Walmart is the largest retailer in the world, operating over 10,900 retail units globally. It was founded by Sam Walton in 1962 and is headquartered in Bentonville, Arkansas. Walmart employs over 2.2 million associates worldwide and generated over $466 billion in sales in 2013. The company focuses on saving people money through everyday low prices. It has expanded its offerings to include services like health clinics, money transfers, and high-speed internet access. Walmart aims to better serve its core customer base and strengthen its brand through these service expansions.

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Wal-Mart Stores, Inc.

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Introduction
Wal-Mart Stores , Inc., branded as Walmart is an American multinational retail
corporation that runs chains of large discount department stores and warehouse
stores. The company is the world's second largest public corporation, according
to the Fortune Global 500list in 2013, the biggest private employer in the world
with over two million employees, and is the largest retailer in the world.
Walmart remains a family-owned business, as the company is controlled by
the Walton family, who own a 48 percent stake in Walmart It is also one of
theworld's most valuable companies.
The company was founded by Sam Walton in 1962, incorporated on October
31, 1969, and publicly traded on the New York Stock Exchange in 1972. It is
headquartered in Bentonville, Arkansas. Walmart is also the
largest grocery retailer in the United States. In 2009, it generated 51 percent of
its US$258 billion sales in the U.S. from grocery business. It also owns and
operates the Sam's Club retail warehouses in North America.
Walmart Whelps 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 245 million customers and members visit our 10,900 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 operates more than 10,900 retail units under 69 banners in 27
countries and e-commerce websites in 10 countries. We employ 2.2 million
associates around the world — 1.3 million in the U.S. alone.

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Mission
We save people money
so they can live better
It’s our mission to create opportunities so people can live better. We consider it
our responsibility to make a positive impact in the communities we serve.
Whether it’s through the grants we provide to the thousands of organizations
that share our mission or through the inspiring volunteer efforts of Walmart
associates, we are passionate about helping people live better. One community
at a time.
Saving people money to help them live better was the goal that Sam Walton
envisioned when he opened the doors to the first Walmart®
. This focus drives
everything we do at Walmart. And, for the millions of customers who shop in
our stores around the world each week, it means they can trust that our brand
means we have every day low prices.

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Vision
Our vision is to provide good quality and services to our customers while
remaining the market leader and striving daily to be the most admired company.
The secret of successful retailing is to give your customers what they want. And
really, if you think about it from your point of view as a customer, you want
everything: a wide assortment of good-quality merchandise; the lowest possible
prices; guaranteed satisfaction with what you buy; friendly, knowledgeable
service; convenient hours; free parking; a pleasant shopping experience."
- Sam Walton (1918-1992)

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Board of Directors
Strong corporate governance is essential for a successful business, and our
board members ensure Walmart operates with integrity and accountability.
Learn more about our corporate governance policies and read our Statement of
Ethics.

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Growth Strategy
The retail giant is dropping its high-end strategy to focus on securing the loyalty
of its base with services such as health care, banking, and broadband access
Rural America, Wal-Mart wants you back. Gone is the focus on trendy fashions,
400-thread-count sheet sets, and snooty ads in glossy fashion mags designed to
appeal to a higher-income demographic that rarely shopped at the store anyway.
These days, Wal-Mart Stores (WMT) is making a big push to woo back its core
audience with a strategy based not just on price cuts, but on a more holistic
approach with deeper and broader services aimed at its core customers. The
latest offer is high-speed Internet access, a costly proposition in many remote
corners of the country. On Oct. 9, Hughes Network Systems (HUGH)
announced it will sell satellite broadband at Wal-Mart stores. The satellite
broadband offering at 2,800 stores is just the latest in a litany of services the
retail giant has rolled out this year.
Clearly, Wal-Mart has struggled to revive sales. Through Aug. 31, sales at U.S.
stores open at least 12 months have grown a mere 0.8%, putting the company on
track for its worst sales year in history. That pace would be even slower than the
1.9% same-store sales increase in 2006, which was already Wal-Mart's record
worst performance. Overall sales growth is also slowing: Last year total
revenues jumped 11.7%, and analysts estimate an 8.4% increase for this year.
1. Benefits to Brand and Image
What the service effort will do, everyone agrees, is help Wal-Mart secure
customers who are more loyal. Providing its core base with greater services—
especially in areas where they are underserved—could cement Wal-Mart's

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strength with its audience. "It plays to their sweet spot in terms of being able to
provide cheaper products and services to a particular customer base and
reinforce its brand as a destination for the underserved," says Robert Passikoff,
president of consulting firm Brand Keys.
Using a retail outlet to sell telecommunication services is nothing new. But
given that half of Wal-Mart's 3,500 stores are in rural areas, the Hughes deal
represents a clever strategy to access Wal-Mart's base. Better broadband service
will clearly benefit rural communities, as the Pew Internet & American Life
Project reported that only 31% of them have access to high-speed Internet
services. "It will also offer a true one-stop-shopping experience," says Abella.
These services will also help burnish Wal-Mart's image, which has been
tarnished in the last couple of years by heavy criticism of its wage and health
benefit policies and problems with customer service.
Earlier this year, Chief Executive H. Lee Scott announced that over the next two
to three years Wal-Mart will add 400 in-store health clinics to its already
existing base of 78 clinics. Each visit costs an average of $45 to $50, compared
with $150 for a visit to the doctor's and $400 for a trip to the emergency room.
Wal-Mart found that 40% of visitors at these clinics were uninsured. At the
same time, the $4 generic prescriptions Wal-Mart introduced in September,
2006, now account for more than 35% of all prescriptions filled at the chain.
Nearly a third of the $4 prescriptions are filled without insurance.
2. New Areas for Price Competition
"The response has been nothing short of spectacular," says Scott "Within days
of announcing our $4 program, countless other discounters, drug stores, and
supermarkets dropped their prices on generic prescriptions."

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The Bentonville (Ark.) company earlier this year also announced the Wal-Mart
MoneyCenters , which would offer its customers a host of financial services
including check-cashing, bill payments, and international money transfers.
According to ACNielson , 42% of Wal-Mart shoppers have yearly household
incomes under $40,000. Banking service would help many customers who are
described as "unbanked" because they don't use banking services. Wal-Mart
says its entry into financial services has already cut some fees, such as check-
cashing, by 25% to 50% in certain markets.
Sure, Wal-Mart is entering unfamiliar territory with Net access. How well
Hughes serves Wal-Mart customers in a service-intensive business could make
it vulnerable to complaints. "Wal-Mart will essentially be a reseller…and the
service quotient will be beyond their control," says Abella. But he also believes
that, as in most product categories Wal-Mart enters, prices for satellite service
in rural areas will drop. And for Wal-Mart's core customers, low prices always
matter.
3. Expansion In Urban Areas With Smaller Format Stores
Wal-Mart’s executives have indicated that the retailer’s future stores will
occupy 8% less space, cost 16% less and will run more efficiently. Wal-Mart’s
smaller stores, called Express stores, are one-tenth the size of a typical Wal-
Mart supercenter and offer 15,000 items in comparison to 100,000 offered at a
supercenter. Although their size is much smaller, Express stores offer day-to-
day groceries and general merchandise. They are focused on attracting
customers who shop regularly for their daily needs.
Wal-Mart opened its first Express store in June 2011 and had 11 stores
operational at the end of July 2012.In fiscal 2013, the retailer opened 76 smaller
format stores, including Wal-Mart Express and Neighborhood Markets, and

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plans to add 100 more in the current fiscal year. Wal-Mart stated that its
Express stores are generating double-digit comparable store sales growth. We
believe that this is an encouraging sign for the company and will help it
continue its growth in the U.S. Express format can be successful in big cities,
which have space constraints and where busy schedules limit many customers
from driving to a supercenter.
4. Focus On Social Media & Technology
Wal-Mart has made strong efforts to improve its IT capabilities and has
leveraged social media in order to reach its prospective customers. Its digital
technology unit, @WalmartLabs, creates platforms and products around social
and mobile commerce. Since its inception, @WalmartLabs has been actively
scouting for acquisitions. In November 2011, it acquired Grabble, the maker of
‘point of sale technology’ that ties in with mobile phones. Wal-mart is also
trying to leverage social media to drive its sales. In 2011, it partnered with
Facebook and also acquired Kosmix, a social media company to promote its
offerings. [5] [6]
The U.S. customers are increasingly turning to online shopping and e-commerce
channel provides an incredible growth opportunity. Although Wal-Mart does
not report its e-commerce revenues, Internet Retailer estimated its online sales
to be around $4.9 billion in 2011. [7]
In October last year, Wal-Mart projected
this figure to almost double by fiscal 2014. [7]
Given the increased usage of
social media and launch of affordable smart phones, Wal-Mart’s investments in
this arena are likely to payoff. It’ll also help the company to face competitive
threat from online retailers such as Amazon.

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Hr Policies
The polices regarding the human resource are as follows...
1. Positive & cheerful atmosphere
2. Respect for the individual
3. Stop the bullying
Most important is ...
4.Does not give over time to employee
5. Zero overburden of work
6. Workers right of work shipment
7. Hiring- offer of empolyemnt
8. Diversity of work
9. Pay administrative
10.leave of absence
11. Low hours of work
12.Families to the workers

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Marketing Strategies
 Wal-Mart is not particularly known for their impeccable customer
service. Even further, Wal-Mart lacks in cleanliness and breadth of
product lines. But what they lack in aesthetics, they make up for with an
absolutely unparallel convenience and price competitiveness. Wal-Mart
has redefined the art of online marketing, using techniques at grand and
impressive scales to become one of the top company’s in the wide history
of corporate America.
 Wal-Mart’s online marketing campaign covers all facets of strategy, but
through all the apparent strategies, it is their aggressiveness that has
highlighted and broadened their need to succeed and remain at the top of
the industry in retail. But an aggressive campaign inevitably garners
controversy, and through the years, Wal-Mart has been involved with a
fair amount of negative publicity directly involving their specific
marketing strategies. Their bullying nature has caused many to deem
them unreasonable and unfair- Wal-Mart still remains number one despite
the negative attention.
 Wal-Mart’s marketing consists of flooding the market with their
presence. This is alarming for individuals who find Wal-Mart’s business
practices alarming. But with such a massive quantity of stores, intensely
competitive pricing, and such a large market share, their marketing
strategy has entailed an overall takeover of all the appropriate markets.
 They offer many types of products, with a relatively comfortable list of
options. As well, Sam’s Club offers an alternative for those who prefer
bulk. And with such a strong base of customers, they are able to set the
prices for what they pay for. If you want your product in Walmart, you
are at the mercy of them setting the price they will pay. If it is below cost,
then so it is. The truth is, Wal-Mart can offer a company a prime
opportunity to get their product to the masses- even if they lose money
doing so. Their online marketing has them being as transparent as
possible in an attempt to dissuade the controversy to their name. You can
purchase their entire collection of products through the web. You can
read customer reviews, sign-up for a newsletter, and get options for
special deals available only through the website. Despite this, such a
business relies strongly on their physical location- exactly why a store
finder is located right at the top in bright yellow.

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 This competitive nature has allowed controversy to flourish under their
name. But their marketing has focused on quantity, and delivering variety
in one location. Their extending hands to Subway and McDonalds for
placement of restaurants in Walmart’s, further validates this claim. As
well, a typical customer can get glasses prescription, get their haircut, and
oil changed under their building. You can purchase jewelry on one side,
and draperies on the other. You can buy groceries and grab a new
lawnmower (while waiting for an oil change). Their recent cooperation
with SunTrust bank has allowed their presence in Southeast Walmart’s.
Their marketing has always relied on variety- how many single things can
you do in one location.
 Wal-Mart has garnered its fair share of controversy. Yet, the convenience
is truly unrivalled. With such a wide breadth of options for a consumer, it
seems almost silly to shop at another location where these options are
severely limited. Wal-Mart’s online marketing is simply an extension of
their physical stories, allowing individuals to purchase directly through
the site.

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Swot analysis
1. Strength
 Largest Retailer in the world.
 Loyal customer base.
 Everyday Low Pricing.
 Established brand name.
 supply chain and logistics capabilities.
 wide network of stores.
 Buy in Bulk.
 Caters to a wide range of needs.
 continuous opening of new stores.
 Immediate acceptance of George in Canada.
 Trend office in New York.
 Positive Reviews of Wal-Mart collection Apparel at NY’s Fashion
Week.

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2. Weaknesses
 Growth in Cost Structure.
 Large Inventories.
 Negative Publicity.
 Increase in Overhead Expenses.
 Lackluster Sales.
 Selective purchases of middle class customers.
 Low Impact of the George Brand in the U.S.
 Crowded store.

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3. Oppurtunities
 Fashion Goods Category.
 Decrease in Disposal Income.
 Economies of Scale.
 Increase sustainability and wealth of the Middle Class.
 Retail market growth in emerging markets
 Rising acceptance of own label products
 Trend toward healthy eating
 Online shopping growth

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4. Threats
 Increase Expansion Expenses.
 Skyrocketing Energy Expenses.
 Increasing Competition.
 Economic crisis and economic instability
 Highly competitive environment with entry of more banks
 Stringent Banking Norms by RBI.

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Porters 5 forces model
This model consists of five forces which are presented in the diagram.
1. Suppliers
 Weak Bargaining power
 Largest account for most of the producers
2. Threat of entry
 Threat of new entrants is weak
 Wal-mart’s great scale of operations
 It would take years or may be decade to for a new player to be on the
same level
 Today even big players also have extreme difficult time matching the
costs and prices Wal-mart provides

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3. Buyers
 Weak bargaining power of buyers
 Broad base of customers and a significant demand for low prices
4. Substitutes
 Low threat of substitute product
 Wal-mart exerts a great deal of effort in making sure they are innovative
& meeting customer demands
5. Rivalry
 Fairly weak competitors
 Even though market is crowded Wal-mart has the lowest costs prices.

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Csr Activities
1. Enviormental sustainability
 Three 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
enviormental
sustainability
women economic
empowerment
hunger and nutrition ethical sourcing
csr
activities

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 Sustainability Hub
Visit the Walmart Sustainability Hub, an online location for Walmart suppliers,
associates and partners to learn, connect and drive sustainability through
collaboration.
 The green room
The Green Room is a Walmart blog that we hope to develop into a vibrant
conversation about helping people live better around the globe.
2. Women's Economic Empowerment
In 2011, Walmart launched the Global Women's Economic Empowerment
Initiative. By using our unique size and scale, we are empowering women
around the world. Over a billion people live in poverty worldwide – 70% are
women. Nearly 775 million people can't read or write, and the majority are
women. Almost 15 million households in America are headed by women.
Despite being the sole providers, more than 29% of women live below the
poverty level in the U.S. Through Walmart's Global Women's Economic
Empowerment Initiative, we'll help provide more training, market access and
career opportunities to nearly 1 million women, many on farms and factories,
ultimately allowing them access to the economic opportunity they deserve.
 Women in Factories Training Program
In 2012, Walmart launched the Women in Factories Training Program, a five-
year initiative that will train 60,000 women in 150 factories and processing
facilities producing for top retail suppliers in industries with high percentages of
women. The program, which is being implemented in collaboration with local
NGOs, will teach critical life skills related to communication, hygiene,
reproductive health, occupational health and safety, identifying personal
strengths and gender sensitivity. Up to 8,000 women will also receive
leadership training to develop the work and life skills necessary for personal and
career development.
 Walmart is supporting small women-owned businesses around the
world.

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Empowering Women Together is an online destination on Walmart.com that
gives shoppers who want to buy unique and interesting products the opportunity
to do so while supporting small women-owned businesses around the world.
With each purchase, consumers lift and empower the women behind these
products to create new jobs and improve both their own lives and the lives of
their families and communities. At launch, Empowering Women
Together offered shoppers more than 200 items from 19 businesses in nine
countries.
The program is part of Walmart's larger Women's Economic Empowerment
Initiative's commitment to source $20 billion from women-owned businesses.
3. Hunger and nutrition
 Driving change to feed the nation
Walmart is committed to getting the best, the healthiest, the most affordable
food to as many people as possible. We are fighting hunger in the U.S. We’re
making food healthier and healthier food more affordable. And we’re using our
size and scale to help support farmers and their communities, produce more
food with fewer resources and less waste, and sustainably source key
agricultural products.
For us, it’s not about setting lofty goals. It’s about real and meaningful action.
It’s about driving change and creating a movement. A movement that refuses to
accept hunger, that fuels the growth and well-being of our nation, and a
movement that strengthens the global food supply chain.
 Making food healthier and healthier food more affordable
At Walmart, our journey with nutrition began where everything does—with our
customers and our mission of helping people save money and live better. To
more and more of our customers, living better means the ability to walk into our
stores and find affordable food that will help their families live healthier lives.
We believe a family shouldn’t have to choose between food that is more
nutritious for them and food they can afford.
That’s why we’re working with suppliers to reduce salt and sugar in key
products, starting with our own Great Value brand. We’re doubling the amount

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of locally grown produce we buy, supporting the farmers in local communities.
Since 2011, we've saved our customers $2.3 billion on fresh fruits and
vegetables. We’re also providing a new Great for You icon, appearing on select
products in our stores, to make it easy for customers to instantly identify more
nutritious choices.
 Walmart’s commitment to fight hunger
In 2010, Walmart and the Walmart Foundation launched "Fighting Hunger
Together" – a $2 billion cash and in-kind commitment through 2015 to fight
hunger in America. This initiative leverages Walmart's size and resources to
provide nutritious food and the Walmart Foundation's ability to grant funding to
nonprofits that help elevate the issue.
Donations of cash, food, refrigerated trucks, mobile pantries and other resources
are changing lives across America. In 2012, Walmart and the Walmart
Foundation became the first partner of Feeding America to surpass 1 billion
meals donated.
4. Ethical Sourcing
The foundation of Walmart’s business has always centered on helping people
live better. This mission applies not only to our customers and associates, but
also to the workers who make our products.
We collaborate with other retailers, brands, NGOs and government leaders to
verify the products we sell are produced in a way that provides dignity and
respect for workers in our supply chain. As the world’s largest retailer, we strive
to positively influence global supply chain practices by raising our own
standards and improving working conditions in the countries from which we
source.

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Merger and acquisition
 Collaborating with stakeholders for positive change
Meaningful collaboration with key stakeholders is essential to driving positive and
sustainable change in the supply chain. This is why we continue to work with leading NGOs
and take an active role in industry coalitions. We work to improve the effectiveness of our
own ethical sourcing program and, ultimately, improve the lives of workers in our supply
chain.
Over the past several years Walmart has implemented a number of programs to support local
suppliers and workers including:
 Improving the jobs for more than 17,000 workers in 34 factories in Bangladesh
through our Lean Manufacturing program. Through this program workers are able to
become more empowered through job skills and factory efficiency training. Learn
more from Asda in the UK.
 Launched a program aimed at empowering the women who work in Walmart’s supply
chain factories through the company’s Women in Factories Training program. This
program is teaching 60,000 women critical life skills including conflict resolution,
communications, skills, personal health and wellness.
 Working with our supplier partners and their factories to help them develop the
capability to improve working conditions by investing in education, training and
operational efficiencies through our Supply Chain Capacity building programs
including the Supplier Development Program, Violation Correction Training, Orange
School Program and Supplier Round Tables.
 Participating in the Bangladesh Buyers Forum, to collaborate with 18 other brands to
provide a training program to increase fire safety awareness among our suppliers and
their employees in garment factories, which is expected reach to over 3,000 exporting
garment factories in Bangladesh.
Some of our partners include:
 Global Social Compliance Program
The Global Social Compliance Program (GSCP) is a business-driven program created to
promote the continuous improvement of working and environmental conditions in global
supply chains. The GSCP was created by five leading companies, including Walmart, and is

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now made up of 39 brands and retailers. Members are working to enable mutual recognition
between existing social and environmental compliance systems globally, in order to reduce
duplication in auditing and build trust for further collaboration.
 International Labor Organization/International Finance Corporation Better
Work Program
The combined efforts of the International Labour Organization (ILO) and the International
Finance Corporation (IFC) launched the Better Work Program with an objective to improve
factory working conditions in the garment sector. Program components include monitoring
factories, conducting training modules and engaging with key stakeholders, including
workers, factories, communities and governments. We've partnered with the ILO/IFC in
support of the Better Work Program, which currently operates in Cambodia, Haiti, Indonesia,
Jordan, Lesotho, Nicaragua and Vietnam, with plans to expand into Bangladesh and other
sectors of production such as footwear.
 Ethical Trading Initiative
Asda/George is a founding member of the Ethical Trading Initiative (ETI) and works within a
multistakeholder environment on industry issues such as home workers, Sumangali workers,
working hours projects, fire safety, living wages and purchasing practices. ETI touches a
wide spectrum of issues to help improve and drive change through the supply base we source
from and to improve conditions for the workers who make our clothes.

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Conclusion
Globalization will continue to affect different parts of the world positively and
negatively. Walmart will continue to build more and more chains and not just in
the United States. People will also take more job offerings because many other
career options are not available in the present. We have to see that this cycle is
not necessarily vicious, but that it is just the way our world runs, and there will
always be a global North and a global South. For now, Walmart and its sister
companies abroad will mostly be in the prospering North, and we will continue
to buy cheap and (mostly) disposable items that the global South exports to us.
Even though MNCs have taken over big business, we have to realize that this is
actually beneficial to us in many ways.
All in all, by implementing these three important strategies successfully, Wal-
Mart has become from a single store to the biggest retailer in the US and to the
biggest company in the world. The cost management strategy of Wal-Mart wills
create an operational model with the lowest cost which will increase the margin
of profit on the financial statements. Moreover, the growth management
strategy had dragged Wal-Mart into the right direction of investment and
expanded radically around the distribution center. Lastly, the people
management strategy inspires all associates to work more efficiency and creates
a great workplace environment which full of self-improvement, competition,
and respects. It also provides an opportunity for people to build-up experience
from the low-rank position to the high-rank position. Therefore, strong
management in these three strategies had transformed Wal-Mart into the biggest
company in the world with the highest number of employees worldwide and had
also provided benefits to millions of people around the world by transferring
unnecessary cost into low-cost products.

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Bibliography
www.walmart.stores.com
www.walmart.com
www.busika.com
www.businessweek.com