Wal-Mart is America's largest retailer and an epitome of business success. The corporation was founded in the 1960s by Samuel Walton, with a vision of quality products at affordable prices. For most of its existence, the company has been a specialized retailer, centralizing products of virtually any category into a single stop store format. In recent years however, the company has commenced to create its own products and sell them to

79 in 2003 to 7.27% in 2009. In addition, Revenue Per Employee increased from $176,089 in 2003 to $192,618 in 2009. Wal-Mart has defined a series of internal strategies that allow them to capitalize on asset efficiencies and coordinate them to increase profits over the long-term. An example of this type of strategy is the reliance on continual supplier relationship management significantly improving the company's asset turnover from 10.38 in

Corporate Mission As the largest mass merchandiser in the world, Wal-Mart's work in supply chain execution, research, and policies defines best practices for the broader high volume retailing industry worldwide. Wal-Mart is comprised of three operating segments including the Wal-Mart stores, Sam's Club and the International Stores. The typical Wal-Mart discount store as 50 departments or more and a few are offering groceries in addition to apparel, fabrics, stationery and books,

The combined sales from Wal-Mart and Toys 'R Us account for a smaller percentage than these other distribution channels. Another alternative may be to establish their own category killer store to replace Toys 'R Us. However, this is a risky move and is capital intensive. They would have to make certain that the market would be willing to accept this alternative. This alternative would require a heavy capital outlay and

The Price-Sensitive Affluents, Wal-Mart has learned (Wal-Mart Annual Reports) is more interested in finding an exceptionally good deal and not necessarily concerned about the shopping experience. This is particularly true as one of the strongest factors influencing the execution of their strategy, the emerging global recession during this timeframe, takes hold. Again as with the Price Value Shopper and the paradoxical purchasing patterns of the Brand Aspirational segment show,

That would have ended up costing the company customers and their reputation over time as well. It is better that they waited to have catalog online, their logistics and shipping functions defined, and also designed and launched their in-store pick-up program as well. The defining and executing of logistics strategies is critical for the success of any e-commerce enterprise (Siau, 2003). WalMart chose the best possible strategy by concentrating