i

UNIVERSITY OF WEST LONDON

THE CLAUDE LITTNER BUSINESS SCHOOL

MBA

Assessment 01: Individual Report

A Critical Appraisal on Global Marketing and Online Business Practices of
Wal-Mart Inc.

Module code: MS7SL870

Module Name: Global Marketing and Digital Business

Prepared by
Name: Methma Kaumini Chapa Rupasinghe
UWL ID: 21376651
Email: 21376651@student.uwl.ac.uk

Date of Submission:

Module Tutor
Mr. Chris Kariyawasam

Word Count: 2734 (Without references and appendix)

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iii
Contents
Introduction ..................................................................................................................................... 1

Nature of the Business ................................................................................................................ 1

CCDVTP ................................................................................................................................. 2

Environment Analysis ................................................................................................................. 3

PEST Analysis ........................................................................................................................ 3

Porter‟s five force‟s analysis for Wal-Mart ............................................................................ 7

SWOT ..................................................................................................................................... 8

TOWS Strategic Alternatives Matrix...................................................................................... 9

Global Marketing Practices........................................................................................................... 10

National Competitive Advantage .............................................................................................. 10

Global Presence and Strategies ................................................................................................. 11

Market Selection and Entry mode............................................................................................. 13

Decision to internationalize .................................................................................................. 13

Deciding which market to enter ................................................................................................ 14

Market Entry Strategy ........................................................................................................... 18

Deciding the global marketing program- 7 P s ..................................................................... 19

Implementing and Coordinating the global marketing plan ................................................ 22

Recommendations ..................................................................................................................... 23

Online Business Practices ............................................................................................................. 25

Background and current online presence .................................................................................. 25

Importance ................................................................................................................................ 26

Modes of online presence ......................................................................................................... 27

Recommendations ..................................................................................................................... 30

Conclusions ................................................................................................................................... 31

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Appendix ....................................................................................................................................... 32

....................................................................................................................................................... 34

References ..................................................................................................................................... 35

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Table of figures
Figure 1 : Walmart's Objectives ..................................................................................................... 1
Figure 2: Americas' largest online retailers ................................................................................... 2
Figure 3: Walmart's wealth by country .......................................................................................... 2
Figure 4: Economical environment ................................................................................................ 3
Figure 5:Economic Environment ................................................................................................... 4
Figure 6 : Social and Demographic env. ........................................................................................ 4
Figure 7:Legal environment .......................................................................................................... 5
Figure 8 :Technological environment ............................................................................................ 6
Figure 9:Porter's five forces ........................................................................................................... 7
Figure 10 : SWOT .......................................................................................................................... 9
Figure 11:TOWS matrix ................................................................................................................ 9
Figure 12:Porter's diamond .......................................................................................................... 10
Figure 13: Walmart International's presence ............................................................................... 11
Figure 14:Development of international plan .............................................................................. 13
Figure 15:Pest Analysis ............................................................................................................... 14
Figure 16:Porter's five forces ....................................................................................................... 15
Figure 17:Segmentation ................................................................................................................ 16
Figure 18: Positioning Map ......................................................................................................... 17
Figure 19 :Vision, Mission and objectives .................................................................................. 17
Figure 20:Factors affecting entry mode decision ......................................................................... 18
Figure 21:Promotion of Walmart ................................................................................................. 20
Figure 22:Best Price ..................................................................................................................... 21
Figure 23:Hofstede's cultural dimensions .................................................................................... 22
Figure 24:Best Price stores in India .............................................................................................. 23
Figure 25 :Online Presence .......................................................................................................... 25
Figure 26 :Traffic Overview ........................................................................................................ 27
Figure 27 : Traffic Sources .......................................................................................................... 27
Figure 28:Mobile apps ................................................................................................................. 28
Figure 29 :Social media presence ................................................................................................. 28

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Figure 30:Social media statistics ................................................................................................. 29
Figure 31 :Online campaigns ....................................................................................................... 29
Figure 32:Smart Cart Technology ............................................................................................... 32
Figure 33:Tows matrix ................................................................................................................. 32
Figure 34:The Uppsala model ...................................................................................................... 33
Figure 35:Ansoff's matrix ............................................................................................................ 33
Figure 36 :Nine strategic windows .............................................................................................. 34

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Introduction
Nature of the Business

According to SuccessStory.com, Sam Walton started selling higher volumes of retail goods at a
lower price keeping a very low profit margin in a bought over store in 1945. After successful
three years on this “Penetration Pricing Strategy”, he started “Walton‟s Five and Dime” which
has grown today as the “Wal-Mart” which employees over 2 million staff world-wide, over 5000
stores in USA alone and 6000 + stores internationally. Wal-Mart is a multi-national retail
corporation and has three main sub divisions under them namely; Wal-Mart, Sam‟s Club and
Wal-Mart International.

Apart from being present in USA, Wal-Mart is physically present in 11 countries including
Africa, Argentina, Brazil, Canada, and India.

The annual revenue is approximately $486 Billion and

Operating Profit is $23 Billion. (Annual Report of Wal-
Mart).The growth of the revenue and profit is 0.8 % and (6%)
respectively. Currently Wal-Mart serves 260 million customers a
week.

According to the Harvard Review March-April 2017, CEO

believes that the future for Wal-Mart lies with e-commerce and
hence they have acquired several e-commerce companies.
Acquiring Jet.com is supposed to give Wal-Mart a dual model.

Wal-Mart faces a fierce competition in the retail industry mostly

from Target, The Kroger and online giant Amazon.(D&B

Figure 1 : Walmart's Objectives Hoovers)

Source: Walmart Annual Report 2017

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 CCDVTP
Walmart is creating value by giving a wide variety of products to lowest possible rates and
communicate this unique value preposition through online marketing, promotions, advertising
etc. Walmart delivers these products through worldwide brick and mortar stores, online ordering
and home delivery. Target group of Walmart would be retail consumers from various ages and
in some countries wholesalers as well. Profits have been increasing in the past years and the
operating profit has been around 5% from net sales.

Figure 2: Americas' largest online retailers

Source : Statista.com

Figure 3: Walmart's wealth by country

2
Source: Statista.com
Environment Analysis

PEST Analysis
Below is an attempt to understand the macro-environmental factors that affect Wal-Mart in
different countries.

Political Environment

Figure 4: Economical environment

Source: Compiled by author

3
Economic Environment

Figure 5:Economic Environment

Source: Compiled by author

Social and Demographics

Figure 6 : Social and Demographic env.

Source: Compiled by author

4
Legal Environment

Major US legislation affecting marketing.

Figure 7:Legal environment

Source : Kotler,2011

5
Technological Environment

Figure 8 :Technological environment

Source: Compiled by author

6
Porter’s five force’s analysis for Wal-Mart

Figure 9:Porter's five forces

Source: Compiled by author based on Porter’s five force model

7
SWOT

8
Figure 10 : SWOT
Source: Compiled by author

TOWS Strategic Alternatives Matrix

Refer Appendix 02.

Figure 11:TOWS matrix

Source:Compiled by author

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Global Marketing Practices
National Competitive Advantage
M. Porter‟s model of national competitive advantage (Hollensen, 5th Ed) shows how the
businesses can compete well in the international market when they have four main advantages in
their home country. Below is the application of this model to Walmart, in their home country
USA.

• USA based supermarket chains such as Kmart • Demand Conditions

In USA, Walmart was
and Target are identified as industry rivalry catering to all the states which
for Walmart. The price war between these had different demand
firms would have enabled Walmart to have conditions. Being an
low prices even in an international market
Firm economically developed
country with a high
Strategy,stru Demand population, Walmart was
cture and Conditions adjusted to serve to a higher
number and to gain
Rivalry economies of scale.

Related
Factor and
Conditions Supporting
Industries
• Basic Factors such as being established in an • Having local suppliers Walmart had the advantage
economically stable country, having access to of buying for lower prices.
variety of supplies.
• Advanced Fetaures such as, having access to
skilled labour etc.

Figure 12:Porter's diamond

Source: compiled by author based on Principles of Marketing, Kotler(2011)

Having the national competitive advantage in USA, Walmart started to internationalize it-self in
1990‟s.

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Global Presence and Strategies
Wal-Mart‟s first international store was situated in Mexico as a Sam‟s club in 1991. After two
years, it opened up the Wal-Mart International. In the midst of certain challenges, today Wal-
Mart has grown to 6363 stores in11 countries other than USA. Wal-Mart International is the
second largest segment, even though its gross profit rate is lower than that of the Wal-Mart
International because of its product mix (Annual report of Wal-Mart, 2017). In the previous
financial year net sales of Wal-Mart international has been $116,119 million.

Figure 13: Walmart International's presence

Source: Walmart annual report, 2017

Wal-Mart has entered most of the international markets by directly buying an already existing
supermarket chain in that country.

 Entering into Mexico; Joint venture with Cifra, a retail conglomerate (Annual Report of
Wal-Mart, 2017) and started the Wal-Mex(1991
 1996; Entered China - direct investment in supercenter in Shenzen as a Sam‟s Club.
 Germany 1998, acquired Supermarkets owned by Wertkauf hypermarkets
 In 1999, Wal-Mart acquired ASDA, a food retailer in UK and entered the UK Market.
 In Brazil (2004) Wal-Mart bought Bompreco Supermarkets, and in 2009 it bought
Distribucion y Servicio in Chile.

Prior to entering to the Asia Market, Wal-Mart has sold their low priced products to two
Japanese retailers; Ito-Yokada and Yaohan, which falls under second step in Uppsala model
(Johanson and Wiedersheim-Paul ,1975).(Refer Appendix 03)Then only they entered Hong

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Kong through a joint venture with C.P.Pokphand Company. Directly acquiring supermarket
chains and joint ventures will fall under stage 3 in Uppsala model, which has been the most
common case for Wal-Mart.

Ansoff‟s matrix shows how a company can grow its business. (Refer Appendix 04) Due to the
model they operate in most of the countries by offering local products (e.g in India) and entering
new market, Walmart‟s strategy can be categorized as diversification.

Operating in different countries has not always been easy for Wal-Mart. According to Prof.
Jonathon Doh „s case study Wal-Mart faced a cost struggle in Germany as Wertkauf‟s stores
were in poor geographical locations. The American managers working in the stores were having
cultural gaffes with Germans. And German price competition was fierce. In Japan, the bulk deal
marketing was not matching with the culture as many people were living in small urban
apartments.

In the previous financial year, Wal-Mart has incurred a loss of $2.7 billion due to the exchange
rate fluctuations primarily in UK and Mexico subsidiaries. This can be identified as a risk of
having wide spread, international operations but, Wal-Mart has hedged their currency exchange
component.

ASDA in UK, has faced equal values claims from employees and Wal-Mart cannot still forecast
how much the loss would be if they fail the case in the labour tribunal (Annual Report of Wal-
Mart, 2017)

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Market Selection and Entry mode
To understand the market selection and entry mode strategies that Walmart is currently adopting,
Walmart‟s entry to India is explained below using Hollensen‟s model for development of
international plan.

Step 01:The decision to Internationalize

Step 02: Deciding which markets to enter

Step 03: Market entry strategy

Step 04: Deciding the global marketing programme

Step 05:Implementing and cordinating the global marketing programme

Figure 14:Development of international plan

Source:Hollensen,2014

Decision to internationalize
As per Scott Price, President in Walmart Asia has revealed their strategy to capture ten to fifteen
markets in Asia in ten years( Jonathon Doh „ s case study,2010). According to Mintzberg‟s
intended and emergent strategies, Walmart is achieving their intended strategy by deciding to
internationalize by capturing more of the Asian markets. In the model of nine strategic windows
(Soulberg,1997) (Refer Appendix 05), Walmart can be identified as in the 9th stage as of 2006/07
their industry globalism was “Global” as they had stores in Mexico, UK, Germany and as in Asia
they have already entered China. And their preparedness for internationalization could be
categorized as “Mature” as they have already succeeded in acquiring some competencies in
international business operations.

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Walmart has to adopt a geocentric orientation (Perlmutter,1969) as they sell FMCG and retail
products which will be largely impacted by the cultural values of the people and the
demography. “Think global-Act local” is the way for Walmart and it has been the same back in
2006 and 2007 when they thought of moving to India.

Some of the commonly identified reasons for further internationalization of the companies would
be;

 Counter attacking their competitors in their home markets to tie up their resources in the
home country
 Customers moving into other countries and wanting international servicing
 New opportunities for growth etc. .(Kotler , 2011)

Deciding which market to enter

Below is an analysis of why Walmart decided to enter into India.

 PEST analysis

Political Economical Demographic Socio-Cultural

• Indian Central government
proposing a liberalised FDI
policy. Due to these political
changes Walmart could
directly invest in India but
their ownership was limited to
ony 51%
• According to Asian
Development Outlook in 2007,
China and India accounted for
70% of the region's expansion
making them the economic
gianst in the region
• India also faced rising food
price situation at this time
period which gave Walmart an
opportunity for their low price
strategy
• Rising Interest rates
• Moderate inflation
• Asian Development Outlook
further explains as of 2007,
India has the fastest growth in
population but the weakest
job creation in the region.
• India is a mutli religional and
multi racial country and that
would have created a lot of
niches in the market for
Walmart.
• However in Indian culture
there is also one drwback
which Walmart would have
noticed and that is preference
for the local products.

Figure 15:Pest Analysis

Source: Compiled by author

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  Competitor Analysis
• Bargaining Power of Buyers (High)
The Indian economy was booming and hence the purchasing power of the consumers were rising. Also the Indian middle class
customer is very hard to please as they are value centric. And they have alot of other substitutes for the supermarkets and local
supermarkets as well.

• Bargaining Power of Suppliers (Low)

Walmart has a higher bargaining power as they have a strong supply chain all overthe world. Also being a large scale buyer
reduces the barganing power of Indian suppliers

• Threat of new entrants(High)

With the liberalised FDI policy and with the booming economy India might be a favourable country to attract more
multinational players. However, Local competition might be low as a significant capital investment should be needed to open
a supermarket chain

• Rivalry(High)
Before Walmart came along there were few local companies running supermarkets in India e.g: Reliance industries(550
stores), Future groups(530 stores),Aditya Brila group(504 stores) etc. They had the first mover advantage ove Walmart

• Threat of substitutes(High)
Small neighbourhood retailers (Kirana)are a high competition for supermarkets. Over 60% of city residents preferred Kiranas
over supermarkets and they have adopted to western inventory and demand forecasting technology.

Figure 16:Porter's five forces

Source: Compiled by author

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  Segmenting, Targeting and Positioning
Segmenting

Demographic Psychographics Geographic Behavioural

Income- High, Degree of Loyalty-

Loyal/ one time
Middle, Low pruchaser
Social Class-Lower,
Region- Urban/Rural
Middle, Elite
Age structure-
0-14 y- 31% Benefits Sought-Value,
15-64-64% Cost
65+-5%

Personality-Outgoing,
Resereved-cost
Gender-Male/Female
consious, Value
conscious
Density High/Low
Lifestyle
Occupation-Blue User Status-non users,
collar/White Collar regulars,potenital,ex-
workers users

Figure 17:Segmentation

Targeting
 Demographics - Walmart will be targeting on High & Middle income people in India,
individuals of all age categories, both males and females and mainly white collar workers
in India.
 Psychographics-Lower and Middle class working individuals, with a busy lifestyle
looking for convenience.
 Geographic- Urban areas of India with higher density
 Behavioural- Higher loyalty, Cost conscious, reserved and particularly all use status will
be catered to.

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 Positioning
High Price

Broad product range

Narrow product

Kirana

Low Price
Figure 18: Positioning Map
Source: Compiled by author

Marketing Objectives and the vision

Marketing
objectives
Vision
"To be the best
Mission A focus on product
Attracting and retaining
retailer in the "Saving people members
hearts and minds money so that they Leading digital
experience
of consumers can live better"
and employees" Actively manage the
portfolio

Figure 19 :Vision, Mission and objectives

Source:Walmart.com

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Market Entry Strategy

Figure 20:Factors affecting entry mode decision

Source: Hollense,2014

According to Hollensen, 2014 below factors have affected the entry mode decision. Walmart,
being already an international firm when they decided to move to India having experience in
international market would have decided more internalization. Also the products are of a wide
range, Walmart being a risk taker through-out their history, flexibility in equity also would have
made them to move towards an intermediate mode. However, the socio cultural difference
between USA and India, the trade barriers (foreign ownership rules existed before Walmart
entered to India), high competition would have made Walmart to take a more cautious approach.
Without directly going to India and setting up their brand Walmart, they picked up the familiar
way of setting up operations, which was to set up a joint venture as they have done in Germany,
Hong Kong etc.

Walmart arranged a joint venture with the cellular brand “Bharti Airtel” as according to the
government legislation at 2005/2006 a foreign entity‟s ownership of the business was to be
limited to 51%(Gopalkrishna et. al,2016). First they started with the existing supermarket chain

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of “Easy Day” and then they expanded it to rebranding the stores as Best Price modern
wholesale.

Critical Analysis of the chosen Strategy: Joint venturing

Since Indian market had unique characteristics and with the trade liberalization regulations, it
was important for Walmart to have a strategic alliance with a company from the host country.
Walmart entered in to a joint venture with Bharti Airtel, Local telecommunication giant who
already had supermarkets. Walmart ran logistics, procurement and storage arms for the joint
venture.(Matusitz & Reyers,2010). Both Walmart and Bharti gained advantage of this joint
venture by sharing knowledge and technology.

However, in 2013, Bharti separated it-self from Walmart and continued the operations with
EasyDay. Walmart decided to operate the twenty superstores they built in India (Forbes,2013).
The downside of the joint ventures is that the partners might want to end up the business as soon
as they acquire the technical knowhow from the other partners. However, Walmart managed to
succeed through the ending of joint venture and still marks its presence in India in the wholesale
market (Cash and Carry model) in the name of “Best Price”

Deciding the global marketing program- 7 P s

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Figure 21:Promotion of Walmart
Source: Youtube

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Figure 22:Best Price
Source: Best Price.com

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Implementing and coordinating the global marketing plan
From 2006 to 2013, Walmart successfully catered to retail market with in joint venture with
Bharti Airtel and after 2013, under the brand name Best Price, Walmart will lead to cater to the
wholesale market through the cash and carry model.

Cross cultural negotiation

As per Hollensen, 2014, for the Indian market a “relationship based negotiation culture” would
have suited more as they prefer to build long lasting relationships rather than one-off deals.
Especially now when catering to businesses relationship building might be more important.

Hofstede, 1983 has developed a model to understand the cultural dimensions of a foreign market.

Figure 23:Hofstede's cultural dimensions

Source: www.hofstede-insights.com

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To address the various cultural dimension differences, Walmart has taken several steps such as
recruiting local staff to the higher management, creating long-term relationships (loyalty, online
accounts for each vendor), encouraging entrepreneurs, variety of choices of vegetarian and non-
vegetarian (Indulgence) etc.

Post Entry Performance

In 2006, Walmart‟s worldwide sales have grown from 9.8% According to Statista.com, which
would have been infused from the joint venture with Bharti Airtel in India. According to The
Economic Times 2016, even after separating with Bharti, Walmart India revenue has risen from
7%. The below map shows how Walmart has grown geographically.

Figure 24:Best Price stores in India

Recommendations
 Walmart can focus on other expanding strategies like exporting and franchising instead of
joint ventures which were the most common strategy to be followed in

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 internationalization in the past years. Management contracting is another form to invest
where exporting or direct investment seems risky.
 According to Fortune, Malaysia, Colombia and Indonesia are some of the developing
economies after the famous BRIC countries. Walmart can adopt an early entry to these
markets which will lead to a Blue Ocean strategy. With the economic development these
markets can be a lucrative segment for Walmart and will be compensating if trade
relationships with existing economic giants would fail in the future.

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Online Business Practices
Background and current online presence
According to the conversation with Doug McMillon, The CEO of Wal-Mart, they serve
customers in several ways. Apart from the physical presence they reach for customers through
the website where customers can order and get the products delivered within two days, or the
customer and pick the products in-store at their convenience.

Wal-Mart acquired Jet.com, a USA based e-

commerce Company in 2016 September for a total
purchase price of $2.4 billion which is expected to
align with company‟s ambition to grow e-commerce
arm. Wal-Mart had a strategic alliance with JD.com
Inc. with an additional investment of $1.9 Billion to

Figure 25 :Online Presence expand the e-commerce operations in China which

Source: Walmart Annual Report,2017
is currently handled by Yihaodian brand. (Annual
Report of Wal-Mart, 2017)

Wal-Mart U.S. and Sam‟s club sales has been positively impacted by 0.4% and 0.7 %
respectively in the FY 2017 and there has been 1.2% higher e-commerce sales in Sam‟s club in
the same year, which indicates that Wal-Mart is benefitting from their on-line presence. (Annual
Report of Wal-Mart, 2017)

Wal-Mart has introduced an initiative in the recent financial year for free 2 day shipping offer
with a minimum order of $35 from Wal-Mart. In club ; mobile check in and prepayment has
grown 31% in the last financial year. With the motive of making every day easier for busy
families they have expanded their online groceries around the world by acquiring and
strategically merging as with e-commerce companies as mentioned above.

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Importance
 To cater to a larger market through a lesser investment when compared to opening
physical stores.
 Wal-Mart can identify customer trends through stores up to 140 million customers a
week, which can be used in e-commerce to give them a more personalized and
convenient shopping experience.
 Using Smart-Cart Technology (Refer Appendix 01) in e-commerce will let Wal-Mart
know how to make transaction more economical, as it shows the relevant distribution
centers to the items, while making the customer save money. This proves to be more
advantageous to Wal-Mart in reducing costs when compared to traditional stores.
 To address growing competition and to retain the market share, Wal-Mart has to go
digital to address physical stores like Target and online stores like Amazon.

 However since they are moving in to more digitalization, it eats up to their retail stores
where Wal-Mart has to close down some physical stores in January 2016 which cost
$0.9 Billion. (Annual Report of Wal-Mart, 2017).
 They have e-commerce in 11 countries where they have physical presence. It seems
that they are not expanding e-commerce independent of physical presentation in that
country. This might hinder their competition with global retailers like Amazon, Ali Baba
etc.

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Modes of online presence
Wal-Mart has its online presence through several modes namely; E-commerce, mobile, voice and
social media. Following is an analysis of Wal-Mart‟s online presence through several important
KPI‟s in Digital Marketing.

Measure
 Engagement on Web site
 Number of
visitors-350.88 M
 Country with the
highest visits-
USA
Figure 26 :Traffic Overview
 Time spent on Source:Similarweb.com
website 4.24
Minutes
 Navigation paths-
88% walmart.com
 Traffic Sources
 Organic Traffic-
77%
 Referral Traffic-
Figure 27 : Traffic Sources
4% Source: Similarweb.com

 Direct Traffic-47%
 Bounce rate-
44.64%

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  Mobile Presence

Walmart has several mobile applications to ensure the convenience of the customers to purchase
via mobile.

Figure 28:Mobile apps

Source: Similarweb.com

 Social Media Presence

Figure 29 :Social media presence

28
 According to similarweb.com only 2.33% of the traffic is driven through social media.

Figure 30:Social media statistics

Source: Similarweb.com

 Online campaigns

Top publishers for Wal-Mart content are YouTube and Yahoo.com. (SimilarWeb)

Figure 31 :Online campaigns

Source:Similarweb.com

29
Recommendations

 Walmart is launching websites only in the countries which they have physical presence.
This might have an adverse effect on them when competing with worldwide internet
retailers like Amazon, who delivers to all the countries. Walmart can assess the
possibility of catering to nearby countries of the countries with physical presence through
a delivery service, which might pave way for further internationalization.
 Countries in which Walmart operates have different websites. Hence, there are no
worldwide offers and nor customer might link the brand name specific to that country
with the USA brand name, which might be unfavourable for the perceived quality.
 According to Alexa.com, the website loading takes 3.4 Seconds and it is rated as slow.
80% of the other sites are faster than this. Hence Walmart might need to look into
increasing the loading speed to retain the online customers.
 Walmart can use more social media as only 3% traffic is driven from social media
altogether. As for Amazon social media traffic is about 6% (Statista.com). Walmart can
use pop-up ads on offers depending on the user location in social media to increase more
traffic.

30
Conclusions

In conclusion, it is important for Walmart to use online marketing as a toll for further
globalization as it is the new way of creating customers value. Further globalization through
brick and mortar shops might not be necessary for Walmart if they capture the online market
correctly.

31
Appendix

1. Smart Cart Technology

Figure 32:Smart Cart Technology

Source: https://www.smartcart.fi/

2. TOWs Matrix

Figure 33:Tows matrix

Source: Heinz Weihrich,1982

32
 3. The Uppsala Model

Figure 34:The Uppsala model

Source:pufferfish.com

4. Ansoff‟s Matrix

33
Figure 35:Ansoff's matrix
Source: CIMA Enterprise Management
 5. Nine strategic windows

Figure 36 :Nine strategic windows

Source: Hollensen,2014

34
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