Fortune
Upcoming SlideShare
Loading in...5
×
 

Fortune

on

  • 545 views

 

Statistics

Views

Total Views
545
Slideshare-icon Views on SlideShare
545
Embed Views
0

Actions

Likes
0
Downloads
2
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Fortune Fortune Presentation Transcript

    • MACRO BUSINESS ENVIORNMENT FORTUNE 500 COMPANY
    • The Fortune500 is an annual list compiled and published by Fortune magazine that ranks the top 500 U.S. closely held and public corporations as ranked by their gross revenue after adjustments made by Fortune to exclude the impact of excise taxes companies incur. The list includes publicly and privately held companies for which revenues are publicly available. The first Fortune 500 list was published in 1955.
    • LIST OF TOP 20 as on 2012 1. Exxon Mobil 2. Wal-Mart Stores 3. Chevron 4. ConocoPhillips 5. General Motors 6. General Electric 7. Berkshire Hathaway 8. Fannie Mae 9. Ford Motor 10. Hewlett-Packard 11. AT&T 12. Valero Energy 13. Bank of America Corp. 14. McKesson 15. Verizon Communications 16. J.P. Morgan Chase & Co. 17. Apple 18. CVS Caremark 19. International Business Machines 20. Citigroup
    • 1.Exxon Mobil
    • 1.Exxon Mobil Rank: 1 (Previous rank: 2) CEO: Rex W. Tillerson • It's tough to beat the kind of year Exxon Mobil had in 2011. Shares rose by 20% and profits surged by 35% to $41.1 billion. Revenues jumped 28% to $452.9 billion, helping Exxon reclaim the top spot in the Fortune 500. • Exxon has certainly benefited from rising oil prices, particularly during the last quarter of 2011. But the company has also positioned itself well to capitalize on the latest controversial trend in domestic energy production: Fracking. Exxon now produces just about as much gas as it does oil, thanks to its $35 billion purchase of XTO Energy in 2010. As CEO Rex Tillerson told Fortune recently, with world demand for energy expected to rise considerably during the coming decades, the shale gas party has just begun.
    • 2. Wal-Mart Stores
    • 2. Wal-Mart Stores Rank: 2 (Previous rank: 1) CEO: Michael T. Duke • Wal-Mart slipped to No. 2 in the Fortune 500 in 2011 after holding onto the top spot for two years in a row. The retailer was forced to aggressively cut prices to reverse its declining same store sales in the U.S. That helped push revenues up by 6% during 2011, to $447 billion, but it hurt WalMart's bottom line -- profits declined by 4.6% during the year, to $15.7 billion. • The world's largest retailer has struggled to maintain growth at its U.S. stores, even as the economy has shown signs of recovery. Although the unemployment rate has fallen, the housing market remains unstable and consumer spending hasn't reflected a new attitude for many Americans. • Wal-Mart's international business continues to be a source of growth for the company -- revenues outside the U.S. rose by 13.1% last year, to $35.5 billion. But one key growth market for Wal-Mart, Mexico, recently hit a major roadblock after a sweeping New York Times story reported bribery allegations by the retailer there.
    • 3. Chevron
    • 3. Chevron Rank: 3 (Previous rank: 3) CEO: John S.Watson • Chevron ended 2011 on a sour note: Despite rising oil prices, the company posted its biggest profit decline in two years, largely due to losses at its U.S. refinery business. Still, the second-largest oil and gas company in the U.S. managed to post a 25% increase in revenues during the full year, to $245.6 billion, and an impressive 41% jump in profits, to $26.9 billion. Chevron is spending heavily on oil and gas projects in places like Australia, Africa, and the Gulf of Mexico -- projects that are expected to start paying off in 2014. • Chevron also continues to keep its lawyers gainfully employed. In addition to multiple ongoing legal battles, including a longstanding one in Ecuador, Chevron is now fighting an $11 billion suit brought against it for an oil spill late last year in Brazil. It's also still cleaning up after a natural gas rig in Nigeria exploded earlier this year.
    • LIST OF TOP 20 as in 1955 1. General Motors 2. Exxon Mobil 3. U.S. Steel 4. General Electric 5. Esmark 6. Chrysler 7. Armour 8. Gulf Oil 9. Mobil 10. DuPont 11. Amoco 12. Bethlehem Steel 13. CBS 14. Texaco 15. AT&T Technologies 16. Shell Oil 17. Kraft 18. ChevronTexaco 19. Goodyear Tire & Rubber 20. Boeing
    • Since 1955, when the first FORTUNE 500 was created, more than 1,800 companies have appeared on the list. Many of these companies have changed names over this period, owing to mergers, acquisitions, and bankruptcies. Other companies have gone private, or simply changed their names. Companies are listed by the name with which they were associated in 2005, or at the time of their most recent list appearance before that. FORTUNE 500 companies that have been acquired by other FORTUNE 500 companies are listed under the name of the acquiring company. Rankings have been revised to reflect corrections in data
    • General Motors 1955 rank: 1 $ millions % change from 1954 Rank Previous rank 9,823.5 N.A. 1 N.A. 806.0 N.A. 1 N.A. Pre-Tax Profits 1,645.0 — 1 — Assets 5,130.1 — 2 Stockholders* 487,639 — 1 — Employees* 576,667 — 1 — FORTUNE 500 DATA Revenues Profits
    • Exxon Mobil 1955 rank: 2 $ millions % change from 1954 Rank Previous rank 5,661.4 N.A. 2 N.A. Profits 584.8 N.A. 2 N.A. Pre-Tax Profits 895.8 — 2 — Assets 6,614.7 — 1 Stockholders* 297,000 — 2 — Employees* 155,000 — 5 — FORTUNE 500 DATA Revenues
    • U.S. Steel 1955 rank: 3 $ millions % change from 1954 Rank Previous rank 3,250.4 N.A. 3 N.A. Profits 195.4 N.A. 7 N.A. Pre-Tax Profits 385.4 — 5 — Assets 3,348.7 — 3 Stockholders* 275,833 — 4 FORTUNE 500 DATA Revenues —
    • Profile Wal-Mart Stores, Inc. (Walmart) operates retail stores. The Company operates in three business segments: Walmart U.S., Walmart International and Sam's Club. During the fiscal year ended January 31, 2011 (fiscal 2011), the Walmart U.S. segment accounted for 62.1% of its net sales, and operated retail stores in different formats in the United States and Puerto Rico, as well as Walmart's online retail.
    • • • • • • • At a Glance Industry: Discount Stores Founded: 1945 Country: United States CEO: Michael Duke Website: www.walmart.com • Employees: 2,200,000 • Sales: $446.95 B • Headquarters: Bentonville, Arkansas • Market Cap $208.36 B As of April 2012 • Forbes Lists • #24 World's Most Powerful Brands • #16 Global 2000 • #2 in Sales • #24 in Profit • #130 in Assets • #11 in Market value
    • Saving people money so they can live better • Walmart helps people around the world save money and live better -- anytime and anywhere -- in retail stores, online and through their mobile devices. Each week, more than 200 million customers and members visit our 10,700 stores under 69 banners in 27 countries and ecommerce websites in 10 countries. With fiscal year 2013 sales of approximately $466 billion, Walmart employs 2.2 million associates worldwide. • Find out how innovative thinking, leadership through service, and above all, our commitment to saving people money so they can live better have made us the business we are today and are shaping the company we will be tomorrow.
    • Walmart’s “Live Better” initiatives are making a difference • Save money. Live better. These are the words we live by at Walmart. Our “Every Day Low Cost” strategy helps people save money, stretch their paychecks, and provide a better life for their families. But the work we do to help people live better goes far beyond our store walls. It extends into our communities and around the world and affects the lives of people we will never meet. • We believe we have an opportunity and a responsibility to make a difference on the big issues that matter to us all. Issues like preserving the environment, fighting hunger, empowering women and providing access to healthy, affordable food. Walmart is driving meaningful change in a way that no other company can. And we’re committed to using our size and scale to help the world live better.
    • • • • • • Our sustainability goals Environmental sustainability has become an essential ingredient to doing business responsibly and successfully. As the world's largest retailer, our actions have the potential to save our customers money and help ensure a better world for generations to come. We've set three aspirational sustainability goals: To be supplied 100% by renewable energy To create zero waste To sell products that sustain people and the environment Sustainability Hub Visit the Walmart Sustainability Hub, an online location for Walmart suppliers, associates and partners to learn, connect and drive sustainability through collaboration.
    • TECHNOLOGY USED 1. Daylight Harvesting Many Wal-Mart stores and distribution centers around the world include a daylight harvesting system, which integrates skylights that dim or turn off interior electric lighting in response to the amount of daylight available. By using dimmable T-8 fluorescent lamps, electronic continuous dimming ballasts and computercontrolled daylight sensors with approximately one skylight per every 1,000 square feet, we can take full advantage of natural light when available. Daylight harvesting is estimated to save up to 75 percent of the electric lighting energy used in the sales area of a supercenter during daylight hours. Each daylight harvesting system is estimated to save an average of 800,000 kWh per year, which is enough energy to power 73 single-family homes (11,020 kWh average annual usage) for an entire year.
    • TECHNOLOGY USED 2. Light-Emitting Diodes (LEDs) In 2007, after being tested in our experimental stores in the U.S., LED lights in refrigerated cases became popular additions in many of our stores around the world. LED refrigerated case lighting technology is estimated to provide a more than 70 percent energy-efficient operation than fluorescent case lighting. The total energy savings for LED refrigerated case lighting is estimated to be more than 90,000 kWh per year for an average supercenter. Therefore, each store with LED case lighting saves enough energy to power almost eight single-family homes for an entire year. The lifespan of LED refrigerated case lighting is projected to be at least six years beyond conventional fluorescent refrigerated case lighting, which must be replaced, on average, every two years in a refrigerated case environment. This life expectancy allows for a significant reduction in re-lamping and maintenance costs. Additionally, LEDs contain no mercury, perform well in the cold, and produce less heat than fluorescent bulbs — heat which must be compensated for by the refrigeration equipment.
    • Where Wal-Mart Failed, Aldi Succeeds
    • • • • • • • While Wal-Mart revives its plans to get into New York City, a giant German retailer has slipped in relatively unnoticed. Estimates are that Aldi, a privately held, nonunion chain, has more than 8,000 stores worldwide and 1,000 in the United States. In February, with virtually no opposition — a Queens politician even showed up at the grand opening in Rego Park, Queens — a discount retailer called Aldi opened its first store in the city, and plans to open a second one, in the Bronx, later this year. After decades spent fleeing cities for the strip malls and boulevards of the suburbs, grocers and discount retailers are doing an about-face. Target plans to open its first smaller, city-size store in Seattle next year, and Wal-Mart announced recently that it would build “hundreds” of smaller, mostly urban stores in the coming years. Meanwhile, Aldi has quietly been setting up its shops in cities around the country. Even though Aldi, like Wal-Mart, is nonunion, it has faced little resistance, compared with the heated opposition often headed by unions and politicians that Wal-Marts have encountered in larger markets.
    • • Aldi first came to the United States in 1976, but it opened a relatively small number of stores a year — 25 or so on average. Within the last few years, it has accelerated its expansion by adding more than 250 stores, with plans for 80 more both in 2011 and 2012, said Jason Hart, co-president of Aldi’s United States division, in a recent interview. • According to Stores magazine, the Aldi group was the eighth-largest retailer in the world in 2009 (the most recent figures available), with an estimated $67.7 billion in revenue. According to estimates by Mr. Johnson, about $6.5 billion of Aldi’s revenue stems from sales in the United States. • Aldi’s model is to sell groceries and basics like dishwasher soap and laundry detergent in drugstore-size spaces — its Queens store is 17,500 square feet, about 16 percent the size of an average Wal-Mart — in urban, suburban and rural areas, though the focus lately has been in cities. • About 95 percent of its goods bear an obscure private label. For example, rather than Skippy, Jiffy, natural, and jam-swirled peanut butter, Aldi sells one kind, which it commissions itself. (It’s similar to the higher-end Trader Joe’s, which is owned by an Albrecht family trust.)
    • Successful New Age of Walmart Walmart is a true success story on a global basis. To get a better insight on the current state of Walmart and how successful it has been since inception, CNBC's David Faber takes you back inside the biggest company in the world for an all-new, unprecedented look at the retailer. The show was aired on Sep 23, 2009. Here is the link (source: Hulu, CNBC)to the show.
    • HISTORICAL CHART
    • FINANCIALS TABLE
    • Current Status and Future Evolution of Retail Formats The retail and trade market is one of the most important drivers of national economies. Therefore, it is necessary to develop it, especially in postmodern economies with highly demanding consumers and intense competition. In this paper, the current status quo of the retail landscape in the G8 countries has been shown. It can be noted that retailers are in a seemingly constant state of flux. The dominant player worldwide is clearly still WalMart. When it comes to retailing, however, what works today will very probably not work tomorrow. The challenge is to identify the next development while it is still the next. Therefore, analysis of the current status of the retail landscape offers a good insight into the future shape of this extremely important market.
    • Wal-Mart stock price today
    • GROUP MEMBERS DHRUVA KUMAR L {1NH12MBA28} KARTHIC A {1NH12MBA50} KRISHNA PRAMOD C R {1NH12MBA54} NITESH B {1NZ12MBA05} SATHVIK H P {1NZ12MBA46} RAJESH G {1NZ12MBA21}
    • THANK YOU