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68 AMIT J. SHAH AND MICHAEL L. MONAHANAT

Neighborhood Markets
Wal-Mart’s Neighborhood Markets first began operations in 1998 and are generally located
in markets with Wal-Mart Supercenters. The Neighborhood Markets offer customers
groceries, pharmaceuticals, and general merchandise. These Markets are 42,000 square feet
and usually employ 80 to 100 associates. They provide about 28,000 items to customers,
including fresh produce, meats, and dairy items; one-hour photo processing; drive-through
pharmacies; pet supplies; and household chemicals. For fiscal 2009, Wal-Mart operated
153 Neighborhood Markets.

International
As indicated in Exhibit 3, for fiscal 2009, the company had 318 Wal-Mart brands
in Canada, 1,197 in Mexico, and 56 in Puerto Rico. The company operated over 3,600
Wal-Mart brand stores internationally. Mexico is home to Wal-Mart’s oldest and
most extensive international operations. Wal-Mart de Mexico is strengthened by strong
customer support, and the opening of several new stores in the near future is planned.
Wal-Mart maintains a strategic competitive focus on global positioning. Wal-Mart
expanded into the international markets so that customers everywhere will associate their
name with low cost, best value, greatest selection of quality merchandise and highest stan-
dards of customer service. The fact that the International segment has grown to nearly
$100 billion in sales shows the potential of this market.
In December 2008, although known for its megastores, Wal-Mart launched a pilot
program in China and entered the convenience store market under the name “Smart
Choice” or Hui Xuan in Chinese. These are only 300 square meters in size and meant to
serve the needs of the local community. In May 2009, company indicated it will observe
the performance of these pilot stores and determine whether to expand this idea. Wal-Mart
currently employs 70,000 employees in China.
Nationally and internationally, Wal-Mart has been faced with the United Food and
Commercial Workers Union, trying to persuade employees to become part of the union.
Wal-Mart has strongly opposed unions in its stores. They argue that the company is struc-
tured so that employees derive the most benefit and best conditions by working directly
with Wal-Mart, as opposed to through a union. Recently, employees in Canada rejected the
union. China is now seeing the same pressures from the union as were seen in Canada.
Community involvement, responding to local needs, merchandise preferences, and
buying locally are all hallmarks of the International Wal-Marts, just as they are in the
United States.

Internal Issues

Distribution Centers
Wal-Mart has distribution centers nationwide. Some of them are grocery distribution cen-
ters and also a small number are import distribution centers. Wal-Mart’s distribution opera-
tions are highly automated. A typical Wal-Mart Discount Store has more than 70,000
standard items in stock. Supercenters carry more than 20,000 additional grocery items,
including perishables. As a result, such items have to be ordered frequently. Associates use
handheld computers that are linked by radio-frequency network to area stores. To place
orders, each store wires merchandise requests to warehouses, which in turn either ship
immediately or reorder. Wal-Mart computers are linked directly to over 200 vendors, mak-
ing deliveries quicker. Wal-Mart has one of the world’s largest private satellite communica-
tion systems, which enables it to control distribution. In addition, Wal-Mart has installed
point-of-sale bar code scanning in all of its stores.
Wal-Mart owns a fleet of truck-tractors that can deliver goods to any store in 38 to 48
hours from the time the order is placed. After trucks drop off merchandise, they frequently
pick up merchandise from manufacturers on the way back to the distribution center. This
back-haul rate averages over 60 percent and is yet another way Wal-Mart cuts costs.
With an information systems staff of 1,200 and system links with about 5,000 manu-
facturers, Wal-Mart leads the industry in information technology. This means Wal-Mart is
dedicated to providing its associates with the technological tools they need to work smarter