Walmart Stock Quotes

leave WinCo I always end up paying far less than I thought I would and leave with so many bags. I can do a full month’s stock up shopping trip there with just $250, and I'm talking eight or more full bags and a full pantry and fridge. When I leave Walmart I scratch my head and feel cheated.

I watched the light flicker on the limestone walls until Archer said, "I wish we could go to the movies." I stared at him. "We're in a creepy dungeon. There's a chance I might die in the next few hours. You are going to die in the next few hours. And if you had one wish, it would be to catch a movie?" He shook his head. "That's not what I meant. I wish we weren't like this. You know, demon, demon-hunter. I wish I'd met you in a normal high school, and taken you on normal dates, and like, carried your books or something." Glancing over at me, he squinted and asked, "Is that a thing humans actually do?" "Not outside of 1950s TV shows," I told him, reaching up to touch his hair. He wrapped an arm around me and leaned against the wall, pulling me to his chest. I drew my legs up under me and rested my cheek on his collarbone. "So instead of stomping around forests hunting ghouls, you want to go to the movies and school dances." "Well,maybe we could go on the occasional ghoul hunt," he allowed before pressing a kiss to my temple. "Keep things interesting." I closed my eyes. "What else would we do if we were regular teenagers?" "Hmm...let's see.Well,first of all, I'd need to get some kind of job so I could afford to take you on these completely normal dates. Maybe I could stock groceries somewhere." The image of Archer in a blue apron, putting boxes of Nilla Wafers on a shelf at Walmart was too bizarre to even contemplate, but I went along with it. "We could argue in front of our lockers all dramatically," I said. "That's something I saw a lot at human high schools." He squeezed me in a quick hug. "Yes! Now that sounds like a good time. And then I could come to your house in the middle of the night and play music really loudly under your window until you took me back." I chuckled. "You watch too many movies. Ooh, we could be lab partners!" "Isn't that kind of what we were in Defense?" "Yeah,but in a normal high school, there would be more science, less kicking each other in the face." "Nice." We spent the next few minutes spinning out scenarios like this, including all the sports in which Archer's L'Occhio di Dio skills would come in handy, and starring in school plays.By the time we were done, I was laughing, and I realized that, for just a little while, I'd managed to forget what a huge freaking mess we were in. Which had probably been the point. Once our laughter died away, the dread started seeping back in. Still, I tried to joke when I said, "You know, if I do live through this, I'm gonna be covered in funky tattoos like the Vandy. You sure you want to date the Illustrated Woman, even if it's just for a little while?" He caught my chin and raised my eyes to his. "Trust me," he said softly, "you could have a giant tiger tattooed on your face, and I'd still want to be with you." "Okay,seriously,enough with the swoony talk," I told him, leaning in closer. "I like snarky, mean Archer." He grinned. "In that case, shut up, Mercer.

One example of a high-tech company that submits to a Graham type of analysis is Amazon.com. Though it does business exclusively on the Web, Amazon is essentially a retailer, and it may be evaluated in the same way as Wal-Mart, Sears, and so forth. The question, as always, is, does the business provide an adequate margin of safety at a given market price. For much of Amazon’s short life, the stock was wildly overpriced. But when the dot-com bubble burst, its securities collapsed. Buffett himself bought Amazon’s deeply discounted bonds after the crash, when there was much fearful talk that Amazon was headed for bankruptcy. The bonds subsequently rose to par, and Buffett made a killing.

The Sentinel of Rain I am a creature who cooks on roofs, sleeps on roofs, livess on roofs. The unenlightened call me homeless; my inner circle know me as 'The Sentinel of Rain'. I know all there is to know about roofs: copper roofing, itchy; aluminium sheeting, noisy; precast concrete; dusty; ceramic tiles; slippery. I haven't had the pleasure of crashing on banana leave or straw roofs but I imagine them to be quite comfy, though pitched a bit steep to saunter about, and as for cooking dinner on, fuhgeddaboudit! Those roofs are as flammable as a cellulose nitrate print of The Blue Angel. Thank God I wasn't born in Southeast Asia or in the backward English countryside with their thatch roof cottages. It's good to be homeless in America. There are so many roof choices, the streets are virtually paved with dumpsters, stocked to the gills like the shelves of Walmart, and when it rains ~ and I'm the first to know, there's never an overpass too far to shelter me from nature's whims.

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

I keep hearing all these jokes on TV about how people in Arkansas are still barefoot hillbillies. Sure there are plenty of people living up in the hills and mountains on Arkansas. Why not? The scenery is breathtaking from their million-dollar houses up in those hills. Those people bought Wal-Mart stock early. They paid cash for those homes. -Little Rock resident on how some people from "up North" view Arkansas

small cap" and "big cap" are relative terms. The market today is much larger and is dominated by a list of big players that dwarf smaller companies in their sheer size and share of available investment capital. The fact that these giants are so large does not necessarily mean that small-cap companies are undercapitalized. Many of these companies have no desire to compete with the likes of Wal-Mart and McDonalds, preferring to excel in a niche market that's too small for the big players to bother with.

Low-end disruption has occurred several times in retailing.16 For example, full-service department stores had a business model that enabled them to turn inventories three times per year. They needed to earn 40 percent gross margins to make money within their cost structure. They therefore earned 40 percent three times each year, for a 120 percent annual return on capital invested in inventory (ROCII). In the 1960s, discount retailers such as Wal-Mart and Kmart attacked the low end of the department stores’ market—nationally branded hard goods such as paint, hardware, kitchen utensils, toys, and sporting goods—that were so familiar in use that they could sell themselves. Customers in this tier of the market were overserved by department stores, in that they did not need well-trained floor sales-people to help them get what they needed. The discounters’ business model enabled them to make money at gross margins of about 23 percent, on average. Their stocking policies and operating processes enabled them to turn inventories more than five times annually, so that they also earned about 120 percent annual ROCII. The discounters did not accept lower levels of profitability—their business model simply earned acceptable profit through a different formula.17

Hello, friends, I’m Sam Walton, founder and chairman of Wal-Mart Stores. By now I hope you’ve shopped in one of our stores, or maybe bought some stock in our company.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

The East India Company has, thankfully, no exact modern equivalent. Walmart, which is the world’s largest corporation in revenue terms, does not number among its assets a fleet of nuclear submarines; neither Facebook nor Shell possesses regiments of infantry. Yet the East India Company – the first great multinational corporation, and the first to run amok – was the ultimate model and prototype for many of today’s joint stock corporations. The most powerful among them do not need their own armies: they can rely on governments to protect their interests and bail them out.

We’ve had lots and lots of millionaires in our ranks. And it just drives me crazy when they flaunt it. Maybe it’s none of my business, but I’ve done everything I can to discourage our folks from getting too extravagant with their homes and their automobiles and their lifestyles. As I said earlier, I just don’t believe the lifestyle here in Bentonville should be much different than what would be high moderate income in most other places. But from time to time I’ve had a hard time holding back folks who have never had the opportunity to get their hands on the kind of money they’ve made with their Wal-Mart stock holdings. Every now and then somebody will do something particularly showy, and I don’t hesitate to rant and rave about it at the Saturday morning meeting. And a lot of times, folks who just can’t hold back will go ahead and leave the company. It goes back to what I said about learning to value a dollar as a kid. I don’t think that big mansions and flashy cars are what the Wal-Mart culture is supposed to be about. It’s great to have the money to fall back on, and I’m glad some of these folks have been able to take off and go fishing at a fairly early age. That’s fine with me. But if you get too caught up in that good life, it’s probably time to move on, simply because you lose touch with what your mind is supposed to be concentrating on: serving the customer.

Creating a huge personal fortune was never particularly a goal of mine, and the proof of that lies in the fact that even to this day most of my, and my family’s, wealth remains in the form of Wal-Mart stock. I think most people in our position would have hedged their bets a long time ago and diversified into all kinds of investments. As it’s happened, though, our very simplistic, very personal investment strategy has turned out far better than anyone could ever have expected. So Wal-Mart stock has made the Waltons a very wealthy family—on paper anyway. I

Walmart uses data from sales in all their stores to know what products to shelve. Before Hurricane Frances, a destructive storm that hit the Southeast in 2004, Walmart suspected—correctly—that people’s shopping habits may change when a city is about to be pummeled by a storm. They pored through sales data from previous hurricanes to see what people might want to buy. A major answer? Strawberry Pop-Tarts. This product sells seven times faster than normal in the days leading up to a hurricane. Based on their analysis, Walmart had trucks loaded with strawberry Pop-Tarts heading down Interstate 95 toward stores in the path of the hurricane. And indeed, these Pop-Tarts sold well. Why Pop-Tarts? Probably because they don’t require refrigeration or cooking. Why strawberry? No clue. But when hurricanes hit, people turn to strawberry Pop-Tarts apparently. So in the days before a hurricane, Walmart now regularly stocks its shelves with boxes upon boxes of strawberry Pop-Tarts. The reason for the relationship doesn’t matter. But the relationship itself does. Maybe one day food scientists will figure out the association between hurricanes and toaster pastries filled with strawberry jam. But, while waiting for some such explanation, Walmart still needs to stock its shelves with strawberry Pop-Tarts when hurricanes are approaching and save the Rice Krispies treats for sunnier days.

We still own 38 percent of the company’s stock today, which is an unusually large stake for anyone to hold in an outfit the size of Wal-Mart, and that’s the best protection there is against the takeover raiders. It’s something that any family who has faith in its strength as a unit and in the growth potential of its business can do. The transfer of ownership was made so long ago that we didn’t have to pay substantial gift or inheritance taxes on it. The principle behind this is simple: the best way to reduce paying estate taxes is to give your assets away before they appreciate.

Under Duke’s leadership, Walmart’s stock price did increase . . . for a while. However, focusing on numbers before people comes at a cost. The once beloved brand also found itself embroiled in multiple scandals over the treatment of their people and their customers.

Standard accounting practices might not factor the value of communities into the value of a firm, but stock markets do. Little by little, the accountants are catching up. A team of experts collaborating with the consulting and accounting firm of Deloitte published research that sorts companies into four broad categories based on their chief economic activity: asset builders, service providers, technology creators, and network orchestrators. Asset builders develop physical assets that they use to deliver physical goods; companies like Ford and Walmart are examples. Service providers employ workers who provide services to customers; companies like UnitedHealthcare and Accenture are examples. Technology creators develop and sell forms of intellectual property, such as software and biotechnology; Microsoft and Amgen are examples. And network orchestrators develop networks in which people and companies create value together—in effect, platform businesses. The research suggests that, of the four, network orchestrators are by far the most efficient value creators. On average, they enjoy a market multiplier (based on the relationship between a firm’s market valuation and its price-to-earnings ratio) of 8.2, as compared with 4.8 for technology creators, 2.6 for service providers, and 2.0 for asset builders.16 It’s only a slight simplification to say that that quantitative difference represents the value produced by network effects.

When we went on the stock market, it didn’t mean anything to some of us country boys. The chairman always said I came across the Red River barefooted and hunting a job, which is almost the way it was. I didn’t even know what stock was. But I bought some, thank God, because Phil Green said, ‘Hey, you buy some of that stock, boy.’ I bought it and I kept it because I believed in Mr. Walton, and I believed in my store. It’s real simple. I believed him when he said we could do all these things with the company. And we did.” —AL MILES, first assistant manager, store number 6, Fayetteville, Arkansas, now a retired Wal-Mart executive

Corporate profits rise when labor costs fall. This is why Wall Street is so quick to pummel companies when they bump up wages. When Walmart announced in 2015 that it planned to increase its starting wage to at least $9 an hour, largely in response to public pressure, investors dumped the stock. Shares fell by 10 percent, erasing $20 billion in market value. It was the company’s biggest single-day loss on record. The same thing happened in 2021. After the retailer pledged to raise its average hourly wage to $15 to compete with Amazon and other companies that had responded to the Fight for $15 campaign, shareholders bailed, causing the stock to fall 6 percent on a Thursday morning. Investors were putting Walmart, and every other publicly traded company, on notice: If you raise wages, you’ll pay for

I don’t subscribe much to any of these fancy investing theories, and most people seem surprised to learn that I’ve never done much investing in anything except Wal-Mart. I believe the folks who’ve done the best with Wal-Mart stock are those who have studied the company, who have understood our strengths and our management approach, and who, like me, have just decided to invest with us for the long run. We

The larger truth that I failed to see turned out to be another of those paradoxes—like the discounters’ principle of the less you charge, the more you’ll earn. And here it is: the more you share profits with your associates—whether it’s in salaries or incentives or bonuses or stock discounts—the more profit will accrue to the company. Why? Because the way management treats the associates is exactly how the associates will then treat the customers. And if the associates treat the customers well, the customers will return again and again, and that is where the real profit in this business lies, not in trying to drag strangers into your stores for one-time purchases based on splashy sales or expensive advertising. Satisfied, loyal, repeat customers are at the heart of Wal-Mart’s spectacular profit margins, and those customers are loyal to us because our associates treat them better than salespeople in other stores do. So, in the whole Wal-Mart scheme of things, the most important contact ever made is between the associate in the store and the customer. I

In February 2010, Ad Age reported that Wal-Mart had consolidated its stocked range of food bags from three brands, Ziploc, Glad and Hefty, down to the market leader, Ziploc, and their own Great Value private label offering.3 Pactiv, the makers of Hefty, gained the consolation prize of the contract to manufacture the Great Value products, whereas the owners of Glad lost their entire food bag business in Wal-Mart. Wal-Mart could do this easily as, unlike many other retailers, they consolidate all manufacturer payments into the buying price and pass on most of the benefit to the shopper in lower prices. Retailers who take manufacturer payments to their bottom line are sometimes unwilling to give up the short-term benefit of such payments for the longer-term return of better margins from their private label. The secondary brands that are targeted by private label are usually big payers of trade spend to make up for their lower level of consumer appeal versus the top brands.

50,000 workers at the Yue Yen Nike Factory in China would have to work for nineteen years to earn what Nike spends on advertising in one year. Wal-Mart's annual sales are worth 120 times more than Haiti's entire annual budget; Disney CEO Michael Eisner earns $9,783 an hour while a Haitian worker earns 28 cents an hour; it would take a Haitian worker 16.8 years to earn Eisner's hourly income; the $181 million in stock options Eisner exercised in 1996 is enough to take care of his 19,000 Haitian workers and their families for fourteen years.

The Greenbrier Bunker was one of America’s best-kept secrets for decades. Beneath the Greenbrier Resort in West Virginia, a bomb shelter was hidden from the general public. It was created for members of Congress in the event of an emergency, stocked with months’ worth of food and supplies. The bunker was kept a secret for over thirty years, and it was built alongside the Greenbrier Resort, in the town of White Sulphur Springs. Even the official historian of Greenbrier, Bob Conte, knew nothing about the bunker. Conte had all sorts of records and photos from the property, but nothing that revealed information about the bunker. It turns out that the bunker was built in case of an emergency during the Cold War. The space of the bunker has been compared to that of a Walmart store, with thick, concrete walls and an extensive air filtration system. Rows of metal bunkbeds line the walls, with enough beds for 1,100 people. The building of the bunker was called “Project Greek Island,” and hotel workers and locals were told the construction was for a new conference and exhibition center. It was even used for conferences by thousands of people who had no idea that it was actually designed to be a secret bunker. Down the hall from the sleeping quarters, there was a room designed to be the floor for the House of Representatives. A group of secret government employees disguised themselves as technicians, but they were really some of the only people in the world who knew about the bunker. It was their job to make sure there was a constant six-month supply of food, the most up-to-date pharmaceuticals, and everything that the members of Congress would need in the event of an emergency. The bunker was exposed to the public in 1992. Today, the Greenbrier property is home to not only the Greenbrier Resort, but also the Presidents’ Cottage Museum. As over twenty-five presidents have stayed there, the museum shows their experiences, the property’s history, and, now, part of the bunker. There is a new emergency shelter in place, but only a handful of people know its whereabouts.

The wealth of the Walton family has also grown by an additional $70 billion or so since 2005, thanks to a rise in Walmart’s stock, which helps explain why the Walton Family Foundation has moved to greatly expand its giving for charter schools, as well as to put in place a huge new environmental program. In fact, the Waltons now rank among the very largest green philanthropists in the United States—exerting a very different kind of influence here than in education, with a big focus on preserving rivers and waterways.

Price to Sales (P/S). Just as it sounds, calculate this by dividing the price a company's shares sell for versus its revenue per share. There are two ways to calculate this ratio. Financial sites such as Yahoo! Finance will give you a company's market capitalization. "Market cap" for short, this is the price per share of the company multiplied by its total number of shares outstanding and is a measure of how much the total company is worth. You can divide the market capitalization by the annual revenue for the company, which you can find on the income statement. You can also calculate the sales per share first by dividing the total revenue by the number of shares outstanding, and then divide this by the stock price. P/S ratios can be useful for companies that currently have negative earnings. Care should be taken not to inappropriately compare ratios across industries, however, as the P/S ratio will depend on the nature of the business. A retailer like Wal-Mart that has extremely low profit margins will have a much smaller P/S ratio than a manufacturer like Apple.