optimizing its omnichannel retail strategy. A 2024 working paper estimated that retailers’ pushes toward omnichannel could claim $100 billion worth of market share from Amazon.

“Ignore the conventional wisdom,” Walton said. “If everybody else is doing it one way, there’s a good chance you can find your niche by going in exactly the opposite direction.”

财富中文网所刊载内容之知识产权为财富媒体知识产权有限公司及/或相关权利人专属所有或持有。未经许可,禁止进行转载、摘编、复制及建立镜像等任何使用。
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