1/1/2021 2020 Walmart

Annual Report
NAME: HAMEER CHAND
ROLL NO: 2K18\BBA\ 70
Walmart Inc.
2020 Annual Report

“OUR PEOPLE
MAKE THE DIFFERENCE”
—Sam Walton
Some internal and external views of Walmart store.
KEY HIGHLIGHTS
for
FY 2020
NEXT
DAY
DELIVERY $11.8 $524
now available
to 75% of U.S.
population
BILLION BILLION
in returns to shareholders in revenue

$25 BILLION
in operating cash flow

+6,100 ~$180
pickup and delivery
locations globally
BILLION
annualized Total Payments
Value with PhonePe

LAUNCHED LAUNCHED
NextDay Delivery from
InHome Delivery in three Walmart.com
U.S. cities
 ACKNOWLEDGEMENT

All praises for Allah almighty that has bestowed upon human being the crown
of creation and endowed him with knowledge and wisdom.

After, Allah that last prophet Muhammad (P.B.U.H) who bought for us
revelation and unlimited knowledge civilized the barbarian human being.

I am thankful to Allah almighty who gave me courage to complete this task and
my ever caring and loving parents who helped me to reach this stage.

Besides, there are many people who supported me in formulation of this report
and without their support I could never be able to complete this report
successfully.

4
 EXECUTIVE SUMMARY

In the retail business Walmart is the largest world-wide. It started out as a 5 &
10 store and grew into a billion-dollar company.

Based in Bentonville, Arkansas, Walmart operates retail stores world-wide and

in many different formats. Walmart operates in three segments: Walmart U.S.,
Sam’s Club, and Walmart International. It operates retail stores, supermarkets,
warehouse clubs, supercenters, and other small formats, along with online sites,
such as, walmart.com; and samsclub.com (About Us, n.d.).

PRODUCTS

Walmart products include a variety of apparel, household products, and food to

customers around the world. As well as health and wellness products, home
improvement, photo processing services, craft supplies, cellular phones,
contract and prepaid phone services, electronics, cameras and supplies, movies,
music, and many more items.

Wal-Mart, America's largest company and Ohio's sixth largest employer, with
revenues last fiscal year of $217.8 billion and profits of more than $6.6 billion,
during the last year was promised $10 million by the state of Ohio to establish
distribution and manufacturing facilities in the Buckeye State.

Most of this largesse – an estimated $7.6 million over 10 years – will come in
the form of credits approved by the Ohio Tax Credit Authority. Job creation tax
credits are applied against corporate franchise or income tax based on the
amount of state income tax withheld from the new, eligible full-time
employees. To be eligible for these credits, projects generally must create 25
new full-time jobs within three years of initial operations, pay an average of at
least 1.5 times the U.S. minimum wage, and include a substantial fixed-asset
investment. Projects must also receive financial support from the local

5
community. The company must demonstrate that the tax credit is a “major
factor” in its decision to expand or locate at the Ohio site.

Wal-Mart is to receive aid for three Ohio projects, two food distribution centers
and an eyeglass manufacturing and distribution facility. These are higher-
paying positions in comparison to most jobs in Wal-Mart retail stores and near
the median wage in the state, but below the average for warehouse workers in
Ohio. Each facility eventually will employ 600 workers at an average of $12 an
hour plus $4 worth of benefits.

Other findings of the study include:

• Ohio was a likely location for a food warehouse to serve Wal-Mart’s growing
grocery operations in the state. While that can be a matter of speculation, in one
project – a food distribution warehouse opening this month in Washington
Court House – job creation tax credits were approved by the state months after
Walmart had begun construction. This raises the issue of whether such help was
needed to secure these positions.

• Kroger Co., another major Ohio food retailer, also is awaiting final
Development Department sign-off for state job creation tax credits for a new
distribution center in Delaware that replaces three other facilities in the state. In
this case, the department did not properly notify all of the affected communities
before the Ohio Tax Credit Authority approved the incentive. Columbus, the
city that was not properly notified, missed the deadline to comment but has
expressed concerns about the tax credit.

These examples illustrate that the process of awarding job creation tax credits
needs to be tightened. As welcome as new jobs are, state policy should ensure
that companies are not provided incentives where none are needed.

6
 OVERVIEW OF THE ORGANISATION

WALMART INC.
Introduction:
Wal-Mart is an American multinational retail corporation that operates a chain of
hypermarkets, discount department stores and grocery stores. Headquarter in Bentoville,
Arkansas. The company was founded by SAM WALTON in 1962, and incorporated on
October 31 1969.
Wal-Mart Inc.
Founder Sam Walton
Headquarters Bentonville, Arkansas, U.S
Number of 11510 stores worldwide (2020)
locations
Area served Worldwide
Key people Greg penner (chairman) , Doug McMillon (president ,CEO)
product Electronics, Movies, Music & Games, Home and Furniture, Home
Improvement, Clothing, Footwear, Jewelry, Toys, Garden Supplies,
Health and Beauty, Pet Supplies, Sporting Goods and Fitness, Auto,
Photo Finishing, Craft and Party Supplies, Grocery
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 Services Walmart-2-walmart, Walmart money card, pickup today, financial services,
Walmart pay, walmart.com
Revenue US$523.96 billion (2020)
Operating US$20.56 billion (2020)
income
Net income US$14.88 billion (2020)
Total assets US$236.49 billion (2020)
Total equity US$74.66 billion (2020)
Owner Walton family 50.85%
Number of More than 2.2 million worldwide, more than 1.5 million in U.S.
employees
website Walmart.com

Nature of Forward-Looking Statements

Such forward-looking statements are not statements of historical facts, but instead express
our estimates or expectations for our consolidated, or one of our segment's, economic
performance or results of operations for future periods or as of future dates or events or
developments that may occur in the future or discuss our plans, objectives or goals. These
forward-looking statements relate to:
• the growth of our business or change in our competitive position in the future or in
or over particular periods;
• the amount, number, growth, increase, reduction or decrease in or over certain
periods, of or in certain financial items or measures or operating measures, including
our earnings per share, net sales, comparable store and club sales, our Walmart U.S.
operating segment's e-commerce sales, liabilities, expenses of certain categories,
expense leverage, returns, capital and operating investments or expenditures of
particular types and new store openings;
• investments and capital expenditures we will make and how certain of those
investments and capital expenditures are expected to be financed;
• our increasing investments in e-commerce, technology, supply chain, store remodels
and other omni-channel customer initiatives, such as same day pickup and delivery;
• volatility in currency exchange rates and fuel prices affecting our or one of our
segments' results of operations;
• the Company continuing to provide returns to shareholders through share
repurchases and dividends, the use of share repurchase authorization over a certain
period or the source of funding of a certain portion of our share repurchases;
• our sources of liquidity, including our cash, continuing to be adequate or sufficient
to fund and finance our operations, expansion activities, dividends and share
repurchases, to meet our cash needs and to fund our operations;

8
 • the insignificance of ineffective hedges; and reclassification of amounts related to
our derivatives;
• our effective tax rate for certain periods and the realization of certain net deferred
tax assets and the effects of resolutions of tax-related matters;
• the effect of adverse decisions in, or settlement of, litigation or other proceedings or
investigations to which we are subject;
• the effect on the Company's results of operations or financial condition of the
Company's adoption of certain new, or amendments to existing, accounting
standards; or
• our commitments, intentions, plans or goals related to the sustainability of our
environment and supply chains, the promotion of economic opportunity or other
societal initiatives.
Our forward-looking statements may also include statements of our strategies, plans and
objectives for our operations, including areas of future focus in our operations, and the
assumptions underlying any of the forward-looking statements we make.
Risks Factors and Uncertainties Affecting Our Business
Our business operations are subject to numerous risks, factors and uncertainties,
domestically and internationally, outside of our control.
Economic Factors
• economic, geo-political, capital markets and business conditions, trends and events
around the world and in the markets in which Walmart operates;
• currency exchange rate fluctuations;
• changes in market rates of interest;
• changes in market levels of wages;
• changes in the size of various markets, including e-commerce markets;
• unemployment levels;
• inflation or deflation, generally and in certain product categories;
• transportation, energy and utility costs;
• commodity prices, including the prices of oil and natural gas;
• consumer confidence, disposable income, credit availability, spending levels,
shopping patterns, debt levels, and demand for certain merchandise;
• trends in consumer shopping habits around the world and in the markets in which
Walmart operates;
• consumer enrollment in health and drug insurance programs and such programs'
reimbursement rates and drug formularies; and
• initiatives of competitors, competitors' entry into and expansion in Walmart's
markets, and competitive pressures;

9
Operating Factors
• the amount of Walmart's net sales and operating expenses denominated in U.S.
dollar and various foreign currencies;
• the financial performance of Walmart and each of its segments, including the
amounts of Walmart's cash flow during various periods;
• customer transaction and average ticket in Walmart's stores and clubs and on its e-
commerce platforms;
• the mix of merchandise Walmart sells and its customers purchase;
• the availability of goods from suppliers and the cost of goods acquired from
suppliers;
• the effectiveness of the implementation and operation of Walmart's strategies, plans,
programs and initiatives;
• the impact of acquisitions, divestitures, store or club closures and other strategic
decisions;
• Walmart's ability to successfully integrate acquired businesses, including within the
e-commerce space;
• unexpected changes in Walmart's objectives and plans;
• the amount of shrinkage Walmart experiences;
• consumer acceptance of and response to Walmart's stores and clubs, e-commerce
platforms, programs, merchandise offerings and delivery methods;
• Walmart's gross profit margins, including pharmacy margins and margins of other
product categories;
• the selling prices of gasoline and diesel fuel;
• disruption of seasonal buying patterns in Walmart's markets;
• disruptions in Walmart's supply chain;
• cybersecurity events affecting Walmart and related costs and impact of any
disruption in business;
• Walmart's labor costs, including healthcare and other benefit costs;
• Walmart's casualty and accident-related costs and insurance costs;
• the size of and turnover in Walmart's workforce and the number of associates at
various pay levels within that workforce;
• the availability of necessary personnel to staff Walmart's stores, clubs and other
facilities;
• delays in the opening of new, expanded, relocated or remodeled units;
• developments in, and the outcome of, legal and regulatory proceedings and
investigations to which Walmart is a party or is subject, and the liabilities,
obligations and expenses, if any, that Walmart may incur in connection therewith;

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 • changes in the credit ratings assigned to the Company's commercial paper and debt
securities by credit rating agencies Walmart's effective tax rate; and
• unanticipated changes in accounting judgments and estimates;
Regulatory and Other Factors
• changes in existing tax, labor and other laws and changes in tax rates, including the
enactment of laws and the adoption and interpretation of administrative rules and
regulations;
• the imposition of new taxes on imports and new tariffs and changes in existing tariff
rates;
• the imposition of new trade restrictions and changes in existing trade restrictions;
• adoption or creation of new, and modification of existing, governmental policies,
programs and initiatives in the markets in which Walmart operates and elsewhere
and actions with respect to such policies, programs and initiatives;
• changes in currency control laws;
• changes in the level of public assistance payments;
• one or more prolonged federal government shutdowns;
• the timing and amount of federal income tax refunds;
• natural disasters, changes in climate, catastrophic events and global health epidemics
or pandemics such as the recent coronavirus outbreak; and
• changes in generally accepted accounting principles in the United States.

11
 ORGANIZATIONAL STRUCTURE
Walmart’s organizational structure determines the company’s business
activities. Currently, these activities are mainly in the retail industry, including
operations in the e-commerce market. The company’s corporate structure
also imposes limits on how the business addresses its problems. Structural
characteristics help facilitate the company’s strategic implementations in
capturing a bigger share of the retail market. In relation, Walmart’s
organizational culture determines the way people respond to challenges in the
workplace. The resilience of the company’s human resources partly depends
on the mindset supported through the corporate culture. Cultural features
help the retail business adapt to changes and emerging challenges in the
international market. The long history of Walmart Inc. in succeeding and
continually growing internationally shows that the firm’s organizational
structure and organizational culture are helpful in bringing competitive
advantages and success. The organizational structure interacts with the
organizational culture to maintain the significant competitive advantage of
Walmart against other firms, such as Amazon and Target, as well
as Apple, Google, and other technology companies that have major online
digital content distribution operations.
Walmart has a hierarchical functional organizational structure. This structure
has two features:
 Hierarchy and
 Function-based definition.
The hierarchy feature pertains to the vertical lines of command and authority
throughout the organizational structure. For example, except for the CEO,

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 every employee has a direct superior. Directives and mandates coming from
the top levels of the company’s management are implemented through
middle managers down to the rank-and-file employees in Walmart stores. On
the other hand,
The function-based definition feature of the company’s corporate structure
involves groups of employees fulfilling certain functions. For example,
Walmart has a department for the function of human resource management.
The company also has a department for the function of information
technology, and another department for the function of marketing. These are
just some of the numerous function-based departments in Walmart’s
organizational structure.
The main effect of Walmart’s hierarchical functional organizational structure is
the ability of corporate managers to easily influence the entire organization.
For example, new policies and strategies developed at the company’s
corporate headquarters are directly passed on to regional managers down to
the store managers. In this way, effective monitoring and control are achieved
through Walmart’s hierarchical functional organizational structure. However, a
downside of this corporate structure is that it has minimal support for
organizational flexibility. The lower levels of the organizational structure
cannot easily adjust business practices because of the lengthy
communications and approval process involving the middle managers and
corporate managers at Walmart’s headquarters.

Walmart’s Organizational Culture

Walmart’s organizational culture has four main components. These
components guide employees’ behaviours, which determine organizational
capacities to add value in the provision of retail service and related services to
consumers. The cultural components are also identified as Walmart’s beliefs:

1. Service to customers
2. Respect for the individual
3. Strive for excellence
4. Action with integrity

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In terms of service to customers, the company prioritizes customers in its
operations. Walmart also recognizes the contributions of each employee to
the success of the business. In addition, the firm strives for excellence in the
performance of individual workers, teams, and the entire organization. In
terms of maintaining integrity, Walmart promotes the virtues of honesty,
fairness, and impartiality in decision-making processes.

ORGANIZATIONAL STRUCTURE

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 BUSINESS
General
Walmart Inc. helps people around the world save money and live better – anytime and
anywhere – by providing the opportunity to shop in retail stores and through e-commerce.
Through innovation, we strive to continuously improve a customer-centric experience that
seamlessly integrates our ecommerce and retail stores in an Omni channel offering that
saves time for our customers. Each week, we serve over 265 million customers who visit
approximately 11,500 stores and numerous e-commerce websites under 56 banners in 27
countries.

15
Our strategy is to make every day easier for busy families, operate with discipline, sharpen
our culture and become digital, and make trust a competitive advantage. Making life easier
for busy families includes our commitment to price leadership, which has been and will
remain a cornerstone of our business, as well as increasing convenience to save our
customers time
The Development of Our Company
Although Walmart was incorporated in Delaware in October 1969, the businesses
conducted by our founders began in 1945 when Sam M. Walton opened a franchise Ben
Franklin variety store in Newport, Arkansas. In 1946, his brother, James L. Walton,
opened a similar store in Versailles, Missouri. Until 1962, our founders' business was
devoted entirely to the operation of variety stores. In that year, the first Wal-Mart Discount
City, which was a discount store, opened in Rogers, Arkansas. In 1983, we opened our
first Sam's Club, and in 1988, we opened our first supercenter. In 1998, we opened our
first Walmart Neighborhood Market. In 1991, we began our first international initiative
when we entered into a joint venture in Mexico. Since then, our international presence has
expanded and, as of January 31, 2020, our Walmart International segment conducted
business in 26 countries.
In 2000, we began our first e-commerce initiative by creating walmart.com and then later
that year, adding samsclub.com.
Since then, our e-commerce presence has continued to grow. In 2007, leveraging our
physical stores, walmart.com launched its Site to Store service, enabling customers to
make a purchase online and pick up merchandise in stores. Since 2016, we have made
several e-commerce acquisitions which have enabled us to leverage technology, talent and
expertise, as well as incubate digitally-native brands and expand our assortment on
walmart.com and in stores. In fiscal 2017, walmart.com launched free two-day shipping
and we created Store No 8, a technology incubator with a focus to drive e-commerce
innovation. Then in fiscal 2019, we continued to enhance our e-commerce initiatives with
the acquisition of a majority stake of Flipkart Private Limited ("Flipkart"), an Indian-based
e-commerce marketplace, with an ecosystem that includes e-commerce platforms of
Flipkart and Myntra as well as PhonePe, a digital transaction platform.
In fiscal 2020, we launched Next Day Delivery to more than 75 percent of the U.S.
population, launched Delivery Unlimited from 1,600 locations in the U.S. and expanded
Same Day Pickup to nearly 3,200 locations. Our e-commerce efforts and innovation have
also led to Omni-channel offerings in many of our markets including grocery pick up
and/or delivery in nearly a dozen countries outside the U.S. To date, we now have more
than 6,100 grocery pick-up and delivery locations globally. We are enhancing our
ecosystem with our Omni-channel capabilities, stores, services, e-commerce sites, supply
chain combined with our more than 2.2 million associates to better serve our customers.

16
Together, we believe these elements produce a flywheel effect which creates customer
relationships where customers view Walmart as their primary destination.
Walmart U.S. Segment
Walmart U.S. is our largest segment and operates in the U.S., including in all 50 states.
Walmart U.S. had net sales of $341.0 billion for fiscal 2020, representing 66% of our fiscal
2020 consolidated net sales, and had net sales of $331.7 billion and $318.5 billion for fiscal
2019 and 2018, respectively.

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Competition. Walmart U.S. competes with Omni-channel retailers operating discount,
department, retail and wholesale grocers, drug, dollar, variety and specialty stores,
supermarkets, hypermarkets and supercenter-type stores, as well as e-commerce retailers.
Walmart International Segment
Walmart International is our second largest segment and operates in 26 countries outside of
the U.S.
Walmart International includes numerous formats divided into three major categories:
retail, wholesale and other. These categories consist of many formats, including:
supercenters, supermarkets, hypermarkets, warehouse clubs and cash & carry, as well as
eCommerce. Walmart International had net sales of $120.1 billion for fiscal 2020,
representing 23% of our fiscal 2020 consolidated net sales, and had net sales of $120.8
billion and $118.1 billion for fiscal 2019 and 2018.
Employees
As of the end of fiscal 2020, Walmart Inc. and our subsidiaries employed more than 2.2
million employees ("associates") worldwide, with 1.5 million associates in the U.S. and 0.7
million associates internationally. Similar to other retailers, the Company has a large
number of part-time, hourly or non-exempt associates. We believe our relationships with
our associates are good.
Stock Performance Chart
This graph compares the cumulative total shareholder return on Walmart's common stock
during the five fiscal years ending through fiscal 2020 to the cumulative total returns on the
S&P 500 Retailing Index and the S&P 500 Index. The comparison assumes $100 was
invested on February 1, 2015, in shares of our common stock and in each of the indices
shown and assumes that all of the dividends were reinvested.

18
 CRITICAL ANALYSIS

*Assumes $100 Invested on February 1, 2015

Assumes Dividends Reinvested
SELECTED FINANCIAL DATA
Five-Year Financial
Summary Walmart Inc.
As of and for the Fiscal Years Ended January 31,
(Amounts in millions, except per share and unit count 2020 2019 2018 2017 2016
data)
Operating results

Total revenues $ 523,96 $ 514,40 $ 500,34 $ 485,87 $ 482,13

4 5 3 3 0
Percentage change in total revenues from previous 1.9 2.8 3.0 0.8 (0.7)%
fiscal year % % % %
Net sales $ 519,92 $ 510,32 $ 495,76 $ 481,31 $ 478,61
6 9 1 7 4
Percentage change in net sales from previous fiscal 1.9 2.9 3.0 0.6 (0.7)%
year % % % %
Increase (decrease) in calendar comparable sales (1) in 2.7 4.0 2.2 1.4 0.3 %
the U.S. % % % %
Walmart U.S. 2.9 3.7 2.1 1.6 1.0 %
% % % %
Sam's Club 1.6 5.4 2.8 0.5 (3.2)%
% % % %
Gross profit margin 24.1 24.5 24.7 24.9 24.6

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 % % % % %
Operating, selling, general and administrative 20.9 21.0 21.5 21.2 20.3
expenses, as a percentage of net sales % % % % %
Operating income $ 20,56 $ 21,95 $ 20,43 $ 22,76 $ 24,10
8 7 7 4 5
Interest, net 2,410 2,129 2,178 2,267 2,467

Loss on extinguishment of debt — — 3,136 — —

Other (gains) and losses (1,958 8,368 — — —

)
Consolidated net income attributable to Walmart 14,88 6,670 9,862 13,64 14,69
1 3 4
Diluted net income per common share attributable to $ 5.19 $ 2.26 $ 3.28 $ 4.38 $ 4.57
Walmart
Dividends declared per common share 2.12 2.08 2.04 2.00 1.96

Financial position(2)

Total assets $ 236,49 $ 219,29 $ 204,52 $ 198,82 $ 199,58

5 5 2 5 1
Long-term debt and long-term lease obligations 64,19 50,20 36,82 42,01 44,03
(excluding amounts due within one year) 2 3 5 8 0
Total Walmart shareholders' equity 74,669 72,496 77,869 77,798 80,546

Unit counts
Walmart U.S. segment 4,756 4,769 4,761 4,672 4,57
4
Walmart International segment 6,146 5,993 6,360 6,363 6,29
9
Sam's Club segment 599 599 597 660 65
5
Total units 11,501 11,361 11,718 11,695 11,528

The calculation of ROA and ROI, along with a reconciliation of ROI to the calculation of
ROA, the most comparable GAAP financial measure, is as follows:
Fiscal Years Ended January 31,
(Amounts in millions) 2020 2019
CALCULATION OF RETURN ON ASSETS
Numerator

Consolidated net income $ 15,201 $ 7,17

9
Denominator

Average total assets(1) $ 227,89 $ 211,9

5 09
20
Return on assets (ROA) 6.7% 3.4%

CALCULATION OF RETURN ON INVESTMENT

Numerator

Operating income $ 20,56 $ 21,95

8 7
+ Interest income 18 217
9
+ Depreciation and amortization 10,98 10,67
7 8
+ Rent 2,67 3,00
0 4
ROI operating income $ 34,414 $ 35,856

Denominator
Average total assets(1), (2) $ 235,27 $ 211,90
7 9
+ Average accumulated depreciation and amortization(1), (2) 90,35 85,10
1 7
- Average accounts payable(1) 47,01 46,57
7 6
- Average accrued liabilities(1) 22,22 22,14
8 1
+ Rent x 8 N/A 24,03
2
Average invested capital $ 256,38 $ 252,33
3 1
Return on investment (ROI) 13.4 14.2%
%
As of January 31,
2020 2019 2018
Certain Balance Sheet Data

Total assets $ 236,49 $ 219,29 $ 204,52

5 5 2
Leased assets, net 21,84 7,07 NP
1 8
Total assets without leased assets, net 214,65 212,21 NP
4 7
Accumulated depreciation and amortization 94,51 87,17 83,039
4 5
Accumulated amortization on leased assets 4,69 5,68 NP
4 2

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 Accumulated depreciation and amortization, without 89,82 81,49 NP
leased assets 0 3
Accounts payable 46,97 47,06 46,092
3 0
Accrued liabilities 22,296 22,159 22,12

SWOT Analysis of Walmart

Strengths
In this part of the SWOT Analysis, you will get to know about the strengths of the
Walmart. These strengths are examined based on the size of its business. Here are some of
the strengths that have been discussed below –
· One of the major strengths of Walmart is its brand name. The company has been
acknowledged around the world as the largest retail store. The brand value of the company
has attracted most of the customers to their store every day.
· Walmart follows the strategy of economies of scale, which means the customers can
acquire the products at a lower price. As a result, it becomes difficult for the competitors to
beat this strategy.
· Walmart is attractively renowned for its wide variety of products. As a result, consumers
can select from a lot of options each time they shop from Walmart.
· Walmart has abroad technological advancement, which makes their work much easier
than its competitors. They track down their inventory, sales, and everything
technologically.
· Walmart is quite famous globally. Even in other parts of the world, the sales of Walmart
is more than in the USA. Hence, having a presence in many countries is a strength for
Walmart.
Weaknesses
· The main weakness of Walmart is their treatment towards their employees. There are
instances of unequal wages, inequality among the people, and too much workload among
the employees. Due to these types of grievances, Walmart has lost its reputation to some
extent, and the brand has also suffered.
· A very few products of Walmart are of poor quality, which is a great deal for the brand
like them. It hampered their image among the customers, and they have incurred losses due
to this.

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· Walmart might not align up a good example of the experience for the customer. The other
competitors of Walmart carry out the fine ambiance and wonderful experience throughout
the purchasing journey for their customers; however, Walmart in that section is lagging.
Opportunities
· Walmart has an illustrious opportunity in the retail sector for the result that it can sell
Western products to developing countries. These countries are growing by the economy,
and they will be happier if they can receive some cost-efficient products from Walmart.
· In a deep Walmart case study, Walmart can promote its grocery products to compete with
other grocery retailers in the market. It will eventually increase their brand value.
· Currently, the trend of consuming gluten-free and organic products is increasing, and
Walmart has a high opportunity in that sector.
Threats
· Other retail companies can be a threat to Walmart because they are giving their customers
an enjoyable experience throughout the purchasing journey, which is not there in the case
of Walmart right now.
· In the recessionary period, Walmart has a threat to their business because, during this
time, people do not want to spend much, and that is why they want to consider Walmart to
be a shopping place for themselves at that time.
· Walmart is not welcomed in those areas where people want their local markets to sustain.
Therefore, in that case Walmart faces a lot of social trouble in setting up their business to
this type of area.

23
Before windup the report here is some important answers:
1. What does the Walmart logo symbolize?
As for the hidden message of the Walmart logo, it consider that it symbolize 6
spark. And each spark, in turn, symbolizes ideas, which are making the
company successful

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 2. Did Walmart change their logo?
The identity change has just begun, of course. No stores have the new logo out front yet.
3. Who designed the Walmart logo?
The Walmart logo is one that has undergone several different iterations over the years. The
first logo that Sam Walton used was pretty basic, and not a lot of emphasis was placed on
its design.
4. What is the slogan of Walmart?
“Save money, lives better”
5. What does Wal-Mart stand for?
Wal-Mart is likely an abbreviation for Walton’s Market.
6. What is the code 99 at Walmart?
This code implies that there is an emergency and all male employees are to immediately
stop what they are doing and moved to the announced location.
7. What is the Walmart’s biggest selling item?
Though Walmart has indeed sold a lot of house hold goods including face masks, hand
soaps and toilet papers but their number one selling item is it’s Bananas.
8. What are Walmart’s three basic beliefs?
Sam’s three basics beliefs: respect for the individuals, customer service and striving for
excellence. At Walmart, our associates understand that our customers live in a busy world.
9. What is the Walmart annual profit?
Walmart annual Gross profit( millions of US $)
2020 $129,359
2019 $129,104
2018 $126,947
2017 $124,617

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 Balancing the interests of stakeholders

+1.1M 22
ASSOCIATE CONSECUTIVE
TRAININGS QUARTERS OF
IN WALMART POSITIVE COMP
ACADEMIES IN GROWTH IN
FY20 WALMART U.S.

‘A’ LIST FROM CDP FOR

CLIMATE CHANGE

+ $30B SPENT WITH PROJECT GIGATON

WOMEN-OWNED +200 M METRIC TONS OF
BUSINESSES IN THE EMISSIONS AVOIDED BY MORE
PAST 8 YEARS THAN 2,300 SUPPLIERS

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