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Wal-Mart Stores, Inc.

Wal-Marts winning strategy in the U.S. was based on selling branded products at low cost. The asset rich company has managed to convert its assets into profits as well as admiration worldwide. In its early years, Wal-Marts strategy was to build large discount stores in small rural towns. By contrast, competitors such as Kmart focused on large towns with populations greater than 50,000. Wal-Marts marketing strategy was to guarantee everyday low prices as a way to pull in customers. Traditional discount retailers relied on advertised sales. Each store constituted an investment center and was evaluated on its profits relative to its inventory investments. Each stores performance is improved by collecting data and analyzing it for decision making and improvement. Pilferage issue is resolved by store incentive plans. Through out the business life Sam Walton tried to Wal-mart act as a best operators and tried to improve organizations performance day by day. Wal-Mart was a store within store organization where managers are made accountable for the performance of the store and encouraged them to be creative. In return for employees loyalty and dedication Wal-Mart began offering profit sharing by implementing incentive bonuses, a discount stock purchase plan, promotion from within, pay raises based on performance not seniority, and an open-door policy. Through case study we understand that Wal-Mart used Management Control Systems (Data collection, analysis and control) through out its journey to define the standards of performance, controlling deviation from the set standards and improving overall performance continually.