3. Business
Description
• Dry and wet grocery
• Beverages
• Frozen food
• Jewelry etc.
Products
• Photo processing service
• Cellular service plan
• Money order services
Services
• Walmart
• Great value
• Sam’s choice
Brands
4. Vision
“To be the best retailer in the hearts
and minds of consumers
and employees.”
7. Marketing strategies of Wal-Mart
Top Marketing strategies of Wal-Mart are
•Low Prices
•EasilyAccessible
•Synergization (omni-channel customer experience
)
• Key enablers: Resource exploitation, relentless
innovation and ecosystem development
•Appeal to As Many People as Possible
•Social Media Campaigns
12. The Corporate
Strategy
Sam Walton gave 3 Policy Goals to define
Wal-Mart'sbusiness:
Respect
for the
Individual
Service to
Customers
Strive for
Excellence
13. Walmart
practices
• Consistently stock the shelves with
wide range ofgoods at low prices.
• Keep the store open later other
stores, especially Christmas
season
• Discount Merchandising.
• Dynamic merchandise flow
management
o Buy wholesale goods from the
lowest priced supplier.
o Pass on the savings to the
customer.
.
14. • Joint merchandising and replenishment plan:
Develop economies of scale and strengthen
buying power.
• Joint inventory and fulfillment management
• Enterprise-wide network visibility: Across
channels and stakeholders
15. Strategic Goals
Three successful elements and a fourth
element of Walmart strategy formulation:
1. Dominate the Retail Market wherever Wal-
Mart has a presence.
• Wal-Mart is primarily a discount retailer.
• Lowering the markup, and earn profit on
the increased volume of sales.
• Competitiveness of every unit.
16. Strategic Goals
2. Growth by expansion in the US and
Internationally.
• Gain entry into a nation by Corporate Takeover of a
national retailer. Once the company is bought, WalMart
converts the stores into Wal-Mart stores.
3. Create widespread name recognition and customer
satisfaction with the Wal-Mart brand, and associate the
retailer with the reputation of offering the best prices. •
The company accomplishes this through television
advertising campaigns and newspaper adverts.
• The company engages in partnerships and cobranding
17. Strategic Goals
4. Branching out into new sectors of retailing
such as
pharmacies, automotive repair, and grocery sales.
• Move into the grocery store business with
its new "Neighborhood Markets."
18. Competitive Strategy
• • Low Cost Leadership. The giant retailer
prides itself on providing customers with low-
cost items that beat competitors. •
• Differentiation Strategy.
• WalMart uses the differentiation strategy to
succeed by creating a product or service
unique to customers. WalMart has achieved
this strategy by offering unique warranties and
brand images exclusive to the
19. Competitive Strategy
• The company'scompetitivestrategy is to
dominateevery sector where it does
business.
• It measures success in terms of sails and
dominance over
competitors.
• Sell goods at low prices, outsell competitors, and
to expand.
• To build more stores, make existing stores
bigger, and to
expand into other sectors of retail.
• Every step of the way, it strives to make money
and dominate its competitors, to the point of
putting some competitors out of business.
20. Business Strategy
• Low Cost Leadership
Strategy:
Everyday Low Price (EDLP). This is the core of
Walmart’s Business Model and the rest of the key
features of Walmart’s Business Model are aligned to
keep the everyday low price.
• Pressure Over Vendors: To deliver low price,
Walmart exchanges information on sales and
inventory levels based on “Vendor Partnership”
concept. It has its own distribution channel which is a
major distribution channel for many vendors.
21. Business Strategy
• Creating a seamless face
to the customer is one
side of the omni-channel
challenge
Investment in Technology:
Walmart invested heavily on technology to
help enhance communication between
headquarters, stores, and vendors. As a
result inventory costs decreased and
inbound logistics became more efficient
22. Distribution Channels
• “Saturation Strategy”
• The company owns a fleet of more than 3,000
trucks and 12,000 trailers.
• The Wal-Mart Way – Cross Docking.
23. Walmart Growth
Strategy
growth
of
Maintain current net
sales
approximately 12 percent
per year.
Expand into international markets
that have large population
centers.
Increasing the overall efficiency of
the organization by reducing
operating costs or cost of goods
sold.
25. Synergy Area 1. Organizational Realignment:
Rewiring key leadership
a “synergization” masterplan that
brings together Wal-Mart’s stores
with its logistics network and digital
commerce capabilities. The point of
this new alignment is to empower
customers to shop whenever,
wherever and however they want
26. Establishment of cross-functional
business units
Establishment of cross-functional
business units. Central to the plan
was the establishment of dedicated
business units in planning,
merchandising, replenishment and
fulfillment to support e-commerce
operations
27. Powering up e-commerce leadership.
In 2017, Wal-Mart announced a new blended leadership
structure in which the retailer’s U.S. chief marketing
officer leads the marketing strategies over Wal-Mart
Stores, Wal-Mart e-commerce and Jet.com to bring
synergy. Additionally, Marc Lore, the co-founder and
former CEO of Jet. com oversees Wal-Mart e-commerce
and Jet.com. Lore brought with him a coterie of senior
managers from Jet. com, including Nate Faust, Jet.com’s
former chief operating officer. As the senior vice
president for e-commerce and supply chain for Wal-Mart
U.S., Faust oversees all logistics and supply chain
activities supporting both offline and online channel
requirements. Communication was an important element
of this effort, as employees received memos from top
leadership explaining the changes that were made to
blend online and retail leadership.
