COMPETITIVE BENCHMARK MAPPING A CASE OF WALMART ENTERING INDIA

Competitive benchmarking Mapping is done to evaluate the existing position of a given firm in reference to its competitors, with the existing data and project the possible steps to reallocate existing resources in an optimum methodology to gain a competitive edge and maximize productivity of the Organization under Focus. It can be called as a Quality Practice, where in the Competitive advantage is in Focus. Wal-Mart Stores, Inc. (formerly branded as Wal-Mart, branded as Walmart since 2008) (NYSE: WMT) is an American public multinational corporationthat runs a chain of large discount department stores and a chain of warehouse stores. In 2010 it was the world's largest public corporation by revenue, according to the Forbes Global 2000 for that year. The company was founded by Sam Walton in 1962, incorporated on October 31, 1969, and publicly traded on the New York Stock Exchange in 1972. Wal-Mart, headquartered in Bentonville, Arkansas, is the largest majority private employer and the largest grocery retailer in the United States. In 2009, it generated 51% of its US$258 billion sales in the U.S. from grocery business. It also owns and operates the Sam's Club retail warehouses in North America. In India, the Government presently does not allow foreign investment in multi-brand retail. It allows 51% FDI in single-brand retail and 100% in wholesale venture. In 2007, Walmart Stores and Bharti Enterprises entered into a joint venture and began cash & carry stores under the brand Best Price Modern Wholesale. In December 2006, Wal-Mart Inc. believed that by the year 2015, 35% of Indias retail sales could be from chain stores. This was a radical increase from the prevailing 2%. In May 2009, Wal-Mart was ready to open its first store in India. The reason for Wal-Marts entry in India was clear The Indian middle class. The worlds biggest retailer had been silently working on its strategy for India for around two years. Mom-and-pop stores and traditional distribution networks dominated the $375 billion Indian retail market. Wal-Marts first outlet was set to launch in the city of Amritsar, Punjab in North India. The first store airconditioned and built over 50,000 sq. ft. was on the outskirts of the city, Amritsar. The Indian mind-set of the middle class is having standard goods at cheaper prices. According to a survey by ASSOCHAM in early 2010 in which it interviewed 5000 shoppers in various cities in India, kirana stores (mom and pop stores) and local retailers were the preferred destination for shoppers as compared to shopping malls. The survey found that goods were less expensive (as much as 25%) in local kirana stores as compared to big shopping malls. Smaller stores also offered more variety and affordable options with sustainable quality at a negotiable price (reduced margins). Wal-Mart is a universally known brand. But what have made the brand are its excellent supplier relationships, highly efficient systems, an unswerving commitment "Always Low Prices". This brand has its advantage with respect to Big Bazaar, Reliance and Spencer. From the several advantages Wal-Mart has a turnover of $ 256 bn. and is growing annually at an average of 12-13%. Let alone any player in the Indian unorganised sector even Indian organised sector players will be not able to meet the onslaught from a firm when it comes to

Wal-Mart. With its incredibly deep pockets Wal-Mart will be able to sustain losses for many years till its immediate competition is wiped out.