Documente Academic
Documente Profesional
Documente Cultură
SWOT ANALYSIS
Kreston Thomas
Banner ID: 830038724
HoEun Chung
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Table of Contents
Introduction...............................................................................................3
Situational Analysis.......................................................................................4
Internal Analysis..........................................................................................4
Company image........................................................................................................... 4
Organizational structure.................................................................................................. 4
Key staff.................................................................................................................... 4
Environmental Goals..................................................................................................... 5
Operational efficiency.................................................................................................... 5
Operational capacity...................................................................................................... 6
Brand awareness........................................................................................................... 6
Market share............................................................................................................... 7
Exclusive contracts....................................................................................................... 8
External Analysis.........................................................................................8
Customers.................................................................................................................. 8
Competitors................................................................................................................ 9
Market Trends.............................................................................................................. 9
Social Changes............................................................................................................ 9
New technology......................................................................................................... 10
SWOT ANALYSIS......................................................................................10
Recommendations....................................................................................................... 11
References...............................................................................................13
Introduction
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Wal-Mart Stores Inc began operations in 1962 as a local discount store in Rogers, Arkansas. It is
founded by Sam Walton who successfully ran a retail store called Waltons Five and Dime, an
extension of a franchise store called Ben Franklin. After five years, Mr. Walton completed 24
stores across Arkansas with annual sales of $12.6 million. In 1968, Wal-mart expanded outside
the state to Missouri and Oklahoma. In October 31, 1969, Wal-Mart was incorporated as Wal-
Mart Stores, Inc.(walmartstores.com, 2010) The next year, the retailer consisted of 38 stores
with 1,500 employees with sales totaling $44.2 million. Wal-mart became public trading
company on NYSE with a stock split the following year at $47 per share. By 1975, sales totaled
$340.3 million and growing rapidly. The store celebrated its 25th anniversary in the 1980s,
highlighting its sales of $15.9 billion and 200,000 employees. Wal-Mart invested $24 million for
new technology of a satellite network to track inventory and sales to its corporate office in
Bentonville, Arkansas. This gave a great competitive edge as they developed its first superstore
which opened in Washington, Missouri. By late 1990s, the store expanded operations to
overseas as well as surpassed domestic competitors such as Toys R Us in toy sales. In the UK,
Wal-mart purchased ASDA retailer for $10 billion. In 2000, Wal-mart sales grew to $165 billion.
Two years later, it was listed as Americas largest corporation by the Fortune 500 list. In 2010,
Wal-mart has expanded greatly across the globe and continues to lead retailers as a price leader
and innovative retailer. It has over 4,112 stores and more than 680, associates in 14 countries
outside America. Wal-mart earned $408 billion in revenue in FY2010 which is an increase of 1%
of the previous year. Its total stores worldwide are 8,416. (Walmartstores.com, 2010)
The mission statement for Wal-mart is a simple statement to focus on consumer needs.
We save people money so they can live better
Sam Walton is quoted in saying,
If we work together, well lower the cost of living for everyonewell give the world an
opportunity to see what its like to save and have a better life.
Today, Wal-mart is the worlds largest retailer and grocery chain company by sales with 50%
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Situational Analysis
Internal Analysis
Wal-marts company culture includes a list of values and beliefs it establishes through its
management and employee relations. This culture includes an Open Door Policy in which
management believes open communication critical to understanding and meeting our associates
and our customers needs. Associates can trust and rely on the open door; it's one of the most
important parts of our culture. Sundown Rule is a rule that management attempts to answer
request by the close of business. Grass Roots Process is a belief that associates ideas,
suggestions and concerns matter. The 10-foot Rule is a customer service tactic that greets and
engages customers that are within 10 feet distance. Servant Leadership is a policy Wal-mart uses
to listen to their partners and associates in an attempt to create morale and teamwork. Teamwork
is a big part of their store culture as Sam Walton believes in the power of teamwork to help grow
at the pace of modern life. Wal-mart Cheer is incorporated by all associates by shouting
enthusiastically inside the store to show pride in the company. Lastly, Wal-mart reads associates
Company image
Wal-mart aims to help customers save money to improve their purchasing power to live better.
The companys marketing efforts are to establish awareness that they are the price leaders in their
market. In recent times, the company has focus on becoming involved more in local communities
Organizational structure
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Key staff
Wal-mart consist of leaders of multiple industries and a board of Sam Waltons family members.
The following executives help operate the success of the company: (Walmart.com, 2010)
Douglas N. Daft
Retired Chairman of the Board and CEO of The Coca- Christopher J. Williams
Cola Company Chairman and CEO of The Williams Capital Group, L.P.
A director of The McGraw-Hill Companies, Inc. Chairman and CEO of Williams Capital Management, LLC
Doug joined Wal-mart's Board in 2005 A director of Harrah's Entertainment, Inc.
Chris has been a member of the Board since 2004
Michael T. Duke
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Environmental Goals
Operational efficiency
Wal-mart has a focus on growing its return on investments through development of gross margin
company has developed ways to increase labor productivity by its associates which helps to
leverage the operating expenses. Wal-mart has grew operating income faster than sales; 5.2% to
$19.5 billion. It has also achieved strong sales and gaining market share in many countries by
Operational capacity
Wal-mart is a large retailer with many stores, distribution centers, and communication
technology to effective operates at its large scale. Its supercenters average roughly 185,000
square feet as well as include grocery section. By 2010, Wal-mart had 2747 Supercenters at the
end of 2010, which is an increase of 135 stores from the previous year (most were converted
from Wal-mart discount stores). Discount Stores have a size of 108,000 square feet in size with a
variety of general merchandise while some carry limited grocer items. Wal-Mart operated 803
Discount Stores in 2009. Neighborhood Stores average around 42,000 square feet in size
including general merchandise and a full grocery section. Wal-Mart operates 158 Neighborhood
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Brand awareness
Wal-mart has great focus on establish brands within its stores. The retail giants major
merchandise lines include house wares, consumer electronics, sporting goods, lawn and garden,
health and beauty, apparel, home fashions, paint, bedroom, hardware, automotive repair,
maintenance items, toys and games, and grocery. Their current brands are listed below:
(Wikipedia.org/walmart, 2010)
Sam's Choice, originally introduced as Sam's American Choice in 1991, is premium retail brand in food and selected
hard goods. Compared to Great Value products and to other national brands, Sam's Choice is positioned as a premium
retail brand and is offered at a price competitive with standard national brands.
Great Value was launched in 1993 and forms the second tier, or national brand equivalent ("NBE"), of Wal-mart's
grocery branding strategy.
Equate is a brand used for consumable pharmacy and health and beauty items, such as shaving cream, skin lotion, over-
the-counter medications, and pregnancy tests.
Ol' Roy is Wal-mart's store brand of dog food. Its namesake comes from Sam Walton's bird dog, and has become the
number-one selling brand of dog food in the United States, surpassing Nestle's Purina. Ol' Roy was created in 1983
Parent's Choice is the Wal-mart store brand for baby products, including food, diapers, formula, and accessories. Like
other Wal-mart store brands, its design and packaging was relaunched in 2010.
White Stag is a brand for women's clothing, footwear, and basic jewelry.
George is a brand of more formal clothing for men, women and children. It also consists of dress shoes, wallets, belts,
and neckties. It was created by the British retailer ASDA in 1990, and since Wal-mart acquired ASDA in 1999, it has
maintained and expanded it to other markets, notably the United States, Canada, and Japan. The George brand was
named after George Davies, who was its original chief designer
Faded Glory is a brand for basic men's, women's, and children's clothing and footwear. It is Wal-mart's primary clothing
brand.
Jesse James Industrial Workwear is a brand of men's work clothing, named for the motorcycle builder Jesse James.
No Boundaries, usually abbreviated as NOBO, is a line of apparel targeted at teenagers and young college students.
Simply Basic was previously a brand used for health and beauty items, but is now used primarily for women's
sleepwear.
Better Homes and Gardens is a product line with designs inspired from the popular magazine of the same name.
Canopy is a home product line that features coordinated solutions for rooms and other domestic goods. Some Canopy
products are made with organic cotton.
Hometrends products include small furniture, tableware and various home decor accessories, such as rugs and faux
plants.
Mainstays products include curtains, bedding, some small home furnishings, and various other products, including
office supplies and kitchen utensils.
your zone is a home product line that tailors toward teenagers and college students.
@ the Office is a brand used for office supplies and stationery.
Best Occasions is a brand used for party decorations and accessories, such as candles and hats.
Clear American is used for carbonated and flavored water. Was previously known as Sam's Choice Clear American.
Color Place is the brand used for paint and painting tools. Color Place paint is made by Valspar.
Douglas is the brand used for budget priced tires. Models include Xtra-Trac and Touring. Some models are made in a
Goodyear plant.
EverStart is the brand for automotive and lawn mower batteries. The brand is also used for battery related accessories,
such as jumper cables.
Fire Side Gourmet is used for pre-cooked burgers and steaks, and was previously under the Sam's Choice label.
Gold's Gym is used for athletic and exercise equipment such as weights. Named after and licensed from the chain of
fitness centers.
Holiday Time is used for Christmas items such as Christmas trees, decorations, and wrapping paper.
Kid Connection is used primarily for children's toys, but was also used for children's clothing and shoes.
Marketside is a brand of fresh foods usually found in Wal-mart's deli, produce, and bakery departments, such as salads,
soups, breads, and sandwiches.
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Former Brands
Athletic Works was a brand for athletic clothing, such as gym shorts and running shoes, and has been partially replaced
by the Gold's Gym brand. The brand was also used for sports equipment and watches. The brand was also on men's and
women's socks, and men's underwear.
Durabrand was a brand used for home electronics such as televisions and DVD players. The brand was also used on
various small kitchen appliances.
ilo was another brand of home electronics, consisting of more upscale items such as plasma televisions and digital
music players.
Metro 7 was an upscale brand of women's apparel, that was released in the fall of 2006.
Puritan was a brand for men's basic clothing including shirts, pants, undergarments, socks, ties, and some accessories.
In late 2010, the brand was phased out and replaced by Faded Glory (with undergarments) and George (with ties, shirts,
and pants
Market share
Wal-mart is dominant in many merchandising markets and quickly expanding into new ones. As
the largest retailer in America, it has surpassed its closest competitors by great lengths. The
company generates revenue from its different subsidies across the world, including:
Wal-Mart Inc., STOCK: WMT 53.85 0.11 (0.20%) as of November 30, 2010
Exclusive contracts
Wal-mart has purchased 2 million shares of Green Dot, a prepaid debit-card seller, in June 2010.
(NYTimes, 2010) This gives the retail giant a look at commercial banking as Green Dot has
managed their prepaid card business for years. Wal-mart also has contract with VUDU which
sells and rents downloadable movies and TV shows on-demand. (Kharif, 2010) This is a web
based business but looks to expand to devices where web connectivity and home entertainment
intersect, such as Netflix, Time Warner Cable, Apple, Amazon, and video gaming systems. Wal-
mart has announced in September 2010 a Family Mobile service which is a cellular phone plan
with its own branding. This was feasible via T-mobile USA networks and offers unlimited
Wal-mart has trademarked the name Wal-mart (excluding dash) and has requested all financial
External Analysis
Customers
Wal-Mart's main customer base has an average annual income of $35,000. The company appeals
other retailers.
Competitors
Target is Wal-Mart's most direct competitor with similar merchandising formats and
supercenters. Targets advantage over Wal-Mart is its customer base which averages around
$50,000 per year. This is significantly higher than Wal-mart. Kmart is the third discount retailer,
but has seen steadily declining sales since 2000. It has lost major market share in its attempt to
restructure and compete with a large-scale retailers. , Wal-Mart competes with other specialized
retailers, such as Safeway in groceries, Best Buy in consumer electronics, and department stores
such as Macys.
Sam's Club directly competes with Costco Wholesale and BJ's Wholesale Club in the warehouse
Internationally, Wal-Mart's competitors are Britain's Tesco, France's Carrefour, and Germany's
Metro. These retailers are located in similar markets as Wal-mart, such as China, the UK, and
Japan.
Market Trends
Wal-mart remains focused on staying the price leader, yet focused on balancing risk profile
between mature markets like the U.K. and emerging markets like Brazil and China.
Wal-Mart stores earned 51% of their revenue from grocery sales in 2010, with sales of
entertainment, electronics, and toys a distant second at 13% of Wal-Mart stores' revenue. The
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company plans to open 145-160 new stores in 2011. Wal-Mart's 4,304 domestic namesake stores
accounted for over $300 billion of the company's revenue during fiscal year 2010 which was a
0.9% increase from sales in 2009. This moderate growth differs from the 0.7% decrease in
comparable store sales the store suffered in 2010. Also, as of 2008, over 80 percent of Wal-Mart's
Social Changes
Wal-mart is rolling out Operation Main Street: Money Management, a program that gives
Americans including those underserved customers not using traditional checking accounts
Working collaboratively with the American Red Cross and The Salvation Army, Wal-mart and its
Foundation are able to provide life-sustaining items and much needed peace of mind to those in
need of assistance. The company supports disaster relief efforts in communities around the
world. Wal-mart has recently helped disasters such as, Chile Earthquake and Tsunami Relief,
Haiti Earthquake Relief, and Hurricane Katrina. The Wal-mart Foundation offers three
scholarship programs and also administers the Walton Family Foundation Scholarship on behalf
of the Walton Family Foundation. Wal-mart also supports veterans in the local community. Wal-
mart stores, Sams Clubs and distribution centers take the lead on many projects designed
specifically for their neighborhoods ranging from adopting families whose loved ones are
deployed to honoring local heroes on Walls of Honor inside Wal-mart stores and Sams Clubs in
the weeks leading up to Veterans Day. Also, the company has added Fair Trade Certified coffee
New technology
Wal-mart has invested in many innovative technologies to improve its continual success. They
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have adopted satellite technology to help supply chain management and inventory processes. The
effectively used the UPC to quickly update its database and logistically distribute goods. The
RFID technology of early 2000s has been updated with sophisticated electronic ID tags to track
goods.(Bustillo, 2010) Inventory tracking devices can quickly scan goods to determine missing
items and low levels. This will be implemented in over 3,750 stores in the United States.
SWOT ANALYSIS
Strengths Opportunities
Weaknesses Threats
Wal-mart has become vulnerable as the price leader and incorporating low quality products
within its stores. Competition, notably Target, has increase the quality of products and aims to
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attract a higher income level, customer.(WikiInvest.com, 2010) This will allow Target to gain
sales with less operating expenses. Wal-mart has survived the economic downturn in modern
times, but may face more challenges as the economy raises consumers purchasing power.
Luxury goods will be more demanded and the retail giant must quickly react at its large scale
operations. Consumers may not trust their products to be high quality and may change the image
of Wal-marts brand.
Another issue is in international markets where economies are changing rapidly. In example,
China is imposing more changes to its national economic stance in the world. The country is
attempting to raise the value of the Yuan, which in return means Wal-mart will pay more for
Communities are hesitating to welcome Wal-Mart into some communities. Although economic
downtown has cause many local government to suffer high unemployment, many have fully
welcomed Wal-Mart. In a 2006 report, Chicagos west side store opening was analyzed and
determined to have a negative impact on local small business owners.(Farmer, 2010) Wal-Mart
has called the test flawed. The company adds there were 22 new business openings
surrounding the retail giant and charitable donations were given to local non-profits. However,
more and more communities look into Wal-Marts impact on their community before offering tax
Recommendations
With many great opportunity and strengths, Wal-mart may need to focus attention on potential
threats and weakness. There are a few recommendations to help the company expand, reduce
Wal-mart should improve its brand image as it operates low-quality products at a much
affordable price than its competitors. The company should inherit more brands that are
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established in quality rather than grow its own brands through acquisitions. Profit maximization
is hurting the retail giants image, yet improving profits year after year. The company has made a
great leap into electronics sector and must compete with consumer electronic business leader,
BestBuy. Wal-Mart plans to launch the iPad for sale the 4th quarter of 2010. (Bustillo, 2010) This
should help their image in quality products, since televisions are majority low quality to target
their audience. The iPad should add well to their video gaming sales to increase a brand base of
quality products.
The company also faces backlash through community groups, unions, lawsuits from employees,
and environmental groups. Wal-mart should participate in more local community events by
sponsoring reputable non-profits in each of its locations. By connecting to local schools, the
company can regain trust in parents, the next generation of shoppers, and community activist that
Wal-mart has been accused of hurting small businesses and disrupting the markets in many
small town communities. This lowers purchasing power of the community, although as the price
leader approach appears to save customers money to live better. Small businesses can employ
more workers and in return they will shop at Wal-mart with higher purchasing power. Wal-mart
should help empower small business, not to compete against them, but to provide wholesale
options and support to help them succeed. Sams club is a great place to shop, but many small
business owners avoid the membership and travel to the warehouse. With proper distribution to
other small business as a supplier, Wal-mart can help the small businesses to grow and still
generate revenue. The disadvantage would be large stores that would decrease sales, but increase
purchasing power of local communities. It must find a way to comprehend the microeconomic
impacts that would offset healthy, local, economic environments. Currently, New York is
debating the negative disadvantages of the retail giants opening of new stores.(McCormack
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2010) It has become more a paranoia when inviting Wal-Mart into local communities. The
advantage of taxing the retailer and creating jobs has not fully proved to empower small business
owners or improve quality of living as mentioned in mission statement. Wal-Mart has attempted
to move stores near the Washington D.C. area, appearing to influence legislators or target an
urban market.(Debonis, 2010) This may help or hurt the company in its close proximity to
lawmakers and advocacy groups. Management should consider the impact of protests or the D.C.
stores being a close example of the retailer that is targeted by media via politicians.
Lastly, Wal-mart should focus internationally on establish stores to compete in Europe. The
company has not successfully competed against European superstore, Tesco.(Harjani, 2010) It
should find strategies to compete, such as analyzing their customers and providing better
products and service. This could be maintained by analyzing their competitors such as Target in
the United States. Also, China and India hold great potential in providing new market expansion
to increase sales. Wal-mart should establish political connections and find acquisition to expand
its brand or operations. Currently, Wal-Mart is considering purchasing South Africas MassMart
to expand its operations.(Steward, 2010) It will need to win local support of political leaders
which Wal-mart has not successfully established foreign or domestically. The retailer will need
more legal representation and strategy to guide its expansion in global markets.
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References
Mart
http://www.wikinvest.com/stock/Wal-Mart_(WMT)
http://walmartstores.com/sites/annualreport/2010/operational_highlights.aspx
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