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CASE 6 • WAL-MART STORES, INC. — 2009 69

everyday. With this technology, Wal-Mart is getting better, quicker, and more accurate
information to manage and control every aspect of their business.

Walmart.com
Wal-Mart is in the retail business, which also includes Internet e-tailing. The Internet
has interesting aspects and will definitely serve a growing market throughout the 21st
century. Profits are not easily made over the Internet, and issues of cost of delivery,
merchandise returns, and data security are top concerns prior to building business over
the Internet. Wal-Mart moved into the Internet arena in 1996 with the introduction of
Wal-Mart On-line, and then it relaunched the site on January 1, 2000, as Walmart.com.
Wal-Mart looks at Internet retailing as another store with possibility, but without walls.
Walmart.com, with its headquarters located in the San Francisco Bay Area, is a wholly
owned subsidiary of Wal-Mart Stores, Inc. This location choice affords Walmart.com access
to the best pool of Internet executive and technical talent. The company was able to attract a
top retail management talent in Jeanne Jackson as the CEO of Walmart.com. This venture
combines the better of two worlds, technology and retailing, in order to provide customers
easy access to more things at Wal-Mart 24 hours a day and 7 days a week. Its distinct purpose
is to provide consumers with a convenient and rewarding online shopping experience.
Walmart.com will have a separate management team and board of directors. Ultimately, it
might choose to go public; however, Wal-Mart Stores will retain a majority ownership of the
new venture. Walmart.com provides easy access 24/7/365 to more than a million products.
Items ordered online can be shipped to the customer’s homes for a modest fee or free shipping
to the customer’s nearest Wal-Mart store. In addition Wal-Mart is developing new services
such as music downloads and 1-hour photos.

Operations
Wal-Mart’s expense structure, measured as a percentage of sales, continues to be among
the lowest in the industry. Although Walton watched expenses, he rewarded sales
managers handsomely. Sales figures are available to every employee at Wal-Mart. Monthly
figures for each department are ranked and made available throughout the organization.
Employees who do better than average get rewarded with raises, bonuses, and personal
recognition. Poor performers are only rarely fired, although demotions are possible.
All employees (referred to as “associates”) have a stake in the financial performance
of the company. Store managers earn as much as $100,000 to $150,000 per year. Even
part-time clerks qualify for profit sharing and stock-purchase plans. Millionaires among
Wal-Mart’s middle managers are not uncommon. Executives frequently solicit ideas for
improving the organization from employees and often put them to use. The Walton family
and management (as insiders) own nearly 44 percent of Wal-Mart stock. These holdings
are worth nearly $28 billion today. Continuing a Walton tradition, Wal-Mart invites over
100 analysts and institutional investors to the field house at the University of Arkansas for
its annual meeting in mid-June. During the day-and-a-half session, investors meet top
executives as well as Wal-Mart district managers, buyers, and 200,000 hourly salespeople.
Investors see a give-and-take meeting between buyers and district managers.

Employee Benefits
Wal-Mart management takes pride in the ongoing development of its people. Training is
seen as critical to outstanding performance, and new programs are often implemented in
all areas of the company. The combination of grassroots meetings, the open-door policy,
videos, printed material, classroom and home study, year-end management meetings, and
on-the-job training has enabled employees to prepare themselves for advancement and
added responsibilities.
Wal-Mart managers stay current with new developments and needed changes.
Executives spend one week each year in hourly jobs in various stores. Walton himself used
to travel at least three days per week, visiting competitors’ stores and attending the open-
ing of new stores, leading the Wal-Mart cheer, “Give me a W, give me an A...”
Wal-Mart encourages employee stock purchases. During fiscal 2008, participants
could contribute up to 50 percent of their pretax earnings, but not more than statutory