世界500強CEO訪談 第5期:沃爾瑪李.斯科特 告訴顧客,我們很努力(2)

Scott:Well, there are things like pacifiers or chew toys for children that in other countries they don't have those chemicals in them. And they've been banned in other countries; they're not banned here. Why wait until something is done about that? It's cost-neutral, so why not just do the right thing and get it done? Those are the kind of things we're working on. We're not squeezing suppliers. We are asking suppliers.

斯科特：類似于兒童用安撫奶嘴或咀嚼玩具的東西，它們在有的國家被禁用而在我們的國家卻沒有被禁用為什么一定要等到這種事情發(fā)生了才那樣做呢?那些花費并不多，所以我們?yōu)槭裁床挥谜_的方法把它做好呢?這就是我們現(xiàn)在正在做的事情，我們并沒有向供應商拖壓，我們是希望他們這樣做。

Reporter:How does that work?

記者：效果怎樣呢?

Scott:We bring them in and we very nicely talk to them about what it is we're trying to accomplish，what they are doing in their company. P&G [Procter&Gamble] is already doing a lot of work with cold-water Tide, and they're doing a lot of work in concentrateing the soap to a third of the size it was. It will take a third of the transportation costs,a third of the packaging. It doesn't mean that you resolve all the environmental issues.What it does mean is that the things you're buying every day can be better for the environment. I've not had a supplier yet that's said,we're not going to do this;we think it's wrong. People are pushing us too hard. The truth is if the customer wants Tide and Tide comes in a 50 gallon barrel,that's what we're going to sell.between us and P&G we can figure out how to make that a smaller package with the same effectiveness，same number of uses. We can promote it and help convince the customer that it has the same value that the bigger bottle did, then together we can have an impact.

斯科特：我們邀請他們來，然后跟他們進行很友好的談話，說明我們正在試圖取得的成績和他們公司正在做的事情寶潔公司已經(jīng)對冷水汰潰作了很多嘗試，他們也正在努力將肥皂的大小變成其原來的1/3，這將會減少1/3的運費和1/3的包裝。當然這并不代表已經(jīng)解決了所有環(huán)境問題，但是它代表我們每天買到的東西對環(huán)境的負面影響降低了迄今為止我還沒有聽到一個供應商說不想那樣做，那樣做是錯誤的等等人們在很努力地推動我們的工作前進。事實是，如果顧客想要買汰漬，我們賣的就是50加侖一桶的但是，我們和寶潔公司應該計算出怎樣才能夠使小容量的包裝發(fā)揮相同的效用_我們能夠推動這樣的進展并且使顧客相信這與大容量包裝的價值是一樣的，這樣聯(lián)合起來，我們就會產(chǎn)生影響。

Reporter:Have you studied whether your customers will pay a premium for what is called green and how much?

記者：你研究過，顧客們是否愿意為保護環(huán)境而多付錢呢?愿意多付多少錢呢?

Scott:We haven't studied it. But we put product out that is green and has a premium and it just doesn't do well in our stores. I think there are probably stores, Whole Foods for example, where the greener it is the more people are willing to pay.

斯科特：我們并沒有調(diào)查過這個問題。但是我們把環(huán)保產(chǎn)品放到貨架上，因為加價，所以這些產(chǎn)品較貴一些，在我們的商店里銷售得并不太好_我想，可能會有那樣的商店，比如全食超市，商品越環(huán)保.人們越愿意買。

Reporter:Did you say, though, that people were buying the more expensive lightbulbs instead of the traditional ones?

記者：您的意思是，人們現(xiàn)在更愿意買昂貴的燈泡而不是那種傳統(tǒng)的燈泡，是嗎?

Scott:But, they save money.

斯科特：但是長期來看它們更省錢。

Reporter:How are you going to reach out to the customers you targeted through your marketing?

記者：在市場營銷的過程中，您將怎樣得到理想中的顧客呢?

Scott:You know what? I'm not a big fan of marketing.I mean, I think the guy Wal一Mart has running marketing is briallian and a great find. I think at Wal-Mart Stores with 137 million customers that you put the right sweater in the right colors at the right price out there, you will sell that sweater. Marketing doesn't need to do anything other than to help understand who the customer is, customer insights, understand the individual stores so that you put those sweaters in the right kind of stores.

斯科特：你知道嗎?我并不是一個超級市場營銷迷。我是說，沃爾瑪公司中負責市場營銷的人是很聰明的，這是一個偉大的發(fā)現(xiàn)。我認為在擁有1.37億顧客的沃爾瑪商店中，如果能夠把一件顏色搭配很好的毛衣擺在合適的位置，貼上合適的價簽，那我們就能夠?qū)⑵滟u出去做市場營銷就是要知道我們的顧客是誰，了解顧客的眼光，了解每一個商店的特點，那樣我們才能夠?qū)⒑线m的毛衣放到合適的商店中去。

Reporter:Why don't you think Wal-Mart gets more credit for some of the really great stuff it does?

記者：您認為沃爾瑪由于做了很多好事而得到好評嗎?