2. AT OUR FIRST MEETING, OUR TEAM WAS
OVERWHELMED WITH WHERE TO START.
1
3. AT OUR FIRST MEETING, OUR TEAM WAS
OVERWHELMED WITH WHERE TO START.
WE CAME ACROSS TREMENDIOUS INFORMATION
THAT WAS ALL HELPFUL BUT QUESTIONABLE IN
TERMS OF ACCURACY.
1
4. AT OUR FIRST MEETING, OUR TEAM WAS
OVERWHELMED WITH WHERE TO START.
WE CAME ACROSS TREMENDIOUS INFORMATION
THAT WAS ALL HELPFUL BUT QUESTIONABLE IN
TERMS 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
43. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
7
44. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
7
45. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
7
46. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
7
47. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
7
48. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
7
49. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
on-line retailers
7
50. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
on-line retailers
gasoline retailers
7
51. STAKEHOLDERS
The STOCKHOLDERS
THE WAL-MART EXECUTIVES
THE EMPLOYEES
THE WAL-MART COMMUNITY
consumers
non-profit organizations
other retailers
on-line retailers
gasoline retailers
non-market stakeholders
7
63. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
8
64. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending
outsourcing
foreign expansion
new stores
increase private label
products
new technology
8
65. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending competition
outsourcing
foreign expansion
new stores
increase private label
products
new technology
8
66. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending competition
outsourcing opposition from
foreign expansion communities
new stores
increase private label
products
new technology
8
67. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending competition
outsourcing opposition from
foreign expansion communities
new stores government regulations
increase private label
products
new technology
8
68. EXTERNAL FACTORS
OPPORTUNITIES THREATS
rising u.s. healthcare
spending competition
outsourcing opposition from
foreign expansion communities
new stores government regulations
increase private label market saturation
products
new technology
8
79. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage
Low prices
marketing capabilities
leverage with suppliers
9
80. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage
Low prices
marketing capabilities
leverage with suppliers
brand loyalty
9
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 prices markets
marketing capabilities
leverage with suppliers
brand loyalty
private and licensed brands
9
83. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage Exit of german and korean
Low prices markets
marketing capabilities product recalls
leverage with suppliers
brand loyalty
private and licensed brands
9
84. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage Exit of german and korean
Low prices markets
marketing capabilities product recalls
leverage with suppliers bad human rights records
brand loyalty
private and licensed brands
9
85. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage Exit of german and korean
Low prices markets
marketing capabilities product recalls
leverage with suppliers bad human rights records
brand loyalty lack of consistency between
private and licensed brands stores
9
86. INTERNAL FACTORS
STRENGTHS WEAKNESSES
International Advantage Exit of german and korean
Low prices markets
marketing capabilities product recalls
leverage with suppliers bad human rights records
brand loyalty lack of consistency between
private and licensed brands stores
big parking lots
9
92. COMPETITIVE STRATEGIES:
TO BE SUPPLIED 100% BY
RENEWABLE ENERGY
MORE ENERGY EFFICIENT REFRIGERATION CASES IN
U.S. STORES
11
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 CHINA
11
101. COMPETITIVE STRATEGIES:
TO SELL PRODUCTS THAT SUSTAIN
PEOPLE AND THE ENVIRONMENT
•
•
MAKE ALL PRODUCTS CONSUMER SAFE
ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD
IMPORTS
13
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 INDEX
13
104. WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
1. Web. 27 Sept 2010.
14
105. WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
14
106. WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor,
environmental standards." Washington Post 28 Feb 2010, Print.
14
107. WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor,
environmental standards." Washington Post 28 Feb 2010, Print.
Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?."
npr.org 28 Feb 2010: 1. Web. 19 Oct 2010.
14
108. WORKS CITED
•Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010:
reduce greenhouse gas emissions of
Takes
sells.." Forbes.com 26
goal is to
1. Web. 27 Sept 2010.
Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The
mega-retailer is bringing its low-cost model to a beleaguered industry.."
Forbes.com. 07 Sep 2010: 3. Print.
Mufson, Steven. "In China, Wal-Mart presses suppliers on labor,
environmental standards." Washington Post 28 Feb 2010, Print.
Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?."
npr.org 28 Feb 2010: 1. Web. 19 Oct 2010.
Rosenbloom, Stephanie. " At Wal-Mart, Labeling to Reflect Green Intent."
New York Times 15 Jul. 2009: B1. Print.
14