In 2011, Wal-Mart was the world’s largest company for $ 420.000.000.000 in sales and offices in 14 countries. But it found itself ahead in search of the right growth strategy. U.S. same-store sales had declined for eight consecutive quarters, and Wal-Mart became increasingly dependent on international sales. Meanwhile came intense competition from various players. General discount dollar stores to online retailers What should Wal-Mart do as its traditional ma … Read more »

In 2011, Wal-Mart was the world’s largest company for $ 420.000.000.000 in sales and offices in 14 countries. But it found itself ahead in search of the right growth strategy. U.S. same-store sales had declined for eight consecutive quarters, and Wal-Mart became increasingly dependent on international sales. Meanwhile came intense competition from various players. General discount dollar stores to online retailers What should Wal-Mart do as its traditional markets and core competencies no longer provide the kind of growth that it had enjoyed in the past decades?
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from
David B. Yoffie,
Renee Kim
Source: Harvard Business School
10 pages.
Release Date: 15, June 2011. Prod #: 711546-PDF-ENG
Wal-Mart 2011 update HBR case solution