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
5. General Motors
6. General Electric
7. Berkshire Hathaway
8. Fannie Mae
9. Ford Motor
12. Valero Energy
13. Bank of America Corp.
15. Verizon Communications
16. J.P. Morgan Chase & Co.
18. CVS Caremark
19. International Business
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
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
• 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.
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
8. Gulf Oil
12. Bethlehem Steel
15. AT&T Technologies
16. Shell Oil
19. Goodyear Tire & Rubber
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
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
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
Country: United States
CEO: Michael Duke
• Employees: 2,200,000
• Sales: $446.95 B
• Market Cap $208.36 B As
of April 2012
• Forbes Lists
• #24 World's Most
• #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
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
Visit the Walmart Sustainability Hub, an online location for Walmart
suppliers, associates and partners to learn, connect and drive
sustainability through collaboration.
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.
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.
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
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.
Current Status and Future Evolution of
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.