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Q1184889
Inglês
After nearly a decade of trying, Wal-Mart never cracked the country – failing to become the all-in-one shopping destination for Germans that it is for so many millions of Americans. Wal-Mart's problems are not limited to Germany. The retail giant has struggled in countries like South Korea and Japan as it discovered that its formula for success – low prices, zealous inventory control and a large array of merchandise – did not translate to markets with their own discount chains and shoppers with different habits.
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (.....) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
Do trecho the message from these missteps is now registering loud and clear, no 2° parágrafo, infere-se que a Wal-Mart
Some of Wal-Mart's problems stem from being a uniquely powerful American enterprise trying to impose its values around the world. At Wal-Mart's headquarters in Bentonville, Ark., however, the message from these missteps is now registering loud and clear.
Among other things, Wal-Mart now cares (.....) whether its foreign stores carry the name derived from its founder, Sam Walton, as the German Wal-Marts do. Seventy percent of WalMart's international sales come from outlets with names like Asda in Britain, Seiyu in Japan or Bompreço in Brazil. Far from being chastened by its setbacks, Wal-Mart is forging ahead with an aggressive program of foreign acquisitions. In a single week last fall, Wal-Mart completed the purchase of the Sonae chain in Brazil, bought a controlling stake in Seiyu of Japan, and became a partner in the Carcho chain in Central America.
Starting from scratch 14 years ago, Wal-Mart International [TO GROW] into a $63 billion business. It is the fastest-growing part of Wal-Mart, with nearly 30 percent sales growth in June, compared with the same month last year. Even subtracting one-time gains from acquisitions, it grew at nearly 12 percent, about double the rate of Wal-Mart's American stores.
Sustaining that pace is critical for Wal-Mart, because high fuel prices have helped sap the buying power of Americans. In June, store traffic in its home market declined. Wal-Mart estimated that its sales in the United States in stores open at least one year would increase only 1 percent to 3 percent in July.
Another problem that has afflicted Wal-Mart in several countries is its inability to compete with established discounters. The obvious lesson is to try to bulk up. In Brazil, Wal-Mart opened only 25 stores in its first decade there and struggled to compete against bigger local rivals. Then, in 2004, it bought Bompreço, giving it a presence in the country's poor, but fastgrowing, northeast.
Wal-Mart did not change the names of the stores, which range from neighborhood grocers to large American-style hypermarkets. But with 295 stores in Brazil, Wal-Mart now ranks third in the market, after Carrefour of France and the market leader, Companhia Brasileira de Distribução.
(Adapted from an article by Mark Landler and Michael Barbaro published in the New York Times, August 2, 2006)
Do trecho the message from these missteps is now registering loud and clear, no 2° parágrafo, infere-se que a Wal-Mart
Ano: 2018
Banca:
AOCP
Órgão:
UEFS
Prova:
AOCP - 2018 - UEFS - Analista Universitário - Engenharia Elétrica |
Q1170353
Engenharia Elétrica
De acordo com a norma NBR 5419:2015, assinale a alternativa INCORRETA.
Ano: 2018
Banca:
AOCP
Órgão:
UEFS
Prova:
AOCP - 2018 - UEFS - Analista Universitário - Engenharia Elétrica |
Q1170351
Engenharia Elétrica
Em um projeto luminotécnico, solicita-se que, em um ambiente de 20m2, seja atingido o
valor mínimo de iluminância de 100 lux. Para tal fim, dispõe-se de dois tipos de lâmpadas:
Tipo 1: 5 w e 400 lumens;
Tipo 2: 10 w e 200 lúmens.
Assinale a alternativa que apresenta a quantidade mínima de luminárias e seu tipo para que sejam atendidos, simultaneamente, os requisitos de iluminância mínima e de maior eficiência luminosa.
Assinale a alternativa que apresenta a quantidade mínima de luminárias e seu tipo para que sejam atendidos, simultaneamente, os requisitos de iluminância mínima e de maior eficiência luminosa.
Ano: 2018
Banca:
AOCP
Órgão:
UEFS
Prova:
AOCP - 2018 - UEFS - Analista Universitário - Engenharia Elétrica |
Q1170350
Engenharia Elétrica
A tensão terminal de uma carga conectada em Y que consiste em três impedâncias iguais de 20⌊ 30° Ω é de 1,73 kV linha a linha. A impedância em cada uma das três fases que
conectam a carga ao barramento numa subestação é ZL=1,4⌊ 75º Ω. Assinale a alternativa
que apresenta a tensão entre as linhas na barra da subestação.
Ano: 2018
Banca:
AOCP
Órgão:
UEFS
Prova:
AOCP - 2018 - UEFS - Analista Universitário - Engenharia Elétrica |
Q1170349
Engenharia Elétrica
São disjuntores que utilizam o princípio da força eletromagnética para conduzir o arco
elétrico a uma câmara de extinção, onde o arco é dividido, desionizado, resfriado e finalmente
extinto. Esses disjuntores são muito utilizados para a interrupção em sistemas de corrente
contínua, porém também possuem larga aplicação nos sistemas de corrente alternada. O
enunciado refere-se aos
Conheça nossos planos