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ANGLIA RUSKIN UNIVERSITY
A Case Study of Wal-Mart
Student Name:Muhammad Atif
Student ID: 1230580
Module Leader: Dr. Noah Karley
Module: MOD001126
Year: 2013/14
Word Count: 4,074

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Table of Contents
1. Introduction ................................................................................................................................3
1.1. Company Overview ................................................................................................3
1.2. History ....................................................................................................................3
2. External Analysis ........................................................................................................................4
2.1. PEST Analysis ..........................................................................................................4
2.2. MNC and Foreign Exchange Strategies ..................................................................6
2.3. Modes of Entry into Foreign Market ......................................................................8
2.4. Cultural and Ethical Issues related to Wal-Mart .....................................................8
2.5. Competitor Analysis ................................................................................................9
2.6. Competitors around the World ...........................................................................10
2.7. Analysis of industry competition ..........................................................................12
3. Internal Analysis .......................................................................................................................13
. . Co pa s Fi a ials ..............................................................................................13
3.2. SWOT Analysis ........................................................................................................14
3.3. Factors that influence Wal-Mart s Ma age e t ...................................................17
4. Conclusion .................................................................................................................................18
5. References & Bibliography .......................................................................................................19
6. Appendix …………………………………………………………………………………………..……………………..

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1. Introduction
1.1. Company Overview
Wal-Mart is well-known American company that operating retail stores including grocery stores,
discounts warehouse clubs and combination of general merchandise store. The E er Da Lo Pri e
(EDLP) strategy makes Wal-Mart different from its competitors. The company divided into three
sections: a seg e t i side the U.“, “a s lu a d I ter atio al “eg e t of Wal-Mart. In Fiscal year
2013, 58.89% total sales are considered by Wal-Mart U.S. which is the biggest segment, 29% from Wal-
Mart I ter atio al a d . % total sales fro “a s Club (Gough, 2013). The company sells electronic
items, baby & kids clothing, video games, toys, fitness and sports instruments, jewelry, groceries and so
many other things. The annual revenue of the Wal-Mart is greater than the GDP of Switzerland (Brenner,
Eidlin and Candaele, 2006). A ordi g to Fortu e s ra ki g, the nd largest companyin the world is Wal-
Mart by revenues almost $469.2 billion (Hayes, 2013).
1.2. History
The Store called Wal-Mart, founded in 1962 by Sam Walton along with his brother Bud in Rogers,
Arkansas. He was running a store already before opening the Wal-Mart a ed Walto s Fi e a d
Di e , hi h as a fra hise of Be Fra kli . The e usi ess odel of “a Walto s as differe t
from other traders not only in terms of discount but he also focused on opening stores in small towns.
At the beginning he opened more stores in Arkansas but later he expanded Wal-Mart to Oklahoma and
Missouri in 1968 (Brenner, Eidlin and Candaele, 2006). In 1972, the company listed in the New York
“to k E ha ge NY“E (Lorea, 2009). Walton group also introduced the “a s Clu arehouse store
and opened other stores in Iowa, Nebraska and Indiana in 1983. During 1980s, the company rises
considerably by reaching $25.8 billion sales with almost 1,525 stores and 271,000 workers at the end of
the decade. The year 1992 was not good for the Wal-Mart as Walton died in this year and after 3 years
his brother and the co-founder of Wal-Mart Bud Walto also died i 995 (Brenner, Eidlin and
Candaele, 2006).
In 1990s, Wal-Mart has considered as the largest retailer of the nation and it continued the
achievements by opening more stores within the country and outside the country. In Canada, the
company bought 122 Woolco stores and built three stores in Argentina and five stores in Brazil in 1995.
It penetrated in China all the way through joint venture in 1994. In Germany 1997, Wal-Mart acquired

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74-unit INTE‘“PA‘ hypermarket chain and the 21-store WE‘TKAUF chain. Later on in 1998, the
o pa e tered i Korea ith joi t e ture a d after o e ear it e t to UK a d ought the UK s third
largest gro er hai alled A“DA . The o pa entered in Japan by buying a 36% stake of Seiyu in
2002 and Wal-Mart steadilyincreasedits stake about 67% by 2007 (Brenner, Eidlin and Candaele, 2006).
According to fiscal year sales of Wal-Mart is about $469.2 billion in 2013 with 2.2 million workers
acquaintances worldwide and 11,000 stores under 69 bannersin 27 countries (Walmart, 2013).
The reason of doing this assignment is to study the circumstances in which the company is operating.
We will critically analyze the Wal-Mart by examine the o pa s internal and external environment. In
external analysis we will look at the foreign exchange strategies for multi-national corporations, modes
of entry into foreign market, cultural and ethical issues related to Wal-Mart and the competition that
the company is facing within the country and globally. To increase an understanding of Wal-Mart s
business potential and to know the future market,we will use different analytical models.
2. External Analysis
External environment can be estimated through PEST analysis. This tool is used to identify the business
size, positions,economics, growth, politics and the development or decline trend of the market.
2.1. PEST Analysis
Figure 1: PEST analysis of Wal-Mart
Political Economical
Social Technological

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2.1.1. Political Factor
To i rease the o pa s footpri t i Califor ia i the ter of e pa di g pu li oppositio , the
controversial strategy has been used by Wal-Mart. According to a recent report in which, it is
mentioned that Wal-Mart have significantly raised their political contribution. Report states that
Wal-Mart has spent millions on state and local projects and over $17 millionin federal elections.
More than 69% which accounted for $11.6 millions of Walton family and Wal-Mart s
contribution has gone to Republican candidates and committees. A member of Wal-Mart has
reported that Walto s fa il is the ri hest fa il i the world; they are putting millions to their
radical ideology and right-wing agenda instead of putting their money to increase wages for
Wal-Mart s orkers (UFCW, 2013).
Furthermore, the political factor can negatively affect the Wal-Mart s sales a d profits e ause
government can change the rules and the regulations at anytime which can be influenced Wal-
Mart directly. For example; the sale of Wal-Mart in February, 2013 was lower than the expected
due to delay in income tax refunds (Irwin, 2013). There are many issues which are difficult to
control by the firm such as; authority to work, health issues, war against terrorism and
geopolitical uncertainties. The sale of Wal-Mart s globally can be influenced by those issues.
Since to decrease working expenditure and gaining more profit Wal-Mart has operated in
different countries Such as; Germany, Canada, China, Mexico, UK and India. If these countries
face any political instability or any problem, it can reduce the market share of Wal-Mart (Alden
and Buckley, n.d.).
2.1.2. Economic Factor
Pur hasi g po er depe ds o the World s e o o i o ditio s. The management of Wal-Mart
says that economic factor; both domestically and internationally might affect Wal-Mart s
financial performance unfavorably. In U.S and other ou tries higher fuel pri e, e erg ost a d
higher interest rate, inflation, weak housing market, unemployment rate, higher debt and
changes in tax law and overall economic slowdown could affect consumer demand for the
services and products selling through Wal-Mart stores. Others factors like higher transportation
cost, foreign exchange rate fluctuation, healthcare and insurance, and other economic factors

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can raise the cost of general and administrative expenses and harmfullyeffect the operations of
Wal-Mart (WMT 10-K, 2008).
Therefore, U.S has been planning to increase the number of superstores to raise the sales in U.S
stores and outside to get high returns from it in order to leverage their capital assets (Nyakreal,
2013).
2.1.3. Social Factor
Social fa tor pla s a pi otal role to aki g a usto er s i d. A Qualit fa tor al a s has ee
on forefront of Wal-Mart throughout the history which is why people thought that Wal-Mart is
the best place to go for shopping. Due to the social influence people who want one stop service
prefers Wal-Mart for shopping (Nyakreal, 2013).
2.1.4. Technological/Innovation Factor
The Company launched its 1st satellite network in 1987 which connects home office to every
single Wal-Mart store and clubs via video, data and voice communication (Brenner, Eidlin and
Candaele, 2006).
At current situation Wal-Mart is more innovative and productive company, and its supply chain
and logistics management is more successful now than before. In terms of technology, Wal-Mart
is far awayfrom its competitors. The modern technologyis using by Wal-Mart for the purpose of
marketing and sellingits product (Manjoo, 2012).
2.2. MNC and Foreign Exchange Strategies
Multinational companies trade across the borders in order to maintain supply and demand of their
produ ts glo all . This leads the to fa e foreig urre risks due to hi h MNE s e roll the sel es
into foreign exchange strategies. China is one of the prominent examples where international trade
takes place.
A giant retailer like Wal-Mart requires to foreign exchange market for given reasons:
 To refurbish stores, build new stores or expand stores in a particular state.
 To purchase cheaper products in different currency and then sell that goods in U.S at
low prices by adding small margin to compete its competitors.
 To hire employees by payingin local currencies.

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 To gain more profit from foreign market
Let s take the Chinese currency, Yuan renmimbi as an example to demonstrate the impact of
foreign currency. Wal-Mart imports from China and the intense pressure of exchange rate
fluctuations results in exchange gains and losses both to the customer and supplier. Chinese
Yuan is currently pegged at 6.8 Chinese Yuan to 1 US Dollar (2010 figures) andis a major point of
controversy between U.S manufacturers and trade groups. Chinese supplier faces negative
foreignexchange risk in supplying goods to Wal-Mart by the revaluation of Chinese Yuan or vise-
versa (Jan, 2010).
Wal-Mart often requires fixing its currency exchange rate in purchasing contracts with Suppliers
of China to manage the currency concern. In terms of fixing the currency exchange rate will lead
Wal-Mart to lock its product costs and profitability. So, by using this kind of strategies Wal-Mart
can protect itself to increase in the value or unexpected drops of the RMB and U.S dollar
(Carpenter and Dunung, 2011).
Wal-Mart also hedges a portion of foreign currency risk by entering into currency swaps and net
investment hedges in order to hedge against foreign exchange rate variations exposure
associated with the potential payments of principal plus interest of non-U.S. denominated debt.
Fair Value of all of these swaps was an asset of $313 million in 2012 and $471 million in 2011.
Any fluctuations in the foreign currency rates results in exchange gains and losses underlying
these swaps. Wal-Mart has faced $67 million and $74 million exchange gains and losses in 2012
and 2011 respectively. In addition to swaps, approximately GBP 3 billion debt in 2012 was
hedged against net investments in United Kingdom. Again, any increase or decrease in British
Pounds against US Dollar results in exchange gains or losses. Similar applies to Wal-Mart s trade
in Japanese Yen; 10% fluctuation of US Dollar against Japanese Yen have resulted in exchange
gains or losses of $328 million in 2012 and $533 millionin 2011(Wal-Mart Annual Report, 2012).

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2.3. Modes of Entry into Foreign Market
Table 1: Methods of Entry into International Market
Strategies Countries
Joint Venture  Wal-Mart entered in Mexico by using the strategy of
joint venture with its local player, CIFRA, who was
the largest player in Mexico.
 The reason of joint venture is to understand the
market of Mexico. CIFRA helped Wal-Mart to
understand the culture, helped Wal-Mart to work
with home authorities and providing supplier
connections to Wal-Mart (Mun, n.d.).
Acquisition  In 1994, the company entered in Canada through
Acquisition by buying the 120 stores of Woolco
Discount retailer.
Wholly Owned  Wal-Mart has set up wholly owned subsidiary in U.K.
The company acquired Asda in 1999 (Corporate
Watch, 2004).
2.4. Cultural and Ethical Issues related to Wal-Mart
Ethical Issue
Wal-Mart s orporate good ill has ee rui ed due to:
 Failure to provide better workplace forits employees.
 Litigation suit and gender discrimination
 low wages as compared to other corporations
 Illegal workers mopping the floor
These are some of the examples that Wal-Mart has always been criticized for. Some say that there is an
evil companyin Arkansas. The company can do anything to get higher market profit (Seglin, 2004).
Cultural Issues
Cultural differences are the main reason of failing Wal-Mart in Germany and in South Korea.
 In America the employees offering to bag groceries for customers but in Germany people did
not like because they prefer to doit by own.

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 Second reason to fail in Germany is that the workers instructed by the management to smile at
customers but in Germany, people thought the smiling workerswere flirtingwith them.
 In Korea, people normally have short heights. Wal-Mart opened stores with huge shelves due to
which people have to use ladders in order to reach the top shelves.
These are some of the cultural issues for the failure of Wal-Mart in Asian Countries. Other issue was that
people in Korea prefer to buy foods and drinks, where as Wal-Mart s as fo used i ele tro i s,
according to business week (Lutz, 2013).
2.5. Competitor Analysis
In terms of market share it s ot possi le to other dis ou t retailers to o pete ith Wal-Mart but it
does not mean that there is no competitor in the market. There are so many competitors in
domestically and internationally because of Wal-Mart s giga ti di ersifi atio . It is difficult to find out
one exact competitor. According to market Wal-Mart s o petitors a e su arized as: Local
Competitors (Direct and Indirect) and International competitors.
2.5.1. Direct & Indirect Competitors by Domestic Region
Costco and Target is the direct competitor of Wal-Mart in local market and they are the more significant
threat to the market share of the Wal-Mart. Costco is the largest discount wholesaler which can
o pete ith the “a s Clu of Wal-Mart (Gough, 2013).Target can be the biggest threat in terms of
competingwith Wal-Mart in all levels. The low price strategy followed by the Target is the same strategy
which is Wal-Mart using. Target is gaining recently more market share by adding more grocery options
in stores and expended its stores internationally (Gough, 2013).
Table 2: Direct & Indirect Competitors by Domestic Region
Market Cap Revenue (ttm) EBITDA (ttm) Net Income (ttm)
Wal-Mart $251.51B $469.16B $36.30B $17.00B
Direct Competitors
Costco
Target
$46.17B
$44.16B
$103.13B
$73.30B
$3.87B
$7.51B
$1.96B
$3.00B
Select Indirect Competitors
Dollar Tree
Dollar General
FamilyDollar
$10.55B
$16.49B
$6.88B
$7.39B
$16.02B
$9.60B
$1.10B
$1.96B
$915.37M
$619.3M
$952.66M
$422.17M
Source: Student Investment Management Analyst Report: Initiating Coverage

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According to Indirect competitor, Dollar “tores ould e the threat of Wal-Mart Co pa s market
share because of the recent success of Dollar “tores su h as Dollar Tree, Dollar Ge eral a d Fa il
Dollar but the fact is they cannot compete with Wal-Mart because these competitors are small in size
a d do t ha e the pote tial to pro ide the sa e ser i es and products as Wal-Mart (Gough, 2013).
2.5.2. DuPont Analysis
According to DuPont Analysis; Wal-Mart has the highest net margin of 3.62, financial ratio of 2.8 and
asset turnover is 2.39 and the company is generating the highest ROE (22.53) as compared to Target and
Costco (Stone, 2013).
Figure 2: DuPont Analysis
2.6. Competitors around the World
There are many International competitors available in the market but we are only looking at some main
competitors of Wal-Mart.
Source: Morningstar

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Table 3: Wal-Mart’s Market Growth with I ter atio al Co petitors
Companies Countries Revenue International Growth Domestic Growth
(2010 to 2015) (2010 to 2015)
Wal-Mart United States $469.1B 9.8% 2.7%
Carrefour France $112.6B 7.7% 3.2%
Tesco U.K $96.8B 10.5% 5.9%
Metro Germany $90.5B 7.4% 1.6%
Source: Forbes/Successful Global Growers
These four retailers are actually expending more stores globally. Wal-Mart is the biggest in terms of
revenue as compared to its competitors. By comparing the rest of three retailers Carrefour is on 2nd
number after Wal-Mart s sales. However, in terms of compound annual growth rate, U.K is increasing by
10.5% internationally and 5.9% domestically (Loeb, 2013).
2.6.1. Overall International Market Growth
The company is enjoying notably from its operations almost everywhere except Japan. In Chine, Wal-
Mart has reasonable increase in market share and almost doubled their revenue growth (Stone, 2013).
Figure 3: Wal-Mart Growth with International Market Growth
Source: NYSE: WMT

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2.7. Analysis of industry competition
Here five competitive forces by Michael Porter are using to distinguish the competition in the given
industry as seen below in figure 4. This tool will help to know the Wal-Mart s apa it to compete in
given market
Figure 4: Five competitive forces of Michael Porter
2.7.1. Rivalry among existing competitors
If there are a few competitors in the industry then rivalry can be weak but many competitors will lead to
increased competition and shrink market attractiveness. In Wal-Mart s ase the o petitio sta s
moderate e ause of o pa s a ilit toe pa d its products and operations (Hilaire, 2012).
2.7.2. Bargaining power of suppliers
There are some reasons when suppliers are more powerful such as; in market there are few substitutes
available, supplier product is unique or most effective, and switching cost from one to another supplier
is high. Wal-Mart holds a greater part of market share and suppliers know that, so the power of
suppliersis low in Wal-Mart s ase (Anon, 2009).
Rivalry among
existing
Competitors
Threat of
Substitute
Products
Bargaining
Power of
Buyers
(Customers)
Threat of
new
Entrants
Bargaining
Power of
Suppliers
Source: Harvard Business Review

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2.7.3. Bargaining power of buyer
If the products are not differentiated then buyers can switch to another retailer as buyer seems to be
more prices sensitive. If the products are similar then the buyer will compare the price among suppliers
which increases the competition and lead to lower prices and profits. Wal-Mart offers a wide range of
produ ts ith the strateg of E er Da Lo Pri e that appeal to large audie e (Mallon, n.d.).
2.7.4. Threat of new entrance
If the arrier to e tr is redu ed i arket the the threat of e e tra ts increases. It is usually more
costly for new firms to enter in high barrier industries. Wal-Mart s ra d image is too strong and it is
very difficult to enter the market for new born firm. However, if the firm enters in the market then it
will find difficulties to exist in the market (Mallon,n.d.).
2.7.5. Threat of substitute product
Customer mainly influenced by low prices. Therefore, if cost of switching the product is low then threat
of substitutes is higher. Normally, there are three factors that can influence the customer to switch the
product such as; willingness of buyers to switch the product, performance and price. On the other
hand, if the buyers become loyal to the products then threat of substitute can be decreased (Campbell,
2002). In Wal-Mart E er Da Lo Pri e strateg keeps customers in touch with the company (CGMA,
n.d.)
3. Internal Analysis
. . Co pa y’s Fi a cials
The financial performance of Wal-Mart is presented at the end in Appe di .

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3.2. SWOT Analysis
This model can help to evaluate the market position of the company through its strong operating
perfor a e. We ill also ide tif the o pa s strengths and opportunities which have also increase
the investors o fide e. However, the extreme competition can affect the o pa s argi .
Table 4: SWOT Analysis of Wal-Mart
3.2.1. Strength
1. Scale of operations. The strong market position is the main strength of Wal-Mart with more
than $400 billion revenue and almost 11,000 stores worldwide a d o su er s trust that
differentiate Wal-Mart from its competitors. Wal-Mart can also achieve higher profit because of
its huge size and it has a strong buyer power on suppliers to trim down the costs as compared to
competitors (Anon, 2013).
Source: Strategic Management Insight

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2. Competence in information systems. The one reason of Wal-Mart s su ess is its “uppl
Chain and Logistics management. The company is saving significant cost by using its information
system properly that managed inventory level, orders, sales and other information. Any
information can be easily accessible ateach store at any time (Khade and Lovaas, 2009).
3. Wide range of products. The company is offering broad range of both branded and own label
products to attract its customers. Wal-Mart sells health and wellness, entertainment, clothing,
home and grocery related goods under different categories (Novellino, 2013).
4. Cost leadership strategy. Everyday low price strategy makes different to Wal-Mart from its
competitors. Wal-Mart built different discount stores and selling goods at low cost as much as
no other competitor can do. Low cost strategy has helped Wal-Mart to become leader in the
Market (Gough, 2013).
5. International operations. Wal-Mart has expended its store Worldwide and the company is
also looking to open more stores in different countries in upcoming days. According to one
study, Wal-Mart earned $135 billion in sales in 2013 from its international stores, which will be
grow more faster after opening more stores (Jurevicius, 2013).
3.2.2. Weaknesses
1. Labor related lawsuits. Wal-Mart s orporate good ill has ee rui ed due to its failure to
provide better workplace for its employees. Poor work conditions, voluntary overtime work,
gender discrimination and litigation costs are some of the examples that Wal-Mart has always
been criticized for. This has resulted in the company to pay million dollars of penalties and
lawsuits every year (Farfan, 2013).
2. High employee turnover. Wal-Mart s e plo ee tur o er osts are hea ily increased due to
high employee turnover. It has to incur a lot of expenses for employee on-the-job training and
recruitment expenses; the main reason behind these expenses is low skilled labor and low
wages jobs (Ungar, 2013).
3. Negative Publicity. Wal-Mart s has al a s ee riti ized for its poor pra ti es su h as
inducement and poor work conditions for employees. Several lawsuits against the
company have damaged its brand image; therefore negatively publicized (Jurevicius,
2013).

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3.2.3. Opportunities
1. Retail market growth in emerging markets. The company plans to raise its sales by 5 to 7
percent in next year. According to CEO of Wal-Mart International, the company will make
balance in existing market and through acquisitions will enter higher growth and large markets
(Walmart, 2013).
2. Rising acceptance of own label products. The company has a potential to earn higher profit
margin through increasing the sale of their own private label products at its stores. However,
over the last 10 years, the sales of private label product have increased by 40% (Chittock, 2013).
3. Online shopping growth. In the first quarter of the year, the online sale of Wal-Mart s gre
by 30% and in March the total sale was about 9 billion. However, it is reported by the company
to expandits sales around the world through its e-commerce operations (Davis, 2013).
3.2.4. Threats
1. Increasing competition from brick and mortar and online competitors. Best buy is also
pla i g to start “a e da ho e deli er optio like Wal-Mart and some other competitors
like Target, Tesco and Amazon are also trying to reduce differences among Wal-Mart s pri es
that the company enjoys. The company is not so much differentfrom other low cost seller which
will increase the competition in future (Ball, n.d.).
2. Increasing resistance from local communities. According to one market analysis report,
says that when Wal-Mart opens new store to any particular area, then some local retailers are
usually forced to close off their operations. Due to this circumstance Wal-Mart faces strict
resistance from communities and retailers which is becoming more difficult for Wal-Mart to
open new stores (Catala, n.d.).
3. Rising commodity product prices. Due to increase in manufacturing cost lead the Wal-Mart
to raise its product/commodity prices which is reducing the profit margins of Wal-Mart and
down the competitive gain (Jurevicius, 2013).

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3.3. Factors that influence Wal-Mart’s Ma age e t
In domestic market the strategies which are using by
Wal-Mart s a age e t are BCG atri a d Porter s
generic model. But to knowing that how does Wal-Mart
make a decision to enter a new market globally and how
many chances are available to succeed in that market.
Cathy Smith, CFO and executive vice president of Wal-
Mart s strateg aker talks a out the fa tors that
influence and challenges of entering a new market (FDE,
2013).
Cathy smith works with neighboring partners globally to
make more efficient procedures of Wal-Mart s arket to
serve customers around the globe from Europe to South
Africa and Latin America to China. She said by looking
that what market is suitable for expansion, the factors that influencing the senior managers in
international market and the filters that we use to focuses are as follows:
3.3.1. Factors:
 Cathy said first we focus on how much risk is there?
 Then we sort out our ability to capture market by using market trend.
 She said customers are the most important assets for Wal-Mart, due to this management looks
at parti ular arkets here there is a e ergi g o su er e ause the Co pa s issio is to
save people moneyfor their better living standard.
Smith said to know the above mentioned points, the management do a lot of research by using the
strategies given below;
3.3.2. Strategies:
 Market Research (Enter organically or through Acquisition)
 Competitor Analysis
 Quantitative Analysis
Cathy Smith, CFO and executive
vice-president of strategy at Wal-
Mart International.
Source: Finance Director Europe

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 Raising the level of retailing---- Buy or Build?
 Economies of Scale
Smith said, Wal-Mart s a age ent team do a lot of research before enter into the market. The
company sends the small team to the market to spend most of the time in market and learn from
competitors and to look the trend of customer that helps managers to understand the market. The team
will typically do a competitor analysis and quantitative analysis by research and simple sampling. Once
the team done the research then the company decided to enter organically by opening new stores or
enter through acquisition. For example; In UK, the company acquired the 3rd
largest hai A“DA ut i
china the company has grown organically by opening storesin poorly areas to serve people in a big scale
(FDE, 2013).
According to Smith, in china there are 1.35 billion people; most of them are from middle classes. So,
there is a chance of Wal-Mart to grow more by 7-8%. The company just stated that in the next three
years Wal-Mart will open 100 new storesin China that will provide 18,000 jobs (FDE, 2013).
4. Conclusion
This research has demonstrated the retail i dustr s major problems but also assessed Wal-Mart s
overall performance in terms of its defined respective strategies and objectives and the way these have
been executed. The low cost strategy of the company attracts more customers towards the Wal-Mart
which increases the profit margin. In addition, the company has satisfied its customers need through
offeri g a ide ra ge of produ ts hi h redu es the risk of usto er s tur o er.
The Company is well placed and it has the ability to control the major part of market share. It has
expanded many stores worldwide and still planning to open more stores. Every year the company finds
more ways to satisf their usto er s eed.
To conclude, Wal-Mart has developed a great workplace environment which full of competition, self
improvement and respects that differentiate the company from its competitor.

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5. References & Bibliography
Alden, E., and Buckley, N., 2004. Wal-Mart Becomes Largest Corporate Political Investor. [Online]
Available at: <http://reclaimdemocracy.org/walmart_largest_political_donor_investor/> [Accessed 22
Nov 2004]
Anon, 2013. Annual report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934.
[Online] Available at:
<http://www.sec.gov/Archives/edgar/data/104169/000010416913000011/wmt10-k.htm> [Accessed 24
Nov 2013]
Ball, B., n.d. How Big of a Threat Is Internet Shopping to Brick & Mortar Profitable Retail? [Online]
Available at: <http://www.profitableretail.com/2012/10/how-big-a-threat-is-online-to-brick-mortar-
profitable-retail/> [Accessed 30 Nov 2013]
Carpenter, M. A., and Dunung, S. P., 2011. Foreign Exchange and the Global Capital Market. [Online]
Available at: <http://catalog.flatworldknowledge.com/bookhub/3158?e=fwk-168388-ch08> [Accessed
24 Nov 2013]
Catala, R., n.d. Wal-Mart SWOT Analysis. [Online] Available at: <http://www.raymondcatala.com/wal-
mart-swot-analysis-2/> [Accessed 30 Nov 2013]
Chittock, M., 2013. Rise of the supermarket own brand. [Online] Available at:
<http://www.theguardian.com/lifeandstyle/wordofmouth/2013/feb/04/rise-of-the-own-brand>
[Accessed 30 Nov 2013]
Corporate Watch, 2004. ASDA/WAL-MART A Corporate Profile. [Online] Available at:
<http://www.corporatewatch.org/?lid=800> [Accessed 27 Nov 2013]
Courser, Z., 2005. Wal-Mart and the Politics of American Retail. [Online] Available at:
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6. Appendix
6.1. Income Statement of Wal-Mart