Analysis of Walmart and strategic recommendations for the next five years. (Memo format)

AnalyTo: H. Lee Scott ? CEO Company: Wal-MartExecutive Summary: First of all, I would like to thank you for giving me the honour to analyse you?re dominant and successful organisation. In this memo, I am handout to discuss the strategic factors facing Wal-Mart, the current strategies that the organisation has been following, and egest a clear understanding and analysis on Wal-Mart?s own resources and objectives. In addition I will bear witness the external factors to the organisation and its impacts. Ultimately I will tell my recommendations and opinions on how the organisation can sustain success into the future.

My promulgate begins with a SWOT analysis to examine the strength, weakness, opportunities, and threats of Wal-Mart in fix to identify the way the organisation is operating correctly, what it needs to tap on and the strategic options it may be recommended to succeed in the market.

Strengths?Largest retailer in the US with several operating divisions. Wal-Mart Stores Division, Wal-Mart dissolve Stores, Wal-Mart Supercentre, Wal-Mart Neighbourhood Market and Sams Club.

?Wal-Mart is the largest employer in the United States and the company is unrivalled of the few places left for people to get a correctly job without a college education.

?They attri merelye to large amount of gross sales in the world to the fact that they crap stores all everywhere the world.

?One of Wal-Mart?s competitive advantages is their remark adequate logistics system. They are able to ship merchandise from any of their numerous distribution centres in order to provide the cheapest and most efficient route.

?Technology involvement, has allowed for increase sales domestically and globally. This not only provides convenience for customers, but with a logistics system like the one Wal-Mart has in place, online orders have become a breeze to fill.

?Strong strategic mean attributes with the ability on identifying, knowing, and understanding...

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