Walmart

Case Study #2: Wal-Mart

I. Industry

Wal-Mart's competitive environment is quite unique. Although Wal-Mart's primary competition comes from general merchandise retailers, warehouse clubs and supermarket retailers also present competitive pressure. The discount retail industry is substantial in size and is constantly experiencing growth and change. The top competitors compete both nationally and internationally. There is extensive competition on pricing, location, store size, layout and environment, merchandise mix, technology and innovation, and overall image. The market is definitely characterized by economies of scale. Top retailers vertically integrate many functions, such as purchasing, manufacturing, advertising, and shipping. Large scale functions such as these give the top competitors a significant cost advantage over small-scale competition.

In general merchandise retailing, Wal-Mart's primary competitors are Target and Kmart. Retail superstores such as Circuit City and Bed, Bath, and Beyond, also provide retail competition. A survey found that the majority of respondents favored Wal-Mart over stores like Target and Kmart. Respondents claimed Wal-Mart offered lower prices, better variety and selection, and good quality. The needs of consumers is an important economic feature in all competitive environments. What attributes (price, variety, quality, etc.) prompt buyers to choose one retailer over another is very important in the competitive landscape.

In the warehouse segment, Wal-Mart's Sam's Club competes harshly with Costco. Costco has fewer warehouses but greater sales and revenues. Costco customers also shop at Costco more frequently than Sam's Club customers and, on average, spend more each visit as well. Costco's dominance may be the result of better innovation. Costco offers luxury items and was the first to sell fresh meat and produce, and gasoline. This is important because innovation is a key factor in assessing competitors in an industry.

Last, Wal-Mart is also in direct competition with large supermarket retailers. Production capacity in the grocery industry is quite populated and Wal-Mart poses a serious threat to many supermarket retailers, both large and small. Kroger, Albertson's, and Safeway are all finding it very difficult to compete with Wal-Mart's low prices. Because the industry is so crowded, even the large supermarket retailers are seeking to differentiate themselves in order to stay afloat.

In reference to the Five Forces Model, being the largest retailer in the world, Wal-Mart's position is strong overall. Rivalry among competitors is fairly weak. The market is crowded but Wal-Mart has the lowest costs, prices, profits, and market share. The threat of substitute products is also weak. Wal-Mart exerts a great deal of effort in making sure they are innovative and meeting customer demands. The bargaining power of suppliers is weak as well. For most producers, Wal-Mart would be their largest account. Obviously, they would do what Wal-Mart wanted them to do if they hoped to do business. Likewise, the bargaining power of buyers is also weak. There is a very broad base of customers and a significant demand for low prices. Last, the threat of new entrants is weak. Wal-mart has a scale of operation that is so great, it would take years, maybe even decades, for a new company to be on the same level. Even prominent companies today would have an extremely difficult time matching the costs and prices Wal-Mart provides.

II. Wal-Mart's Strategy

Offering products at everyday low prices is only one of Wal-Mart's many strategies. The company value chain helps identify activities associated with how Wal-Mart achieves their many strategies. First, Wal-Mart's supply chain management is extremely cost effective. For example, Wal-Mart has been known to imitate competition's successful merchandising concepts. Suggestions from all employees are expected and sometimes rewarded. Another cost-effective method in Wal-Mart's supply chain management is their ability to track the movement of products through the entire value chain. Whether the product is in shipment, in distribution center inventory, in-store inventory or on the shelf, or at the cash register, Wal-Mart can track it in real time. Their capability in streamlining supplies among stores and suppliers has helped them maintain appropriate inventory and track what sells and what doesn't.

Operations and distribution strategies have also helped Wal-Mart achieve low prices. Wal-Mart's strategy has been to plot stores outside of large cities and within 200 miles of existing stores. Clustering stores