At their first meeting, the team felt overwhelmed by the tremendous amount of information they encountered about Walmart, as some of it was helpful but questionable in accuracy. To avoid bias, they decided it was important to discover their own views of Walmart firsthand rather than relying on outside information of unknown reliability. They then structured their report to distinguish Walmart's corporate culture, stakeholders, strengths, weaknesses and competitive strategies.

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
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. EXTERNAL FACTORS
THREATS
8

58. EXTERNAL FACTORS
OPPORTUNITIES THREATS
8

59. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending
8

60. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending
outsourcing
8

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

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

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

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

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

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

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

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

69. 9

70. SWOT ANALYSIS
9

71. SWOT ANALYSIS
INTERNAL FACTORS
9

72. INTERNAL FACTORS
9

73. INTERNAL FACTORS
9

74. INTERNAL FACTORS
STRENGTHS
9

75. INTERNAL FACTORS
STRENGTHS WEAKNESSES
9

76. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage
9

77. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage
Low prices
9

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

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

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

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

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

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

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

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

86. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage Exit of german and korean
Low prices markets
marketing capabilities product recalls
leverage with suppliers bad human rights records
brand loyalty lack of consistency between
private and licensed brands 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 items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
1. Web. 27 Sept 2010.
14

105. WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
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 items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
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 items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
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 items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
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.
14