Wal-Mart’s history is more than just the stores they have built, the partnerships they have made and the customers they have served

1960’s:Retail RevolutionSam Walton’s strategy was built on an unshakeable foundation: The Lowest Prices Anytime, Anywhere. 1962 On July 2, 1962, Sam Walton opened the first Wal-Mart store in Rogers, Arkansas. 1967 The Walton family owned 24 stores, ringing up $12.7 million in sales. 1969

The Company officially incorporated as Wal-Mart Stores, Inc. 1970’s: Wal-Mart Goes National In the 1970s, a decade of incredible growth; “Mr. Sam” began to take Wal-Mart national, proving his vision’s widespread appeal. 1970 Wal-Mart became a publicly traded company.

The first stock was sold at $16.50 per share. 1971 The first distribution center and Home Office opened in Bentonville, Ark. 1972 Wal-Mart was listed on the New York Stock Exchange (WMT). With 51 stores, Wal-Mart recorded sales of $78 million. 1975 Inspired by a visit to a Korean manufacturing facility, Sam Walton introduced the Wal-Mart cheer. 1979

The Wal-Mart Foundation was established.

1980’s:Decade of FirstsIn the 1980s, the first Sam’s Club opened, serving small businesses and individuals, and the first Wal-Mart Supercenter opened, combining a supermarket with general merchandise. 1980Wal-Mart reached $1 billion in annual sales, faster than any other company at that time. Wal-Mart had 276 stores and employed 21,000 associates.

1983The first Sam’s Club opened in Midwest City, Oklahoma.Wal-Mart replaced cash registers with computerized point-of-sale systems, enabling fast and accurate checkout. 1984Sam Walton did the hula on Wall Street, making good on a promise to associates after the company achieved a pre-tax profit of 8% for theprevious fiscal year.

1987The company installed the largest private satellite communication system in the U.S., linking the company’s operations through voice, data and video communication.

1988The first Wal-Mart Supercenter opened in Washington, Mo., combining general merchandise and a full-scale supermarket to provide one-stop shopping convenience. David Glass was named CEO.1990’s:America’s Top RetailerBy 1990, Wal-Mart was the nation’s number-one retailer. As the Wal-Mart Supercenter redefined convenience and one-stop shopping, Every Day Low Prices went international. 1991Through a joint venture with Cifra, a Mexican retail company, Wal-Mart went global, opening a Sam’s Club in Mexico City.

1992While receiving the Medal of Freedom, Sam Walton articulated the company’s mission of saving people money so they can live better, shortly before passing away at age 74. Rob Walton became chairman of the board.

Wal-Mart employed 371,000 associates in 1,928 stores and clubs.

1993Wal-Mart celebrated its first $1 billion sales week1994Wal-Mart expanded into Canada with the purchase of 122 Woolco stores.

1996Wal-Mart opened its first stores in China.


The Company celebrated its first $100 billion sales year.

1998The Neighborhood Market format was introduced with three stores in Arkansas.

1999Wal-Mart entered the United Kingdom with the acquisition of ASDA. 2000’s:New MillenniumWal-Mart entered the new millennium dedicated to offering customers a seamless shopping experience, whether they are online, in a store or on a mobile device. 2000H. Lee Scott, Jr. succeeded David Glass as CEO.Walmart.com was founded, allowing U.S. customers to shop online. Wal-Mart employed more than 1.1 million associates in 3,989 stores and clubs worldwide.

2002For the first time, Wal-Mart topped the Fortune 500 ranking of America’s largest companies. Wal-Mart entered the Japanese market through its investment in Seiyu.

2005Walmart took a leading role in disaster relief, contributing $18 million and 2,450 truckloads of supplies to victims of hurricanes Katrina and Rita. Walmart made a major commitment to environmental sustainability, announcing goals to create zero waste use only renewable energy and sell products that sustain people and the environment.

2006Walmart introduced its $4 generic-drug prescription program.

2007Walmart.com launched Site to Store service, enabling customers to make a purchase online and pick up merchandise in stores.

2009Mike Duke became CEO.For the first time; Walmart exceeded $400 billion in annual sales. 2010Bharti Wal-Mart, a joint venture, opened its first store in India. Wal-Mart committed $2 billion through the end of 2015 to help end hunger in the United States. Wal-Mart launched a global commitment to sustainable agriculture, aiming to strengthen local farmers and economies, while providing customers access to affordable, high-quality food.

2011With the acquisition of Massmart in South Africa, Wal-Mart surpassed 10,000 retail units around the world. The first Wal-Mart Express stores were introduced in Arkansas. Wal-Mart established @walmartlabs, a hub for developing social, mobile and global platforms.

2012Wal-Mart celebrated 50 years of helping people save money so they can live better. “The secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good-quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience.” – Sam Walton (1918-1992).

Wal-Mart Stores, IncBranded as Walmart, Is an American public corporation that runs a chain of large discount department stores and a chain of warehouse stores. In 2010 it was the world’s largest public corporation by revenue, according to the Forbes Global 2000 for that year.

The company was founded by Sam Walton in 1962, incorporated on October 31, 1969, and publicly traded on the New York Stock Exchange in 1972.

Wal-Mart, headquartered in Bentonville, Arkansas, is the largest majority private employer and the largest grocery retailer in the United States. In2009, it generated 51% of its US$258 billion sales in the U.S. from grocery business. It also owns and operates the Sam’s Club retail warehouses in North America. Walmart has 8500 stores in 15 countries, with 55 different names.

The company operates under its own name in the United States, including the 50 states. It also operates under its own name in Puerto Rico. Wal-Mart operates in Mexico as Walmex, in the United Kingdom as Asda in Japan as Seiyu, and in India as Best Price. It has wholly-owned operations in Argentina, Brazil, and Canada.

Wal-Mart’s investments outside North America have had mixed results: its operations in the United Kingdom, South America and China are highly successful, while it was forced to pull out of Germany and South Korea as they were unsuccessful.

VISION:The company doesn’t have one in writing. But at the annual shareholder’s meeting, CEO Mike Duke did say there were 5 values guiding Wal-Mart’s future: 1. Integrity2. Opportunity3. Family and Community4. Purpose5. ResponsibilityMISSION:As Wal-Mart continues to grow into new areas and new mediums, our success will always be attributed to our culture. Whether you walk into a Wal-Mart store in your hometown or one across the country while you’re on vacation, you can always be assured you’re getting low prices and that genuine customer service you’ve come to expect from us. You’ll feel at home in any department of any store; That’s our culture.

Wal-Mart advertised their mission statement and advertising slogan as the same: “We save people money so they can live better.”

PURPOSE:In addition to its mission statement, the company looks to its founder, Sam Walton for a company “purpose”: “If we work together, we’ll lower the cost of living for everyone…we’ll give the world an opportunity to see what it’s like to save and have a better life.”

* GO GLOBAL-To penetrate the markets in Mexico, Japan, Germany, United Kingdom, Brazil, Canada etc., Wal-Mart opened more than 2700 in these areas. It was successful in Canada, Mexico but failed badly in Germany and Japan and had to pull out. * GO NATIVE-

To avoid failure in china, Wal-Mart adopted the GO NATIVE strategy. It brought the local wet markets indoors and now sends Wal-Mart teams five months earl to research the pulse of the market, in the regions it intends to open the market.


* Largest Retailer in the World.* Loyal Customer Base.* Everyday Low Pricing.* Established Brand Name.* Wide Network of Stores.* Buy in Bulk.* Caters to a wide range of needs.* Continuous opening of new stores.


* Large Inventories.* Negative Publicity.* Selective Purchases of Middle Class customers.* Crowded Stores.


* Fashion goods category.* Economies of Scale.* Increasing wealth of middle class.


* Increasing Competition.* Increasing Expansion Expenses.* Increasing Energy Expenses.

OVERVIEW:Walmart Stores U.S.

Map of Walmart stores in the U.S., as of August 2010. Walmart Stores U.S. is the company’s largest division, accounting for $258 billion, or 63.8 percent of total sales for financial year 2010. It consists of three retail formats that have become commonplace in the United States: Discount Stores, Supercenters, and Walmart Markets.

The retail department stores sell a variety of mostly non-grocery products, though emphasis has now shifted towards supercenters, which include more grocery items. This division also includes Wal-Mart’s online retailer, walmart.com. In September 2006, Walmart announced a pilot program to sell generic drugs at just $4 per prescription. The pilot program was launched at stores in the Tampa, Florida area, and expanded to all stores in Florida by January 2007.

While the average price of generics is $29 per prescription, compared to $102 for name-brand drugs, Walmart maintains that it is not selling at a loss, or providing as an act of charity – instead, they are using the same mechanisms of mass distribution that it uses to bring lower prices to other products. Many of Wal-Mart’s low cost generics are imported from India and made by drug makers in the country, including Ranbaxy and Cipla. On February 6, 2007, the company launched a “beta” version of a movie download service, which sold about 3,000 films and television episodes from all major studios and television networks.

The service was discontinued on December 21, 2007, due to low sales. From 2008 through 2011, Walmart operated a pilot program in the small grocery store concept called Marketside in the metropolitan Phoenix, Arizona area. They plan to take what they have learned from this concept and incorporate that into their newer Walmart Express stores which they are developing.

WALMART’S STRATEGY IN THE U.S.A:“Offering a broad assortment with even lower prices”

Walmart U.S. achieved positive comparable store sales for fiscal 2012, having posted an increase in customer traffic for the fourth quarter. Net sales surpassed $264 billion, increasing 1.5 percent, while operating income grew to $20.4 billion, a 2.2 percent increase from the prior year. Walmart improved their performance by aligning strategy with the needs of today’s customer and operating more efficiently. The expanded merchandise assortment and improved in-stock levels, coupled with strong price leadership and service from our associates, continues to resonate with customers.

Broader Assortment: Customers appreciate the opportunity to rely on Walmart for a one-stop Shopping experience; So we added back more than10,000 products across hundreds of merchandise categories during the past year. We work with suppliers to be the first to offer new innovative products and continue to fine-tune our offerings. We offer the right mix of national brands, private brands and opening price point products. We also improved in-stock levels, so customers can count on Walmart more than ever.

Delivering Everyday Low Price (EDLP):We have invigorated our fundamental price promise:Provide low prices day-in and day-out on the broadest assortment. Our price message, backed by the strongest ad match policy in the industry, ensures that we are driving price separation with competitors. The certainty of great values throughout the store has been fundamental to Walmart For 50 years. Fulfilling that brand promise inspires customer trust and loyalty.

A more efficient organization:

EDLP is the result of our everyday low cost (EDLC) philosophy. We lower costs by reducing expenses, increasing productivity and leveraging technology to improve efficiency throughout our supply chain and our operations. This year, we are accelerating and adding many efficiency measures, as we invest the savings to further lower prices.

Formats and channels that serve every need: We continue to invest in growth through a variety of channels – our core supercenters, smaller formats such as Neighborhood Market and Walmart Express, and ecommerce. Our online business continues to grow, driven by strong sales in Site to Store and Pick Up Today, which provide shopping alternatives to Walmart customers. OVERVIEW:

Bharti Enterprises tied-up with Wal-Mart Bharti for opening a chain of retail stores all over India. The two companies, in August 2007, made a surprise statement that they have signed a wholesale cash-and-carry deal. The first Best Price Modern Wholesale opened in Amritsar in May 2009. Bharti Wal-Mart Private Limited is a joint venture between Bharti Enterprises, one of India’s leading business groups with interests in telecom, agri-business, insurance and retail, and Wal-Mart, the world’s leading retailer, renowned for its efficiency and expertise in logistics, supply chain management and sourcing.

The joint venture is establishing wholesale cash-and-carry stores and back-end supply chain management operations in line with Government of India guidelines. Under the agreement, Bharti and Wal-Mart hold 50:50 stakes in Bharti Wal-Mart Private Limited. The first Wholesale Cash-and-carry facility named “Best Price Modern Wholesale” opened in Amritsar in May 2009 and subsequently in Zirakpur (Near Chandigarh), Jalandhar, Kota, Bhopal, Ludhiana, Raipur, Indore, Vijayawada, Meerut, Agra, Lucknow, Jammu, Guntur, Aurangabad, Bathinda, Amravati, Hyderabad and Rajahmundry. KEY FINDINGS:

* With the opening up of Indian Retail Sector for FDI up to 51% in multi-brand retail, India is set to become hub of multinational retailers from across the globe. * Increasing per capita income and changing consumption pattern are the key drivers of fast growing Retail sector in India. * Organized retail is expected to increase its market share from5.7% in 2011 to about 12% in 2016. Major gainers are expected to be new entrants’ likeWal-Mart and Carrefour. RECOMMENDATIONS:

* Wal-Mart should apply its “Repeatable Formula” of Lowest Price – supported with efficient supply chain and information technology for its Indian marketers as well. * Wal-Mart should focus on local customer preferences, strategic locations, regional diversity and incorporating Indian values for building a sustainable business model for India. KEY SUCCESS FACTORS FOR INDIAN MARKETS:

* Cost Leadership – Attracting Masses.* Strategic Retail Outlet Location.* Wide Range of Goods/ Variety (keeping ethnic diversity in mind). * Sales Promotion/ Marketing Campaigns in Festive Seasons. Threat of New Entrants* Carrefour to enter market.* Walmart has first mover advantage.

Threat of Substitute Products* No immediate substitutes possible to retail.Bargaining Power of Suppliers* With high volume model of Walmart, suppliers have low bargaining power. Bargaining Power of Customers* Present organized/unorganized sector unable to give low price details. COMPETITIVE RIVALRY* Large unorganized sector* Moderate to high organized sector.

With fast increasing demand and proposed model of cost leadership, Indian Retail Industry looks substantially profitable. STRENGTHS 1. Deal with suppliers – Cost Leadership. 2. Efficient Supply Chain. 3. Strategic Location. 4. Strong IT backup. 5. New Technology Implementation.| WEAKNESS 1. Unable to adapt to different cultures/countries. 2. Heavily dependent on bulk sales. 3. Late entrants. 4. No success beyond America.| OPPURTUNITIES * Neweconomies – India/ Brazil/ China. * Rising disposable incomes. * New channels – Marketing/ Internet based models.| THREATS 1. Restriction on FDI e.g. India. 2. International law against dumping. 3. Regional competitors. 4. Law against monopoly- Anti thrust policies.|

The key to success lies in how Wal-Mart tackles local laws/ regulations and makes its repeatable formula work in new markets. NAME|Big Bazaar.(Future Group)| CATEGORY|MerchandizeDiversified.| TARGET SEGMENTS|Middle Class.| COMMENTS|Among the main competitors.|Pantaloons.(Future Group)| Apparels, Accessories.| Upper Middle ClassLower Upper Class.| Among the main competitors.| Star Bazaar.(Tata Group)|

MerchandizeDiversified.| Upper Middle ClassLower Upper Class| String Backing by Tata, Limited Research.| D.Mart.| Merchandize.| Middle/ Upper Middle Class.| Smaller Outlet, limited growth.| Shopper’s Stop.| Apparels, Accessories.| Mostly Upper Class.| Strong hold in metros, Good presence in target segment.| Lifestyle.| | | |

Wal-Mart is expected to tackle its competitors. The key for Wal-Mart lies in capturing the market and finding strategic locations for the stores.

1. FDI Restrictions:FDI Restrictions of 51% on Multi-brand Retail. Proposal for increasing the cap to be discussed in winter session. 2. Social and Political Resistance: A strong opposition from certain political parties is certainly expected-Local retailers, dealers would protest. 3. Poor infrastructure will cause friction: Indian Standards of roads, ports and freight facilities are way below global benchmark. It will lead to inefficiency in the value chain. 4. Regional Diversity:Challenge to have tactics according to regional/ ethical requirements.

Wal-Mart needs to appreciate and accommodate each of the above challenges into its strategy in order to gain benefits from the Indian Retail. Introduction: Wal-Mart has opened thousands of stores in the United States and expanded internationally. Through this model of expansion, which brings the right store formats to the communities that need them; they are creating opportunities and bringing value to customers and communities around the globe.

Today, Wal-Mart operates in more than 10,800 retail units under 69 banners in 27 countries. They employ 2.2 million associates around the world — 1.3 million in the U.S. alone. Wal-Mart’s international operations currently comprise 4,263 stores and 660,000 workers in 15 countries outside the United States.

There are wholly owned operations in Argentina, Brazil, Canada, and the UK. With 2.1 million employees worldwide, the company is the largest private employer in the U.S. and Mexico, and one of the largest in Canada. In the financial year 2010, Wal-Mart’s international division sales were $100 billion, or 24.7 percent of total sales. Wal-Mart has operated in Canada since its acquisition of 122 stores comprising the Woolco division of Woolworth Canada, Inc in 1994.

As of July 2010[update], it operates over 300 locations (including 100 Supercentres) and employs 82,000 Canadians, with a local home office in Mississauga, Ontario. Wal-Mart Canada’s first three Supercentres (spelled as in Canadian English) opened on November 8, 2006, in Hamilton, London, and Aurora, Ontario. The 100th Canadian Supercentre opened on July 10, 2010, in Victoria, BC. In 2010, Wal-Mart Canada Bank was introduced in Canada with the launch of the Wal-Mart Rewards MasterCard. In the mid-1990s Wal-Mart tried with a large financial investment to get a foothold in the German retail market.

In 1997 Wal-Mart took over the supermarket chain Werkauf with its 21 stores for DEM750 million (€375 million) and in 1998 Wal-Mart took over 74 Interspar stores for DEM1.3 billion (€750 million). The German market at this point was an oligopoly with high competition among the companies which also used a similar low price strategy as Wal-Mart.

Because of this, Wal-Mart’s low price strategy yielded no competitive advantage. Also Wal-Mart’s corporate culture was not viewed positively among employees and customers in Germany, particularly Wal-Mart’s “statement of ethics”, which restricted relationships between employees and led to a public discussion in the media, resulting in a bad reputation for Wal-Mart among customers. In July 2006, Wal-Mart announced its withdrawal from Germany due to sustained losses.

The stores were sold to the German company Metro during Wal-Mart’s fiscal third quarter. Wal-Mart did not disclose its losses from its ill fated German investment, but they were estimated around €3 billion. In 2004, Wal-Mart bought the 116 stores in the Bompreço supermarket chain in northeastern Brazil. In November 2006, the company announced a joint venture with Bharti Enterprises to open retail stores in India. As foreign corporations were not allowed to directly enter the retail sector in India, Wal-Mart operated through franchises and handled the wholesale end.

The partnership involves two joint ventures; Bharti manages the front end involving opening of retail outlets, while Wal-Mart takes care of the back end, such as cold chains and logistics. Bharti Wal-Mart operates stores in India under the brand name “Best Price Modern Wholesale”.

The first store opened in Amritsar in May 2012. On September 14, 2012, the Government of India approved 51 percent FDI in multi-brand retails, subject to approvals by individual states, effective September 20, 2012. In an interview with The Wall Street Journal, Wal-Mart Stores Inc President and CEO, Asia Scott Price, stated that Wal-Mart would be capable of opening stores in India within a time frame of 2 years.

Price also said that the company expects to continue its partnership with Bharti Enterprises in operating Best Price Modern Wholesale. Expansion into India faced some significant problems. Sales in 2006 for Wal-Mart’s UK subsidiary, Asda (which retains the name it had before acquisition by Wal-Mart), accounted for 42.7 percent of sales of Wal-Mart’s international division. In contrast to the US operations, Asda was originally and still remains primarily a grocery chain, but with a stronger focus on non-food items than most UK supermarket chains other than Tesco.

As of 2011[update], Asda had 523 stores. In addition to small suburban Asda stores, larger stores are branded Asda Wal-Mart Supercentres, as well as Asda Superstores and Asda Living. In addition to its wholly owned international operations, Wal-Mart has joint ventures in China and several majority-owned subsidiaries. Wal-Mart’s majority-owned subsidiary in Mexico is Walmex. In Japan, Wal-Mart owns 100 percent of Seiyu as of 2008. Additionally, Wal-Mart owns 51 percent of the Central American Retail Holding Company (CARHCO), consisting of more than 360 supermarkets and other stores in Guatemala, El Salvador, Honduras, Nicaragua, and Costa Rica.

In 2008, Wal-Mart named German retailing veteran Stephan Fanderl as the president of Wal-Mart Emerging Markets-East in an effort to, “explore retail business opportunities in Russia and neighboring markets.” The market is estimated to be worth more than US$140 billion per year in food sales alone. In January 2009, the company acquired a controlling interest in the largest grocer in Chile.

On September 28, 2010, Wal-Mart announced it would buy Massmart Holdings Ltd. of Johannesburg, South Africa in a deal worth over $4 billion, giving the company its first stores in Africa.[14] In December 2011, Walmart neither confirmed nor denied speculation that it was eyeing opportunities in Pakistan. “We have not made any announcements concerning Pakistan,” said Megan Murphy, Wal-Mart’s international corporate affairs manager in an e-mail. Wal-Mart does not comment on market entry speculation, she added.

Murphy, however, said their priorities are to “concentrate on the markets where we already have operations and look for growth opportunities in markets where customers want to see us and where it makes sense for our long-term growth.” In February 2012, Wal-Mart announced that the company raises its stake to 51 percent in Chinese Online Supermarket Yihaodian to tap rising consumer wealth and help the company offer more products.

The stake expansion is subject to Chinese government regulatory approval. As of December 2012, internal investigations ongoing into possible violations of the Federal Corrupt Practices Act. Wal-Mart has invested $99 million in the internal investigations, which have expanded beyond Mexico to implicate operations in China, Brazil, and India. The case has added fuel to the debate as to whether foreign investment will result in increased prosperity, or if it merely allows local retail trade and economic policy to be taken over by “foreign financial and corporate interests.”

Locations of Walmart at a glance:Total retail units on July 31, 2013| 10,955|Wal-Mart U.S.A| 4,092|Sam’s Club| 621|Wal-Mart International| 6,242|

WALMART’S STRATEGY OVERSEAS:“Meeting local needs and leveraging global resources”.

Walmart International is focused on a key objective – driving aggressive growth, while improving return on investment. Net sales, including currency and acquisitions, increased 15.2 percent to $125.9 billion for fiscal 2012. Operating income was $6.2 billion, increasing 10.8 percent from the prior year. In fiscal 2012, Walmart opened a record 612 new stores through organic growth. Including acquisitions, added 1,094 stores and 42.2 million Square feet around the world.

For the past three years, Walmart maintained disciplined growth, with an average square footage increase of 8.0 percent, excluding acquisitions. They believe EDLP is the right business model for our customers in all of our markets, and with a focus on EDLC, they intend to be the low-cost leader in every market where they can operate.

Meeting local needs is central to our growth.We align our formats, assortment and service from our associates with the fastest-growing customer demographics in each market. We continue to grow through new stores, comparable store sales and e-commerce. In high-growth markets, such as Brazil, China and Mexico, we pursue middle-income customers who look for quality and value. And in More mature markets, such as Canada and the U.K. we continue to find ways to expand our customers base.

”Powered by Walmart” is the cornerstone of how we maximize value by balancing global leverage. We share best practices across geographies in store operations, logistics, information technology and other areas. Working together where it makes us better allows us to save money, be faster to market and keeps our associates keenly focused on serving customers. Leveraging Wal-Mart’s global scale and expertise allows us to deliver the merchandise our customers want at the lowest price.

Be first in e-commerce solutions. We are building new solutions that strengthen our e-commerce offerings in developed markets and take advantage of the explosive growth of online retailing in emerging markets. ASDA’s online grocery sales continue to grow in the U.K., and e-commerce offeringsare expanding in Brazil, Canada, China and Japan. COUNTRY|

CANADA| MODE|Acquired a weak player| STRATEGY|High brand recognition segment| RESULTS|Very Successful|UK| Acquired ASDA| M&A Synergies| Successful – Competition from Tesco| GERMANY| Acquired a big player i.e. Werkauf| Leveraged Acquired Network| FAILED – Cultural and operational issues| CHINA| Greenfield operations| Sourced on Chinese suppliers, focus on need gaps| Neutral –Labour union and Law suit issues|

Success and Failure of Walmart was mainly driven by the local culture, consumer need gaps and tackling government issues Marketing Objectives:

“Expand multi-channel initiatives”Strategies:* Develop and execute a global ecommerce strategy* Accelerate global online channel growth* Have accessible stores available for all of the customers’ needs Tactics:* Conduct research on customers* Use new formats, such as Walmart Express™, in urban and rural markets. * Open Wal-Mart’s first convenience format stores, Walmart Express, in the second quarter. * Complete specific transactions

• Investing in global ecommerce (online commerce)* Create technology platforms and applications for every Walmart market * Deepening their understanding of consumer trends and creating new analytical tools. * Leveraging multi-channel innovations like Site-to-Store®, Pick Up TodaySM and Fed-Ex® Site to Store “Grow in the United States”

Strategies:* Keep improving Sam’s Club®* Maintain excellent customer service – Give the customers what they want:quality products at affordable prices * Implement a four-point plan to improve comparable store sales. * Implement productivity initiatives

Tactics:* Open more supercenters* Attract more customers and Sam’s Club members* Use new formats, such as Walmart Express™, in urban and rural markets. * Open Walmart’s first convenience format stores, Walmart Express, in the second quarter. * Expanding their assortment, reallocating selling space and enhancing productivity initiatives to reduce costs.

* Adding services to their pharmacies, such as free monthly health screenings and hearing centers. * Continue to add exciting brands in key categories, including apparel, jewelry, technology and entertainment. * Conduct research on customers

* Deepening their understanding of consumer