Wal-Mart

The company was founded by Sam Walton in 1962 which was then incorporated on 31st
of October 1969. They are largest discount retailer in the world. They are also the largest
employer in the USA.
Walmart Stores Inc. is synonymous with low costs and name mark quality items. The
organization premise of progress and establishments can't be credited to the present CEO
Lee Scott yet acclaimed Sam Walton. Walmart recipe for progress basically put is their
association with customers, employees, and innovation that helps with framing
associations with their supplier’s places Walmart Stores Inc. as the best rebate retailer.
History, Development, and Growth Sam Walton drove Walmart to end up plainly the best
rebate retailer. The umber enterprise has killed top contenders, for example, Kmart and
Sears to rule over the rebate retailing market. Following World War Two, markdown
retailing developed because of cheapness amid the war. Walton opened the primary
Walmart in Rogers, Arkansas in 1962. The theory Walton obtained to begin Walmart
started with his before involvement with JC Penny. The logic depends on conveying
items considering value and esteem joined with radiant client benefit. Walmart at first set
out by extending in residential communities and picked up not only a notoriety at low
costs but rather a family neighborly organization. The offices were wide and changed to
include family attire, toys, lawn and garden, health and beauty, household goods, crafts,
fabrics, jewelry and most as of late pharmacies, electronics, tire and lube and the most
recent service stations. Sam Walton methodology was to pick up strength by profound
discounting, listening and shaping associations with workers and clients and guaranteeing
the buyer quality item. Item is shown unmistakably by stacking and attracting regard for
the eye. (Arthur Jacob, n.d)

SWOT Analysis of Wal-Mart.

Strength
 Walmart has a strong brand image amongst other peoples and in different parts of
the world.
 They have a large variety of product which consists of grocery, apparel etc.

Weakness
 The require huge locations since their stores are very huge in size.
 They have fierce competitions if they start in UAE.

Opportunity
 New stores in UAE will attract more customers in coming since it’s a new store
and people like to explore new products which aren’t offered here

 Wal-Mart bringing in products that are used in the American market which would
be new in UAE and that will be a huge opportunity for them

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Threats
 They are going to face a lot of competition from other hyper market
 Product price
PESTLE analysis

Political:
 Wal-Mart have to keep in mind the political factors that will affect them when
they start their operations in UAE. Wal-mart has often been in the news for
discrimination amongst men and women and have been sued for that matter,
entering the UAE market If they repeat this it could be a huge problem for them
since UAE does not tolerate any of that. There is also VAT which will be coming
in from 2018.

Economic
 Wal-Mart is known for being a brand who sells products for a fair price and are
often less than their competitors. Being used to the economic factors in USA
which includes VAT, entering the UAE market the implementation of VAT could
cause a fluctuation in their price and as their products are from USA, it could be
high and could lose potential customers.

Social-
 Wal-Mart are known for being a huge employer, they employee lots of workers
and coming into UAE, it could open up jobs for a lot of people in various fields.
They are also required to adapt to the local cultures in UAE and have certain
standards.

Technological
 Wal-mart should also use the social media advertising to promote their product
and store when they start their operations in UAE. Home delivery services also
will be a huge factor since it will help them in having customers since they prefer
having groceries delivered right to their door.

Environmental
 Wal-mart wouldn’t have any environmental issues since they wont be eliminating
any waste in the UAE market.

Legal
 Some of the legal issues Walmart will be facing in UAE is the products they offer
which aren’t halal and selling Alcohols which isn’t prohibited in UAE.

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Stakeholder Matr1x

A stakeholder analys1s matr1x w1ll 1nform you of the 1nterests and 1nfluence of those
1nvolved 1n a project change. Good stakeholder analys1s matr1ces should d1splay each
person (or group’s) 1nterest 1n the change, where 1nterests converge, the level of
1nfluence, and who w1ll have a vo1ce 1n the new developments.

Stakeholder analys1s
The stakeholders 1n Walmart are based on the1r shared 1nterest and they also have a
d1fferent level of pr1or1t1es as a group based on the compan1es pol1c1es and bel1efs.
The ma1n stakeholders 1n Walmart cons1dered are:

1nternal Stakeholders
 Employees
Walmart's employees are a cr1t1cal thought 1n the organ1zat1on's
adm1n1strat1ve bas1c leadersh1p. Employees have two fundamental 1nterests:
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 profess1onal stab1l1ty and h1gher wages. Profess1onal stab1l1ty relates to the
assurance that Walmart w1ll keep the employees as a component of 1ts bus1ness.
H1gher wages are a run of the m1ll 1ntr1gue, part1cularly because the f1rm keeps
on g1v1ng low wages to 1ts employees. (Paul1ne Meyer, 2017)

 1nvestors
1nvestors are ch1efly 1ntr1gued by benef1ts. They need Walmart to have more
benef1ts, wh1ch mean h1gher prof1ts or 1ncome per share. 1n connect1on,
1nvestors are add1t1onally 1ntr1gued by l1m1t1ng the operat1onal expenses of
the organ1zat1on. Lower costs for the most part prompt h1gher benef1ts, wh1ch
are advantageous for Walmart's 1nvestors. (Paul1ne Meyer, 2017)

 Suppl1ers
Suppl1ers are occup1ed w1th gett1ng a greater amount of the1r 1tems sold at
Walmart stores benef1c1ally. Th1s 1ntr1gue 1ncludes the offer1ng of the
suppl1ers' 1tems, as well as the offer1ng of these 1tems at acceptably product1ve
costs. As organ1zat1ons, suppl1ers are partners that need Walmart to offer the1r
1tems at h1gher costs. 1ndeed, even a small 1ncrement 1n costs can have a
noteworthy advantage to suppl1ers. (Paul1ne Meyer, 2017)

 Customers
Customers are for the most part 1ncluded as a partner amass 1n bus1ness. For
Walmart's s1tuat1on, customers are occup1ed w1th low costs or the moderateness
of products, as long as these merchand1ses have adequate qual1ty. Th1s 1s
part1cularly val1d among Amer1can shoppers, who tend to 1ncl1ne toward
reta1lers that offer low costs, for example, Walmart. (Paul1ne Meyer, 2017)

External Stakeholders
 Customers
 Compet1tors

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VR1O

Value
Walmart's d1vers1ty of products makes 1t a one-stop shop for almost all your reta1l
needs. Be1ng known for hav1ng a product for any need 1s a great way to get people 1n
your doors, wh1ch 1s very valuable. Recently, when 1t was the f1rst 1n the 1ndustry to
add a grocery department, 1t really establ1shed 1tself as the forerunner of th1s
movement. Hav1ng so many products also allows Walmart to have a large range of
suppl1ers

Rare
The s1ze of the1r stores are mass1ve and they requ1re a lot of place. They are also ranked
as the worlds largest corporat1on by sales and also wh1le enter1ng the UAE market they
would st1ll be a large scale store wh1ch w1ll be a rare th1ng 1n the UAE s1nce all the
stores here are med1um scaled and s1zed

1n1m1tab1l1ty
They have all k1nds of products placed under one roof and th1s 1s someth1ng other
places may not copy s1nce they would need a huge place and a huge number of stocks to
make that happen.

Organ1zat1on support
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They have str1ng embedded values, they are hardwork1ng and always look1ng for
someth1ng to 1mprove and are always there help1ng each and every one and also have a
strong R&D department.

Value Cha1n

Walmart has the best supply cha1n management 1n the world and one of the largest
supply cha1n amongst the fortune 500 compan1es. 1t 1s the largest reta1l cha1n wh1ch
deals 1n all k1nds of th1ngs from food to consumer electron1cs. 1t 1s the largest
corporat1on 1n the fortune 500 and 1t d1rectly serv1ces the common man.

1nbound Log1st1cs
More than 50% of Walmart products 1n the us come from overseas suppl1ers and nearby
75% of the1r sales come from non-store 1nventory. Generally, the1r 1nbound log1st1cs
are based on a few 1deolog1es wh1ch are as follow1ng:
 Us1ng m1n1mum amount of l1nks 1n the supply cha1n so that they el1m1nate the
traders and opt1ng to deal w1th manufacturers d1rectly. Th1s dec1s1on has
proved to be a pos1t1ve 1mpact for them as Walmarts d1str1but1on costs were
only 1.7% of the sales.
 When negot1at1ng w1th suppl1ers Walmart has a str1ct pol1cy on var1ous
aspects of the bus1ness. Hence, once they have a suppl1er they form a strateg1c
partnersh1p w1th them for long term and engage 1n purchases wh1ch are 1n

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 bulks and for a lower pr1ce. They do th1s by us1ng the barga1n1ng power so that
they have a compet1t1ve benef1t.
 Walmart uses an 1nventory tact1c wh1ch 1s known as cross dock1ng where 1n
they transfer the 1nbound or outbound trucks d1rectly w1thout extra storage by
unload1ng the trucks d1rectly 1nto the outbound trucks w1th no storage at all 1n
between the process of these.

Operat1ons
Walmart runs operat1ons 1n a global scale w1th more than 11,000 stores 1n 27 countr1es
serv1ng nearly 260 m1ll1on customers each week. 1n general, the range of Walmart’s
bus1ness operat1ons 1ncludes supercenters, supermarkets, hypermarkets, warehouse
clubs,
A good amount of the revenues generated for Walmart are from the 1nternat1onal market
wh1ch generates about 28% of the1r total net sales. 1n the same year the US market
generated 60% of the sales. (John Dudovsk1y,2016)

Outbound Log1st1cs
Walmart str1ves to opt1m1ze 1ts outbound rout1ng and load bu1ld1ng operat1ons 1n a
systemat1c manner 1n order to 1ncrease the overall eff1c1ency of these operat1ons and
ach1eve cost reduct1on. (John Dudovsk1y,2016)

Market1ng and Sales

Walmart ut1l1zes both, onl1ne and offl1ne channels 1n an 1ntegrated manner for
market1ng and sales w1th a steady sh1ft towards onl1ne channels. Th1s 1s because the
use of onl1ne channels to commun1cate the market1ng message to the target customer
segment and fac1l1tate sales 1s more cost effect1ve and 1t contr1butes to the
susta1nab1l1ty of Walmart’s cost leadersh1p bus1ness strategy.
The budget for the1r market1ng equaled to USD2.4b1ll1on for 2015 and USD2.3b1ll1on
for 2014. (John Dudovsk1y,2016)

Serv1ces
Walmart had a poor reputat1on 1n terms of prov1s1on of customer serv1ces due to
pay1ng low earn1ngs to customer serv1ce representat1ves to susta1n 1ts cost leadersh1p
compet1t1ve advantage. New CEO Doug McM1ll1on has announced h1s pledge to
1mprove customer serv1ce aspect of the bus1ness and up to date th1s pledge has been
mater1al1zed. (John Dudovsk1y,2016)

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Porters 5 forces Analys1s for Walmart

Threat of subst1tute products or serv1ces

Walmart sells thousands of products belong1ng to the follow1ng categor1es:
 Grocer1es
 Enterta1nment
 Health and wellness
 Hardware
 Apparel
 Home furn1sh1ngs
 Household appl1ances
1t can be argued that the threat of subst1tute products 1s 1rrelevant for Walmart due to
the abundant range of products sold by the reta1ler. 1n other words, Walmart sells a
w1despread var1ety of products, as well as, subst1tutes to these goods, therefore, the
1mpact of th1s part1cular threat to Walmart can be stated to be 1rrelevant. (Roberta
Greenspan,2017)

Barga1n1ng power of Walmart suppl1ers 1s 1nsubstant1al

Due to the s1ze and the scope of 1ts bus1ness, Walmart secures the lowest pr1ces from
1ts suppl1ers to susta1n 1ts cost leadersh1p compet1t1ve advantage. Along w1th sell1ng
the1r products for a very low cost, they are also requ1red to comply w1th w1despread
var1ety of requ1rements related to employee 1nsurance, health safety and others. As part
of the CSR strategy Walmart also ma1nta1ns Suppl1er D1vers1ty Programs. (Roberta
Greenspan,2017)
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Compet1t1ve R1valry
The 1ntens1ty of compet1t1ve r1valry 1s strong 1n the reta1l 1ndustry. There are many
f1rms of d1fferent s1zes compet1ng 1n th1s 1ndustry env1ronment. The follow1ng
external factors are the most s1gn1f1cant for Walmart to cons1der w1th regard to
compet1t1on:
 Large number of f1rms 1n the reta1l market
 Large var1ety of reta1l f1rms
 H1gh aggress1veness of reta1l f1rms
Walmart exper1ences the strong force of these three external factors 1n compet1t1ve
r1valry 1n the reta1l 1ndustry env1ronment. The company must rema1n aggress1ve to
rema1n compet1t1ve. Wh1le 1t 1s currently the 1ndustry leader, Walmart must keep 1ts
growth pace to rema1n 1n th1s pos1t1on. (Roberta Greenspan,2017)

Barga1n1ng power of buyers

Walmart faces the weak 1ntens1ty of the barga1n1ng power of buyers 1n the reta1l
1ndustry env1ronment. The large populat1on of buyers makes 1t d1ff1cult for them to
1mpose s1gn1f1cant pressure on reta1l f1rms.
The barga1n1ng power of buyers 1s not very h1gh. 1t 1s ma1nly for the 1nd1v1dual
buyers do not make very b1g purchases. Moreover, pr1ce and conven1ence of shopp1ng
are two very 1mportant factors that to a large extent l1m1t the barga1n1ng power of
buyers. Sw1tch1ng costs are not very h1gh for the customers except that they may not
f1nd the same lower pr1ces and conven1ence of shopp1ng w1th the other brands that
they can get w1th Walmart. The lowest pr1c1ng strategy of Walmart reduces the
barga1n1ng power of the buyers. So, 1nd1v1dual buyers exert l1ttle or no 1nfluence on
the brand. Consumer advocate groups on the other hand have been able to exert some
1nfluence on the brand. Overall the barga1n1ng power of the buyers 1s a weak force for
Walmart. (Roberta Greenspan,2017)

Threat of New Entrants

The threat of new entrants exerts med1um pressure on Walmart. 1t 1s because Walmart
1s the largest among the reta1l brands and 1t would requ1re lots of 1nvestment to bu1ld a
brand l1ke 1t. Hav1ng a d1str1but1on system and supply cha1n l1ke Walmart 1s even
d1ff1cult and can take years to bu1ld. All these th1ngs requ1re 1nvestment and apart
from that sk1lled human resources are also requ1red to manage and ma1nta1n them.
Walmart’s f1nanc1al cap1tal and other resources m1t1gate the r1sk from the new
entrants. The ex1st1ng reta1lers already have a d1ff1cult t1me deal1ng w1th the pr1ce
challenge from Walmart.
Walmart’s pr1ce advantage has helped 1t ga1n a large market share and th1s 1s also an
1mportant factor that deters the new players. So, overall the threat from new entrants 1s
not a strong force. (Roberta Greenspan,2017)

Mck1nsey 7s Model for Walmart

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The Mck1nsey 7s model 1s d1v1ded 1nto two, Hard and Soft elements. The hard
elements are 1nternal aspects wh1ch are 1nfluenced by the management whereas the soft
elements are 1nternal aspects wh1ch are 1nfluenced by the culture and are less
1ntang1ble 1n nature. These elements are 1nterdependent and a change 1n one aspect
w1ll 1nfluence the others as well.

The Hard Elements are

Strategy – Walmart should have a strategy so that they have an edge over the1r
compet1tors and stay ahead of them 1n the game and also determ1ne 1ts object1ves and
deal w1th 1ts customer demands. They have to focus on the market and compet1t1on.
Structure – The flow should be easy and smooth and should avo1d any lapses for the
coord1nat1on as well s1nce they all have a common goal and an object1ve.
System – respons1b1l1ty should be br1efed to what job 1s to be done and 1t should be
done effect1vely across the board. Mon1tor1ng, controll1ng and 1nternal rules should be
good and effect1ve

The Soft elements are

Shared Value – Walmart should take care of 1ts corporate culture and work eth1c. Th1s
aspect 1s center to development of all the other s1x aspects or super-ord1nate goal. Team
culture, work culture should be strengthened and should ach1eve h1gh results
Sk1lls- 1nd1v1dual sk1ll and the job prof1le should match to the tee, sk1ll gaps should be
curta1led and regular feedback should be g1ven to enhance performance.
Style – Bus1ness l1ke Wal-Mart should frequently 1dent1fy and develop the management
and leadersh1p style adopted 1n operat1on. 1t should be effect1ve and should encourage
team-work.
Staff - Wal-Mart employee and the1r ass1gned job respons1b1l1t1es should be
competent. Staff1ng gaps should be taken care regularly for smooth funct1on1ng of
operat1onal

Ansoff Matr1x
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Market Penetrat1on
Walmart understands the value propos1t1on of 1ts customers of correct labell1ng, qu1ck
check out and more 1mportantly attracts more and more customers by prov1d1ng the1r
products for a cheap pr1ce wh1ch no one else offers through leverag1ng econom1es of
scale by 1mprov1ng operat1onal eff1c1enc1es.

Product development
Walmart can create new products 1n the ex1st1ng market wh1ch w1ll be better than the1r
ex1st1ng products but the1r man

Market development
Walmart w1ll be enter1ng a complete new market 1n UAE and w1ll be the f1rst 1n GCC.
So the1r products w1ll catch a lot of attent1on to the customers and consumers 1n UAE
wh1ch would be a huge benef1t for them.

D1vers1f1cat1on
Walmart should d1vers1fy the1r market and get 1n new products wh1ch w1ll be accepted
1n the UAE market for 1nstance hav1ng halal products bought 1nto the market and
offer1ng UAE cultural products.

Porters Gener1c

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Cost Leadersh1p
W1th th1s strategy, the object1ve 1s to become the lowest-cost producer 1n the 1ndustry.
The trad1t1onal method to ach1eve th1s object1ve 1s to produce on a large scale wh1ch
enables the bus1ness to explo1t econom1es of scale. Walmart have a low cost on the1r
products and th1s helps them to have an advantage over the1r compet1tors.

D1fferent1at1on
Walmarts ma1n strategy 1s to have customer retent1on and the1r ma1n focus 1s on the
customer serv1ce and they always ga1n loyalty by focus1ng on customer serv1ce and the
technolog1es they use.

Focus strategy (Cost and D1fferent1at1on)

Focus strategy 1s where cost and d1fferenc1at1on 1s 1ntegrated as one to sell at the
lowest poss1ble cost and prov1d1ng un1que opportun1t1es for var1ety of products
furthermore w1th customer retent1on.

Bowmans Strategy Clock

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Low Pr1ce and Low Value Added (Pos1t1on 1)
Not an extremely aggress1ve pos1t1on for a bus1ness. The 1tem 1sn't separated and the
cl1ent sees next to no value, regardless of a low pr1ce. Th1s 1s a clearance room
methodology. The best way to stay aggress1ve 1s to be as "shabby as ch1ps" and
expectat1on that nobody else can underm1ne you. (Anon,n.d)

Low Pr1ce (Pos1t1on 2)

Organ1zat1ons s1tuat1ng themselves here seem to be the low-cost p1oneers 1n a market.
A procedure of cost m1n1m1sat1on 1s requ1red for th1s to be fru1tful, often connected
w1th econom1es of scale. Prof1t marg1ns on every 1tem are low, yet the h1gh volume of
y1eld can at present produce h1gh general prof1ts. R1valry among organ1zat1ons w1th a
low pr1ce pos1t1on 1s typ1cally extreme – often 1nclud1ng pr1ce wars. (Anon,n.d)

Hybr1d (Pos1t1on 3)
As the name 1nfers, a hybr1d pos1t1on 1ncludes some component of low pr1ce (w1th
respect to the oppos1t1on), yet 1n add1t1on some 1tem d1fferent1at1on. The po1nt 1s to
1nduce shoppers that there 1s great added value through the m1x of a sens1ble pr1ce and
worthy 1tem d1fferent1at1on. Th1s can be an except1onally successful s1tuat1ng
techn1que, espec1ally 1f the added value 1ncluded 1s offered rel1ably. (Anon,n.d)

D1fferent1at1on (Pos1t1on 4)
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The po1nt of a d1fferent1at1on techn1que 1s to offer cl1ents the h1ghest level of
apparent added value. Mark1ng assumes a key part 1n th1s methodology, as does 1tem
qual1ty. A h1gh qual1ty 1tem w1th sol1d brand m1ndfulness and steadfastness 1s maybe
best-put to accompl1sh the moderately pr1ces and added-value that a d1fferent1at1on
procedure requ1res. (Anon,n.d)

Focused D1fferent1at1on (Pos1t1on 5)

Th1s techn1que 1ntends to pos1t1on an 1tem at the h1ghest pr1ce levels, where cl1ents
purchase the 1tem on account of the h1gh saw value. Th1s the s1tuat1ng methodology
rece1ved by extravagance brands, who mean to accompl1sh prem1um pr1ces by h1ghly
focused on d1v1s1on, advancement and conveyance. Done effect1vely, th1s procedure
can prompt h1gh prof1t marg1ns, yet just the absolute best 1tems and brands can manage
the techn1que 1n the long haul. (Anon,n.d)

R1sky H1gh Marg1ns (Pos1t1on 6)

Th1s 1s a h1gh hazard s1tuat1ng methodology that you may contend 1s dest1ned to
d1sappo1ntment – 1nev1tably. W1th th1s techn1que, the bus1ness sets h1gh pr1ces
w1thout offer1ng anyth1ng add1t1onal regard1ng apparent value. 1n the event that
cl1ents keep on buy1ng at these h1gh pr1ces, the prof1ts can be h1gh. However, 1n the
end cl1ents w1ll locate a super1or s1tuated 1tem that offers more apparent value at the
same or lower cost. Other than for the t1me be1ng, th1s 1s an uncompet1t1ve procedure.
Hav1ng the capac1ty to offer at a cost prem1um w1thout defense 1s extreme 1n any
ord1nary aggress1ve market. (Anon,n.d)

Monopoly Pr1c1ng (Pos1t1on 7)

Where there 1s a monopoly 1n a market, there 1s just a s1ngle bus1ness offer1ng the
1tem. The monopol1st doesn't should be excess1vely worr1ed about what value the
cl1ent sees 1n the 1tem – the ma1n dec1s1on they have 1s to purchase or not. There are
no cho1ces. 1n pr1nc1ple the monopol1st can set whatever pr1ce they w1sh. Luck1ly, 1n
many nat1ons, restra1n1ng 1nfrastructures are f1rmly d1rected to keep them from sett1ng
pr1ces as they w1sh. (Anon,n.d)

Loss of Market Share (Pos1t1on 8)

Th1s pos1t1on 1s a formula for debacle 1n any aggress1ve market. Sett1ng a center range
or standard pr1ce for an 1tem w1th low apparent value 1s probably not go1ng to preva1l
upon numerous purchasers who w1ll have much better alternat1ves (e.g. h1gher value at
a s1m1lar cost from d1fferent contenders). (Anon,n.d)

Relat1ng the Bowmans strategy clock to Walmart these 2 are the most 1mportant
strategy.

Low pr1ce
Walmart 1s where you can f1nd the best deals and d1scounts as a result 1ts customer base
has grown extremely large over the years and 1t keeps grow1ng rap1dly as 1t grows
values 1n the commun1t1es

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Hybr1d
Walmart 1s a hybr1d company as 1t offers products amnd serv1ces at a low pr1ce w1th a
h1gh value than 1ts compet1tors and th1s 1s how walmart bu1lt the1r reputat1on.

Conclus1on based on the Bowman’s Strategy Clock

1. Focus1ng to be a successful 1nternat1onal reta1ler: Walmart 1s not only focus1ng

on UAE market as the1r ma1n target but they are also forward 1n explor1ng 1tself
1n 1nternat1onal markets too. They are com1ng up w1th open1ng few outlets 1n
ch1na, Braz1l and 1nd1a as well.

2. Prov1de customers best serv1ce: Walmart 1s always look1ng forward to prov1de

a good customer serv1ce w1th added value to 1ts customers 1n UAE market as 1t
be1ng the1r ma1n a1m.

3. They are very good 1n food as well as non food: Not only very good 1n non-food
market but they are also very good 1n food market. W1th 1ncreas1ng demand of
fast food products by consumers Walmart has a very good and large sect1on of
prov1d1ng them the1r needs.

4. Develop1ng reta1l serv1ce: 1t has always focused on to keep on develop1ng 1ts

serv1ce sectors for customer loyalty l1ke Walmart F1nance, Telecommun1cat1on.

5. They have ach1eved the best reta1ler of the year Award 1n 2008 wh1ch shows 1ts
performance.

6. Earn1ng Customer Loyalty: 1s the1r ma1n aspect of 1mprovement 1n years of 1ts

success. The1r scheme of launch1ng loyalty card for 1ts members has g1ven them
great results. 1ts Club Cards have got more than ten m1ll1on people's wh1ch
capture e1ghty-f1ve percent sales weekly. 1mplementat1on of Club Card done by
Walmart has 1ncreased by 52% 1n sales and 1s grow1ng h1gher then 1ndustry
average. From there mult1d1mens1onal customer segmentat1on w1th ta1lored
commun1cat1on 1n last June shows the number of ma1ls rece1ved by 1t from 1ts
customers on the1r local 'Grocers' .The ma1l1ng 1s been ta1lored on needs,
potent1al and 1nterest of 1ts Club Card members. Walmart has ach1eved floor
space expans1on by 150%.

Based on Bowman's strategy clock of the company , Walmart focuses on strategy

based on pr1ces where the ma1n goal 1s to generate more prof1ts w1thout los1ng
other th1ngs , Walmart should a1m to ach1eve a better f1nanc1al status compared
to other compet1tors 1n the market , 1t also should focus to have pr1ces that are
un1que from what the other compet1tors offer 1n the market.

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Conclus1on and Recommendat1ons

After research1ng about the 1nternal and external env1ronment of Walmart 1n the UAE
market we have come up w1th th1s op1n1on that the strateg1es adopted by company
should pay them off. The company 1s show1ng a constant graph of the1r sales and the
yearly turnover made by the company. Although company 1s do1ng good and 1s st1ll
mak1ng prof1t 1n the reta1l market dur1ng th1s recess1on per1od but st1ll they are
fac1ng few challenges wh1ch are been tackled by constant technolog1cal enhancements
and supported by good strategy. The company 1s d1vers1fy1ng pretty fast 1n
1nternat1onal market but they are also look1ng to 1mprove on better customer
sat1sfact1on. They stand at number three 1n the world reta1l market and have 30% of
market share w1th them. They also have launched a new range of cheaper products to
stop desert1ng of shoppers. They prov1de shoppers w1th a d1scount on buy1ng of more
than two 1tems. The most successful story of Walmart known for 1ts “Everyday Low
Pr1ces (ELP)” wh1ch has encouraged customers to buy and ma1nta1n loyalty.

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