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culture || Bright Ideas also a couple of prototypes that have been built in super secret locations that I can’t tell anybody about.” Why all the secrecy? Even the smallest move the company makes draws intense scrutiny, and the stakes for this one are high. The juggernaut has faltered stateside, and Simon needs to fi nd a way to quickly turn around seven straight quarters of same-store sales declines, the worst slump Walmart has suffered in the U.S. The recession and its aftermath have eaten into the company’s bo om line, and the decision two years ago to abandon its policy of off ering the lowest prices on everything across the board in favor of reduced inventory and select price “rollbacks” has made it vulnerable to competition from big grocers like Kroger and discounters like Dollar Tree. At its height, Walmart built 350 stores in a year in the U.S., “because the economics of the Supercenter were so compelling,” says Ken Harris, CEO of Kantar Retail Americas Consulting. Now economic woes combined with Walmart’s diffi culties in breaking into new markets suggest the retail giant has finally reached big-box saturation in the country that comprises about 64 percent of its annual revenue. The reputation of CEO Simon, a former Navy offi - cer who was put in charge of the struggling U.S. division last June, is riding on the rollout. (When contacted, Walmart declined to comment.) The new Express locations, which will off er food, a pharmacy in many cases, and health and beauty products, will start going online soon. The first will debut in Chicago’s South Side this summer, and Simon—who has also restored the company’s everyday low-price policy—hopes to move quickly once the plan gets off the ground. “The aim here, folks, is to get the right model so that we SIZING IT UP Walmart is known for its big boxes—“landscrapers,” as some call them—but the company has dabbled in smaller stores in the past. “They are always experimenting,” says Maggie Gilliam, president of New York–based retail consulting fi rm Gilliam & Co., jus just never at this level. Here’s a look at how the giant’s more than tthan 4,300 U.S. store stores break down by brand. Walmart Discount Stores The original Wal-Marts Launched: aunched: 196 1962 Average size: About 108,000 square feet Number: 709 Sam’s Club Members-only bulk superstores es Launched: 1983 Average size: 132,000 00 square feet Number: 608 60 JUNE <strong>2011</strong> • HEMISPHERESMAGAZINE.COM uggling U.S. division be happy about it. I BOX TOP Walmart’s U.S. CEO Bill Simon has staked his tenure on the decision to build smaller stores. Walmart Supercenters The Big Boxes Launched: 1988 Average size: 185,000 85,000 square feet Number: 2,097 can rapidly roll these things out,” Simon told the banking conference. “When we get this thing right, these are going to come real fast.” Nevertheless, it won’t be an easy entry. Walmart finally reached a compromise with local labor unions in Chicago to raise wages last June, the fi rst time it had ever done so, and is now planning to build six small stores there. In New York, Walmart has had an even tougher time. It reached a deal with a construction workers union in February to work on any store it builds in the city in the next fi ve years, but it still faces resistance from retail labor unions over wages. “Walmart has a record of devastating small businesses in the immediate surrounding area just because of its sheer market size and capacity,” says Christine Quinn, the city council speaker and a vocal opponent of Walmart. Asked if she would object to smallfootprint versions moving in, Quinn took a shoulder-shrugging stance, saying if the company’s small stores fi t in with existing zoning regulations, there’s not much she could do to stop them. But because of Walmart’s abiding anti-union stance, what critics decry as its low wages, and the long-simmering class-action sexual discrimination suit against the company, she wouldn’t be happy about it. “It’s not like I’m gonna say, ‘Hey come on in,’” in,’” says Quinn. Quin “My position changes when their policies and activities act change.” Nevertheless, Nevertheless John Bocuzzi Jr., a retail analyst who has visited Walmart’s Wal Bentonville, Ark., headquarters some 15 times on research trips and admires the company’s strategy, stra feels the plans have the ring of inevitability to them. t “Any small urban retailer who doesn’t take this move seriously,” he says, “is going to be in for a moment of shock and awe when wh these guys hit town.” Neighborhood Neighborhoo Market Grocery rocery store stores Launched: nched: 1998 1 Average size: 42,000 square feet Number: 183 KEVIN KE GRAY is a business writer whose favorite fa song happens to be The Clash’s “ “Lost in the Supermarket.” Marketside arketsid Small supermarkets ermar Launched: 2008 Average size: 15,000 square feet Number: 4 Supermercado upermercad de Walmart Markets arkets aime aimed at Hispan Hispanics Launched: 2009 Average size: 39,000 square feet Number: 2 = Average size PHOTOGRAPH BY MARK WILSON/GETTY IMAGES
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