Heritage

6 Ways Walmart Made its Mark in Retail History

Today, 95 Walmart associates in Greenbrier, Arkansas, marked an incredible milestone: the grand opening of our 5,000th U.S. location, a Neighborhood Market. Since our first store opening in 1962, associates just like these have not only helped us serve customers all across America – they’ve also driven innovations and accomplishments that have helped us grow. Here’s a look back at a few of the moments they made possible.    

1. Making UPCs … universal. In 1983, we began using Universal Product Codes (aka bar codes) at our checkouts, allowing us to better manage inventory. Today, we’ve taken that technology to a new level through innovations like Savings Catcher, which allows you to use your smartphone to scan the bar code on a Walmart receipt and make sure you’re getting the best price.


2. Driving our own logistics. Walmart’s private fleet and distribution network began with just three tractor-trailers and our founder’s idea to efficiently transport freight. Today, our transportation operation is one of the largest around the globe, with each distribution center using more than 5 miles of conveyor belts to keep products moving to stores – and to you – 24 hours a day.


3. Getting creative with convenience. The first supercenter opened in 1988 in Washington, Missouri, offering one-stop shopping for groceries and general merchandise. Today, we’re using technology to let you shop when and where it’s most convenient, whether it’s stocking up at a Sam’s Club, using our grocery delivery service in Denver or San Francisco, or stopping by a Neighborhood Market location that’s perfect for families on the go.


4. Jobs that work.
In 1980, we had just 276 stores and employed 21,000 associates. Today, we provide the means for building a career to 1.3 million associates in the U.S.  – one great example being our CEO, Doug McMillon, who began his time at Walmart more than 30 years ago as an hourly summer associate in a distribution center. At Walmart, there’s truly no limit to success. 


5. Aiming for the greener good. In 2005, then-Walmart CEO Lee Scott put us on an aggressive course toward environmental sustainability, using the size and scale of our company to set goals in three areas: energy, waste and products. Today, we’ve made progress in all three areas, such as keeping 81% of our global waste out of the landfill and being recognized as the largest on-site green power generator in the U.S. for the third year in a row. What does that mean for you? We’re cutting our energy costs so we can pass those savings back through everyday low prices, all while doing the right thing for the environment. 


6. Moving forward with our $4 plan. In 2006, we introduced our $4 prescription program, which not only drove down the price of hundreds of generic medicines – it influenced the competitive landscape. Today, we’re still offering innovative health and wellness solutions for our customers, such as Care Clinics in select locations, an in-store insurance comparison service, and even working to make healthier food options like fresh produce more affordable and accessible.


From our first store in 1962 to our 5,000th in 2014, everything we do at Walmart and Sam’s Club is focused on our promise of offering everyday low prices on the broadest assortment of products – and making shopping easier and more convenient for our customers. 

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Business

Why Smarter Inventory Means Better Customer Service

When you’re getting ready to head to Walmart, you expect everything on your list will be ready and waiting on our shelves.

With millions of items for sale, ensuring that happens – for everything, every time – is quite a complex process behind the scenes.

Managing back room inventory – products that are stored in back rooms for days, sometimes weeks, before they reach shelves – can be a challenge. It requires constant monitoring, and can sometimes take associates away from the sales floor where they would otherwise be helping customers. So recently we’ve been experimenting with new and better ways to improve the process for everyone.

Top Stock is one of these new systems that we’re testing in stores. With it, we’ve moved a great deal of our back stock inventory to somewhere else very simple: the top shelves on our sales floor. By keeping additional merchandise closer to where it’s sold, we can maintain fuller shelves while keeping a better in-the-moment read on inventory.

I spent the first 12 years of my three decades with Walmart in replenishment and supply chain roles, so I understand the significance firsthand of how this makes storage and stocking so much easier. But there’s also quite a bit more that directly benefits customers:

  • All the extra space we’re opening up in our back rooms is making it easier for us to integrate services like online grocery pickup. While the demand for grocery pickup is obvious, finding adequate space within our existing stores had sometimes been a challenge.
  • Need something you don’t immediately see on the shelf? Waiting for an associate to check our back room during peak holiday shopping periods could soon be a thing of the past. By improving our inventory management processes, we’re bringing the products and services that customers need one step closer. In fact, the implementation of Top Stock has helped reduce our rental of temporary inventory trailers to a small fraction of what it was just a few years ago.
  • Our improvements in inventory management are getting more associates out of the back room and onto the sales floor, where they can help and interact with customers.
  • Perhaps best of all, our associates can use open back room space for career-building education. When one store in Morrisville, North Carolina, implemented Top Stock inventory management, they reduced back room inventory by 75% in two months, allowing enough new space to open an Academy for associate training.

What’s worked for our business in the past isn’t always what’s best for today’s shopper. When we commit to coming up with unexpected ways to do the small things better, we not only become smarter and more efficient, but create a big win for our customers at the same time.

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Heritage

How Helen Walton Helped Shape Walmart

Helen Walton was much more than Walmart’s first lady — our founder Sam Walton considered her one of his best business advisers.

In an audio interview kept in the Walmart Heritage Archives in Bentonville, Arkansas, Helen’s support of associates is clear.

Helen passed away in 2007, but her legacy lives on. We pulled just a few of her quotes that show how much she cared about associates and doing good for others — and how she helped Walmart become the company we are today.

Profit Sharing
“[Sam and I] were both real excited when the decision was made to go with some type of profit sharing so that the hourly people and the people on salary, that all people would share in the profit of Walmart. … So that’s been probably one of the greatest things, I think, that came along for Walmart. I think it’s meant as much to us as anything else. It gives everybody a sense that they are part of the company, and that’s important.”

Teamwork
“If you don’t have those associates in the stores ... the person at the top can’t do anything. They have to work together.”

A Passion for Community
Helen was driven to improve the lives of those less fortunate than she, whether they attended local schools or lived in faraway communities. “We knew we had to do something,” is the way she often prefaced her comments about an important cause.

She embodied her favorite saying, which she shared whenever she got a chance. “Up here in front of me where I have never failed to see it every day because I always sit down at my desk, is a sign that has meant very much to me and it says: ‘It is not what you gather in life, it’s what you scatter in life that tells the kind of life you have lived.’”

Read more about Helen and the Walton family at WalmartMuseum.com.

Editor’s Note: A version of this story originally appeared in Walmart World, the magazine for Walmart associates.

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Innovation

Uncovering How We’ll Shop in the Future

As new technology brings new possibilities, there’s been an explosion of ways to shop – smartphone apps, online grocery shopping and Scan & Go for easier checkout, to name just a few. To serve customers better, we need to stay ahead of the research that helps form the ideas that will continue to revolutionize how we shop.

I’m part of a small team that’s delving deep into research to improve the shopping experience for everyone. I’m a data scientist for Sam’s Club Technology, and I like to compare what we do to building a car: You have to start with the engine.

My day-to-day work is all about staying on top of new methods to build that engine. I look at ways we can incorporate emerging research in object recognition, detection and segmentation – technology that can make things like our Scan & Go app even smarter. For instance, instead of scanning a bar code, the app will be able to recognize products using photos taken by your phone’s camera.

Because this is such a fast-moving field, the research I work with is in its earliest stages. I might work with one algorithm today, and a couple months from now use a completely new model that’s even better than what we had before.

Tech is constantly evolving, which makes innovation essential for retailers. We have to continually adapt our business to our shoppers’ lifestyles. There’s a lot of coding, engineering and algorithm testing that goes into building something that works better than what people are used to. It’s challenging, but that’s why I’m lucky to work with such talented people.

Until I joined the team last year, I never realized the strong sense of pride that associates in the Walmart and Sam’s Club family have in what our business does. After studying at Yale, I worked in financial engineering in New York – I didn’t expect to find an opportunity to do such innovative work in Bentonville, Arkansas.

I’ve found that in the corporate world, it’s rare for a business to invest in cutting-edge research. But, from the start, Walmart has chosen to invent some of our own solutions instead of waiting for someone else to come up with them. In this new age of tech, we’re still evolving and inventing better ways to get from Point A to Point C.

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Innovation

5 Ways Walmart Uses Big Data to Help Customers

In many industries, big data provides a way for companies to gain a better understanding of their customers and make better business decisions.

Walmart relies on big data to get a real-time view of the workflow in the pharmacy, distribution centers and throughout our stores and e-commerce.

Check out the infographic below to see how Walmart uses big data to make the company’s operations more efficient and improve the lives of customers.

Whether it’s analyzing the transportation route for a supply chain or using data to optimize pricing, big data analytics will continue to be a key way for Walmart to enhance the customer experience.

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