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Case #1-2 Wal-Mart Stores, Inc.

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MAKALAH KELOMPOK
MANAGEMENT CONTROL SYSTEM

CASE #1-2
WAL-MART STORES, INC.

BAB I
PENDAHULUAN

A. Latar Belakang : Sejarah Perusahaan Wal-Mart Inc.

Sejarah bisnis Wal-Mart Inc tidak lepas dari kejeniusan Sam Walton. Alumnus Universitas Missouri, Columbia, ini mendirikan toko pertamanya berada di Roger, Arkansas tahun 1962, dan penjualan mencapai $1 Miliar pada 17 tahun kemudian. Di akhir bulan Januari 2002, Toko Wal-Mart menjadi toko retail terbesar dengan penjualan $218 Miliar (Achtmeyer, 2002). Bermula dari pengalamannya bekerja di perusahaan ritel Sears Robuck dan JC Penney, Walton memulai langkah bisnisnya dengan membeli sebuah waralaba dan penyewaan di kawasan Pelabuhan Ben Franklin, Arkansas, yakni jaringan penjualan dari peritel lokal Butler Brother. Dalam kurun waktu 3 tahun, Walton mampu meningkatkan penjualan tahunan dari USD80.000 menjadi USD225.000. 5 tahun kemudian (1950) Walton mengembangkan bisnisnya dengan membeli pusat perbelanjaan milik peritel Luther E Harrison di kawasan Bentonville, Arkansas. Sejak itulah, Walton mulai menamai jaringan pusat perbelanjaannya dengan sebutan Walton’s 5&10. Pada 1962, Walton berhasil mendirikan 11 jejaring bisnis ritelnya dengan pembukaan toko diskon Walmart pertama di Rogers, Arkansas.
Jumlah jejaring bisnisnya semakin bertambah pada 1967, yakni menjadi 24 pusat perbelanjaan di seluruh negara bagian Arkansas. Perluasan ini menyumbangkan tingkat penjualan tahunan Walton’s 5&10 menjadi USD12,6 juta. Untuk memperkuat citra jejaring bisnisnya, Walton mengubah nama Walton’s 5&10 menjadi Wal-Mart pada 31 Oktober 1967.
Perubahan ini tidak terlepas dari peran “tangan kanan” kepercayaan Walton yaitu Bob Gogle. Gogle mengusulkan penamaan dengan keyakinan bahwa ritel Walton akan mampu menjadi jaringan bisnis ritel yang kokoh. Ekspansi bisnis Walton semakin masif ketika pada 1968, Wal-Mart memperluas jejaring bisnisnya di luar wilayah negara bagian Arkansas, yakni Sikeston, Missouri, dan Claremore dalam wilayah negara bagian Oklahoma. Saham Perusahaan mulai diperdagangkan di pasar OTC pada tahun 1970 dan terdaftar pada New York Stock Exchange 2 tahun kemudian (1970).
Ekspansi ke luar wilayah negara bagian Arkansas ini menambah jejaring bisnis pusat perbelanjaannya hingga 78 pusat perbelanjaan terhitung tahun 1974. Perkembangan teknologi selanjutnya cukup membantu perluasan bisnis Wal-Mart. Sebab dengan komputerisasi di berbagai pusat perbelanjaannya, tingkat penjualan Wal-Mart naik dari USD 167,5 juta menjadi USD 479 juta.
Selain itu, jumlah pusat perbelanjaannya juga bertambah banyak menjadi 153 buah. Bahkan, jumlahnya terus melonjak pesat menjadi 330 pusat belanja dengan tingkat penjualan USD1,2 miliar pada 1980. Lonjakan jumlah pusat perbelanjaan Wal-Mart meningkat lebih pesat lagi pada 1985 dan 1990. Walmart menjadi sebuah perusahaan internasional pada tahun 1991 ketika pertama kali membuka Sam’s Club di dekat Mexico City. Pada masing-masing tahun, pusat perbelanjaan Wal-Mart tercatat mencapai 1.114 pusat perbelanjaan dengan nilai penjualan USD6,4 miliar dan 1.528 pusat pertokoan dengan nilai penjualan USD25,8 miliar.
Sejarah bisnis Wal-Mart tidak selalu bertumpu pada sistem pertumbuhan organik, langkah bisnis non-organic seperti akuisisi juga menjadi bagian sejarah pertumbuhannya. Langkah akuisisi pertama dilakukan saat mengakuisisi jejaring perbelanjaan ritel Mohr-Value yang berlokasi di kawasan Michigan dan Illinois, dilanjutkan dengan perusahaan ritel Hutcheson Shoe Company setahun kemudian.
Kebijakan akuisisi terus dijalankan Wal-Mart seiring ekspansi secara organik. Pada tahun 1980, Wal-Mart mengakuisisi Kuhn’s Big K, yang memiliki 92 pusat perbelanjaan di Georgia dan South Carolina. Pada saat yang sama, Wal- Mart juga berekspansi ke pasar Florida dan Nebraska.
Selain menyediakan barang-barang kebutuhan pokok konsumen, Wal-Mart juga telah melakukan berbagai inovasi penyediaan produk-produk kebutuhan pokok konsumen. Pada 1978 Wal-Mart membidik pasar penjualan obat-obatan, pusat layanan mobil, dan perhiasan.
Inovasi ini terus berlanjut ketika Wal-Mart untuk pertama kalinya memperkenalkan konsep Wal-Mart Supercenter di Washington, Missouri. Konsep ini merupakan perpaduan antara layanan belanja berdiskon, pusat penjualan bahan bakar minyak, pusat optik, studio lukis, pemotretan, layanan perbankan, telepon seluler, salon perawatan rambut dan kuku, penyewaan video film, bahkan layanan gerai makanan ringan.
Pada 1989, Wal-Mart telah cukup mendominasi pasar penjualan kebutuhan konsumen di hampir 26 negara bagian AS, termasuk Michigan, West Virginia, dan Wyoming. Bahkan menginjak 1990, Wal-Mart juga memasuki pasar 6 negara bagian lain. Ekspansi bisnis ke luar negeri dimulai dari Meksiko dengan membuka pertokoan Wal-Mart di kawasan Mexico City pada 1991, yang dilanjurkan ke Hong Kong dan Kanada pada 1994. Bahkan, untuk memperkuat jejaring bisnisnya Wal-Mart mengakuisisi 122 pertokoan Woolco dan PACE yang memiliki 91 gudang penyimpanan barang dari Kmart di Kanada. Pada tahun 1995, Wal-Mart membuka jaring pertokoannya di negara Argentina dan Brasil. Begitu juga di Asia dengan membentuk perusahaan patungan dengan perusahaan ritel lokal pada 1998, setelah 2 tahun sebelumnya Wal-Mart gagal memasuki pasar ritel Korea akibat ketatnya persaingan sesama perusahaan ritel. Ketika memasuki Inggris pada 1999, Wal-Mart segera menguasai pasar dengan mengakuisisi ASDA Group Plc yang memiliki 229 pusat perbelanjaan. Majalah Fortune pada tahun 2001 menyebut Walmart sebagai perusahaan ketiga yang paling mengagumkan di Amerika, dan Financial Times dan Pricewaterhouse Coopers menempatkannya pada peringkat delapan perusahaan yang paling mengagumkan di dunia. Pada tahun berikutnya, Walmart disebut sebagai nomor satu pada daftar Fortune 500 dan disajikan dengan Ron Brown Award for Corporate Leadership, yaitu suatu penghargaan presiden yang mengakui perusahaan-perusahaan atas pencapaian dalam hubungan masyarakat dan karyawan, seorang pemimpin dalam kesinambungan, filantropi perusahaan dan kesempatan kerja.
Tahun 2005, majalah Fortune menempatkan Wal-Mart dalam posisi kelima dari seluruh perusahaan terkemuka global. Tahun 2003 dan 2004, berturut-turut Wal-Mart menempati posisi teratas dari seluruh perusahaan di AS yang rata-rata memiliki pasar luas di seluruh dunia.
Wal-Mart adalah salah satu perusahaan terbesar di dunia dan merupakan peritel terbesar di dunia. Pada tahun 2007 mereka tercatat memiliki 1,9 juta Tenaga Pegawai di Seluruh Dunia, menjadikannya sebagai salah satu perusahaan terbesar di dunia.
Penjualan Wal-Mart dalam 1 (satu) hari melebihi PDB (pendapatan domestik bruto) dari 36 negara. Wal-Mart menjual apa saja, mulai dari makanan, elektronik, gadget, peralatan rumah tangga, sampai senjata api.
Total kerugian karena pencurian lebih besar daripada laba yang diraih oleh Porsche. Wal-Mart adalah mitra dagang China yang ke-delapan. Para ekonom mengatakan harga-harga Wal-Mart yang murah adalah alasan kenapa Amerika bisa mengendalikan inflasi tetap rendah.
Berbeda dengan banyak perusahaan DotCom (IT, misalnya Yahoo, Google, Facebook) yang membuat pendirinya menjadi miliarder dalam waktu yang relatif singkat, Sam walton membuka toko ke-2 nya setelah 7 tahun, dan setelah 25 tahun baru membuka 38 Toko. Tidak seperti miliader yang lain, Sam Walton merupakan seorang yang menikmati status tidak dikenalnya, dan menikmati mengadakan piknik bagi karyawannya di depan rumahnya, datang pagi-pagi dan minum teh di belakang toko seperti karyawan biasa.
Di balik tampilannya yang seperti itu, Wal-Mart merupakan inovator dalam teknologi. Sistem komputer walmart adalah yang kedua terbesar di Amerika Setelah Pentagon.
Saat ini WalMart mengoperasikan sekitar 6400 Toko secara global dan pada tahun 2007 penjualan global Walmart adalah 384 Miliar Dollar. Atau Dengan kurs Rp.10 Ribu per dollar sama dengan 3.840 Triliun.

B. Permasalahan Penelitian

Adapun yang menjadi masalah dari kasus Walmart ini adalah "Bagaimana sistem pengendalian manajemen pada waralaba Wal-Mart sehingga dapat membawanya bertahan dan terdepan sampai dengan saat ini?"

C. Pertanyaan Penelitian

Dari masalah di atas, maka ada beberapa pertanyaan turunan yang akan didiskusikan pada bab selanjutnya, yaitu:

1. Apa strategi Wal-Mart? Apa yang menjadi dasar bagi Wal-Mart dalam membangun keunggulan kompetitifnya?

2. Bagaimana Sistem Pengaturan dapat membantu mengeksekusi strategi perusahaan Wal-Mart?

BAB III
ANALISIS

A. Kerangka Kerja

Nature of Retail Business

Wal – Mart Stores, Inc. menjadi Most Admired Companies pada tahun 2004 dan mempertahankannya dari waktu 2 tahun berturut – turut menurut Fortune. Hal ini tentunya bukan hal yang mudah untuk diraih sebuah perusahaan dengan ketatnya persaingan bisnis dalam beberapa dekade dewasa ini khususnya di sektor retail.
Pada dasarnya, retail merupakan proses penjualan consumer goods dan atau servis kepada pelanggan melalui berbagai macam channel distribusi untuk mendapatkan keuntungan. Demand retail diciptakan melalui bermacam – macam target markets dan taktik promosi yang memuaskan customer wants dan needs melalui suatu strategi perusahaan. Strategi tersebut sangat diperlukan mengingat dengan ketatnya persaingan sehingga sangat sulit mendapatkan margin bahkan kadang untuk survive.

Penyusunan Strategi dan Implementasi

Management controls membantu para manajer untuk menggerakkan suatu organisasi ke arah tujuan dari suatu strategi. Untuk itu, management controls fokus terutama pada eksekusi strategi.

Implementation Mechanism
Implementation Mechanism

Management Control
Management Control

Strategy
Strategy
Performance
Performance
Human resource management
Human resource management
Organization Structure
Organization Structure

Culture
Culture

Gambar 2.1. Alur Mekanisme Implementasi

Berdasarkan alur di atas, terlihat bahwa management controls merupakan salah dari beberapa tools yang digunakan para manajer untuk mengimplentasikan strategi yang diinginkan. Selain dari pada management controls, strategi juga dapat diimplementasikan melalui struktur organisasi (organization’s structure) , manajemen sumber daya manusia (human resource management), dan budaya (culture).
Struktur organisasi menjelaskan peran, hubungan pelaporan, dan tanggung jawab divisi yang membentuk proses pengambilan keputusan dalam organisasi. Manajemen sumber daya manusia merupakan suatu proses pemilihan, pelatihan, evaluasi, promosi sampai dengan pemutusan hubungan kerja dengan karyawan dengan harapan mengembangkan skill dan knowledge yang dibutuhkan untuk menjalankan strategi perusahaan. Dan terakhir adalah budaya yang menggambarkan suatu sekumpulan hal yang diyakini bersama, perilaku, dan norma – norma yang secara eksplisit atau implisit mengarahkan aksi managerial.

B. Diskusi

1. Strategi

Berdasarkan kerangka kerja yang telah dijelaskan di atas, kasus Wal – Mart Stores Inc. akan dianalisa bagaimana perusahaan tersebut merumuskan strateginya yang diimplementasikan dengan tools untuk eksekusi sehingga tercapai performance yang mengkilap berdasarkan laporan keuangannya. Pada tahun 2005, Wal – Mart membukukan sales revenue lebih dari US$ 288 milyar dimana pencapaian tersebut merupakan penjualan ritel terbesar di dunia. Hal tersebut dapat diraih oleh Wal – Mart kerena strateginya yang ciamik dan ingin dicapai yaitu dengan menjual barang branded dengan harga murah.

2. Struktur Organisasi

Struktur organisasi di Wal Mart merupakan sebuah struktur formal dan birokratik, namun ketiga divisinya yang sukses yaitu Logistic, Real Estate, dan Store Operations berada dalam naungan sebuah leadership team yang utuh. Garis komando di Wal Mart juga cukup jelas dari atas ke bawah. Rentang kendali cukup pendek dimana organisasinya mempunyai tim manajemen yang dapat memutuskan harga jual, bagaimana barang akan dikirim, dan hal – hal lain yang harus dikelola dengan baik.

3. Budaya

Untuk mengimplementasikan strateginya, Wal – Mart juga menerapkan prinsip keyakinan yang dibangun oleh sang pendiri, Sam Walton. Prinsip – prinsip tersebut diterapkan setiap hari oleh karyawan yang bekerja keras dan ramah sehingga tercipta unique corporate culture yang merupakan salah satu competitive advantage dari Wal Mart. Adapun nilai dasar yang dianut oleh Wal – Mart adalah sebagai berikut : 1. Service to customer
Pelanggan adalah boss, sehingga beberapa program yang dilaksanakan dalam rangka pelayanan terhadap pelanggan adalah “Ten Foot Attitude” dan “Satisfaction Guarantee” 2. Respect to individual
Pendapat setiap associates dihormati sehingga kontribusi dari setiap asosiasi sangat dihargai dan dinilai. Manajer dianggap " servant leader " yang membantu rekan baru menyadari potensi mereka melalui pelatihan , pujian dan umpan balik yang konstruktif 3. Strive for excellence
Dalam keseharian, associates dituntut inovatif dengan mencoba hal baru untuk melakukan sesuatu pekerjaan dan perbaikan setiap hari. 4. Management Control Sistem pengendalian manajemen (management control) yang dibuat Wal Mart dibuat untuk menunjang strategi-strategi yang telah ditetapkan Wal-Mart untuk dapat menjadi pemimpin pasar di industri ritel Amerika Serikat. Berikut beberapa contoh management control yang dilakukan Wal-Mart:

Management Control | Task Control | Meningkatkan Efisiensi Distribusi | Meletakkan toko-tokonya dalam posisi yang strategis dengan saturation system | | Menggunakan distribustion center untuk men-supply 150 hingga 200 toko Wal-Mart | | Menggunakan armada distribusinya sendiri dan mengurangi outsourcing (6.100 Truk Wal-Mart) | Meningkatkan Efisiensi Inventory | Menggunakan satellite network system untuk menggabungkan pemesanan tiap-tiap toko,menghindari pemesanan berlebih | | Menggunakan RFID system untuk mengetahui inventory secara kolektif, menghindari over-stock dan stock out | Meningkatkan Efisiensi Purchasing | Mengurangi ketergantungan dengan supplier untuk mendapatkan harga terbaik | | Melakukan inventory hook up untuk meningkatkan efisiensi pembelian dengan pemasok | Target Penjualan Agresif | Menggunakan Best Yesterday Ledger, di mana sales hari ini dan sales pada tahun sebelumnya di hari yang sama dibandingkan untuk mengetahui peningkatan kinerja | Mengurangi Tindakan Pencurian | Membuat program insentif apabila dapat mengurangi kerugian dikarenakan tindakan pencurian pada toko. | Tabel 2.1. Management Control pada Wal-Mart 5. Manajemen Sumber Daya Manusia Wal-Mart mempunyai beberapa cara untuk mengembangkan dan mempertahankan loyalitas dan dedikasi karyawan * Profit Sharing Diberikan kepada karyawan yang telah bekerja lebih dari 1 tahun dan mencapai jam kerja sebanyak 1000 jam per tahun * Insentif Bonus * Pemberian potongan harga untuk pembelian saham Wal-Mart * Potongan harga untuk karyawan * Open door policy * Kenaikan gaji berdasarkan kinerja bukan senioritas 6. Performance * Penjualan
Pada tahun 2005, Wal-Mart adalah perusahaan retailer terbesar di dunia dengan mencatat penjualan sebesar $288 milyar. * Pangsa Pasar * Tahun 2005, Wal-Mart merupakan pemimpin pasar untuk supermarket dengan menguasai 8,9% pangsa pasar di US. * Setiap minggu, terdapat 138juta pengunjung yang datang ke toko Wal-Mart diseluruh dunia. * Teknologi
Informasi teknologi yang digunakan dalam Supply Chain and Logistic merupakan yang paling canggih setelah sistem yang dimiliki oleh Pentagon. Wal-Mart juga merupakan perusahaan swasta terbesar yang memiliki satelit jaringan komunikasi di US. * Biaya
Sistem distribusi pada Wal-Mart sangat efisien dibandingkan dengan rata-rata industri yaitu sebesar 1,8% dari penjualan (rata-raa industri 3,4%). * Penghargaan Pada tahun 2002, Wal-Mart mendapatkan penghargaan “Ron Brown Award” terkait hubungan dengan masyarakat dan karyawan. Tahun 2004, majalah Fortune menempatkan perusahaan sebagai perusahaan yang paling dikagumi. Penghargaan ini telah diterima selama 2 tahun berturut-turut.

BAB III
KESIMPULAN DAN REKOMENDASI

A. Kesimpulan

Pada makalah ini, kelompok kami mencoba menjabarkan keberhasilan strategi Wal-Mart melalui pendekatan kerangka kerja mekanisme implementasi strategi. Kesimpulan yang kami dapatkan pada makalah ini adalah :

1. Strategi utama dari Wal-Mart adalah menjual barang branded dengan harga yang murah. Mengacu pada kerangka kerja mekanisme implementasi strategi, Wal-Mart membangun keunggulan kompetitif (competitive advantage) mereka melalui tabel 3.1. di bawah ini

Struktur Organisasi | Struktur organisasi yang formal dan birokratik membantu pengawasan stores Wal-Mart yang tersebar di seluruh penjuru dunia. Sedangkan rentang kendali yang cukup pendek memungkinkan tiap store dapat mengambil kebijakan harian yang cepat | Budaya | Mempertahankan nilai mereka di mata pelanggan melalui unique corporate culture yang mereka anut, yaitu : service to customer, respect to individual, strive for excellence | Management Control | Management control yang berbasis pada efisiensi kerja dan performa penjualan perusahaan dengan mengandalkan teknologi | Manajemen Sumber Daya Manusia | Menjaga loyalitas dan dedikasi karyawan sebagai aset perusahaan melalui program-program insentif yang berbasis pada kinerja dan fasilitas lebih kepada karyawan dalam pembelian saham dan produk Wal-Mart |
Tabel 3.1. Cara Wal-Mart menjaga keunggulan kompetitif berdasarkan kerangka mekanisme implementasi

2. Sistem pengaturan yang diterapkan Wal-Mart pada akhirnya membantu mereka dalam mengeksekusi strategi mereka yaitu menjual barang branded dengan harga yang rendah. Management control yang ada, terutama dengan keunggulan teknologi yang disebut nomor 2 setelah Pentagon, akan membantu Wal-Mart dalam menjaga biaya operasional mereka. Struktur organisasi yang diterapkan dapat meminimalisir kerugian yang disebabkan adanya miskomunikasi antara top management dengan gerai-gerai yang banyak dan tersebar di seluruh dunia. Loyalitas dan dedikasi karyawan akan mengurangi besarnya biaya dari turnover karyawan. Sedangkan budaya yang mereka terapkan sangat berguna dalam menjaga hubungan customer, dan tentunya berfungsi sebagai citra perusahaan di mata masyarakat

B. Rekomendasi

Adapun rekomendasi dari kelompok kami untuk penelitian selanjutnya adalah : 1. Mengacu pada kisah sukses Wal-Mart, perlu dilihat bagaimana dengan penerapan mekanisme implementasi strategi pada perusahaan ritel di Indonesia seperti Matahari Group, Carrefour, Ramayana, Midi Group, dan Alfamart?

2. Melihat mewabahnya demam perusahaan E-Commerce yang menggunakan biaya promosi dan marketing mereka untuk menurunkan harga ke customer, termasuk raksasa teknologi informasi Google yang berencana meluncurkan “Google Shopping”, bagaimana hal ini berdampak kepada penerapan mekanisme implementasi strategi dari Wal-Mart?

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