Walmart Stores Stock Quotes

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.

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.

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

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.

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.