NATIONAL INSTITUTE OF TECHNOLOGY

DURGAPUR
(DEEMED UNIVERSITY)

DEPARTMENT OF MANAGEMENT STUDIES

WAL-MART GLOBAL STRATERGY

(STRATEGIC MANAGEMENT)

SUBMITTED TO

Prof. AVIJAN DUTTA

BY

BANHI GUHA (07/MBA/47)

SUKANTA MAJI (07MBA/40)
INDRAJEET ROUT (07/MBA/06)
SUBHANKAR ROY (07/MBA/48)
ABHINANDAN DASGUPTA (07/MBA/15)
PRAMITENDRA NATH DUTTA (07/MBA/52)

MARCH, 2009
WAL-MART GLOBAL STRATERGY.

INDEX
1. INTRODUCTION TO GLOBALIZATION STRATEGY IN RELATION TO RETAILING…..………..3
2. FACTORS DETERMINING THE EXTENT AND NATURE OF GLOBALISATION IN AN
INDUSTRY:……………………………………………………………………………………………………………….…3
3. GLOBAL BUSINESS – COMPETITIVENESS………………………………………………………………..……3
4. DETERMINANTS OF INTERNATIONAL COMPETITIVENESS……………………………………………4
5. INCREASING COMPETITIVENESS……………………………………………………………….…………..……4
6. INTRODUCING WAL-MART………….…………………………………………………………………….….……4
7. FORTUNE MAGAZINE FRONT COVER FEATURING WAL-MART………….…………………………5
8. WAL-MART AND INTERNATIONAL EXPANSION………….………………………………..…….….……5
9. INTERNAL ANALYSIS – ANALYZING RESOURCES………………………………………………………….6
10. P.E.S.T. ANALYSIS ……………………………………………………………………………………………………..8
11. VALUE CHAIN ANALYSIS …………………………………………………………………………………….……10
12. FIVE FORCE’S ANALYSIS …………………………………………………………………………………….….…10
13. GENERIC STRATEGY……………………………………………………..…………………………………….….…12
14. YIP’S GLOBALIZATION DRIVERS …………………………………………………………………..…….….…13
15. WAL-MART’S COMPETITIVE ADVANTAGE: ……………………………………….………………………13
16. CORE COMPETENCES……………………………………….…………………………….…………………………14
17. KAY’S DISTINCTIVE CAPABILITIES ……………………………………….……………………………………14
18. WAL-MART’S TRANSNATIONAL STRATEGY……………………………………….………………………15
19. WAL-MART AND INDIA……………………………………….……………………………………………………15
20. THREATS……….…………………………………………………….……….………………………………..…………16
21. CONCLUSION……….………………………………………….………………………………………….……………16

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1. INTRODUCTION TO GLOBALIZATION STRATEGY IN RELATION TO RETAILING

Globalization refers to growing economic interdependence among countries as reflected in
increasing cross-border flows of three types of entities: goods and services, capital and
knowhow The term globalization can relate to any of several levels of aggregation: the entire
world, a specific country, a specific industry, a specific company, or even a specific line of
business or functional activity within the company.
The most strategic expansion routes for international retail expansion are global and
multinational strategies). Global retailers replicate a standard format throughout their
expansion worldwide while multinational strategies result in adaptation of their retail offering.
Multinational retailer’s expansion is generally slower than global retailers and the management
is decentralized. Multinational target markets in closer proximity. International expansions of
retailers are challenging and unpredictable, and a slow approach is healthy
As markets evolve, differentiation becomes more important. It’s interesting to note, most of
the industries, practically all the industries are attempting to globalize today like the
automobile industry has done over the last few decades. Automobile industry peaked during
the 1950s and since then there has been a decline and ever since it’s been growth of the major
players and consolidation of the smaller ones. Success in the motor industry comes not from
size and scale but from developing competitive advantages in operations and marketing these
advantages internationally.
Global brands are a recent phenomenon. Until 10 to 15 years there weren’t any global brands,
many companies were multinationals tending to function as a collection of individual
enterprises with separate factories and different products in each country. The manifesto of
global brands emerged in 1983 when Theodore Levitt published “The Globalization of Markets”.
It was the emergence of homogenization. Enabling this was technology with mass transport and
communication and the disappearance of national tastes and preferences. The multinational
corporation operates in a number of countries and adjusts its products and practices in each at
high relative costs. The global corporation operates with resolute constancy at low cost, as if
the entire world were a single entity; it sells the same things in the same way everywhere.

2. FACTORS DETERMINING THE EXTENT AND NATURE OF GLOBALISATION IN AN

INDUSTRY:
Market drivers
Cost drivers
Government drivers
Competitive drivers

3. GLOBAL BUSINESS – COMPETITIVENESS

This refers to the ability of a country (or firm) to provide goods and services which
provide better value than their overseas rivals.

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This is competitive advantage but on a international scale.

4. DETERMINANTS OF INTERNATIONAL COMPETITIVENESS

Price relative to competitors
Productivity - output per worker
Unit costs
State of technology
Investment in capital equipment
Quality
Reliability
Lead time
Exchange rate

5. INCREASING COMPETITIVENESS
Rationalization output to get rid of high cost plants
Relocating to places where labor costs are lower
Process innovation
Product innovation
Incorporating the latest technology into investment
Sourcing from abroad where appropriate
Seeking out new market opportunities
Improving relationships with suppliers and customer

6. INTRODUCING WAL-MART
Wal-Mart is the world’s largest corporation (Fortune, 2003). Wal-Mart is also the largest private
employer in the United States of America.
Wal-Mart is U.S.A.’s biggest seller of DVDs, diamonds, groceries, toys, guns, CDs, apparel, dog
food, detergent, jewellery, sporting goods, videogames, socks, bedding, and largest film
developer, optician, private truck fleet operator, energy consumer, and real estate developer
(Fortune, 2003).
Americans save about US$10 Billion by shopping at Wal-Mart. Wal-Mart’s revenue accounted
for 15% of the entire U.S. retail market in 2002, excluding automobiles. Sales globally have been
affected over the recent weeks. International sales increased 14.3% to $10.3 billion. Wal-

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Mart’s revenues are forecast to approach $700 billion in 2010. Wal-Mart has four large scale
retail formats; Wal-Mart Stores, SAM’s Club, Wal-Mart Supercenters and Neighbourhood
Markets.
7. FORTUNE MAGAZINE FRONT COVER FEATURING WAL-MART

Source: Wal-Mart Annual Report, 2003.

8. WAL-MART AND INTERNATIONAL EXPANSION

Wal-Mart was enticed into international markets by a conviction that it could achieve
competitive advantage abroad by applying its combination of technology, logistics and human
resources with its tremendous buying power with multinational consumer goods suppliers.
Wal-Mart’s strategy has been to acquire companies and convert them into the Wal-Mart way
stores European retailers like Carrefour and Ahold, have more than 20 years of international
experience than Wal-Mart.

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Multinational retailer’s entry is usually by mergers & acquisitions, which is what Wal-Mart did
in its initial entry into Mexico, with a joint venture with CIFRA, the most powerful retailer in
Mexico. This results in a faster and more reliable learning knowledge base. CIFRA enables Wal-
Mart’s entry with stronger networks in the trade especially with vendors and understanding the
local needs and culture while Wal-Mart brings in its competency like logistics and service.
Especially the management is a key resource and enable its contribution to its success. Casse
(1994) argues people are not resources and ethically should not be classified such. In a
remarkable editorial in The Economist (2000), Wal-Mart’s entry into Europe and global
expansion plans have been heavily criticized and undermined due to the inability of global
sourcing capabilities of supermarket products and apart from the already well established retail
networks of chain stores and discounters like Metro, Carrefour, Aldi which all individually and
collectively dominate the market and aren’t up for sale as Wal-Mart would try to.

9. INTERNAL ANALYSIS – ANALYZING RESOURCES

9.1. Financial Resources
Wal-Mart is the world’s largest and most profitable retailer. Wal-Mart’s pre tax return on sales
was 8% during 1989 which was double the industry standard and it continues to be the front
runner till today. Wal-Mart commands market value 10 times more than its book value. Fiscal
year 2008 ended as another record year for the Company. Total net sales increased 8.6 percent
to $375 billion. They added about $30 billion in sales, which is equal to adding the annual sales
of a Fortune 75 business.

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EXTRACTS FROM ANNUAL REPORT

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9.2. Human Resources

Wal-Mart promotes internal staff development and over 60% of their stores managers are
promoted internally then direct recruits. Wal-Mart believes in recruiting people with a flair for
customer service and trains them accordingly to its strong company values. Employees are
treated as owners as more than 70% of employees have shares of the company and incentives
are paid in stock options too.
One of the significant costs for retailers was shoplifting, or pilferage. Wal-Mart addressed this
issue by instituting a policy that shared 50 percent of the savings from decreases in a store’s
pilferage among that store’s employees through store incentive plans.
9.3. Physical Resources
Wal-Mart developed its computerized inventory system way back in 1970 that decreased
check-out and reordering times and built highly automated distribution centres, reducing
shipping cost and time. Wal-Mart has continued to be an innovator and has this has led it to
create and sustain its competitive advantage by being the first and to be continuous to replace
systems and processes replicated by competitors.
9.4. Intellectual or Intangible Resources
Wal-Mart’s core resources are its customers which total over 176 million consumers in 13
countries. Wal-Mart has over 1.3 million associates (employees) at its stores, worldwide. Wal-
Mart uses its technological capabilities to sustain its cost leadership in distribution and superior
inventory systems.

10. P.E.S.T. ANALYSIS

10.1. Political Influences
The political influences in this industry is probably the most burning concern with organizations
going global and many countries restricting the growth of companies by many countries.
European Customs and Regulations heavily hamper expansion plans. FDI in many countries are
still heavily regulated and global companies are yet to set foot into emerging markets like India.
10.2. Economic Influences
The recent financial crisis has had a negative impact on consumer spending and outlook.
Disproportionate levels of income and consumer spending in developing countries like India
and China will impact growth of global companies. Exchange rates affect global sourcing and
pricing policies on a day to day basis.
10.3. Social Influences
Developing countries are not used to push type marketing and aggressive selling. Bulk buying
patterns predominantly present in USA, is non-existent in Asian countries. Language and
cultural factors is a barrier to globalization. Anti-Globalization movements in the recent past
has affected growth of global companies, especially companies originated USA.
10.4. Technological Influences

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Development in technology and satellite systems has given a boost to Wal-Mart. Basic
infrastructure still lacks for effective warehousing and distribution, the lifeline of a retail chain.
10.5. Key learning
There appears to be legal and social hurdles ahead for global companies. Expansion into
growing and emerging markets throws in tremendous growth opportunity though localization
would be a critical success factor. Infrastructure needs to be developed to support activities of
a global distribution channel to achieve global competitiveness.
10.6. Table: P.E.S.T. Analysis

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11. FIVE FORCE’S ANALYSIS

12. VALUE CHAIN ANALYSIS

Wal-Mart takes care of all the activities internally except partially outsourcing its logistics
requirements. Its systems integration from inventory, to stores, to headquarters to suppliers is
the lifeline of its success. The core activity remains in its bulk buying and inventory
management which supports Wal-Mart’s competitive advantage of pricing and every element
shows traces of cost leadership. Wal-Mart located its discount stores around regional
warehouses allowing a streamlined and low cost physical distribution

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12.1. Inbound Logistics

Wal-Mart’s primary activity of receiving inventory is planned right from the point of production,
which Wal-Mart is not involved with. Wal-Mart has integrated systems with key suppliers which
communicate in real time data with sales information and stock status so it can replenished in
time. Shipments are timed and slotted and planned in an orchestral way.

12.2. Operations
Wal-Mart maintains a lean approach to inventory. Wal-Mart innovated a technique of
replenishment called the Cross-Docking where incoming goods are offloaded into outgoing
trucks directly without stocking them even for a few hours. Most goods pass through the
warehouses within a span of 48 hours, enabling minimum idle time and lowering excess
inventory possibilities. Most of the goods never touch the floor of the warehouse, as goods are
passed on 24 miles length of conveyor belts between incoming trucks to outgoing trucks.
12.3. Outbound Logistics
Goods are transferred within 48 hours of receipt from suppliers. The replenishments are also
done twice weekly, which is double the industry’s standard.
12.4. Marketing and Sales
Wal-Mart maintains a simple and effective marketing strategy which it has managed to
replicate globally apart it being the focus of its strategy. The Every Day Low Price (EDLP) is
simple and eliminates unnecessary advertising trying to push sales, as Wal-Mart has
successfully sold the concept to the customers, that it sells its products at the lowest prices,
everyday. This is one of the most interesting attributes of Wal-Mart.
12.5. Service
Wal-Mart’s aggressive yet subtle ‘People Greeters’ and in its own fashionable and proud way
‘Aggressive Hospitality’ are the foundations for Wal-Mart’s success in the highly competitive
market.
12.6. Infrastructure
Wal-Mart maintains its own fleet of 2000 plus trucks which have scheduled deliveries between
warehouses to stores minimizing delays and over reliance from suppliers.
12.7. Human Resource Management
Wal-Mart is the only retailer to be in Fortune’s 100 Best Places to Work. Wal-Mart’s
empowerment of Associates is laudable with instances such as allowing its Associates to get on
the network and lower its prices, nationwide if its found to be higher than its competitors, all
this done without any consultation or permission requests from superiors.
12.8. Technology Development
Wal-Mart’s technology and inventory management systems and software are better than the
best in the world and also the lifeline of the organization. Wal-Mart’s early innovations and

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experimentation apart from investments light-years ahead of its time into VSAT capabilities
have boosted its success.
12.9. Procurement
Wal-Mart’s satellite communication and electronic data interchange links all its stores to over
4000 suppliers creating the finest procurement co-ordinated scenario. Wal-Mart integrates its
supply chain management activities with key suppliers like P&G with direct shipments from
P&G’s warehouses to Wal-Mart’s stores and warehouses. Wal-Mart inventory management is
so effective that over 70% of its merchandise is purchased and paid for by customers, even
before Wal-Mart has actually paid for the same to its suppliers. Wal-Mart has outsourced a
substantial activity to USSO enabling Wal-Mart to maintain its logistics costs.

13. GENERIC STRATEGY

13.1. Cost leadership

Analysis of the value adding activities supporting the generic strategy shows clear elements of
cost focus. Low cost leadership helps the firm above average returns in the industry despite
strong competitive forces. Traces of cost leadership are noticeable in the value chain. Wal-Mart
saves costs by holding stocks for less than 48 hours in its inventory. Wal-Mart is known to
negotiate with suppliers for the lowest cost of the product without any frills and marketing
expenses which adds to the cost later. Wal-Mart’s purchase by the truckload saves costs again
by bulk purchasing. Wal-Mart’s inventory handling and logistics distribution with its own fleet
of 2000 plus trucks help attain a cost effective distribution channel than relying on unreliable
suppliers networks which costs in delays.
13.2. Differentiation
Wal-Mart appears to have a differentiation strategy. The differentiation strategy is one of
differentiating the product or service offering of the firm, creating something that is perceived
industry-wide as being unique. It can be design or brand image, technology, features, customer
service, dealer network or other dimensions.
High degree of customer service with store greeters and ’10 foot attitude’ policies reaffirms
Wal-Mart’s differentiation from its competitors.

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13.3. Focus
The third generic strategy advocated by Porter is the focus strategy. The focus strategy is
focusing on a particular buyer group, segment of the product line or geographic market as with
differentiation, focus may take many forms. Wal-Mart right from its foundation located its
stores to out of town areas with small populations. This was a segment ignore by its
competitors giving Wal-Mart an edge over competition by locating itself in a low competitive
environment before it creates competition. Wal-Mart’s focus on the segment of people
targeted as well as its location of stores, does give it an attribute of the focus strategy.
Effective implementation of any of these generic strategies usually requires total commitment
and supporting organizational arrangements that are diluted if there is more than one primary
target. Arguably Porter termed organizations attempting cost leadership and differentiation
together as ‘stuck-in-the-middle’ and it does not lead to competitive advantage and its
sustainability.

14. YIP’S GLOBALIZATION DRIVERS

14.1. Market Drivers
Existence of homogenous consumer needs can not be ignored but at the same time, it is highly
localized due to the nature of products. Global brands are preferred but with local tastes.
Distribution channels hang-in-between global and local as global sourcing can’t be ignored but
lot of sourcing is done regionally. Marketing follows the same principle. Global marketing with
local themes and needs.
14.2. Cost Drivers
Cost drivers are in favour of globalisation except for research and development costs which are
marginal but needs to be catered to each market. Economies of scale are highly important with
margins wafer thin. Transport costs do not discourage centralized sourcing and warehousing.
14.3. Country Drivers
Country drivers show a shift to localisation in this framework. There is still a marginal amount of
trade barriers though its being loosened up by the W.T.O. and pressure from industry and
markets are being built up.
14.4. Competitive Drivers
Shift from localization to globalization. There is high volume of imports and exports but for the
global markets, there is more of internal sourcing compared with the volume of exports and
imports. Competitive interdependence of major markets is increasing with pressure from global
competitors entering the local markets.

15. WAL-MART’S COMPETITIVE ADVANTAGE:

Supply chain management
Communication strategy with suppliers and associates

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Relationship strategy with suppliers and associates

People strategy
Cost strategy
Location and market strategy
Ability and inspiration from Sam Walton
Customer service strategy
Knowledge management
Innovation in I.T. and warehousing and inventory management

16. CORE COMPETENCES

Wal-Mart’s core competence can be said to be its knowledge achieved by its inventory
management skills with its supply chain management facilitated by its innovations like the
cross-docking techniques and its innovation in information technology and in relationship
strategy maintained with its customers, suppliers, and associates and its cost strategy achieved
with its scale of operations.

17. KAY’S DISTINCTIVE CAPABILITIES

17.1. Architecture
Wal-Mart’s internal architecture with its associates are phenomenal and the way it manages its
one million plus associates. Wal-Mart’s collegiate culture encourages innovation and learning.
Externally Wal-Mart enjoys a unique relationship with its suppliers who go to the extent of
locating their offices near Wal-Mart’s headquarters.
17.2. Reputation
Wal-Mart enjoys tremendous reputation in the industry for its standards and living up to them.
Wal-Mart’s ranking’s in the industry with its phenomenal growth and value for money. It has
also established itself as the lowest price retailer with the highly effective marketing of the
EDLP (Every Day Low Price) concept.
17.3. Innovation
Wal-Mart has a reputation for innovation with the formats of stores introduced and its ability
to replicate with adaptations to suit local markets. Innovations in technology by using VSAT
light years ahead of its times and its warehousing and cross-docking techniques are laudable.
17.4. Strategic Asset
Although Sam Walton exists no more, he was a strategic asset and still is with his values deeply
imbibed within the company’s culture. Wal-Mart’s benefits from the brand it has it has created
and its market position strategy.

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18. WAL-MART’S TRANSNATIONAL STRATEGY

19. WAL-MART AND INDIA

India is a ripe and appealing market for Wal-Mart with its growing middle class of 250
million and an economic growth rate of nearly 9%
In November 2006, Wal-Mart beat out Tesco for a joint venture opportunity with Indian
mobile services leader, Bharti.
The company’s priority seemed to be an early entry.
Bharti would manage the front-end of the business, while Wal-Mart would take care of
the supply chain, logistics and other back-end operations.
The proposed Bharti venture seeks to serve the retail market by supplying it with goods
directly from producers such as agriculturists, craftsmen and artisans.

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20. THREATS
The leaders of the retail market are the 12-40 million tiny mom-and-pop retail shops
which are predominantly run by small family businesses.
The mom-and-pops have an advantage as they are conveniently located on street
corners or in the heart of cities and usually have personal relationships with most
consumers.

21. CONCLUSION
Large economies (Countries) are clubbed together and treated as one. Arguments such as only
a certain percentage of business is generated outside the TRIAD making a business less global
are arguments the author disagrees with. With the EU becoming as one then soon, the world
will become large chunks of amalgamations. The simple definition or presence in different
markets should be taken into consideration of being global. Many strategists do not give
concessions for the time the business has started to expand globally. Wal-Mart for instance has
grown to such a strong position over 40 years, this would take considerable time to replicate
and adapt in international markets.

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