This document provides an overview of Wesfarmers and its business strategy. It discusses Wesfarmers' portfolio of businesses, total revenue, and background. It also describes Wesfarmers' corporate strategy, which leverages portfolio management to grow its conglomerate. The corporate strategy focuses predominantly on the retail industry and utilizes general rather than specialized resources to manage uncertainties as a mature business.

1. 1
Retail & Wesfarmers
Point of View
Prepared By: Vishal, April 9, 2015

2. 2
Match
Mismatch
Mismatch
Match
Source: HBR What is the Right Supply Chain For You
Functional
Products
Innovative
Products
Responsive
SupplyChain
Efficient
SupplyChain
Functional Innovative
Primary
Purpose
Supply Predictable Demand
efficiently at the lowest
possible cost
Response quickly to unpredictable
demand in order to minimise
stockouts and obsolete inventory
Inventory
Strategy
Generate high turns and
minimise inventory through
out the chain
Deploy significant buffer stocks of
parts or finished goods
Lead Time
Shorten Lead time as long as it
doesn’t increase the cost
Invest aggressively in ways to
reduce lead time
Choosing
Suppliers
Primarily for Cost and Quality
Primarily for Speed, Flexibility and
Quality
Product
Design
Maximize performance &
minimise cost
Use Modular design in order to
postpone product differentiation for
as long as possible
Retail
Industry Evolution

3. 3
Source: Gartner, What is the Right Supply Chain For You
Retail
Industry Evolution
Services
replace
Products
Localised but
Networked
(network of
networks)
Latency
reduction
becomes a
Differentiator
Redefining
Business
Models
Customer,
Collaborators
&
Competitors
are one.
B2B and B2C
boundaries
are not
relevant Customer
outcome
replaces
Services

4. 4 Source: Gartner
• Through 2017, digital commerce will account for less than 20% of overall revenue for multichannel retailers.
• M-commerce continues to account for a small percentage of retail revenue, but it is fast becoming the customer's main
gateway into the retail shopping experience.
• E-commerce remains the largest digital channel in terms of revenue, but it's growth rate continues to slow.
• Customers are creating new business models and value in retail through having easy access to the converged power of the
digital technologies supporting cloud, mobile, social and big data.
• Customer collaboration for innovation is a key competence that is required to operate a successful retail digital business.
• Even as the transition to digital business models occurs, survival will depend on how well retailers execute on the
multichannel customer basics, particularly in-store.
• Disintermediation will heighten levels of competition for customer spend as the customer's perception of a retailer's pricing
strategy will be increasingly influenced by individual items and transactions.
• The unified price, promotion and markdown optimization technology market will codify around three to five leaders that can
execute optimization of personalized, multichannel pricing strategies.
• A future pricing process supporting digital business will depend on a combination of strategy, knowledge and speed to win
the sale.
• Augmented reality in-store affords retailers an opportunity to provide a combination of contextual information, rewards and
personalized offers to engage customers..
Retail
Industry Trends

5. 5
Retail
Technology Trends
Source: Gartner
• Underpinning Digitalisation With the Internet of Things and the
Nexus of Forces
• Prioritising the Role of Multichannel Master Data and Multichannel
Master Content Management in Digitalisation
• Deploying Distributed Order Management to Execute Retailer
Multichannel Fulfilment Strategies
• Evaluating Smart Machines to Improve Productivity
• Investing in Data and Content Management Solutions to Improve
the Mobile Experience
• Focusing on In-Store Technology to Execute the Basics in the Digital
Store
• Prioritising Data Security to Protect the Brand
• Adopting Desktop 3D Printing Services Is Gaining in Popularity
Cost Revenue
Fulfillment
Demand
Side
Generation
IT
Transformation
(Traditional IT)
Digital
Transformation
Economics

6. 6 Source: BCG, HBR, UCS
Retail
Business Architecture
Partnering
with Vendor
Buying
Marketing
& Selling
Managing
Inventory
Distributing
Inventory
Operating
Stores
Planning
Supply Chain Management Merchandise Management
Stores
Management
Execution
Supplier
Mgmt.
Warehouse
Mgmt.
Sourcing Transport.
Distribution
Reverse
Logistics
Replenish.
Visibility &
Tracking
Inventory Logistics
Pur. Order
Mgmt.
Procur.
Foreign
Trade
Advanced
Plan Mgmt.
CPFR.
Demand
Mgmt.
Corporate Management Customer Management
Planning Operations
Price&Camp
.Mgmt
Val Chain
Collab.
Promotions
Trade
Mgmt..
Assortment
Sales
Audit
Allocations.
Invoice
Matching
Category
Mgmt.
Merchand.
System
Item
Planning
Space
Optimis.
Demand
Mgmt.
Performance
Mgmt.
Finance
Real Estate
Mgmt.
HR
Asset Mgmt. BI
MDM IT
Sales Mgmt.
Analytical
CRM
Mktg Mgmt. Call Centre
Customer
Support
Customer
Loy.& Pref.
Churn
Analysis
GDS
Standards
RFID
POS &
Mobile POS
Workforce
Mgmt.
Advanced
Store Tech.
Gift Reg.
Back Off
Integ.
Central office
Labels &
Rags.
Store Invent.
Mgmt.
Returns
Mgmt & Loss
Prevention
Channels Management
Physical
Online Store
Mail &
Catalog
IVR
Mobile

7. 7
Retail
Competitive Landscape
Source: BMI and IBIS Industry Report Q3 2015
40.40 30.30 13.30
8.60
7.40
Mass
Grocery
Retail
Market
Share
Woolworths Wesfarmers Others Metcash ALDI
46.50
40.30 8.10
5.10
Hardware&
Home
Office
Market
Share
Others Wesfarmers Woolworths Metcash
• Australian retail sector relatively had a good start in 2015
with 0.4% growth in Jan 2015.
• The retail sector is facing significant economic headwinds
in 2015. The resource boom is winding down and
investment in the key mining sector is subdued. GDP
growth to slow to 2.3% in 2015, down from 2.8% in 2014.
• Australia's retail market is very well developed, benefiting
from a large proportion of mid to high range income
households with disposable income for spending on non-
essential items.
• The strengthening of the US dollar in 2015 would lead to a
contraction in the retail market in US dollar terms, while
retail spending continues to increase in local currency.
• Major concern for retailers is the substantial volume of
household debt, which is amongst the highest globally, and
could severely undermine consumer confidence in the
event of any economic slowdown.
• Retail Sector is comprised of following Segments
• Mass Grocery Retail
• Fashion
• Hardware and Homeware
• Department Stores
• Integrated Retailers

8. 8
Retail
IT Spending - Segmentation
Low Maturity Market Leader
CAPEX - 24%
OPEX – 76%
Industry Generic Industry Specific
Cross - Industry
Transform - 14%
Run – 66%
Cross - Industry Private Education Financial Services
Grow - 20%
Efficiency – 17%
Quality – 44%
Customer - 25%
Regulation – 8%
Cost – 5 %
Rev - 5%
Reduce
Cost – 18%
Grow
Revenue – 14%
Protect
Revenue - 54%
Avoid Cost – 9%
Risk - 5%
• Leveraging this to get a view of current IT spending maturity.
• It appears Auspost needs to grow and transform while keeping the lower OPEX.
• OPEX of spend on legacy assets needs to be streamlined so that cash can be freed
for integration of new capabilities acquired by acquisition or via JV.
Source: Gartner

9. 9
Retail
IT Spending by Departments
Source: Gartner
58 22 20
IT Spend Share
Funded by IT Budget Funded by Other Dept. Funded by Mktg & Comms.
67% 33%
Funded by IT
Non Cloud Cloud
• 42% of IT spend is outside IT
• 33% of IT spend is on Cloud

10. 10
Retail
Shared Value Measurement in Business Strategy
Redefining
Productivity in
the Value chain
Reducing Cluster
Development
(How changing social
conditions outside
unleashes new growth)
Reconceiving
product and
markets
Level of
Shared Value
Business
Outcome
Social
Outcome
• Shared Value measurement is to unlock value driven by linking social and business
outcomes. This needs to be part of the business strategy measure.
• IBM from Computer and Technology to Smarter Planet, Pearson from Textbook Publishing
to Improving Educational Outcomes.
• Increased Revenue
• Increased Market Share
• Increased Market Growth
• Improved Profitability
• Improved Patient Care
• Reduced Carbon footprint
• Improved Nutrition
• Improved Education
• Improved Productivity
• Reduce Logistical and Operating costs
• Secured Supply
• Improved Quality
• Reduced Energy use
• Reduce Water Use
• Improved Raw Materials
• Improved Job Skills
• Improved Employee Income
• Reduced Cost
• Reduce Logistical and Operating costs
• Improved Distribution Infrastructure
• Improved Workforce Assets
• Improved Profitability
• Improved Education
• Increased Job Creation
• Improved Health
• Improved Incomes
Source: HBR

11. 11
Wesfarmers
Background
Source: ASX, IBIS
• Wesfarmers Limited is a Public Company on ASX, and
is ranked number 3 out of the top 2000 companies in
Australia.
• The company generates the majority of its income
from the Supermarkets and Grocery Stores in
Australia industry.
• In 2014 the company generated total revenue of
$60,523,000,000 including sales and other revenue. It
has 203000 employees in Australia including
employees from all subsidiaries under the company's
control.
• Wesfarmers had a revenue of $60.5 billion in FY 2015.
It has a diversified portfolio of businesses operating in
the supermarket, hardware and department stores, gas
processing and energy distribution, coal mining,
chemicals and fertiliser and industrial safety and
product industries comprising across retail, grocery.
Wesfarmers Group
Portfolio - $60.5 Bn.
Coles
$37.31 Bn.
Bunnings
$8.5 Bn.+
Office
Works
$1.5 Bn.
Kmart
$4.21 Bn.
Target
$3.5 Bn.
Resources
$1.55 Bn.
Chemical,
Energy,
Fertilisers
$1.82 Bn.
Industrial
&
Safety
$1.62 Bn.
GFC
Dot Com
Crash

12. 12
Business
Strategy
Wesfarmers
Corporate Strategy Spectrum
Investment
Strategy
Corporate
Strategy
Sharing of
Activities
Transfer
of Skills
Manage Uncertainties
Low Cost, Low Value
Exploit Uncertainties
High Cost, High Value
Restructuring
Portfolio
Management
Source: Google Search, Creating Corporate Advantage , David J. Collis & Cynthia A. Montgomery
• Corporate Strategy – Wesfarmers leverages Portfolio Management to grow its conglomerate
• Scope of business - Predominant (95%) focus on Retail Industry
• Nature of Resources - General instead of specilaised
• Control – Financial is applied as it’s a mature business and uncertainties can be managed
• Corporate Office Size - Small
• Integration – In the mass grocery retail industry there is a move to be vertical so that cost and 3rd party contracts
can be managed. In other areas its horizontally integrated
• Online and Mobility – Leveraging economies of scale to reach and respond to changing customer behavior and
needs, online and mobility enablement has been provisioned
Wesfarmers

13. 13
Source:BrandRelationshipSpectrumbyDavidAaker&ErichJoachimsthaler
Wesfarmers
Brand Spectrum
Subbrands
Endorsed
Brands
House
of
Brands
Corporate ProductProduct CorporateProduct
Branded Housed
Corporate
Ease of Operation
Role of Corporate Brand
Telstra IBM
Same
Identity
Different
IdentityNo
Connect
Shadow
Endorser
Co
Drivers
Master
Brand as
Driver
Coles,
Target
Bunnings
KmartTarget
• Wesfarmers leverages House of Brands as a Brand Strategy, which aligns with
corporate strategy of Portfolio Management.
• This is an expensive strategy but is more flexible in ensuring that overall brand equity
of the group is not impacted with a change in brand equity across portfolio.
Nestle

14. 14
Wesfarmers
Ops View
Attributes (FY 2014) Wesfarmers Coles Bunnings
Revenue in Bn. 60.52 37.4 8.55
Profit in Bn. (NPAT) 2.7
EBIT in Bn. 3.6 1.7 0.98
Growth (CAGR% 2010-2014) 3% 5% 6%
Share of Economy (%) 4% 2.4% 0.5%
Source: IBIS Industry Report
High
LowRevenueVolatilityHigh
Hazardous Rollercoaster
Blue Chip
Stagnant
Low 5 Year Annualised Growth
Wesfarmers
Coles
Bunnings • Wesfarmers' focus on competitive pricing has been particularly
effective in boosting revenue growth, allowing it to outperform rival
Woolworths.
• Three's a crowd: The rapid expansion of ALDI is challenging Coles and
Woolworths' duopoly.
• Bunnings and home improvement is a high margin business.
• Ongoing ACCC's investigation into the sector to control the rate at
which the market leaders can expand to the detriment of their rivals
further underscores the importance of a clear organic growth strategy
and the ability to achieve strong same-store sales growth.

15. 15
Wesfarmers
SWOT - Static View 2015
• Private labelling remains a viable growth avenue,
with such products generating loyalty among price-
sensitive consumers, whose incomes have been hit
by rising fuel prices.
• Wesfarmers, free of Coles' previous restructuring
errors, could have success in turning the group
around and closing in on Woolworths' market
leadership once again.
• Immense scale allows for the continued offering of
competitive, low prices.
• Wesfarmers' pricing strategies proved effective
amid a highly competitive climate as it and rival
Woolworths worked to consolidate their dominance
in the country's retail sector.
• Recent expansion of Australian retailer FoodWorks
to all Australian states indicates intensification in
retail marketplace competition.
• The potential interference of the competition
commission is a shadow hanging over much of
Wesfarmers' expansionary activities.
• At the end of 2014 Coles conceded that its supplier
payments broke competition law and faces fines over
the issue
• Substantial challenges lie ahead in terms of
restructuring Coles as far as its business model and
store operations.
• The retailer's overseas expansion ambitions could
lead to a loss of focus on its domestic operations and
enable competitors to take market share.
StrengthOpportunities
WeaknessThreats
• SWOT provides a static view of Wesfarmers.
• Dynamic (VRIO or Capability based) view is not required at this stage.

16. 16
Wesfarmers
Business Buyers
Source: Gartner
MD, LOBCFOCOO,CAOCEOCDO ProcurementCMORole
Buyer
Role
Focus
Key
Vendor
Message/
Themes
Impact on
Decision
Decision
Maker
Influencer
Decision
Maker
Influencer
Decision
Maker
Decision
Maker
Influencer
Digital
Strategy
Strategy Business
Cost and
Capacity
Business
Marketing,
Sales
Ops Eff.,
Risk
Focus on IT
& Business
Alignment.
Advisor to
CEO/COO
IT as a force
to enable
strategy,
product,
gain
different.
and ops
efficiency
Functionality
, speed of
implementat
ion, TCO, fit
with existing
landscape
Demonstrate
cost
discipline,
OPEX vs
CAPEX
Revenue vs
Cost,
Functionality
, Ease of use,
speed of
implementat
ion
Focus on big
data,
analytics and
technology
that can
improve
customer
centricity
Vendor, risk,
cost,
contracts
High Medium High Medium High Medium Low
• Leveraging Business Buyers Role and Focus Sales approach can be targeted at
Coles and Bunnings.

17. 17
Wesfarmers
IT Capability – Today
IT Maturity
Business Silos
Standardised
Technology
Optimised
Core
Business
ModularityPercentageOfInvestment(0–100%)
HighFlexibilityLowFlexibility
Global
Flexibility
Local
Flexibility
Source:2005MITSloanCenterForInformationSystemsResearch
• Leveraging this to get a view of current IT capability maturity.
• This could be used to identify to missing gaps in IT maturity and hence areas to explore
for growth initiatives
Bunnings
Coles

18. 18
Coles
Outlook - 2015
Source: Annul Report FY 2014.
• Strong focus on customer
• Continue to invest in value and fresh to drive sales
• Focus on simplifying and reducing costs
• Maintain disciplined and returns focused capital management
• Invest in new channels and services to drive long term growth
• Progress Liquor Transformation.
Sales Density ($/sqm)
Freshness
Value
Supply Chain (% of sales)
Above Store (%of sales)
Coles FY09 World ClassPerformance

19. 19
Coles
Key Segments
Coles
Group
Coles
Express
Coles
Supermarkets
Liquorland
Distribution
Stores
Support
Coles
Finance
• Coles Group has various Departments which
required different approach.
• Coles operates more than 2,300 stores and sites
across Australia. The entire enterprise is
supported by 16 distribution and five support
centres across the country.
• At the moment Liquor is going through business
transformation.
• Coles Finance is venturing into Insurance and
Banking sector.

20. 20
Bunnings
Outlook - 2015
Source: Annul Report FY 2014.
• More customer value
• Better customer experiences
• Greater brand reach
• Expanding commercial
• More merchandise innovation
• Better stock flow in supply chain
• Expected to open at least 20 warehouse stores in FY 2015

21. 21
Bunnings
Key Segments
Bunnings
Bunnings
Warehouse
Bunnings
Trade
..
Bunnings
• Bunnings Warehouse - Large Format,
Cornerstone brand
• Bunnings – Smaller format, highly flexible,
Retail & commercial customers
• Bunnings Trade – DIFOT format, Narrow &
deep ranging, lower cost,

22. 22
End of Document
Prepared By: Vishal, April 9, 2015