Industry Analysis
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The document analyzes various industries including retail trade, warehouse clubs and supercenters, discount department stores, book publishing, and travel agencies. It provides details on the NAICS codes for each industry and discusses trends in their sales and number of establishments from 1997 to 2002. Based on this analysis, it determines that discount stores are in the maturity stage of the industry life cycle, book publishers are in mid-to-high maturity, and travel agencies are in mid decline.
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Industry Analysis
The document provides an industry analysis of the retail trade sector, specifically focusing on warehouse clubs and supercenters (NAICS code 452910) and discount department stores (NAICS code 452112). It analyzes key metrics like the number of stores and sales for these subsectors from 1997 to 2002, showing significant growth. It also examines Walmart's performance within these subsectors, finding that Walmart contributed 50% of sales in 1997, growing to 66% of sales by 2002, demonstrating their dominance in these retail formats. The document calculates the Herfindahl-Hirschman Index for major companies in these subsectors in 2006-2007, finding a score of 4235.28, indicating a low to mid level
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The document provides information on the general merchandising industry in the United States, including its size, growth rate, and profitability. It discusses the industry's total sales, which grew to over $444 billion by 2000, and median return on equity of 10.5% between 1999-2002. The document also provides North American Industry Classification System (NAICS) codes and definitions for different segments within the general merchandising industry.
Industry Structure - Walmart/CRS
The document provides information about Walmart's industry classification. Walmart operates in the retail trade sector and specifically the general merchandise stores sub-sector. It is classified under NAICS code 452112 for discount department stores. Within its industry, Walmart has the highest market capitalization, accounting for 77% of the total market cap of the discount retail sector. It has a growth rate that is not as high as other companies and the highest return on equity at 21.13% as a measure of profitability.
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Walmart was founded in 1962 and has since grown to be the world's largest retailer. It operates over 10,000 stores across 27 countries. While maintaining low prices through efficient supply chain management, Walmart faces challenges from increasing global competition and adapting to technological changes in retail. Strategies like cost leadership and an international focus on different local markets have helped Walmart succeed, but keeping up with the digital age presents new strategic difficulties to overcome.
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INDUSTRY ANALYSIS -RETAIL COMPANY-WALMART
The document provides an overview of Walmart's business strategies. It discusses Walmart's core low cost leadership strategy and everyday low price model. It also outlines several complementary strategies including developing strong vendor relationships, selecting low cost locations, offering a wide product selection, and customizing its approach in foreign markets. The document additionally reviews Walmart's supporting strategies such as investing in technology and distribution centers to further reduce costs, and implementing customer service policies to improve shopping experiences.
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Industry Analysis
The document provides an industry analysis of the retail trade sector, specifically focusing on warehouse clubs and supercenters (NAICS code 452910) and discount department stores (NAICS code 452112). It analyzes key metrics like the number of stores and sales for these subsectors from 1997 to 2002, showing significant growth. It also examines Walmart's performance within these subsectors, finding that Walmart contributed 50% of sales in 1997, growing to 66% of sales by 2002, demonstrating their dominance in these retail formats. The document calculates the Herfindahl-Hirschman Index for major companies in these subsectors in 2006-2007, finding a score of 4235.28, indicating a low to mid level
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The document provides information on the general merchandising industry in the United States, including its size, growth rate, and profitability. It discusses the industry's total sales, which grew to over $444 billion by 2000, and median return on equity of 10.5% between 1999-2002. The document also provides North American Industry Classification System (NAICS) codes and definitions for different segments within the general merchandising industry.
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The document provides information about Walmart's industry classification. Walmart operates in the retail trade sector and specifically the general merchandise stores sub-sector. It is classified under NAICS code 452112 for discount department stores. Within its industry, Walmart has the highest market capitalization, accounting for 77% of the total market cap of the discount retail sector. It has a growth rate that is not as high as other companies and the highest return on equity at 21.13% as a measure of profitability.
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Walmart was founded in 1962 and has since grown to be the world's largest retailer. It operates over 10,000 stores across 27 countries. While maintaining low prices through efficient supply chain management, Walmart faces challenges from increasing global competition and adapting to technological changes in retail. Strategies like cost leadership and an international focus on different local markets have helped Walmart succeed, but keeping up with the digital age presents new strategic difficulties to overcome.
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The document provides an overview of Walmart's business strategies. It discusses Walmart's core low cost leadership strategy and everyday low price model. It also outlines several complementary strategies including developing strong vendor relationships, selecting low cost locations, offering a wide product selection, and customizing its approach in foreign markets. The document additionally reviews Walmart's supporting strategies such as investing in technology and distribution centers to further reduce costs, and implementing customer service policies to improve shopping experiences.
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Wal Mart Stores Inc
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1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
2) By 1994, Walmart had over 1,900 discount stores and was expanding aggressively into new markets, with Supercenters and Sam's Clubs becoming major drivers of growth.
3) Walmart's low-cost business model and ability to pressure suppliers on price gave it a strong competitive advantage over rivals in the retail industry.
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This Walmart SWOT analysis reveals how the largest company in the world uses its competitive advantages to dominate and successfully grow in the retail industry.
It identifies all the key strengths, weaknesses, opportunities and threats that affect the company the most.
Walmart has become the world’s largest company by revenue for a few reasons. First, it used cost leadership strategy and executed it brilliantly. Second, it operated in the world’s richest economy, which enabled Walmart to grow fast and successfully.
At the moment, most of Walmart’s strengths come from the huge company’s size. These strengths, such as market power over suppliers and competitors, well developed distribution system and large merchandise selection, will help the company to stay the largest retailer, at least the largest brick-and-mortar retailer, for quite some time. Nonetheless, the company has to find other strengths if it wants to grow faster and be able to compete with Amazon.com in e-commerce.
As for the weaknesses, Walmart should improve its brand image, employment and business practices. That would most likely result in more productive employees, happier customers and eventually in higher sales.
Walmart will continue to dwarf the U.S. retail industry and will grow internationally, at least for the next 5-10 years.
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This document analyzes strategic alternatives for Walmart using weighted matrices. It evaluates backward integration and horizontal integration strategies. Backward integration would allow Walmart to achieve greater economies of scale and provide lower cost inputs by controlling suppliers. Horizontal integration offers economies of scale and market power but could increase dumping. The matrices assign weights and ratings to internal/external factors. For internal factors, Walmart's large scale and brand are strengths, while high turnover is a weakness. Externally, emerging markets and online growth present opportunities, while increased competition is a threat. The analyses indicate backward integration scoring 3.3 vs 3.0 for horizontal integration, so Walmart should focus on backward integration to better control suppliers and costs while addressing labor issues.
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Walmart has grown significantly since its founding in 1962. In fiscal year 2012, Walmart saw a 5.9% increase in net sales to $443.9 billion. Operating income increased 4% to $26.6 billion and earnings per share increased from $4.18 to $4.54. Walmart remains focused on growth, profitability and reducing expenses. An analysis of Walmart's financials from 2004-2013 shows increasing profitability, strong returns on investment, and overall solid financial performance despite economic challenges. The intrinsic value of Walmart's stock is estimated to be $95.56 per share, above its current market price of $73.51, indicating it may be a good investment.
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- An introduction to the business problem of forecasting sales for Walmart stores and departments on a weekly basis.
- A description and exploration of the train and features datasets, including checking statistics, plotting sales over time, and outlier treatment.
- Preliminary analysis of the train dataset to understand sales patterns and relationships with features like temperature and holidays.
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Walmart has experienced significant growth and success since its founding in 1945. Sam Walton opened the first Ben Franklin franchise and later founded Walmart in 1962. Through the 1970s, Walmart began expanding rapidly across the US. By 1999, Walmart stock was named the #1 stock on the Dow Jones Industrial Average. The document discusses Walmart's competitive advantages in discount retailing, including its large store footprint and proximity to customers, low prices, and efficient supply chain and inventory management systems. It also considers the sustainability of Walmart's advantages in 1986 and whether Sam's Wholesale Clubs were likely to achieve similar success to Walmart's discount stores.
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1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
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To see the full Walmart SWOT analysis 2017 visit our website: https://www.strategicmanagementinsight.com/swot-analyses/walmart-swot-analysis.html
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This Walmart SWOT analysis reveals how the largest company in the world uses its competitive advantages to dominate and successfully grow in the retail industry.
It identifies all the key strengths, weaknesses, opportunities and threats that affect the company the most.
Walmart has become the world’s largest company by revenue for a few reasons. First, it used cost leadership strategy and executed it brilliantly. Second, it operated in the world’s richest economy, which enabled Walmart to grow fast and successfully.
At the moment, most of Walmart’s strengths come from the huge company’s size. These strengths, such as market power over suppliers and competitors, well developed distribution system and large merchandise selection, will help the company to stay the largest retailer, at least the largest brick-and-mortar retailer, for quite some time. Nonetheless, the company has to find other strengths if it wants to grow faster and be able to compete with Amazon.com in e-commerce.
As for the weaknesses, Walmart should improve its brand image, employment and business practices. That would most likely result in more productive employees, happier customers and eventually in higher sales.
Walmart will continue to dwarf the U.S. retail industry and will grow internationally, at least for the next 5-10 years.
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This document provides an overview of Walmart's challenges in managing relationships with various stakeholders. It discusses how Walmart prioritizes low prices for consumers over other stakeholders like employees, suppliers, and communities. For example, Walmart drives down wages in the areas it operates in. It also places pressure on suppliers to continuously lower prices. Walmart has faced numerous lawsuits over the years regarding its treatment of employees, suppliers, and the environment. Developing a strong ethical culture and prioritizing all stakeholders could help Walmart improve its reputation.
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This document analyzes strategic alternatives for Walmart using weighted matrices. It evaluates backward integration and horizontal integration strategies. Backward integration would allow Walmart to achieve greater economies of scale and provide lower cost inputs by controlling suppliers. Horizontal integration offers economies of scale and market power but could increase dumping. The matrices assign weights and ratings to internal/external factors. For internal factors, Walmart's large scale and brand are strengths, while high turnover is a weakness. Externally, emerging markets and online growth present opportunities, while increased competition is a threat. The analyses indicate backward integration scoring 3.3 vs 3.0 for horizontal integration, so Walmart should focus on backward integration to better control suppliers and costs while addressing labor issues.
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Walmart has grown significantly since its founding in 1962. In fiscal year 2012, Walmart saw a 5.9% increase in net sales to $443.9 billion. Operating income increased 4% to $26.6 billion and earnings per share increased from $4.18 to $4.54. Walmart remains focused on growth, profitability and reducing expenses. An analysis of Walmart's financials from 2004-2013 shows increasing profitability, strong returns on investment, and overall solid financial performance despite economic challenges. The intrinsic value of Walmart's stock is estimated to be $95.56 per share, above its current market price of $73.51, indicating it may be a good investment.
Walmart SWOT Analysis 2018
Walmart swot analysis 2018 reveals company's internal strengths and weaknesses as well as external opportunities and threats.
Group Sets New Anti Wal Mart Campaign
A union-backed group called WakeUpWalMart.com launched a new advertising campaign against Wal-Mart, adding four new staff members who have worked on Democratic campaigns. The campaign highlights issues like taxpayers paying for Wal-Mart employees' healthcare and asks shoppers to pledge not to buy school supplies from Wal-Mart. Meanwhile, Wal-Mart reported lower-than-expected profits and cut its earnings forecast as consumers have less money to spend due to high fuel prices.
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This document provides an overview and analysis of sales forecasting data for Walmart. It includes:
- An introduction to the business problem of forecasting sales for Walmart stores and departments on a weekly basis.
- A description and exploration of the train and features datasets, including checking statistics, plotting sales over time, and outlier treatment.
- Preliminary analysis of the train dataset to understand sales patterns and relationships with features like temperature and holidays.
- Checks of the features dataset and treatment of missing/outlier markdown data.
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Wal-Mart failed in Germany for several cultural, institutional, and strategic reasons. Culturally, Wal-Mart's American-style corporate culture did not align with German culture. Institutionally, German government restrictions limited Wal-Mart's ability to operate. Strategically, Wal-Mart acquired weak brands in poor locations and faced strong competition. Its entry also occurred during an economic recession. Overall, Wal-Mart lacked sufficient research, preparation, and understanding of the German retail market.
Walmart
Walmart has experienced significant growth and success since its founding in 1945. Sam Walton opened the first Ben Franklin franchise and later founded Walmart in 1962. Through the 1970s, Walmart began expanding rapidly across the US. By 1999, Walmart stock was named the #1 stock on the Dow Jones Industrial Average. The document discusses Walmart's competitive advantages in discount retailing, including its large store footprint and proximity to customers, low prices, and efficient supply chain and inventory management systems. It also considers the sustainability of Walmart's advantages in 1986 and whether Sam's Wholesale Clubs were likely to achieve similar success to Walmart's discount stores.
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The retail industry in India is large but highly fragmented and unorganized. Major retailers include Shoppers Stop, Pantaloon, Trent, Provogue and Piramyd. These retailers operate various store formats including malls, department stores and specialty stores. While retail was traditionally unorganized, organized retail has grown significantly in recent decades due to rising incomes, consumer spending and expansion of modern retail formats.
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Wal-Mart has four key elements to its corporate strategy:
1) Dominate retail markets wherever it operates
2) Expand in the US and internationally through new store openings
3) Create strong brand recognition and customer satisfaction
4) Diversify into new retail sectors like pharmacies and automotive services
Wal-Mart's public affairs strategy aims to help implement these strategic goals through gaining political support for expansion plans and addressing criticisms of the company.
Do Not Copy 2003, ICFAI Center for Mana.docx
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2003, ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic or mechanical, without
permission.
To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49, Nagarjuna
Hills, Hyderabad 500 082, India or email [email protected] Website: www.icmrindia.org
This case was written by P. Mohan Chandran, under the direction of Vivek Gupta, ICFAI Center for Management
Research (ICMR). It is intended to be used as a basis for class discussion rather than to illustrate either effective or
ineffective handling of a management situation.
The case was compiled from published sources.
WAL-MART'S SUPPLY CHAIN
MANAGEMENT PRACTICES
OPER - 020
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This case was written by P. Mohan Chandran, under the direction of Vivek Gupta, ICFAI Center for Management
Research (ICMR).
2003, ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic or mechanical, without
permission.
To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49, Nagarjuna
Hills, Hyderabad 500 082, India or email [email protected] Website: www.icmrindia.org
OPER/020
WAL-MART'S SUPPLY CHAIN MANAGEMENT PRACTICES
“When you start to collapse the supply chain, accuracy in execution becomes critical. Any lack of
accurate information and processes creates costly bottlenecks in the flow of goods and materials.”
-- Bruce Richmond, Global head, Andersen Consulting.
INTRODUCTION
The US-based Wal-Mart ranked first in the global Fortune 500 list in the financial year 2001-02
earning revenues of $219.81 billion (Refer Table I). Wal-Mart was the largest retailing company in
the world. The company was much bigger than its competitors in the US – Sears Roebuck, K-
Mart, JC Penney and Nordstrom combined (Refer Exhibit I). In 2002, Wal-Mart operated more
than 3,500 discount stores, Sam’s Clubs and Supercenters in the US and more than 1,170 stores in
all major countries across the world. The company also sold products on the Internet through its
website, walmart.com.
TABLE I
GLOBAL FORTUNE 500 LIST (2002)
Rank Company Revenues (in $ millions)
1 Wal-Mart Stores 219,812.0
2 Exxon Mobil 191,581.0
3 General Motors 177,260.0
4 Ford Motor 162,412.0
5 Enron 138,718.0
Source: www.fortune.com
Wal-Mart was one of the largest private sector employers in the world, with employee strength of
approximately 1.28 million. The company’s founder, Sam Walton (Walton) ha.
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Department stores and other general merchandise stores global market report 2018
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The global department stores and other general merchandise stores market was valued at around $4.5 trillion in 2017. Western Europe was the largest region in the department stores & other general merchandise stores market in 2017, accounting for 30% market share.
Read Report
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Wal-Mart-Supply-Chain.pptx
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2. Founded by Sam Walton in 1962, Walmart pioneered the use of a centralized distribution system and data-driven decision making. By 1984, it had 640 stores in the US.
3. Currently, Walmart has over 11,000 stores globally and 2.2 million employees. It focuses on reducing costs through efficient supply chain management and using technologies like RFID tags and AI to enhance its operations.
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Industry Analysis
- 1. Industry Analysis Samir Mohan
- 2. Industry Sector & the NAICS 2 Digit Code The Sector as a Whole: The Retail Trade sector comprises establishments engaged in retailing merchandise, generally without transformation, and rendering services incidental to the sale of merchandise. The retailing process is the final step in the distribution of merchandise; retailers are, therefore, organized to sell merchandise to the general public. Store retailers operate fixed point-of-sale locations, located and designed to attract a high volume of walk-in customers. In general, retail stores have extensive displays of merchandise and use mass-media advertising to attract customers. They typically sell merchandise to the general public for personal or household consumption, but some also serve business and institutional clients. Source: http://www.naics.com/ 44-45 NAICS 2 Digit Code: Retail Trade Industry Sector:
- 3. Industry Sub-Sector & the NAICS Code This industry comprises establishments known as warehouse clubs, superstores or supercenters primarily engaged in retailing a general line of groceries in combination with general lines of new merchandise, such as apparel, furniture, and appliances. Source: http://www.naics.com/ 452910 NAICS Code: Warehouse Clubs & Supercenters Industry Sub-Sector:
- 4. Warehouse Clubs & Supercenters (452910) Source: http://www.naics.com/
- 5. Discount Industry & the NAICS Code This U.S. industry comprises establishments known as department stores that have central customer checkout areas, generally in the front of the store, and that may have additional cash registers located in one or more individual departments. Department stores in this industry sell a wide range of general merchandise (except fresh, perishable foods). Source: http://www.naics.com/ 452112 NAICS Code: Discount Department Stores Industry Sub-Sector:
- 6. Discount Department Stores (452112) Source: http://www.naics.com/
- 7. Warehouse Clubs & Supercenters (452910) + Discount Department Stores (452112) Combined Since Wal-Mart belongs to both Sub-Sectors, Wal-Mart data will be compared to the total of both NAICS codes 452910 & 452112 Source: http://www.naics.com/
- 9. Wal-Mart’s performance relative to Warehouse Clubs & Discount Stores In 1997 Wal-Mart contributed 50% of the Sub Sector’s overall Sales. (Warehouse Clubs - 452910 & Discount Stores - 452112 ) By 2002 Wal-Mart sales grew to 66% of the Sub Sector’s overall Sales. Source: http://www.naics.com and www.walmart.com /
- 10. Market Share & HHI ENTERPRISE MARKET SHARE Let's begin at the beginning. A two year time frame (2006-07) was used because their fiscal years have different closing dates. The fiscal years of Mal-Mart (WMT) and Sears (SHLD) closed in early 2007 while those of Costco (COST) and Target (TGT) closed in late 2006. The companies generated $456.6 billion in combined sales revenues. Wal-Mart's share was 62.2 percent of group revenues. The market shares of its three competitors were 13.2, 13.0 and 11.6 percent. Source: http://www.customersandcapital.com/book/walmart/
- 11. HHI Calculations HHI = 3,868.84 + 174.24 + 169 + 23.2 = 4235.28 Market Share Sqd. Market Share 2006-07 23.2 11.6 169 13.0 174.24 13.2 3,868.84 62.2
- 12. HHI The higher the index, the more concentration and (within limits) the less open market competition. A monopoly, for example, would have an HHI index of 10,000, the maximum score. If the 4 company’s had an equal share of 25% the HHI index would be 2500, with no particular company having a higher concentration over the others. Based on these parameters an HHI index of 4235.28, the Discount Department and Warehouse Clubs industry would be considered low to mid concentrated with Wal-Mart having the majority of share. Source: http://www.oligopolywatch.com/2003/08/15.html
- 13. Wal-Mart’s Performance Relative to Competitors within the same Sub-Sectors Source: http://www.smartmoney.com/stock-quote/?referrer=/marketmap/index.cfm&story=competition&symbol=WMT
- 16. Book Publisher’s & Travel Agency’s Sales & No. of Establishments Compared.
- 17. Industry Life Cycle Based on the competitive and comparative analysis (Sales, # of establishments, growth rates) I would place Discount Stores in the low to mid section of The Maturity stage in the Industry Life Cycle, Book Publishers in the mid to high Maturity stage and Travel Agency's in the mid Decline stage.