Wal-Mart Strategic Audit
Wal-Mart Strategic Audit
Jessica Kauten, Siveicea Love-Guarganious,
William Montague, Scott Randall,
Marchelle Robinson, and Judith Rosado
Strategic Management 479
Columbia College
Alexander Furla
May 8, 2011
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Wal-Mart Strategic Audit
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Wal-Mart Executive Summary
Wal-Mart was founded in 1962 by a man named Samuel Moore Walton. He was
considered “one of the most influential retailers of the century” (Wheelen & Hunger, 740). Sam
Walton started his retail career in management in 1940 with J.C. Penney Co. His training and
hard work at J.C. Penney Co. led him to his great Wal-Mart idea. He decided that small town
populations would welcome, and make profitable, large discount shopping stores. When Sam
Walton created Wal-Mart in 1962, he declared that three policy goals would define his business:
“respect for the individual, service to customers, and striving for excellence”
(Walmartstores.com).
Wal-Mart stores “sold nationally advertised, well-known-brand merchandise at low
prices in austere surroundings” (Wheelen & Hunger, 738). The 1970’s marked significant
growth for Wal-Mart with its first Wal-Mart Distribution Center as well as the Wal-Mart Home
Office. By the end of 1979, there were 276 Wal-Mart stores in 11 states and in 1991, the firm
had 1,573 stores in 35 states to include the international market. Wal-Mart sales growth
continued into the 1980s. Wal-Mart was divided into three business segments: Wal-Mart stores,
Sam’s Clubs, and the International Division.
In 1983 the company opened its first three Sam's Wholesale Clubs and began its
expansion into bigger city markets. Wal-Mart Supercenters were large combination stores that
included a full-line grocery center, a general merchandise discount store, banks and some even
offered a food court of restaurants. Wal-Mart’s international expansion accelerated
management’s plans for expansion and notoriety. In 2000, Fortune magazine named it as one of
the “100 Best Places to Work” and in 2002, “Wal-Mart officially became the world’s largest
company based on its $245 billion in sales” (Wheelen & Hunger, 731).
Wal-Mart Strategic Audit
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Wal-Mart’s winning strategy in the United States was based on selling brand products at
low cost while still offering the customer a quality product. Wal-Mart is in the business of
selling everything customers need in their everyday lives. This includes the consumer goods
listed above as well as food-service items.
Wal-Mart took pride in its domestic strategies and
programs that were based on a set of two priorities: 1) “Customers would be provided with what
they want, when they want it, all at a value”. 2) “Treating each other as we would hope to be
treated, acknowledging our total dependency on our Associate-partners to sustain our success”
(Wheelen & Hunger, 747).
In the year ending January 31, 2006, Wal-Mart’s financials reflected the following:
(all dollar amounts are in millions)

Total revenue - $315, 654

Net income - $11,231

Total assets - $138,187

Total liabilities - $48,826

Total shareholder’s equity - $53,171. According to the 2006 consolidated balance sheets
total liabilities and shareholders equity equaled $138,187 not just totals shareholders’
equity as previously shown.
Wal-Mart Strategic Audit
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Wal-Mart Strategic Audit
I. Current Situation
A. Current Performance
Wal-Mart (WM) is divided into three business segments: Wal-Mart Stores, Sam's Club, and
the International Division. In 2002, “WM officially became the world’s largest company
based on its $245 billion in sales” (Wheelen and Hunger 19-1). As of January 31, 2006, the
company had over 6,100 stores worldwide, bought products from 70 countries, and 20% of
its business was generated outside of the United States (Wheelen and Hunger 19-2).
1. 2006 fiscal year sales of $312.4 billion, a 9.5% year over year increase.
2. $11.2 billion net income, up 9.4% to $2.68 per share.
3. Stock price of $46.11, down from $56.98 on January 31, 2002. (Likely due to better
competition and future expected growth slowdown.)
B. Strategic Position
1. Mission
Wal-Mart Stores, Inc. is a global retailer committed to improving the standard of living
for our customers throughout the world (Annual Report 2006).
2. Objectives

Comparative store sales is a measure which indicates the performance of our existing
stores by measuring the growth in sales for such stores for a particular period over the
corresponding period in the prior year.

Operating income growth greater than net sales growth has long been a measure of
success for us.
Wal-Mart Strategic Audit

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Inventory growth at a rate less than that of net sales is a key measure of our
efficiency.

With an asset base as large as ours, we are focused on continuing to make certain our
assets are productive. It is important for us to sustain our return on assets (Annual
Report 2006).
3. Policies

We earn the trust of our customers every day by providing a broad assortment of
quality merchandise and services at everyday low prices (“EDLP”) while fostering a
culture that rewards and embraces mutual respect, integrity and diversity. Putting Our
Customers First.

EDLP is our pricing philosophy under which we price items at a low price every day
so that our customers trust that our prices will not change erratically under frequent
promotional activity.

Our focus for SAM’S CLUB is to provide exceptional value on brand-name
merchandise at “members only” prices for both business and personal use.
Internationally, we operate with similar philosophies (Annual Report 2006).
4. Strategies

We have developed several initiatives to help mitigate this pressure and to grow
comparable store sales through becoming more relevant to the customer by creating a
better store shopping experience, continual improvement in product assortment and
an aggressive store upgrade program to be instituted over the next 18 months.
Wal-Mart Strategic Audit

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Our expansion programs consist of opening new units, converting discount stores to
supercenters, relocations that result in more square footage, as well as expansions of
existing stores.

Sam’s Club - We believe that a greater focus on providing a quality in-club
experience for our members will improve overall sales, including sales in these
categories.

International – A shift in the mix of products sold toward general merchandise
categories which carry a higher margin (Annual Report 2006).
II. Strategic Managers
A. Board of Directors

Thirteen members, four affiliated with the company, nine independent, three women, two
African Americans, two Hispanic Americans.

Chairman of the Board, S. Robson Walton (son of founder.)
B. Top Management

Eduardo Castro-Wright Executive Vice President, President and Chief Executive Officer,
Wal-Mart Stores Division U.S.

M. Susan Chambers Executive Vice President, People Division

Patricia A. Curran Executive Vice President, Store Operations, Wal-Mart Stores Division
U.S.

Douglas J. Degn Executive Vice President, Food, Consumables, and Hardlines, Wal-Mart
Stores Division U.S.

Linda M. Dillman Executive Vice President, Risk Management and Benefits
Administration
Wal-Mart Strategic Audit

Johnnie Dobbs Executive Vice President, Logistics and Supply Chain

Michael T. Duke Vice Chairman, Responsible for Wal-Mart International

Joseph J. Fitzsimmons Senior Vice President, Treasurer

John E. Fleming Executive Vice President, Chief Marketing Officer, Wal-Mart Stores
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Division U.S.

Rollin L. Ford Executive Vice President and Chief Information Officer

David D. Glass Chairman of the Executive Committee of the Board of Directors

Mark D. Goodman Executive Vice President, Marketing, Membership and E-commerce,
SAM’S CLUB

Craig R. Herkert Executive Vice President, President and Chief Executive Officer, The
Americas, Wal-Mart International

Charles M. Holley, Jr. Senior Vice President, Finance

Thomas D. Hyde Executive Vice President and Corporate Secretary

Lawrence V. Jackson Executive Vice President, President and Chief Executive Officer,
Global Procurement

Gregory L. Johnston Executive Vice President, Club Operations, SAM’S CLUB

C. Douglas McMillon Executive Vice President, President and Chief Executive Officer,
SAM’S CLUB

John B. Menzer Vice Chairman, Responsible for U.S.

Thomas M. Schoewe Executive Vice President and Chief Financial Officer

H. Lee Scott, Jr. President and Chief Executive Officer

Gregory E. Spragg Executive Vice President, Merchandising and Replenishment, SAM’S
CLUB
Wal-Mart Strategic Audit

S. Robson Walton Chairman of the Board of Directors

Claire A. Watts Executive Vice President, Product Development, Apparel and Home
Merchandising, Wal-Mart Stores Division U.S.

Eric S. Zorn Executive Vice President, Wal-Mart Realty (Annual Report 2006).
III. EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREAT
(SWOT)
A. Natural Environment

Raw materials availability.(O)

Land availability. (O)

Electricity usage. (T)

Oil and Gas usage. (T)

Water scarcity. (T)

Hazardous waste storage, transportation and disposal. (T?)
B. Societal Economy
1. Economic

Interest rate increases may signal end of economic expansion (T).

Economic deterioration may mean more frugal shopping habits. (O)

Increasing commodity costs. (T)

Increasing transportation costs. (T)

Currency fluctuations. (T)

Slowing national economy (T)
2. Technology

Increased usage of RFID for inventory management. (O)
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Wal-Mart Strategic Audit

Internet presence allows for customer options. (O)

Information technology increasingly important. (O)
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3. Political-Legal

Regional trade pacts are making free trade available between countries. (O)

Differing laws between countries may evoke compliance issues. (T)

Potential unionization of workforce. (T)

The Company is involved in a number of legal proceedings. In accordance with
Statement of Financial Accounting Standards No. 5, “Accounting for Contingencies,”
the Company has made accruals with respect to these matters, where appropriate,
which are reflected in the Company’s consolidated financial statements (Annual
Report 2006). (T)

The Company is a defendant in numerous cases containing class action allegations in
which the plaintiffs have brought claims under the Fair Labor Standards Act
(“FLSA”), corresponding state statutes, or other laws (Annual Report 2006). (T)
4. Sociocultural

Aging U.S. demographics. (O)

Slowing U.S. population growth. (T)

Wal-Mart seen as a reason for closing of mom and pop stores. (T)

International cultural differences. (T)

Green environmental movement. (O)
C. Task Environment

United States market saturation. (T)

Expansion into Europe, China, South America, Canada, and Mexico. (O)
Wal-Mart Strategic Audit

Rivalry High. Target, Sears, K-Mart (T)

Chance of new entrants low. (O)

Purchasing power high. (O)

Substitute power high. (T)

Government regulations power medium. (T)
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IV. Internal Environment
A. Corporate Structure

Three business units, Wal-Mart Stores USA, Sam’s Club, and Wal-Mart International
(Wheelen and Hunger 19-12). (S)
o Wal-Mart Stores unit had 3,289 locations and included the company’s
supercenters, discount stores, Neighborhood Markets in the US, and
walmart.com.
o Sam’s Club unit had 567 locations and included the warehouse membership
clubs in the US plus samsclub.com.
o Wal-Mart International had 2,285 locations in 10 countries. The International
total was increased in February 2006 by purchasing a majority control of
CARHCO with 360 locations in five Central American countries (Wheelen
and Hunger 19-12).
B. Corporate Culture

In-depth employee involvement in company affairs. (S)

Trained employees to be merchants by being responsible for the performance of their
own departments. (S)

Reflection of the founder’s values. (S)
Wal-Mart Strategic Audit
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
Conservative values create some problems when expanding to larger cities. (W)

Non-Union stance is viewed unfavorably is some areas. (W)

Offered $8.5 million worth of grants from its “Safe Neighborhood Heroes” program
to recognize emergency professionals. (S)

Donated $3 million in supplies when Hurricane Katrina devastated America’s Gulf
Coast. (S)
C. Corporate Resources
1. Marketing

Advertising costs are expensed as incurred and were $1.6 billion in 2006. Advertising
costs consist primarily of print and television advertisements (Annual Report 2006).

Buy American campaign. (S)

Green marketing offers the option of buying products which were better for
environment. (S)

Offers quality brand names at lower-than-competitive prices (Wheelen and Hunger
19-19). (S)

Introduced a “Value Plan” benefits plan to its employees at premiums ranging from
$11 to $65 a month. (S)
2. Finance

$312.6 billion in annual sales. (S)

$11.2 billion net income. (S)

$2.68 earnings per share. (S)

8.9% return on assets. (S)
Wal-Mart Strategic Audit

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11.4% increase in sales and operating income for the international business (Wheelen
and Hunger 19-24). (S)
3. R&D

More involved with the development side. (W)

Focusing on expansion and development of already established business model. (W)
4. Operations

Wal-Mart USA. We are intent on driving comparative store sales by being relevant to
our broad customer base and by improving our cost structure and inventory flow to
strengthen return on investment. (S)

Sam’s Club. We remain committed to serving the needs of our members – where
pennies matter – by leveraging productivity improvements and lowering expenses, so
that we can provide the products and services they want at the lowest prices in the
industry. (S)

Wal-Mart International. Our approach to ensuring continued profitable growth
includes three dimensions – new markets with multiple formats, new store growth in
existing markets and increasing sales at existing stores (Annual Report 2006). (S)
5. Human Resources

Employees are called associates. (S)

Employee stock ownership and profit-sharing program. (S)

Decentralized approach to retail management development. (S)

Utilizes the Total Quality Management approach. (S)

Discourages unionization (Wheelen and Hunger 19-23). (W)
Wal-Mart Strategic Audit
6. Information Systems

Leader in RFID technology. (S)

Good internet presence. (S)

Utilizes satellite communications, data centers, and handheld devices. (S)
V. Analysis of Strategic Factors
A. Situational Analysis
1. Strengths

International brand name.

Financial position.

Market leadership.
2. Weaknesses

Market saturation.

Public opinion.

Adjustment to cultural differences after entering a foreign market.

Supplier alienation.

Past employee discrimination.

Employee health benefits.

International supplier employee violations.
3. Opportunities

International expansion.

Environmental leadership.

Worker’s rights leadership.
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Wal-Mart Strategic Audit

Community involvement.

Social initiatives.
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4. Threats

Strong U.S. competition.

Changing demographics.

Economic uncertainty.

Current litigation.

Employee unionization.
B. Review of Current Mission and Objectives

.

.
VI. Strategic Alternatives and Recommended Strategy
A. Strategic Alternatives

.
B. Recommended Strategy

.
o .
VII. Implementation

Management needs to be open to change regarding clashes with “grass-roots”
movements that push to keep new construction of Wal-Mart stores in rural America.
While many residents welcome a new Wal-Mart, there will always be opposition and
Wal-Mart Strategic Audit
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by developing ways to appease those that oppose the giant retailer, they will be more
welcome to the neighborhood.

Wal-Mart has been steadily reaching into every corner of the earth, but not always
with successful results. Upper management is making the assumption that every
culture will welcome box stores and the American culture that Wal-Mart is known
for. As has been proven time and again, this is not always true. There need to be
committees established that can perform thorough research before just barging onto
foreign land.

Several lawsuits have been filed regarding the treatment of employees. Wal-Mart
needs to get involved with developing a way to ensure employees are getting the right
benefits that is equal to the retail industry’s average worker.
VII. Evaluation and Control



.
.
.
Wal-Mart Strategic Audit
EFAS (External Factor Analysis Summary)
Key Internal Factors
Weight
Rating
Weighted
Scores
Comments
Opportunities
International expansion
Environmental leadership
Worker’s rights leadership
Community involvement
Social initiatives
Threats
Strong U.S. competition
Changing demographics
Economic uncertainty
Current litigation
Employee unionization
Total Scores
1.0
IFAS (Internal Factor Analysis Summary)
Key Internal Factors
Weight
Strengths
International brand name
Financial position
Market Leadership
Weakness
Market saturation
Public opinion
Adjustment to cultural differences
Supplier alienation
Past employee discrimination
Employee health benefits
International supplier employee
violation
Total Scores
1.0
Rating
Weighted
Scores
Comments
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Wal-Mart Strategic Audit
SFAS (Strategic Factor Analysis Summary)
Key Strategic Factors
TOTAL SCORES
Weight
1.00
Rating
Weighted
Score
2.95
Duration
S
I
X
X
X
X
X
X
X
X
X
X
X
X
X
Comments
L
X
X
X
X
X
X
X
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Wal-Mart Strategic Audit
Works Cited
Wheelen, Thomas L., and J. David Hunger. Strategic Management and Business Policy:
Achieving Sustainability. Upper Saddle River: Prentice, 2010. Print.
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