1. Team B Michelle Barnes Sharl Flowers Alex Layton Andrew Miller Anh Linh Tran

2. I. CURRENT SITUATION II. STRATEGIC MANAGERS III. EXTERNAL ENVIRONMENT IV. INTERNAL ENVIRONMENT V. ANALYSIS OF STRATEGIC FACTORS VI. ALTERNATIVE AND RECOMMENDATION VII. IMPLEMENTATION VIII. EVALUATION AND CONTROL

3. A. Current Performance Declining Share Price, good financials, decline in quarterly profits for first time in 10 years, limited growth potential in domestic market. Continous growth in sales and earnings Declining share prices Great international expansion B. Strategic Posture 1. Mission Saving people money so they can live better regardless of background or where they may live and to build a better life. 2. Objectives “Increasing sales with low prices under one roof. “ “To be the very best in the business by putting the associates first.” “Emphasis on everyday low prices, corporate growth, concern for people, and loyalty to the company.” “To increase 3. Strategies 4. Policies

4. 1. Board of Directors A. 13 members, eleven are outsiders. B. 2 board members controlled close to 41% of the shares outstanding. C. Outstanding diversity D. Each director attended at least 75% of meetings. 2. Top Management A. Lee Scott was only the third CEO in the entire history of Wal-Mart when he was selected to the position. B. During the 12 years the David Glass, the previous CEO held the position, sales grew from 16 billion to 16.5 billion annually. C. Uniquely qualified individuals

5. A. Natural Environment 1. One of the first retailers to embrace the idea of “green” marketing. B. Societal Environment a) Economic 1. With quarterly losses in 2006, things still looked impressive for Wal-Mart stores as international growth increased. 2. Rising fuel prices and terrorist attacks have cut into profits for the global giant. 3. Global Markets continue to combine into the U.S. domestic market, giving Wal-Mart a variety of options to carry out overseas activities. b) Technological 1. Most sophisticated inventory control system 2. Carefully selected distribution centers that were also used as a network to carefully analyze buying trends.

6. External Environment Cont. c. Political-Legal 1. Increasing tension between employees and Wal-Marts low pay and stingy benefits has created an uproar among former employees. 2. In 2003, raids on stores around the country found illegal immigrants working in their factories and stores. 3. Outsourcing has also been a key factor of concern between employees and customers in the U.S. 4. Customers were found to no longer pleased with the way Wal-Mart was conducting their business abroad and in the U.S. d. Sociocultural 1. Geared towards the low-income customer. 3. Task Environment (Industry Analysis) a) Wal-Mart has significant influence over its suppliers, therefore they are ready to supply. b) Threat of substitutes is high and entry barriers are high c) With companies such as Target, Costco, and other retail giants nipping at their heels, the rivalry in such a business is tough at the top. d) Specialty companies are cutting into Wal-Marts share of profits by providing specialized products, such as companies like Burlington Coat Factory and Bass Shoes. e) Bargaining power of buyers is high. f) Relative power of other stakeholders is medium: Many groups and local communities have begun to oppose the groups entry into markets where they have not been. Many organizations have been active promoting fair labor and union laws for the companies employees.

7. A. Corporate Structure 1. Structured into three business units, Wal-Mart Stores USA, Sam’s Club, and Wal-Mart International. B. Corporate Culture 1. Down to earth, and committed to being the very best there is from top to bottom 2. Culture comes from the Sam Walton spirit, or known as the philosophy that people are the way to success from top to bottom. 3. Buying out companies overseas seems to be a way into international markets for Wal-Mart. C. Resources 1. Financially Stable and buying power 2. Organizational Structure 3. Logistics, inventory management, trucking fleet 4. Innovation and expansion strategy 5. Reputation and Brand name 6. Store location 7. Distribution Centers

8. Internal Environment Cont… D. Capabilities 1. Distribution centers and logistics 2. Point of Sales data through management 3. Production of products 4. Research and innovation 5. Exploits opportunities E. Core Competencies 1. Ability to exploit opportunities 2. Distribution and logistics management

9. A. Key Internal and External Strategic Factors (SWOT) B. Review of Mission and Objectives

10. A. Strategic Alternatives – pros and cons B. Recommended Strategy