2. AT OUR FIRST MEETING, OUR TEAM WASOVERWHELMED WITH WHERE TO
START.1 3. AT OUR FIRST MEETING, OUR TEAM WASOVERWHELMED WITH WHERE
TO START.WE CAME ACROSS TREMENDIOUS INFORMATION THAT WAS ALL
HELPFUL BUT QUESTIONABLE INTERMS OF ACCURACY.1 4. AT OUR FIRST
MEETING, OUR TEAM WASOVERWHELMED WITH WHERE TO START.WE CAME ACROSS
TREMENDIOUS INFORMATION THAT WAS ALL HELPFUL BUT QUESTIONABLE
INTERMS OF ACCURACY. TO AVOID THE IMPACT OF BIASED MATERIAL ON OUR
OWN THOUGHTS, WE KNEW IT WAS OUR JOB TO DISCOVER OUR VIEWS ON
WALMART FIRST-HAND. 1 5. 2 6. 2 7. 2 8. 2 9. 2 10. 2 11. 2 12. 2
13. 2 14. 2 15. 2 16. 2 17. 3 18. 3 19. MAD RIVERTHE TEAM: angela
barros-semler, michael b. ecker, carrie wernick3 20. MAD RIVERTHE
TEAM: angela barros-semler, michael b. ecker, carrie wernick3 21. 3
22. 4 23. STRUCTURE OF THE REPORT 4 24. STRUCTURE OF THE REPORT
distinguishing factor 4 25. STRUCTURE OF THE REPORT distinguishing
factor corporate culture 4 26. STRUCTURE OF THE REPORT
distinguishing factor corporate culturestakeholders 4 27. STRUCTURE
OF THE REPORT distinguishing factor corporate
culturestakeholdersswot analysiS 4 28. STRUCTURE OF THE REPORT
distinguishing factor corporate culturestakeholdersswot
analysiScompetitive strategies4 29. WAL-MARTS MISSION WE SAVE
PEOPLE MONEY SO THEY CAN LIVE BETTER. 5 30. 6 31. CORPORATE CULTURE
6 32. CORPORATE CULTURE GRASS ROOTS PROCESS 6 33. CORPORATE
CULTUREGRASS ROOTS PROCESS ASSOciate opinion survey6 34. CORPORATE
CULTUREGRASS ROOTS PROCESS ASSOciate opinion survey striving for
excellence6 35. CORPORATE CULTUREGRASS ROOTS PROCESS ASSOciate
opinion survey striving for excellence 10-foot rule6 36. CORPORATE
CULTUREGRASS ROOTS PROCESS ASSOciate opinion survey striving for
excellence 10-foot rule open door 6 37. CORPORATE CULTUREGRASS
ROOTS PROCESS ASSOciate opinion survey striving for excellence
10-foot rule open door SERVANT LEADERSHIP6 38. CORPORATE
CULTUREGRASS ROOTS PROCESS ASSOciate opinion survey striving for
excellence 10-foot rule open door SERVANT LEADERSHIP TEAMWORK6 39.
CORPORATE CULTUREGRASS ROOTS PROCESS ASSOciate opinion survey
striving for excellence 10-foot rule open door SERVANT LEADERSHIP
TEAMWORK WAL-MART CHEER6 40. CORPORATE CULTUREGRASS ROOTS PROCESS
ASSOciate opinion survey striving for excellence 10-foot rule open
door SERVANT LEADERSHIP TEAMWORK WAL-MART CHEER6 41. STAKEHOLDERS7
42. STAKEHOLDERSThe STOCKHOLDERS 7 43. STAKEHOLDERSThe
STOCKHOLDERSTHE WAL-MART EXECUTIVES7 44. STAKEHOLDERSThe
STOCKHOLDERSTHE WAL-MART EXECUTIVESTHE EMPLOYEES7 45.
STAKEHOLDERSThe STOCKHOLDERSTHE WAL-MART EXECUTIVESTHE EMPLOYEESTHE
WAL-MART COMMUNITY7 46. STAKEHOLDERSThe STOCKHOLDERSTHE WAL-MART
EXECUTIVESTHE EMPLOYEESTHE WAL-MART COMMUNITYconsumers7 47.
STAKEHOLDERSThe STOCKHOLDERSTHE WAL-MART EXECUTIVESTHE EMPLOYEESTHE
WAL-MART COMMUNITYconsumersnon-prot organizations7 48.
STAKEHOLDERSThe STOCKHOLDERSTHE WAL-MART EXECUTIVESTHE EMPLOYEESTHE
WAL-MART COMMUNITYconsumersnon-prot organizationsother retailers 7
49. STAKEHOLDERSThe STOCKHOLDERSTHE WAL-MART EXECUTIVESTHE
EMPLOYEESTHE WAL-MART COMMUNITYconsumersnon-prot organizationsother
retailerson-line retailers7 50. STAKEHOLDERSThe STOCKHOLDERSTHE
WAL-MART EXECUTIVESTHE EMPLOYEESTHE WAL-MART
COMMUNITYconsumersnon-prot organizationsother retailerson-line
retailersgasoline retailers 7 51. STAKEHOLDERSThe STOCKHOLDERSTHE
WAL-MART EXECUTIVESTHE EMPLOYEESTHE WAL-MART
COMMUNITYconsumersnon-prot organizationsother retailerson-line
retailersgasoline retailersnon-market stakeholders7 52. 8 53. SWOT
ANALYSIS 8 54. SWOT ANALYSISEXTERNAL FACTORS 8 55. EXTERNAL
FACTORS8 56. EXTERNAL FACTORS8 57. EXTERNAL FACTORSTHREATS8 58.
EXTERNAL FACTORS OPPORTUNITIES THREATS 8 59. EXTERNAL FACTORS
OPPORTUNITIESTHREATS rising u.s. healthcare spending8 60. EXTERNAL
FACTORS OPPORTUNITIESTHREATS rising u.s. healthcare spending
outsourcing8 61. EXTERNAL FACTORS OPPORTUNITIESTHREATS rising u.s.
healthcare spending outsourcing foreign expansion8 62. EXTERNAL
FACTORS OPPORTUNITIESTHREATS rising u.s. healthcare spending
outsourcing foreign expansion new stores8 63. EXTERNAL FACTORS
OPPORTUNITIESTHREATS rising u.s. healthcare spending outsourcing
foreign expansion new stores increase private label products8 64.
EXTERNAL FACTORS OPPORTUNITIESTHREATS rising u.s. healthcare
spending outsourcing foreign expansion new stores increase private
label products new technology 8 65. EXTERNAL FACTORS
OPPORTUNITIESTHREATS rising u.s. healthcare spendingcompetition
outsourcing foreign expansion new stores increase private label
products new technology8 66. EXTERNAL FACTORS OPPORTUNITIESTHREATS
rising u.s. healthcare spendingcompetition outsourcing opposition
from foreign expansion communities new stores increase private
label products new technology8 67. EXTERNAL FACTORS
OPPORTUNITIESTHREATS rising u.s. healthcare spendingcompetition
outsourcing opposition from foreign expansion communities new
storesgovernment regulations increase private label products new
technology 8 68. EXTERNAL FACTORS OPPORTUNITIESTHREATS rising u.s.
healthcare spendingcompetition outsourcing opposition from foreign
expansion communities new storesgovernment regulations increase
private labelmarket saturation products new technology 8 69. 9 70.
SWOT ANALYSIS 9 71. SWOT ANALYSISINTERNAL FACTORS 9 72. INTERNAL
FACTORS9 73. INTERNAL FACTORS9 74. INTERNAL FACTORS STRENGTHS 9 75.
INTERNAL FACTORS STRENGTHS WEAKNESSES9 76. INTERNAL FACTORS
STRENGTHS WEAKNESSES International Advantage9 77. INTERNAL FACTORS
STRENGTHS WEAKNESSES International Advantage Low prices9 78.
INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Low
prices marketing capabilities9 79. INTERNAL FACTORS STRENGTHS
WEAKNESSES International Advantage Low prices marketing
capabilities leverage with suppliers9 80. INTERNAL FACTORS
STRENGTHS WEAKNESSES International Advantage Low prices marketing
capabilities leverage with suppliers brand loyalty9 81. INTERNAL
FACTORS STRENGTHS WEAKNESSES International Advantage Low prices
marketing capabilities leverage with suppliers brand loyalty
private and licensed brands 9 82. INTERNAL FACTORS STRENGTHS
WEAKNESSES International Advantage Exit of german and korean Low
pricesmarkets marketing capabilities leverage with suppliers brand
loyalty private and licensed brands9 83. INTERNAL FACTORS STRENGTHS
WEAKNESSES International Advantage Exit of german and korean Low
pricesmarkets marketing capabilitiesproduct recalls leverage with
suppliers brand loyalty private and licensed brands9 84. INTERNAL
FACTORS STRENGTHS WEAKNESSES International Advantage Exit of german
and korean Low pricesmarkets marketing capabilitiesproduct recalls
leverage with suppliers bad human rights records brand loyalty
private and licensed brands9 85. INTERNAL FACTORS STRENGTHS
WEAKNESSES International Advantage Exit of german and korean Low
pricesmarkets marketing capabilitiesproduct recalls leverage with
suppliers bad human rights records brand loyalty lack of
consistency between private and licensed brands stores9 86.
INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Exit
of german and korean Low pricesmarkets marketing
capabilitiesproduct recalls leverage with suppliers bad human
rights records brand loyalty lack of consistency between private
and licensed brands stores big parking lots9 87. ENVIRONMENTALLY
COMPETITIVE STRATEGIES GOALS: 10 88. ENVIRONMENTALLY COMPETITIVE
STRATEGIES GOALS:energy 10 89. ENVIRONMENTALLY COMPETITIVE
STRATEGIES GOALS: energywaste 10 90. ENVIRONMENTALLY COMPETITIVE
STRATEGIES GOALS: energywaste products10 91. COMPETITIVE
STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY 11 92.
COMPETITIVE STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN U.S. STORES11 93.
COMPETITIVE STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN U.S. STORES REDUCE
GREEN HOUSE GAS EMISSION 11 94. COMPETITIVE STRATEGIES: TO BE
SUPPLIED 100% BY RENEWABLE ENERGY MORE ENERGY EFFICIENT
REFRIGERATION CASES IN U.S. STORES REDUCE GREEN HOUSE GAS EMISSION
IMPROVE ENERGY EFICIENCY BY BY 20% PER UNIT OF PRODUCTION IN
FACTORIES IN CHINA11 95. COMPETITIVE STRATEGIES:TO CREATE ZERO
WASTE 12 96. COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE REDUCE
ENVIRONMENTAL IMPACT12 97. COMPETITIVE STRATEGIES:TO CREATE ZERO
WASTE REDUCE ENVIRONMENTAL IMPACTREUSE MATERIALS12 98. COMPETITIVE
STRATEGIES:TO CREATE ZERO WASTE REDUCE ENVIRONMENTAL IMPACTREUSE
MATERIALSGLOBAL ENVIRONMENTAL INITIATIVES12 99. COMPETITIVE
STRATEGIES: TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE
ENVIRONMENT 13 100. COMPETITIVE STRATEGIES: TO SELL PRODUCTS THAT
SUSTAIN PEOPLE AND THE ENVIRONMENTMAKE ALL PRODUCTS CONSUMER SAFE13
101. COMPETITIVE STRATEGIES: TO SELL PRODUCTS THAT SUSTAIN PEOPLE
AND THE ENVIRONMENT MAKE ALL PRODUCTS CONSUMER SAFE ENVIRONMENTAL
STANDARDS FOR FOREIGN SEAFOD IMPORTS13 102. COMPETITIVE STRATEGIES:
TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT MAKE ALL
PRODUCTS CONSUMER SAFE ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD
IMPORTS DEVELOP A WORLDWIDE SUSTAINABILITY PRODUCT INDEX13 103.
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items itAnother Green Step: NewFeb 2010: reduce greenhouse gas
emissions ofTakessells.." Forbes.com 26 goal is to 1. Web. 27 Sept
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Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money:
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Gives Banks A Run For Their Money: The mega-retailer is bringing
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Run For Their Money: The mega-retailer is bringing its low-cost
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Forbes.com. 07 Sep 2010: 3. Print. Mufson, Steven. "In China,
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