Case | HBS Case Collection | June 2011 (Revised March 2013)

Wal-Mart Update, 2011

by David B. Yoffie and Renee Kim


In 2011, Wal-Mart was the world's largest company with $420 billion in sales and operations in 14 countries. Yet it found itself searching for the right growth strategy moving forward. U.S. same-store sales had declined for eight consecutive quarters and Wal-Mart was increasingly becoming dependent on international sales. Meanwhile, intense competition came from various players, ranging from general discounters to dollar stores to online retailers. What should Wal-Mart do as its traditional markets and core competencies no longer ensured the kind of growth that it had enjoyed for decades in the past?

Keywords: Corporate Strategy; Business Growth and Maturation; Growth and Development Strategy; Competitive Strategy; Global Range; Business Strategy; Retail Industry;


Yoffie, David B., and Renee Kim. "Wal-Mart Update, 2011." Harvard Business School Case 711-546, June 2011. (Revised March 2013.)