Contents
Chief Executive Officer 2 International Strategy 3 International Operations 4 Sustainability 360 7 Relationships 8
Country Manager 9 Background 10 Competition 10 Growth Strategy 11 Expansion into Second Tier Cities 11 Adapting to Local Purchasing Patterns and Tastes 12 Differentiation 13
Logistics Director 15 Regionalism 16 Technology 16 Non-Tariff Barriers (NTBs) 17 Financial Issues 18 Relationships 19
Host Country 19 Advantages for the U.S. 20 Advantages for China 20 Disadvantages for the U.S. 21 Disadvantages for China 22
Future 22 Market Share 23 Supplier Relationships 24 Economic Risk 25 Sustainability 25
Fit Between Views…………………………………………………………………………………………………………………………………26

Recommendations 26
Conclusion…………………………………………………………………………………………………………………………………………….28
Introduction

Sam Walton, a businessman from Arkansas, began his retail career when he started work in 1940 (About us, 2009). Over the years Sam Walton worked his way up the corporate ladder of several corporations until 1962 when, in an entrepreneurial spirit, he took a major risk and founded Wal-Mart. By 1968, Wal-Mart had 24 stores and annual revenues of $12.6 million (About us, 2009). In 1970, Sam Walton opened the company's home office and first distribution center in Bentonville, Arkansas. By 1972 Wal-Mart was listed on the New York Stock Exchange and was averaging $340 million per year in revenue (About us, 2009). Wal-Mart continued its expansion in cities across the United States as well as internationally. Along with their rapid expansion, Wal-Mart began to implement innovative technologies and processes that cut costs while improving efficiency and increasing the breadth of their product offerings.
Recently, Wal-Mart has faced many hurdles. They have had to deal with a major slowdown in the world economy and cultural conflicts resulting in the closure of several stores (About us, 2009). Wal-Mart hass had its name tarnished by lawsuits and the public perception of Wal-Mart's adverse effect on small business. Although the company has dealt with several hurdles, it has also has taken advantage of numerous opportunities. First, Wal-Mart has increased the efficiency and efficacy their of operations, especially in distribution. The company has implemented several sustainable/renewable energy projects and more impressively, have rapidly expanded into the international arena. Currently, Wal-Mart operates in the U.S., Canada, Mexico, Brazil, Argentina, Puerto Rico, Nicaragua, Honduras, Guatemala, El Salvador, Costa Rica, the UK, India, Japan and China (About us, 2009). In order to successfully make Wal-Mart the 'store of the future', the C-level team must continuously leverage corporate performance, ensure continual renewal and provide clear direction and purpose.
There are several initiatives that the executive team is implementing at stores around the world. In North America, Wal-Mart employs 1.4 million associates and operates 4,100 stores (Corporate, 2009). Worldwide Wal-Mart revenue topped $344 billion in 2008 with the majority coming from the United States. Wal-Mart is also predicting a 20.19% ROE for 2009, an operating margin of 5.62%, and an 8.41% return on assets (Corporate, 2009). Although Wal-Mart performs well during slow times, it still has had to make some tough decisions and has terminated 600-700 employees at its head quarters and has made other changes so that it can take advantage of its organizational strengths. Some key strengths are its distribution system and innovative Radio Frequency Identification (RFID) technology which allow costs to be kept low (Corporate, 2009).
Chief Executive Officer
As the CEO of the world’s largest public corporation by revenue, the world’s largest private employer and the largest grocery retailer in the United States, Michael Duke makes strategic management decisions that have an incredible impact on his