Wal-Mart Case Analysis

WAL-MART CASE ANALYSIS

1. 1

2. AT OUR FIRST MEETING, OUR TEAM WAS
OVERWHELMED WITH WHERE TO START.
1

3. AT OUR FIRST MEETING, OUR TEAM WAS
OVERWHELMED WITH WHERE TO START.
WE CAME ACROSS TREMENDIOUS INFORMATION
THAT WAS ALL HELPFUL BUT QUESTIONABLE IN
TERMS OF ACCURACY.
1

4. AT OUR FIRST MEETING, OUR TEAM WAS
OVERWHELMED WITH WHERE TO START.
WE CAME ACROSS TREMENDIOUS INFORMATION
THAT WAS ALL HELPFUL BUT QUESTIONABLE IN
TERMS OF ACCURACY.
TO AVOID THE IMPACT OF BIASED MATERIAL
ON OUR OWN THOUGHTS, WE KNEW IT WAS OUR
JOB TO DISCOVER OUR VIEWS ON WALMART
FIRST-HAND.
1

5. 2

6. 2

7. 2

8. 2

9. 2

10. 2

11. 2

12. 2

13. 2

14. 2

15. 2

16. 2

17. 3

18. 3

19. MAD$RIVER
THE TEAM:
angela barros-semler, michael b. ecker, carrie wernick
3

20. MAD$RIVER
THE TEAM:
angela barros-semler, michael b. ecker, carrie wernick
3

21. 3

22. 4

23. STRUCTURE OF THE REPORT
4

24. STRUCTURE OF THE REPORT
•
distinguishing factor
4

25. STRUCTURE OF THE REPORT
•
distinguishing factor
•
corporate culture
4

26. STRUCTURE OF THE REPORT
•
distinguishing factor
•
corporate culture
•
stakeholders
4

27. STRUCTURE OF THE REPORT
•
distinguishing factor
•
corporate culture
•
stakeholders
swot analysiS
4

28. STRUCTURE OF THE REPORT
•
distinguishing factor
•
corporate culture
•
stakeholders
swot analysiS
competitive strategies
4

29. WAL-MART’S MISSION
WE SAVE PEOPLE MONEY SO THEY CAN LIVE BETTER.
5

30. 6

31. CORPORATE CULTURE
6

32. CORPORATE CULTURE
GRASS ROOTS
PROCESS
6

33. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
6

34. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
6

35. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
10-foot rule
6

36. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
10-foot rule
open door
6

37. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
10-foot rule
open door
SERVANT LEADERSHIP
6

38. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
10-foot rule
open door
SERVANT LEADERSHIP
TEAMWORK
6

39. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
10-foot rule
open door
SERVANT LEADERSHIP
TEAMWORK
WAL-MART CHEER
6

40. CORPORATE CULTURE
GRASS ROOTS
PROCESS
ASSOciate opinion survey
striving for excellence
10-foot rule
open door
SERVANT LEADERSHIP
TEAMWORK
WAL-MART CHEER
SUNDOWN RULE
6

41. STAKEHOLDERS
7

42. STAKEHOLDERS
The STOCKHOLDERS
7

43. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
7

44. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
7

45. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
7

46. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
7

47. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
7

48. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
7

49. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
on-line retailers
7

50. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
on-line retailers
gasoline retailers
7

51. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
on-line retailers
gasoline retailers
non-market stakeholders
7

52. 8

53. SWOT ANALYSIS
8

54. SWOT ANALYSIS
EXTERNAL FACTORS
8

55. EXTERNAL FACTORS
8

56. EXTERNAL FACTORS
8

57. THREATS
EXTERNAL FACTORS
8

58. THREATSOPPORTUNITIES
EXTERNAL FACTORS
8

59. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
8

60. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
8

61. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
8

62. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
8

63. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
8

64. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
new technology
8

65. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
new technology
competition
8

66. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
new technology
competition
opposition from
communities
8

67. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
new technology
competition
opposition from
communities
government regulations
8

68. THREATSOPPORTUNITIES
EXTERNAL FACTORS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
new technology
competition
opposition from
communities
government regulations
market saturation
8

69. 9

70. SWOT ANALYSIS
9

71. SWOT ANALYSIS
INTERNAL FACTORS
9

72. INTERNAL FACTORS
9

73. INTERNAL FACTORS
9

74. STRENGTHS
INTERNAL FACTORS
9

75. STRENGTHS WEAKNESSES
INTERNAL FACTORS
9

76. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
9

77. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
9

78. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
9

79. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
9

80. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
9

81. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
9

82. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
Exit of german and korean
markets
9

83. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
Exit of german and korean
markets
product recalls
9

84. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
Exit of german and korean
markets
product recalls
bad human rights records
9

85. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
Exit of german and korean
markets
product recalls
bad human rights records
lack of consistency between
stores
9

86. STRENGTHS WEAKNESSES
INTERNAL FACTORS
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
Exit of german and korean
markets
product recalls
bad human rights records
lack of consistency between
stores
big parking lots
9

87. ENVIRONMENTALLY COMPETITIVE
STRATEGIES
GOALS:
10

88. ENVIRONMENTALLY COMPETITIVE
STRATEGIES
GOALS:
•
energy
10

89. ENVIRONMENTALLY COMPETITIVE
STRATEGIES
GOALS:
•
energy
•
waste
10

90. ENVIRONMENTALLY COMPETITIVE
STRATEGIES
GOALS:
•
energy
•
waste
products
10

91. COMPETITIVE STRATEGIES:
TO BE SUPPLIED 100% BY
RENEWABLE ENERGY
11

92. COMPETITIVE STRATEGIES:
TO BE SUPPLIED 100% BY
RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
11

93. COMPETITIVE STRATEGIES:
TO BE SUPPLIED 100% BY
RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
REDUCE GREEN HOUSE GAS EMISSION
11

94. COMPETITIVE STRATEGIES:
TO BE SUPPLIED 100% BY
RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
REDUCE GREEN HOUSE GAS EMISSION
IMPROVE ENERGY EFICIENCY BY BY 20% PER UNIT
OF PRODUCTION IN FACTORIES IN CHINA
11

95. COMPETITIVE STRATEGIES:TO
CREATE ZERO WASTE
12

96. COMPETITIVE STRATEGIES:TO
CREATE ZERO WASTE
REDUCE ENVIRONMENTAL IMPACT
12

97. COMPETITIVE STRATEGIES:TO
CREATE ZERO WASTE
REDUCE ENVIRONMENTAL IMPACT
REUSE MATERIALS
12

98. COMPETITIVE STRATEGIES:TO
CREATE ZERO WASTE
REDUCE ENVIRONMENTAL IMPACT
REUSE MATERIALS
GLOBAL ENVIRONMENTAL INITIATIVES
12

99. COMPETITIVE STRATEGIES:
TO SELL PRODUCTS THAT SUSTAIN
PEOPLE AND THE ENVIRONMENT
13

100. COMPETITIVE STRATEGIES:
TO SELL PRODUCTS THAT SUSTAIN
PEOPLE AND THE ENVIRONMENT
•
MAKE ALL PRODUCTS CONSUMER SAFE
13

101. COMPETITIVE STRATEGIES:
TO SELL PRODUCTS THAT SUSTAIN
PEOPLE AND THE ENVIRONMENT
•
MAKE ALL PRODUCTS CONSUMER SAFE
•
ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD
IMPORTS
13

102. COMPETITIVE STRATEGIES:
TO SELL PRODUCTS THAT SUSTAIN
PEOPLE AND THE ENVIRONMENT
•
MAKE ALL PRODUCTS CONSUMER SAFE
•
ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD
IMPORTS
•
DEVELOP A WORLDWIDE SUSTAINABILITY PRODUCT INDEX
13

103. WORKS CITED
14

104. WORKS CITED
•
Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to
reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010:
1. Web. 27 Sept 2010.
14

105. WORKS CITED
•
Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to
reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010:
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
14

106. WORKS CITED
•
Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to
reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010:
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor,
environmental standards." Washington Post 28 Feb 2010, Print.
14

107. WORKS CITED
•
Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to
reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010:
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor,
environmental standards." Washington Post 28 Feb 2010, Print.
Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?."
npr.org 28 Feb 2010: 1. Web. 19 Oct 2010.
14

108. WORKS CITED
•
Hincha-Ownby, Melissa. "Wal-Mart Takes Another Green Step: New goal is to
reduce greenhouse gas emissions of items it sells.." Forbes.com 26 Feb 2010:
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor,
environmental standards." Washington Post 28 Feb 2010, Print.
Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?."
npr.org 28 Feb 2010: 1. Web. 19 Oct 2010.
Rosenbloom, Stephanie. " At Wal-Mart, Labeling to Reflect Green Intent."
New York Times 15 Jul. 2009: B1. Print.
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