This 9-page paper provides a strategic analysis for Wal-Mart Stores, Inc., discussing everything from environemntal analysis (through SWOT), to corporate analysis, human resources, other resources, mission statement and objective. Also includes recommendationa and objectives. Bibliography lists 4 sources.
in Bentonville, Ark. In addition to using resources from the textbook offered by the student, other resources will be included in this paper as well. CURRENT SITUATION A. Current Performance
As Wal-Mart headed into 2002, it was to a mixed pictures. On the one hand, the tragic events of September 11, 2001, had
decimated the retail structure, causing poor consumer spending and adding to the rising unemployment of the overall economy. But on the bright side, Wal-Mart had responded positively to the events,
working hard to maintain its branding and its reputation for community service. From the financial side, numbers still looked fairly strong as the
year ended, with shareholders finding little to complain about as earnings per share also grew in a slow, if somewhat steady, fashion. Net sales had also increased, and the stores
in all brands continued expanding as well (and with each store opened, the employment base grew). The only alarm sounded was that inventory
was slightly higher than it had been during 2001 - but again, this was to be expected, given the sluggish economy and the economic fallout from 9/11. B. Strategic Posture
Mission. Wal-Mart Stores, Inc., based in Bentonville, owned and operated "mass merchandising retail stores under a variety of names and retail formats." These
include Wal-Mart (discount department stores); Sams Wholesale Clubs (retail/wholesale membership warehouses); Neighborhood Markets (specializing in small grocery and drug store formats) and Wal-Mart SuperCenters (large combination grocery and general merchandise
stores). Furthermore, Wal-Mart had presence in international markets, both independently and through joint ventures and partnerships.