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  • April 2017 (Revised October 2017)
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Wal-Mart Update, 2017

By: David B. Yoffie and Eric Baldwin
  • Format:Print
  • | Language:English
  • | Pages:11
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Abstract

In 2017 Wal-Mart was still the world’s largest company, with over $480 billion in annual revenue and operations in 28 countries. Although it had mostly vanquished its rival discount retailers in the U.S., it was struggling to find the right growth strategy. Facing a mature U.S. market, it had looked to international sales as an engine of growth in the early 2010s, but international sales had also stagnated over the past few years. Wal-Mart's leadership had targeted the rapidly growing e-commerce arena as a strategic priority, but there it faced intense competition from dominant online retailer Amazon. In such a competitive environment, how should Wal-Mart respond to the reality that its traditional strengths no longer guaranteed robust growth?

Keywords

E-Commerce Strategy; Strategy; Competitive Strategy; Business Growth and Maturation; Growth and Development Strategy; Global Range; Business Strategy; Corporate Strategy; E-commerce; Retail Industry

Citation

Yoffie, David B., and Eric Baldwin. "Wal-Mart Update, 2017." Harvard Business School Case 717-468, April 2017. (Revised October 2017.)
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About The Author

David B. Yoffie

Strategy
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Related Work

    • May 2017
    • Faculty Research

    Wal-Mart Update, 2017

    By: David B. Yoffie
    • April 2017 (Revised October 2017)
    • Faculty Research

    Wal-Mart Update, 2017

    By: David B. Yoffie and Eric Baldwin
    • April 2019
    • Faculty Research

    Walmart Update, 2019

    By: David B. Yoffie and Daniel Fisher
Related Work
  • Wal-Mart Update, 2017 By: David B. Yoffie
  • Wal-Mart Update, 2017 By: David B. Yoffie and Eric Baldwin
  • Walmart Update, 2019 By: David B. Yoffie and Daniel Fisher
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