[案例]沃尔玛的可持续性战略
Posted: July 27th, 2009, 9:59 am
案例介绍
2005年，沃尔玛的首席执行官Lee Scott宣布启动一项商业可持续性战略以减小对环境的影响，并要成为全球最具竞争力与创造力的公司。
1989年应顾客要求，沃尔玛令供货商关注产品环境安全问题，如采用可降解的包装材料。随后虽受到些许批评，但沃尔玛仍推出了绿色标签产品，只是该方案未具体标明改善效果。
90年代初，绿色标签计划停止运作，沃尔玛关注于其它项目，如可回收、慈善捐款。与之前的项目计划不同，2005年开始即从组织领导层面下功夫，由高层直接负责并意图使此举具有长期性。
关于沃尔玛
由于一些原因，沃尔玛在消费者及环保主义者心中的名声不佳，且江河日下。大机构如麦肯锡的调查数据亦证明了这一切，而另外的数据显示，若沃尔玛如其竞争对手Target一样的话，则股价将上涨8.4%，这意味着160亿美金的股本升值！另一方面，负面影响也令沃尔玛在地理扩张及销售增长方面受阻。
可持续性战略
沃尔玛的弱点在哪里？
Blu Skye咨询公司创办者Jib Ellison的观点认为，可以通过采取主动的方式达到差异化，获取成长许可以及保持一贯低价的企业承诺。Lee同意并雇请Blu Skye公司完成沃尔玛的环境影响评估。Jib称该项目涉及范围还包括员工健康关怀、工资福利、外包政策、全球化等诸多方面，建议由环境影响开始操作。
起步
Blu Skye与沃尔玛合作，对其产品及运营流程中影响环境的要素进行分析，在134个产品大类上归纳出5个基本领域（温室气体排放、大气污染、水体污染、水资源与土地资源的使用），并统算出消费者每支付1美元会给环境带来的影响值，以此为基础得出其总体环境影响。不过这种估算并非相当准确，它涉及到为各个大类定权重（参见图表一）。
2005年6月，一支由高管、优秀员工和咨询人士组建的团队将沃尔玛的环境影响划定为三个方面（能源、废弃物、产品），公司目标因此形成直接与间接两类。直接类有提升能源利用效率、过度至采用可重复利用能源方案、零售运营流程中减少废弃物及浪费，以上属于沃尔玛内部可直接控制的因素；提供可持续性产品属于间接目标，它要求沃尔玛的上游供应商积极参与和合作，这要求检视整条价值链。
由于沃尔玛在卡特里娜飓风灾难过程中的善举，Lee Scott和一些学者认识到企业的义举对商誉有巨大的价值，效果较公关等更佳。
下一步
公司建立14个可持续性价值团队；将可持续性作为公司精神贯彻到所有工作中去；公司积极从外部吸收不同观点、建议，此举利于政策的推广和统一执行，且与外部利益相关者较好的协调起来；沃尔玛还与政府政策制定者商讨有关气候、碳排放等有关的问题。
其它有关可持续性价值团队
小组的指导方针是不将可持续战略视为环保政策，而视作商业战略，其目的在于从改善 的环境与社会中获取经济效益……创造长期价值。
各小组采取三字方针：engage即拓展关注视野，由顾客、股东等转变为所有有助于公司完成环境目标的相关群体；exploration包括研究产品生命周期与环境的相关影响；expand指统筹兼顾各方面影响与利益得失，决定企业商业模式、经营活动。
全球物流配送
沃尔玛的物流系统获得25%的燃油效率提升，相当于每年7500万美元的节约，以及减少了40万吨二氧化碳的排放量。
中国
主要有关沃尔玛在中国大陆建立多边关系以保证可持续性经营。
运营改善
围绕海鲜、电子类产品以及纺织品来讲述可持续性战略是如何运作的，包括认证、供货商管理、电子产品废弃物处置、包装材料革新、原材料选购、员工与消费者关系等。
展望未来
2006年底，Ruben和Elm认为首年度该战略执行带来的利润相当于数家超级中心的盈利，亦看到了巨大潜在的商业机会，决定坚定不移的执行该政策。
PURPOSE OF CASE
This case is intended for use in MBA-level courses on environmental entrepreneurship and strategy, or corporate social responsibility. Given the level of operational detail included within the case, it can also be used in a core operations management class or elective on supply chain management.
The objectives of the case are to:
• Familiarize with how Wal-Mart is opening up to external stakeholders (e.g., environmental nonprofits), measuring its environmental impacts, and giving its employees responsibility (as part of their daily work) for reducing those impacts in such a
way that the company derives profit.
• Compare and contrast three of Wal-Mart’s sustainable value networks and understand the conditions required for this strategy to be effective (where, why and how it is working best).
• See that 90 percent of the potential for environmental improvement exists within Wal-Mart’s supply chain and understand how the company is working with suppliers to address these opportunities.
• Assess how the company is measuring environmental performance and using the results to communicate with and motivate associates, suppliers, customers, policy makers and the public.
ASSIGNMENT QUESTIONS
1. Given the fact that Wal-Mart’s customers generally are unwilling to pay a premium for environmentally friendly products, how is the company deriving business value from its sustainability strategy, or if not, how can it ensure that it does?
2. Imagine that you are Andy Ruben or Tyler Elm, evaluating the progress of the electronics, seafood, and textiles networks. Which networks have been most successful? What factors explain the success (or lack of success) of these networks?
3. How is Wal-Mart motivating its suppliers to share information about and continuously reduce the environmental impacts of products and processes? How can the company stimulate the development of disruptive, breakthrough innovations?
4. For the network to which you have been assigned, propose one new “game changer” or “innovation project” not described in the case. To support your proposal, outline the environmental benefits, the profit opportunity for Wal-Mart, the greatest challenges in implementation, and how Wal-Mart could overcome them.
5. As evidenced, Wal-Mart’s sustainability strategy has generally been very profitable. However, two initiatives described in the case benefit society and the environment, but apparently decrease Wal-Mart’s profits. Identify those two initiatives and imagine that you are their internal champion. How would you justify pursuing those initiatives?
2005年，沃尔玛的首席执行官Lee Scott宣布启动一项商业可持续性战略以减小对环境的影响，并要成为全球最具竞争力与创造力的公司。
1989年应顾客要求，沃尔玛令供货商关注产品环境安全问题，如采用可降解的包装材料。随后虽受到些许批评，但沃尔玛仍推出了绿色标签产品，只是该方案未具体标明改善效果。
90年代初，绿色标签计划停止运作，沃尔玛关注于其它项目，如可回收、慈善捐款。与之前的项目计划不同，2005年开始即从组织领导层面下功夫，由高层直接负责并意图使此举具有长期性。
关于沃尔玛
由于一些原因，沃尔玛在消费者及环保主义者心中的名声不佳，且江河日下。大机构如麦肯锡的调查数据亦证明了这一切，而另外的数据显示，若沃尔玛如其竞争对手Target一样的话，则股价将上涨8.4%，这意味着160亿美金的股本升值！另一方面，负面影响也令沃尔玛在地理扩张及销售增长方面受阻。
可持续性战略
沃尔玛的弱点在哪里？
Blu Skye咨询公司创办者Jib Ellison的观点认为，可以通过采取主动的方式达到差异化，获取成长许可以及保持一贯低价的企业承诺。Lee同意并雇请Blu Skye公司完成沃尔玛的环境影响评估。Jib称该项目涉及范围还包括员工健康关怀、工资福利、外包政策、全球化等诸多方面，建议由环境影响开始操作。
起步
Blu Skye与沃尔玛合作，对其产品及运营流程中影响环境的要素进行分析，在134个产品大类上归纳出5个基本领域（温室气体排放、大气污染、水体污染、水资源与土地资源的使用），并统算出消费者每支付1美元会给环境带来的影响值，以此为基础得出其总体环境影响。不过这种估算并非相当准确，它涉及到为各个大类定权重（参见图表一）。
2005年6月，一支由高管、优秀员工和咨询人士组建的团队将沃尔玛的环境影响划定为三个方面（能源、废弃物、产品），公司目标因此形成直接与间接两类。直接类有提升能源利用效率、过度至采用可重复利用能源方案、零售运营流程中减少废弃物及浪费，以上属于沃尔玛内部可直接控制的因素；提供可持续性产品属于间接目标，它要求沃尔玛的上游供应商积极参与和合作，这要求检视整条价值链。
由于沃尔玛在卡特里娜飓风灾难过程中的善举，Lee Scott和一些学者认识到企业的义举对商誉有巨大的价值，效果较公关等更佳。
下一步
公司建立14个可持续性价值团队；将可持续性作为公司精神贯彻到所有工作中去；公司积极从外部吸收不同观点、建议，此举利于政策的推广和统一执行，且与外部利益相关者较好的协调起来；沃尔玛还与政府政策制定者商讨有关气候、碳排放等有关的问题。
其它有关可持续性价值团队
小组的指导方针是不将可持续战略视为环保政策，而视作商业战略，其目的在于从改善 的环境与社会中获取经济效益……创造长期价值。
各小组采取三字方针：engage即拓展关注视野，由顾客、股东等转变为所有有助于公司完成环境目标的相关群体；exploration包括研究产品生命周期与环境的相关影响；expand指统筹兼顾各方面影响与利益得失，决定企业商业模式、经营活动。
全球物流配送
沃尔玛的物流系统获得25%的燃油效率提升，相当于每年7500万美元的节约，以及减少了40万吨二氧化碳的排放量。
中国
主要有关沃尔玛在中国大陆建立多边关系以保证可持续性经营。
运营改善
围绕海鲜、电子类产品以及纺织品来讲述可持续性战略是如何运作的，包括认证、供货商管理、电子产品废弃物处置、包装材料革新、原材料选购、员工与消费者关系等。
展望未来
2006年底，Ruben和Elm认为首年度该战略执行带来的利润相当于数家超级中心的盈利，亦看到了巨大潜在的商业机会，决定坚定不移的执行该政策。
PURPOSE OF CASE
This case is intended for use in MBA-level courses on environmental entrepreneurship and strategy, or corporate social responsibility. Given the level of operational detail included within the case, it can also be used in a core operations management class or elective on supply chain management.
The objectives of the case are to:
• Familiarize with how Wal-Mart is opening up to external stakeholders (e.g., environmental nonprofits), measuring its environmental impacts, and giving its employees responsibility (as part of their daily work) for reducing those impacts in such a
way that the company derives profit.
• Compare and contrast three of Wal-Mart’s sustainable value networks and understand the conditions required for this strategy to be effective (where, why and how it is working best).
• See that 90 percent of the potential for environmental improvement exists within Wal-Mart’s supply chain and understand how the company is working with suppliers to address these opportunities.
• Assess how the company is measuring environmental performance and using the results to communicate with and motivate associates, suppliers, customers, policy makers and the public.
ASSIGNMENT QUESTIONS
1. Given the fact that Wal-Mart’s customers generally are unwilling to pay a premium for environmentally friendly products, how is the company deriving business value from its sustainability strategy, or if not, how can it ensure that it does?
2. Imagine that you are Andy Ruben or Tyler Elm, evaluating the progress of the electronics, seafood, and textiles networks. Which networks have been most successful? What factors explain the success (or lack of success) of these networks?
3. How is Wal-Mart motivating its suppliers to share information about and continuously reduce the environmental impacts of products and processes? How can the company stimulate the development of disruptive, breakthrough innovations?
4. For the network to which you have been assigned, propose one new “game changer” or “innovation project” not described in the case. To support your proposal, outline the environmental benefits, the profit opportunity for Wal-Mart, the greatest challenges in implementation, and how Wal-Mart could overcome them.
5. As evidenced, Wal-Mart’s sustainability strategy has generally been very profitable. However, two initiatives described in the case benefit society and the environment, but apparently decrease Wal-Mart’s profits. Identify those two initiatives and imagine that you are their internal champion. How would you justify pursuing those initiatives?