In 2011, Walmart 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 Walmart 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 Walmart do as its traditional markets and core competencies no longer ensure the kind of growth that it had enjoyed for decades in the past?

【書誌情報】

ページ数：10ページ

サイズ：A4

商品番号：HBSP-711546

発行日：2011/6/15

登録日：2015/11/25