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UPDATED JAN 8, 2017
Entrance to a
Walmart store in Pincourt, Canada. Walmarts Five Forces analysis (Porters Model) on
external factors in the retail industry environment gives insight on the companys strategic
direction. (Photo: Public Domain)
Walmarts strategic direction is based on the companys responses to the Five Forces in its
industry environment. The firm has succeeded in achieving the leading position in the retail
industry. Walmart now stands as the biggest retailer in the world. However, the external
factors in the industry environment impose pressure that must be addressed. Walmart needs to
develop strategies that address the bargaining power of buyers and suppliers. Effective
strategies are also needed for the firm to withstand the threats of substitutes and new entrants.
While Walmart has achieved success in this industry environment, this Porters Five Forces
analysis reveals that the company must keep evolving to ensure long-term viability.
A Five Forces analysis of external factors in the industry environment of Walmart, based on
Porters model, shows the implications of the competitive rivalry or intensity of competition,
bargaining power of buyers or customers, bargaining power of suppliers, threat of substitutes
or substitution, and the threat of new entrants. All of these factors impact Walmarts success
rate.
Recommendations. Walmart must create new strategies that develop and sustain the
companys competitive advantage in the long term. Emphasis on competitive advantage helps
address concerns on competitive rivalry and the threat of new entrants. For example, Walmart
can invest more in automation of internal processes in its supply chain. Improving human
resource development can also boost the companys competitive advantage.
Walmart experiences the strong force of these three external factors in competitive rivalry in
the retail industry environment. The company must remain aggressive to remain competitive.
While it is currently the industry leader, Walmart must keep its growth pace to remain in this
position.
The large population of buyers exerts a strong force on Walmart and the retail industry.
However, the weak force of buyer diversity and the weak force of small individual purchases
counteract such condition. In effect, the bargaining power of buyers is weak in influencing
Walmart and other retail firms.
The large population of suppliers has strong potential to impact firms like Walmart. However,
there are many suppliers competing for the limited space in retail stores. Also, the high
availability of supply makes it difficult for suppliers to impact retail firms. Thus, Walmart and
other retailers face the weak intensity/force of the bargaining power of suppliers.
Some substitutes to Walmarts goods are readily available. This is a significant consideration
in the retailers strategic planning process. However, the external factor of the low variety of
substitutes makes it difficult for consumers to move away from products available from
retailers like Walmart. Also, some substitutes are more expensive than the low-cost goods
available at Walmart stores. Thus, in the retail industry environment, the threat of substitutes
or substitution has a weak intensity/force on Walmart.
It is costly to develop a new entrants brand. This condition exerts a moderate force on
companies like Walmart. However, the cost of establishing a new retail firm and the cost of
running it are low to moderate. Thus, new entrants can keep operating and become potential
threats to firms like Walmart.
References
Dobbs, M. (2014). Guidelines for applying Porters five forces framework: a set of
industry analysis templates. Competitiveness Review, 24(1), 32-45.
Hicks, M. J., Keil, S. R., & Spector, L. C. (2012). Mom-and-Pops or Big Box Stores:
Some Evidence of WalMart Impact on Retail Trade. Economic Development Quarterly,
26(4): 311-320.
Meeks, M., & Chen, R. J. (2011). Can Walmart integrate values with value? Journal
of Sustainable Development, 4(5), 62.
Wal-Mart Stores, Inc. (2014). Walmart CEO Outlines Growth Strategy at Annual
Meeting for the Investment Community.
Zentes, J., Morschett, D., & Schramm-Klein, H. (2007). Strategic retail management.
Springer.