June 24, 2025 • 37 mins
Sam Walton's legacy has evolved far beyond big-box discount stores into a technological powerhouse that few consumers fully recognize.
Host Andy Wilson sits down with Kim Souza, a veteran journalist on the Walmart beat, to explore some of the retailer's latest developments.
The "Who Knew" marketing campaign reveals what Walmart has become - a company capable of delivering goods via drone in 30 minutes, employing artificial intelligence shopping assistants, and building alternative revenue streams through advertising and data ventures.
During Walmart's recent shareholders meeting and associate celebration, leadership showcased a remarkable balancing act between technological advancement and human investment.
While competitors focus primarily on automation, Walmart pours billions into employee development programs that transform store associates into well-paid technicians. Their Associate to Tech program represents this philosophy perfectly - six weeks of training followed by apprenticeship that can elevate workers into $70,000 roles, fundamentally changing lives while building loyalty.
The retail giant's strategic evolution extends to capturing the next generation of shoppers. With the upcoming Weekend Academy apparel line targeting 8-10 year old "Gen Alpha" consumers and AI shopping assistant "Sparky" catering to digitally-native shoppers, Walmart positions itself for decades of growth.
Their acquisition of Vizio and expansion of advertising businesses provide insulation against market pressures like tariffs while enabling continued price competitiveness.
Perhaps most telling is Walmart's new Northwest Arkansas campus - a physical manifestation of their future-focused mindset designed explicitly for productivity and collaboration.
Their Global Security Operations Center epitomizes this forward thinking, monitoring potential disruptions worldwide and enabling rapid response to disasters, often arriving before government agencies. Despite the nostalgia of leaving their original headquarters, the new facility embodies what Sam Walton valued most: listening to people and empowering them to serve customers better.
Want to experience the retail revolution firsthand? Visit Bentonville to see how Walmart is redefining what's possible in retail while staying true to its people-first roots. What aspect of Walmart's transformation surprises you most?
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
Well, hello everyone and welcome to Doing Business in
Bentonville.
I'm Andy Wilson and I'm thehost today and I've got a really
special guest.
I say a friend, a special guestand we've known each other a
long time, kim Suzu.
Welcome to Doing Business inBentonville.
Well, kim is a journalist.
She's also the senior analyst,top business and politics and
(00:29):
Northwest Arkansas businessjournal.
When there is always breakingnews, I just text her and say OK
, kim, let's get in the studio,let's talk.
What we're going to talk abouttoday.
Our topic is Walmart.
We, walmart, just recentlycompleted their shareholders
meeting and the associatecelebration.
(00:50):
Kim was on the inside of all ofthat.
I was on the inside of some ofthat, but as a former Walmart
officer and Kim, you know Ialways look forward to our time
together.
Speaker 2 (01:03):
Me too.
It's always great to talk.
It is, and you know I alwayslook forward to our time
together.
Speaker 1 (01:05):
Me, too, it's always great to visit your talk region.
It is, and you know you do sucha great job.
You're such a great journalist.
As I mentioned, I've known youfor years and years, and she
said I used to be her quoteperson, and I think that's
probably correct, right?
Kim would text me and say Ineed a quote, andy, and so I'd
(01:31):
say, okay, let's see what we cando, and we always had just some
good times together and, kim,thank you.
Okay, Today, though, what we'regoing to do is really get into
Walmart.
What happened at theshareholders meeting I know so
many of you have.
You've read the financials andyou've seen the release.
We're not going to get intothat.
It's there, it's on the website.
You can check all thefinancials out.
What we're going to do is getin the people side of business,
what Walmart is saying and doingaround people, around
(01:53):
merchandising and around thefuture of what they talked about
.
So, kim, again welcome, andlet's just get started and just
share with us some of yourexperiences attending the
walmart events well um it.
Speaker 2 (02:12):
Walmart puts on a great show and they really um go
out of their way to help mediasee what we might not already
know about Walmart.
Media come from all over theworld to this week and it was
really a very informative week.
Some things that really stuckout to me was you can't watch TV
(02:38):
or be on social media the lastfew days and not see knew.
That is walmart's new marketingcampaign and they um are
finally telling their own storyabout who they are.
People know walmart as a lowprice leader um, you know,
(03:00):
lowest basket price of anythingbut but people don't know a lot
of people don't know about thetechnology arm of that company
and Walmart has really, in thelast few years, invested so
heavily in technology.
Not only technology, but theyhave brought on a whole revenue
(03:23):
producing unit WalmartAdvertising, walmart Connect,
data Ventures.
They are insulating themselvesfrom things like tariffs and
things that are beyond theircontrol because they have this
additional revenue sourcememberships, membership income.
(03:46):
They have this additionalrevenue stream that is really
fueling that engine for Walmartand allowing them to keep prices
low even in the face of tariffs.
I love that they're starting totell that story that they can
get you drone delivery in 30minutes, within 30 minutes.
(04:10):
They've partnered with Wingrecently to expand that to five
cities, large metro areas, andthey talk to us a lot about why
they are investing in drone.
We said why do you want toinvest in drones when your car
delivery is already within anhour?
Speaker 1 (04:30):
Right.
Speaker 2 (04:31):
And Doug said we're an and company.
We're not an or company.
We want to give people choices.
You know, sometimes you need itin 30 minutes, you're right.
Sometimes you need it in 30minutes, you're right.
And so I applaud Walmart forthinking of themselves as an and
company and giving customersmore choices.
(04:54):
That's all part of the who knew.
Who knew you know that they hadexpress delivery within an hour
.
Who knew that your Walmart Plusmembership has all kinds of
parks including if you live inone of these areas Tampa,
houston, orlando that aregetting these wing delivery
(05:18):
expansion for drones.
If you're a Walmart Plus member, that drone delivery is zero
cost to you.
It's $19.99 on top of the priceof the order if you're not a
Walmart Plus member.
So Walmart is really thinkingabout growing their Walmart Plus
(05:39):
membership and they keep addingperks for that.
That's all part of who knew.
Speaker 1 (05:47):
Right right.
Speaker 2 (05:49):
So that was one of the things that stood out to me
was the marketing campaign, andthey also have invested a ton in
technology.
Doug said we've done someinnovative things with
generative AI and agentic AI,and agentic AI, if you don't
(06:13):
know, is artificial intelligencethat is not monitored by human
agent.
It really is running on its ownand Walmart is delving into
that.
They are doing it.
They've been doing it for years.
They've been investing in AskClaude, Ask Wally, Ask Sam.
(06:36):
Now it's Ask Sparky, which isthe customer facing shopping
assistant the customer facingshopping assistant.
That is interesting becausethey unveiled it this week and I
gave it a gave it a try andwrote about it.
Sparky was helpful with somethings.
(06:56):
Sparky's not quite smart enoughto do all my shopping for me,
but it did.
It did do some of my shoppingfor me.
I know that Sparky will getsmarter over time and while I
may not use Sparky that much, Ilike to walk the stores and see
what's new and whatnot.
Younger generation will useSparky and I think Walmart is
(07:21):
smart in trying to court thisyounger generation.
Speaker 1 (07:26):
And that seems to me as a major focus coming out of
the shareholders meeting, theassociate celebration meeting is
the younger Walmart is reallyfocused on the younger shoppers
and I think Sparky is going tohelp that.
But you know there's a newgeneration of shoppers that you
(07:47):
know.
A lot of us have grown up withWalmart.
They haven't.
Speaker 2 (07:50):
Well, and there's more choices today.
There's more retail choicesRight.
Speaker 1 (07:55):
Right.
Speaker 2 (07:55):
And Walmart knows that, if they can court these
Gen Alpha, which eight, eight,nine year olds even, yeah um, if
you, if they can find you, uhthrough an end, if you can find,
if they can find walmartthrough an influencer on youtube
or some other social mediaright they, they can become a
(08:17):
fan of walmart at nine and tenyears old right um, something
else walmart is doing for tocourt that generation.
They're unveiling a new apparelline called weekend academy.
It's geared directly to tweens,uh, gen alpha.
It's coming out just in timefor back to school.
I think it'll be in stores injuly right um, it's a very smart
(08:40):
, smart, sophisticated apparelline.
They did a child youth fashionshow for us in the new merch
building over at their new homeoffice and the kids looked great
in the clothes.
They were priced around $15,super affordable for families
(09:00):
and it's really a category Idon't.
I don't particularly write alot about apparel, but I am a
shopper and I have grandchildrenthat age.
Speaker 1 (09:09):
Right, right and.
Speaker 2 (09:10):
I will tell you that's.
That's a, that is a category,age category that has been
pretty much ignored.
And unless you're going reallyhigh in and kids grow so fast,
parents these days don't want tospend a ton of money on, you
know, school clothes.
Um, walmart's really hitting itout of the park.
(09:32):
I think, with that looking atum, this generation, this gen
alpha, and how we can, how wecan reach them, from toys to
technology, to apparel they'rereally after the Gen Alpha
generation.
I think that's smart.
Speaker 1 (09:53):
I do too, you know, because it's the future, yes,
and you know one of the things Iwould, and then you can speak
with it.
I speak about it, but you know,to me, when I listen to all the
financials and then theassociate celebration and the
speeches that the executivesmade, it is definitely truly
(10:17):
about the future and it's, youknow, walmart's always done that
.
My almost 30 years there, wewere always focused on that.
But today, with technology,with AI and all the technology
advances that you talked about,walmart has invested in.
They're very, very focusedthere.
You know, last year theyintroduced, you know, a lot of
(10:38):
food items, healthy food items.
You got to sample a lot ofthose things.
Better, good, yeah, better.
New private brand and you know,I think that's doing really well
.
In fact it's doing well so, soyou could see that this is this
walmart is really, reallyfocused on the futures you
talked about.
Speaker 2 (10:56):
Um well, let's talk about their investments in
people yes, I, I love the.
One of the things that Doug saidto the media was his favorite
day ever.
His favorite days ever inretail are the days that he can
give promotions and raises.
(11:16):
It trumps all other parts ofhis business.
And he said we've investedheavily in people.
And you know the old taglinepeople make the.
Our people make the difference.
Walmart can prepare for thefuture, but if they don't bring
their people with them, theydon't have a future.
(11:36):
And I don't care how much youinvest in technology, if you
don't have the right people onthe bus you're not going to make
it right and I I applaud dougmcmillan and his investment in
people because it came at a costearly on.
(12:00):
Um, they may started makingthose investments in people
around 2018, I think, 2016.
And it wasn't.
It was a billion dollars and tostart with, and then another
billion dollars, and then theyeducate a billion dollars in
training and free, free collegeeducation and training and it
(12:23):
just seemed like Walmart wasspending a lot of money on
people and their earnings weresuffering.
The financials were, they wereguiding down because of it and
their stock actually lost $20million in market cap.
(12:44):
After Walmart announced a biginvestment in people and I heard
this this week Doug was in NewYork at an investor conference
and he saw that happen in thestock market.
He told his pilot hold theplane, I'm going downtown, I'm
going to Wall Street, I'm goingto get on Squatbox, I'm going to
(13:06):
tell them why it's so importantto invest in people.
And apparently he did that.
Speaker 1 (13:12):
He did that Right.
Speaker 2 (13:14):
And he stated the case.
We have to have our people,then we have to invest in our
people.
And?
Um, so they have brought wagesup.
Now they get vilified in thepress for having low wages.
Um, and he always says ourstarting wages aren't the
(13:34):
highest in the in the market,but boy, our store managers make
good money.
Our managers make good money.
Um, you can get promoted soeasily within Walmart.
You can become CEO.
He's living proof.
So is John.
Speaker 1 (13:49):
Farner.
Speaker 2 (13:50):
I'm just telling you, you can start as an hourly
employee associate and climb ashigh as you want to climb.
Speaker 1 (13:58):
You can.
Speaker 2 (13:59):
And that ladder of opportunity is really what he's
focused on.
I think it's been.
I think those investments arepaying off.
I think they've made thoseinvestments in people and now
they've made those investmentsin technology and now it's
coming together.
This is why this and theirrevenue producing parts of the
(14:26):
business the Walmart Connect,the Data Ventures all of that
extra income is For our audience.
Think with me for a second.
Speaker 1 (14:45):
When I joined Walmart in 1976, we had 100 stores and
I grew up there.
I didn't want to leave.
I had multiple jobs under thatsame roof and every time you
know, walmart was investing inme to prepare me, to equip me to
do the drones and it was aphenomenal career.
(15:09):
The great thing about it is ithas even improved, as you just
spoke about, which is awesome.
But the point I want to make,think it with me In the Bud
Walton Arena there was 13,000people.
Most of those were associatesfrom around the world in that
arena.
Now let's think that for aminute that was investing in
(15:33):
people bringing those associateshourly associates from around
the world to hear the messageabout Walmart and hear all the
major leaders speak aboutWalmart.
But here's what Doug said, and Iwant to underline this for all
of our leaders that are watchingand listening to us today.
(15:55):
He said the reason we're havingthis meeting is to listen to
our people.
Having this meeting is tolisten to our people.
Now, they shared informationand educated people, but they
would break out into all thesesmall groups based upon area
that you worked at Sam's WalmartInternational and break out,
(16:19):
and the leaders from Walmartwould listen to the associates
on how they could improve things, things that they aren't doing,
they should do and even fromtransportation, logistics, all
the divisions.
When I was with Walmart, we didthe same thing Not 13,000
(16:39):
because we weren't that large,but the point was Sam Walton,
when we would travel the stores,he would say go listen to your
people.
That philosophy, that cultureis still there.
Speaker 2 (16:57):
Yeah, I mean it's, and you've written many times
about it, but I mean it's you'veread many times about it, but
you know, the one of the thingsthey had us do last week, andy,
was they let us go.
They took us to the one of theacademies that they have, and
I'm not sure what the storenumber is, but it's the one at
the mall.
In Fayetteville there's alearning academy Three fifty
(17:20):
nine.
Three fifty nine.
There's a learning academy 359.
359.
Okay, there's an academy thatthey built right next door to it
.
There's around 200 of thoseacademies that they've built
across the country to traintheir employees.
I know, and they actually put usthrough some training.
They put the media through sometraining that day so that we
could see a hands-on how it'sdone.
How it's done and um, they, um,they.
(17:49):
They also introduced this weekum an expansion to the associate
to tech.
Um, you know that any associateor employees could um train to
be a technician to work on thistechnology.
That's in stores and clubs andrefrigeration and whatnot.
That's in clubs and so that's aprogram.
That that was that they startedlast year.
It was super successful.
(18:10):
I think.
One hundred and thirty eightemployees went through the
program and got higher payingjobs in the in the tech fields,
in the tech fields, the trades,and stayed at Walmart.
Walmart said I said, do you,how do you select those people
to do this?
And they said, well, we,anybody who was working in a
(18:33):
store, if they can get theirmanager to sign off on it, then
they can join the tech programand associate to tech program.
And so they had this circuitthing set up there for us to do
and they showed us how toconnect a circuit.
You know, physically connect acircuit.
One of the graduates taught ushow to do that.
Speaker 1 (18:58):
Yeah.
Speaker 2 (19:00):
But they showed us that and she talked to us about
how it changed her life.
She was working in a store,living at home, not really
wanting to go to college reallywasn't her thing took advantage
(19:29):
of the associate to tech programand um I think it was, um, it's
six weeks of, uh, six weeks oftraining and then you do a an
apprenticeship type thing in astore.
She was able to do all that andgraduating, you know, move up
and she got a position as atechnician in a store close to
where she lived.
She's been able to buy a house,she's been able to upgrade her
car.
It has changed her life.
(19:52):
It's wonderful.
And I just think Walmart isdoing this.
They're doing it for truckdrivers.
If you want to be a truckdriver, but you don't, not
everybody wants to drive a truck, but a lot of people want to
fix things and that's what shedoes she fixes things.
Speaker 1 (20:12):
And you know, I think too, and the other thing that I
think that goes along with thatis you know where you can work
at Walmart and you can get youronline degree, and multiple
colleges around the country nowmany, many colleges around the
country are participating, andso you can get your degree, you
can graduate.
Walmart will pay your tuitionand your books while you work
(20:40):
there and you don't have to stayonce you graduate.
You can leave if you want to,but you know what people are
going to do.
You don't have to stay once yougraduate.
You can leave if you want to,but you know what people are
going to do.
They're going to stay.
Many people are going to stay.
Invest in their educate,because walmart is invested in
retention level.
Speaker 2 (20:51):
Since they began offering that, the retention
level is is gone up rightexponentially well and people
aren't leaving.
I mean, they could leave, butthey don't leave.
Speaker 1 (21:03):
Um, that was smart well and and you know what we
have read and and so many peoplenow are focused as you just in
great example you just explainedso well, you know is it's the
tech side of it.
Uh, where I don't want to, Idon't want to go to college, but
I want, want to get really goodin this space, in this tech
(21:24):
space, and if it's refrigerationor whatever it is, walmart can
train you and develop you, justlike the example you and look it
changes a person's life.
That is what Walmart is.
Speaker 2 (21:41):
It's a great retailer , but it's so much focused on
the people sharing those storiesabout who knew that you could,
(22:08):
you know, be a store associateat 1050 an hour and train for
six weeks and then three monthsin an apprenticeship and, you
know, make $70,000 a year as atechnician.
I mean, that's a big, that's abig thing and Walmart's not
telling that story enough.
Speaker 1 (22:25):
I totally agree.
You know, when we met with Dougat the beginning of the year,
we actually talked about thatand said you know, you have got
to get this out because it'schanging and impacting people's
lives in such a major way.
It's just opportunities.
So we talked, we talked a bitabout the shareholders meeting,
(22:47):
we saw some about the associatemeeting now and the people,
which is so, so important.
So now, as we think about thefuture, kim, as all things you
were just in, as you think aminute about the future of you
(23:08):
know, they're actually growing.
Sam's Club, they're opening anew club this year,
international is growing, thesuper centers continue to grow
and so, as you think, they'regrowing their marketplace
they're growing theirmarketplace.
Speaker 2 (23:24):
Yeah, growing it.
Yeah, advertising business,every aspect of walmart is
growing right, it is, it is.
Speaker 1 (23:32):
And.
And then you talked about youknow, you know walmart's.
You know major focus is fasterservice, on your hour, delivery
for groceries and medication andother items.
You talked about that, usingthe drone service to do that,
but also just the same daydelivery.
Right right, that's happeningas you think about your time and
(23:56):
you're very immersed in thisfor several days.
What other thoughts do you have, your take?
Speaker 2 (24:05):
away.
Well, I was.
I'm impressed, as impressed asI've ever been, with the top
leadership at Walmart.
I think the C-suite is asstrong of a leadership as I've
ever seen in my 17 years offollowing this company.
(24:27):
Not to take away from otherleaders that have served in
those roles, but I'm just sayingpound for pound, boy, they've
got strong leadership.
Two of their four CEOs cuttheir teeth internationally with
great retailers.
(24:47):
Bring all that insight toretail to Walmart.
The other two cut their teethright here in Arkansas and work
their way up as hourly employees.
But not to take away from them.
They see the world differentlythan people who have grew up in
different countries.
I just think they're marryingall that together.
(25:10):
They've got youth, they've gotexperience, they've got
everything they need to reallygrow this company.
They're bringing on someamazing talent to run the
advertising business.
They purchased Vizio, which Ithink is going to open up a
(25:32):
whole new revenue stream forthem.
I agree.
It's going to open up a wholenew revenue stream for them.
I agree they are making suchgood decisions in terms of who
they're bringing on and whatthey're buying and how they're
investing.
I just think it's got theirhead around the problems tariffs
(26:20):
a little bit and Walmart'sposition on tariffs has not
changed.
Two-thirds of what they sell ismade, assembled or grown in the
United States.
You know China and Mexico andCanada are their largest trading
partners.
Walmart is impacted by tariffsbut it's not going to stop them.
They are going to try to keepprices low.
Prices on some things are goingto go up.
(26:41):
Don't know what, don't know howmuch.
We'll have to see how tradepolicy shakes out.
But Doug said you can guaranteewe're going to be competitive
on price and I love thatstrategy.
It's not a permission forsuppliers to jump up prices just
because there's a tariff scare.
Walmart has said we're holdingthe line on prices and I don't
(27:04):
feel sorry for my suppliers.
Many of them have highermargins than we do.
We work together because weserve the same customers and
we're going to work together tokeep prices low and I love that.
The way they're thinking abouttariffs, instead of making an
excuse that tariffs are comingand we're going to raise prices.
(27:25):
They've been more thoughtfulabout how they're talking about
it.
He said some prices will go upDon't know how much, not going
to say we're going to hold themdown as long as we can and we're
(27:45):
going to try to keep foodprices down.
Patio furniture may go up alittle bit.
I love that because he'scalming.
The whole management team has acalming influence.
When they speak they'recharismatic.
You don't have to becharismatic to be a leader, but
it sure helps if you are, andthey really were thoughtful
(28:08):
about how they talked abouttariffs and didn't shy away from
it.
But I love that.
They're positioning themselvesfor the next 50 years and they
had to make those investments intechnology and people and those
still will continue.
They've got a good ground laidbut they're going to build on
(28:34):
that.
There's going to be moreinvestments in technology and
people.
There has to be.
But leonard has really setitself up for success.
Um, I believe it.
I analysts all over wall streetare clamoring that it's got to
be in your portfolio, no matterwhat the economy does right um,
because they're positioned well.
(28:55):
Any company that can growprofits ahead of sales at this
time, right you gotta own right,that's right, I agree, yeah,
and and they are set up to do it, and it's just, it's a, it's a
whole new walmart, a newbusiness model.
Who knew?
Well, they're trying to tell usto listen up.
Speaker 1 (29:20):
Well, kim, you know I always enjoy having you on
doing business in Bentonvilleand you always have such great
takes and your thoughts,especially around the things
you're very passionate about andyou're very passionate about
your business.
And you know, the thing that Ithink we wrap up on is we talk
(29:40):
about the new campus Gamechanger.
We both have been there.
It's worth a trip to northwestArkansas to see it, if you've
never been here, and toexperience the campus and how
well it's laid out.
Because, back to investingpeople well again.
(30:02):
Well, walmart and a lot of youknow their family the family
foundation was very involved inthis campus because it's for the
future.
it's not just the life of thecurrent leaders, it's the future
the future and it's, and it'sdesigned for one thing, and that
is for productivity of peopleyes you know, and it's the great
(30:25):
space, you know when you parkyour three minutes walk from
your office or less.
Uh, there's great restaurants,there's great coffee shops.
You can get on an e-bike andride from building to building.
It's so well done.
Speaker 2 (30:40):
That's your thoughts, any thoughts you have on the
vikings I think it's a gamechanger for walmart because, um,
there was something nostalgicabout the old building, I think,
because you know, those werethe halls that Sam Walton bought
, and it was kind of sad.
The last time I was in thatbuilding for open callbacks In
(31:09):
October, I was in the auditoriumand they said this is the last
big meeting we're going to havein this auditorium.
Last time this meeting will beheld in this auditorium and it
was a little, a little sadbecause they're hallowed, kind
of hallowed ground.
Yeah, I agree, but wow,wouldn't Sam smile with this new
campus?
Absolutely, because it is builtfor productivity, like you said
(31:31):
.
Let me just give you an example.
I am going to be writing aboutthis, but they have something
called GSOC and it is theirGlobal Security Operations
Center and they had one at theold home office.
I was in there years ago andinterviewed their meteorologist
and some of the people that workon the GSOC team.
(31:53):
But people say, how doeswalmart always know when there's
going to be a hurricane?
Why are they always therebefore fema?
well, they got people working onit 24, 7 that's right 365 and
um, they had their new g-sockcenter at the home office.
We got to tour that and it iswow.
(32:13):
Now, um, it is so much biggerand so much more capability than
what they had before.
Anything that could impactstores or facilities in the
(32:35):
world, from ports shutting down,from a shooting in a
neighborhood that might impact astore I mean they have people.
Speaker 1 (32:46):
Hurricanes, tornadoes .
Speaker 2 (32:49):
Weather, typhoons, earthquakes.
They have people watching outfor that.
They have the people on oneside with the world map, all the
threat center out there in thecenter, a huge map that covers
the whole wall, all the trucksen route from distribution
(33:09):
center.
To store all these tiny, tinydots that represent trucks Right
, because they could be atrucking accident.
Speaker 1 (33:17):
Right.
Speaker 2 (33:18):
They're monitoring that.
They got a team over heremonitoring cyber attack threats,
yep, so they are reallyvigilant.
Speaker 1 (33:27):
Yes.
Speaker 2 (33:30):
At keeping watch around the world, things that
could impact the business andthe people who work for Walmart.
They they have a whole new,brand new area for when there is
a hurricane and we're just nowhurricane season is just started
and they have a whole new areawhere, when a hurricane is
(33:54):
making its way to the US or toone of the Puerto Rico or where
they have stores, they willassemble a team who will go to
this area and they will bringsuppliers in and they will work
to mitigate.
What can we do?
How can?
How fast can we get there?
How how many trucks do we need?
They will do that and they will.
They will mobilize and theywill get there before the storm
(34:18):
hits.
That's why Walmart is therewith water and can get your
insulin if you need it.
I mean, that's why Walmart isthere, because they are working
on it.
Yeah, people don't know.
Speaker 1 (34:33):
That's right.
I, you, you did a great jobexplaining that and, um, you
know, as we wrap up and stepback for a moment, it it brings,
um, you know, uh, greatsatisfaction to us, uh, that
walmart is, is doing what you'redoing.
Uh, they do make mistakes, weknow that.
But perfect, right.
But here's the thing I think,thing I think I would like for
(34:56):
our viewers to take away is thatthere are things here that you
can learn, that you can take andevaluate your business.
Look at your business.
But the most important thingthat we have talked about today
is the reason that you describedabout the emergency process is
because it's about people.
(35:18):
Again, you began the showtalking about the investment of
people.
We ended the show about helpprotecting people the people and
that is the underlying ofWalmart and they just happen to
sell merchandise.
They just happen to sellmerchandise.
You know.
But I think you know in all theconversations we've had today
(35:40):
in the shareholders meeting, theassociate celebration, it's
really, at the end of the day,still what Sam Walton said it's
about the people.
Speaker 2 (35:49):
Well, they don't have a business without their people
, that's right.
Right, and I think Sam said,there are no cash registers in
the home office, so it's nice asit is, so you don't take care
of your people in stores anddistribution centers, you don't
have a business, and I love thatthat they're doing that.
Um, I, I, I see it.
(36:11):
I know there are naysayers andthere are people who say they
could do better, we could all dobetter, but you have to admit
that they are making strides inthe right direction and that's
what I would say.
They're not perfect, they'renot the end-all, be-all to
everybody, yet to everybody.
(36:31):
Yet they're not going to stoptrying to get there Right and I
just, you know, I just thinkthey've got the right people on
the bus and they're headed inthe right direction.
Speaker 1 (36:45):
I would agree.
Well, kim Sousa, thank you,always Thank you, and you're
always welcome doing business inBentonville, and you need to
check Kim out.
I mean, as I mentioned at thetop of the show, she's a
journalist.
She's senior analyst, taughtbusiness and politics and
Northwest Arkansas BusinessJournal.
Check her out.
She's on LinkedIn.
She does a great job ofreporting and you'll enjoy her
(37:10):
articles.
Make sure you check those outAgain, thank you, thank you,
thank you for being here Againthank you, thank you, thank you
for being here.
You bet Anytime.
Okay, everyone, thank you againfor joining us and thank you
for all the wonderful thingsyou're doing and sharing.
Doing business in Bentonville,we just completed our 100th
podcast and we celebrated thatand we're excited, and we just
(37:35):
happen now to be in over 100countries with viewers.
So thank you for that.
We appreciate you everyone.
Thank you, have a wonderful dayeveryone.
Well, hello everyone and welcome to Doing Business in
Bentonville.
I'm Andy Wilson and I'm thehost today and I've got a really
special guest.
I say a friend, a special guestand we've known each other a
long time, kim Suzu.
Welcome to Doing Business inBentonville.
Well, kim is a journalist.
She's also the senior analyst,top business and politics and
(00:29):
Northwest Arkansas businessjournal.
When there is always breakingnews, I just text her and say OK
, kim, let's get in the studio,let's talk.
What we're going to talk abouttoday.
Our topic is Walmart.
We, walmart, just recentlycompleted their shareholders
meeting and the associatecelebration.
(00:50):
Kim was on the inside of all ofthat.
I was on the inside of some ofthat, but as a former Walmart
officer and Kim, you know Ialways look forward to our time
together.
Speaker 2 (01:03):
Me too.
It's always great to talk.
It is, and you know I alwayslook forward to our time
together.
Speaker 1 (01:05):
Me, too, it's always great to visit your talk region.
It is, and you know you do sucha great job.
You're such a great journalist.
As I mentioned, I've known youfor years and years, and she
said I used to be her quoteperson, and I think that's
probably correct, right?
Kim would text me and say Ineed a quote, andy, and so I'd
(01:31):
say, okay, let's see what we cando, and we always had just some
good times together and, kim,thank you.
Okay, Today, though, what we'regoing to do is really get into
Walmart.
What happened at theshareholders meeting I know so
many of you have.
You've read the financials andyou've seen the release.
We're not going to get intothat.
It's there, it's on the website.
You can check all thefinancials out.
What we're going to do is getin the people side of business,
what Walmart is saying and doingaround people, around
(01:53):
merchandising and around thefuture of what they talked about
.
So, kim, again welcome, andlet's just get started and just
share with us some of yourexperiences attending the
walmart events well um it.
Speaker 2 (02:12):
Walmart puts on a great show and they really um go
out of their way to help mediasee what we might not already
know about Walmart.
Media come from all over theworld to this week and it was
really a very informative week.
Some things that really stuckout to me was you can't watch TV
(02:38):
or be on social media the lastfew days and not see knew.
That is walmart's new marketingcampaign and they um are
finally telling their own storyabout who they are.
People know walmart as a lowprice leader um, you know,
(03:00):
lowest basket price of anythingbut but people don't know a lot
of people don't know about thetechnology arm of that company
and Walmart has really, in thelast few years, invested so
heavily in technology.
Not only technology, but theyhave brought on a whole revenue
(03:23):
producing unit WalmartAdvertising, walmart Connect,
data Ventures.
They are insulating themselvesfrom things like tariffs and
things that are beyond theircontrol because they have this
additional revenue sourcememberships, membership income.
(03:46):
They have this additionalrevenue stream that is really
fueling that engine for Walmartand allowing them to keep prices
low even in the face of tariffs.
I love that they're starting totell that story that they can
get you drone delivery in 30minutes, within 30 minutes.
(04:10):
They've partnered with Wingrecently to expand that to five
cities, large metro areas, andthey talk to us a lot about why
they are investing in drone.
We said why do you want toinvest in drones when your car
delivery is already within anhour?
Speaker 1 (04:30):
Right.
Speaker 2 (04:31):
And Doug said we're an and company.
We're not an or company.
We want to give people choices.
You know, sometimes you need itin 30 minutes, you're right.
Sometimes you need it in 30minutes, you're right.
And so I applaud Walmart forthinking of themselves as an and
company and giving customersmore choices.
(04:54):
That's all part of the who knew.
Who knew you know that they hadexpress delivery within an hour
.
Who knew that your Walmart Plusmembership has all kinds of
parks including if you live inone of these areas Tampa,
houston, orlando that aregetting these wing delivery
(05:18):
expansion for drones.
If you're a Walmart Plus member, that drone delivery is zero
cost to you.
It's $19.99 on top of the priceof the order if you're not a
Walmart Plus member.
So Walmart is really thinkingabout growing their Walmart Plus
(05:39):
membership and they keep addingperks for that.
That's all part of who knew.
Speaker 1 (05:47):
Right right.
Speaker 2 (05:49):
So that was one of the things that stood out to me
was the marketing campaign, andthey also have invested a ton in
technology.
Doug said we've done someinnovative things with
generative AI and agentic AI,and agentic AI, if you don't
(06:13):
know, is artificial intelligencethat is not monitored by human
agent.
It really is running on its ownand Walmart is delving into
that.
They are doing it.
They've been doing it for years.
They've been investing in AskClaude, Ask Wally, Ask Sam.
(06:36):
Now it's Ask Sparky, which isthe customer facing shopping
assistant the customer facingshopping assistant.
That is interesting becausethey unveiled it this week and I
gave it a gave it a try andwrote about it.
Sparky was helpful with somethings.
(06:56):
Sparky's not quite smart enoughto do all my shopping for me,
but it did.
It did do some of my shoppingfor me.
I know that Sparky will getsmarter over time and while I
may not use Sparky that much, Ilike to walk the stores and see
what's new and whatnot.
Younger generation will useSparky and I think Walmart is
(07:21):
smart in trying to court thisyounger generation.
Speaker 1 (07:26):
And that seems to me as a major focus coming out of
the shareholders meeting, theassociate celebration meeting is
the younger Walmart is reallyfocused on the younger shoppers
and I think Sparky is going tohelp that.
But you know there's a newgeneration of shoppers that you
(07:47):
know.
A lot of us have grown up withWalmart.
They haven't.
Speaker 2 (07:50):
Well, and there's more choices today.
There's more retail choicesRight.
Speaker 1 (07:55):
Right.
Speaker 2 (07:55):
And Walmart knows that, if they can court these
Gen Alpha, which eight, eight,nine year olds even, yeah um, if
you, if they can find you, uhthrough an end, if you can find,
if they can find walmartthrough an influencer on youtube
or some other social mediaright they, they can become a
(08:17):
fan of walmart at nine and tenyears old right um, something
else walmart is doing for tocourt that generation.
They're unveiling a new apparelline called weekend academy.
It's geared directly to tweens,uh, gen alpha.
It's coming out just in timefor back to school.
I think it'll be in stores injuly right um, it's a very smart
(08:40):
, smart, sophisticated apparelline.
They did a child youth fashionshow for us in the new merch
building over at their new homeoffice and the kids looked great
in the clothes.
They were priced around $15,super affordable for families
(09:00):
and it's really a category Idon't.
I don't particularly write alot about apparel, but I am a
shopper and I have grandchildrenthat age.
Speaker 1 (09:09):
Right, right and.
Speaker 2 (09:10):
I will tell you that's.
That's a, that is a category,age category that has been
pretty much ignored.
And unless you're going reallyhigh in and kids grow so fast,
parents these days don't want tospend a ton of money on, you
know, school clothes.
Um, walmart's really hitting itout of the park.
(09:32):
I think, with that looking atum, this generation, this gen
alpha, and how we can, how wecan reach them, from toys to
technology, to apparel they'rereally after the Gen Alpha
generation.
I think that's smart.
Speaker 1 (09:53):
I do too, you know, because it's the future, yes,
and you know one of the things Iwould, and then you can speak
with it.
I speak about it, but you know,to me, when I listen to all the
financials and then theassociate celebration and the
speeches that the executivesmade, it is definitely truly
(10:17):
about the future and it's, youknow, walmart's always done that
.
My almost 30 years there, wewere always focused on that.
But today, with technology,with AI and all the technology
advances that you talked about,walmart has invested in.
They're very, very focusedthere.
You know, last year theyintroduced, you know, a lot of
(10:38):
food items, healthy food items.
You got to sample a lot ofthose things.
Better, good, yeah, better.
New private brand and you know,I think that's doing really well
.
In fact it's doing well so, soyou could see that this is this
walmart is really, reallyfocused on the futures you
talked about.
Speaker 2 (10:56):
Um well, let's talk about their investments in
people yes, I, I love the.
One of the things that Doug saidto the media was his favorite
day ever.
His favorite days ever inretail are the days that he can
give promotions and raises.
(11:16):
It trumps all other parts ofhis business.
And he said we've investedheavily in people.
And you know the old taglinepeople make the.
Our people make the difference.
Walmart can prepare for thefuture, but if they don't bring
their people with them, theydon't have a future.
(11:36):
And I don't care how much youinvest in technology, if you
don't have the right people onthe bus you're not going to make
it right and I I applaud dougmcmillan and his investment in
people because it came at a costearly on.
(12:00):
Um, they may started makingthose investments in people
around 2018, I think, 2016.
And it wasn't.
It was a billion dollars and tostart with, and then another
billion dollars, and then theyeducate a billion dollars in
training and free, free collegeeducation and training and it
(12:23):
just seemed like Walmart wasspending a lot of money on
people and their earnings weresuffering.
The financials were, they wereguiding down because of it and
their stock actually lost $20million in market cap.
(12:44):
After Walmart announced a biginvestment in people and I heard
this this week Doug was in NewYork at an investor conference
and he saw that happen in thestock market.
He told his pilot hold theplane, I'm going downtown, I'm
going to Wall Street, I'm goingto get on Squatbox, I'm going to
(13:06):
tell them why it's so importantto invest in people.
And apparently he did that.
Speaker 1 (13:12):
He did that Right.
Speaker 2 (13:14):
And he stated the case.
We have to have our people,then we have to invest in our
people.
And?
Um, so they have brought wagesup.
Now they get vilified in thepress for having low wages.
Um, and he always says ourstarting wages aren't the
(13:34):
highest in the in the market,but boy, our store managers make
good money.
Our managers make good money.
Um, you can get promoted soeasily within Walmart.
You can become CEO.
He's living proof.
So is John.
Speaker 1 (13:49):
Farner.
Speaker 2 (13:50):
I'm just telling you, you can start as an hourly
employee associate and climb ashigh as you want to climb.
Speaker 1 (13:58):
You can.
Speaker 2 (13:59):
And that ladder of opportunity is really what he's
focused on.
I think it's been.
I think those investments arepaying off.
I think they've made thoseinvestments in people and now
they've made those investmentsin technology and now it's
coming together.
This is why this and theirrevenue producing parts of the
(14:26):
business the Walmart Connect,the Data Ventures all of that
extra income is For our audience.
Think with me for a second.
Speaker 1 (14:45):
When I joined Walmart in 1976, we had 100 stores and
I grew up there.
I didn't want to leave.
I had multiple jobs under thatsame roof and every time you
know, walmart was investing inme to prepare me, to equip me to
do the drones and it was aphenomenal career.
(15:09):
The great thing about it is ithas even improved, as you just
spoke about, which is awesome.
But the point I want to make,think it with me In the Bud
Walton Arena there was 13,000people.
Most of those were associatesfrom around the world in that
arena.
Now let's think that for aminute that was investing in
(15:33):
people bringing those associateshourly associates from around
the world to hear the messageabout Walmart and hear all the
major leaders speak aboutWalmart.
But here's what Doug said, and Iwant to underline this for all
of our leaders that are watchingand listening to us today.
(15:55):
He said the reason we're havingthis meeting is to listen to
our people.
Having this meeting is tolisten to our people.
Now, they shared informationand educated people, but they
would break out into all thesesmall groups based upon area
that you worked at Sam's WalmartInternational and break out,
(16:19):
and the leaders from Walmartwould listen to the associates
on how they could improve things, things that they aren't doing,
they should do and even fromtransportation, logistics, all
the divisions.
When I was with Walmart, we didthe same thing Not 13,000
(16:39):
because we weren't that large,but the point was Sam Walton,
when we would travel the stores,he would say go listen to your
people.
That philosophy, that cultureis still there.
Speaker 2 (16:57):
Yeah, I mean it's, and you've written many times
about it, but I mean it's you'veread many times about it, but
you know, the one of the thingsthey had us do last week, andy,
was they let us go.
They took us to the one of theacademies that they have, and
I'm not sure what the storenumber is, but it's the one at
the mall.
In Fayetteville there's alearning academy Three fifty
(17:20):
nine.
Three fifty nine.
There's a learning academy 359.
359.
Okay, there's an academy thatthey built right next door to it
.
There's around 200 of thoseacademies that they've built
across the country to traintheir employees.
I know, and they actually put usthrough some training.
They put the media through sometraining that day so that we
could see a hands-on how it'sdone.
How it's done and um, they, um,they.
(17:49):
They also introduced this weekum an expansion to the associate
to tech.
Um, you know that any associateor employees could um train to
be a technician to work on thistechnology.
That's in stores and clubs andrefrigeration and whatnot.
That's in clubs and so that's aprogram.
That that was that they startedlast year.
It was super successful.
(18:10):
I think.
One hundred and thirty eightemployees went through the
program and got higher payingjobs in the in the tech fields,
in the tech fields, the trades,and stayed at Walmart.
Walmart said I said, do you,how do you select those people
to do this?
And they said, well, we,anybody who was working in a
(18:33):
store, if they can get theirmanager to sign off on it, then
they can join the tech programand associate to tech program.
And so they had this circuitthing set up there for us to do
and they showed us how toconnect a circuit.
You know, physically connect acircuit.
One of the graduates taught ushow to do that.
Speaker 1 (18:58):
Yeah.
Speaker 2 (19:00):
But they showed us that and she talked to us about
how it changed her life.
She was working in a store,living at home, not really
wanting to go to college reallywasn't her thing took advantage
(19:29):
of the associate to tech programand um I think it was, um, it's
six weeks of, uh, six weeks oftraining and then you do a an
apprenticeship type thing in astore.
She was able to do all that andgraduating, you know, move up
and she got a position as atechnician in a store close to
where she lived.
She's been able to buy a house,she's been able to upgrade her
car.
It has changed her life.
(19:52):
It's wonderful.
And I just think Walmart isdoing this.
They're doing it for truckdrivers.
If you want to be a truckdriver, but you don't, not
everybody wants to drive a truck, but a lot of people want to
fix things and that's what shedoes she fixes things.
Speaker 1 (20:12):
And you know, I think too, and the other thing that I
think that goes along with thatis you know where you can work
at Walmart and you can get youronline degree, and multiple
colleges around the country nowmany, many colleges around the
country are participating, andso you can get your degree, you
can graduate.
Walmart will pay your tuitionand your books while you work
(20:40):
there and you don't have to stayonce you graduate.
You can leave if you want to,but you know what people are
going to do.
You don't have to stay once yougraduate.
You can leave if you want to,but you know what people are
going to do.
They're going to stay.
Many people are going to stay.
Invest in their educate,because walmart is invested in
retention level.
Speaker 2 (20:51):
Since they began offering that, the retention
level is is gone up rightexponentially well and people
aren't leaving.
I mean, they could leave, butthey don't leave.
Speaker 1 (21:03):
Um, that was smart well and and you know what we
have read and and so many peoplenow are focused as you just in
great example you just explainedso well, you know is it's the
tech side of it.
Uh, where I don't want to, Idon't want to go to college, but
I want, want to get really goodin this space, in this tech
(21:24):
space, and if it's refrigerationor whatever it is, walmart can
train you and develop you, justlike the example you and look it
changes a person's life.
That is what Walmart is.
Speaker 2 (21:41):
It's a great retailer , but it's so much focused on
the people sharing those storiesabout who knew that you could,
(22:08):
you know, be a store associateat 1050 an hour and train for
six weeks and then three monthsin an apprenticeship and, you
know, make $70,000 a year as atechnician.
I mean, that's a big, that's abig thing and Walmart's not
telling that story enough.
Speaker 1 (22:25):
I totally agree.
You know, when we met with Dougat the beginning of the year,
we actually talked about thatand said you know, you have got
to get this out because it'schanging and impacting people's
lives in such a major way.
It's just opportunities.
So we talked, we talked a bitabout the shareholders meeting,
(22:47):
we saw some about the associatemeeting now and the people,
which is so, so important.
So now, as we think about thefuture, kim, as all things you
were just in, as you think aminute about the future of you
(23:08):
know, they're actually growing.
Sam's Club, they're opening anew club this year,
international is growing, thesuper centers continue to grow
and so, as you think, they'regrowing their marketplace
they're growing theirmarketplace.
Speaker 2 (23:24):
Yeah, growing it.
Yeah, advertising business,every aspect of walmart is
growing right, it is, it is.
Speaker 1 (23:32):
And.
And then you talked about youknow, you know walmart's.
You know major focus is fasterservice, on your hour, delivery
for groceries and medication andother items.
You talked about that, usingthe drone service to do that,
but also just the same daydelivery.
Right right, that's happeningas you think about your time and
(23:56):
you're very immersed in thisfor several days.
What other thoughts do you have, your take?
Speaker 2 (24:05):
away.
Well, I was.
I'm impressed, as impressed asI've ever been, with the top
leadership at Walmart.
I think the C-suite is asstrong of a leadership as I've
ever seen in my 17 years offollowing this company.
(24:27):
Not to take away from otherleaders that have served in
those roles, but I'm just sayingpound for pound, boy, they've
got strong leadership.
Two of their four CEOs cuttheir teeth internationally with
great retailers.
(24:47):
Bring all that insight toretail to Walmart.
The other two cut their teethright here in Arkansas and work
their way up as hourly employees.
But not to take away from them.
They see the world differentlythan people who have grew up in
different countries.
I just think they're marryingall that together.
(25:10):
They've got youth, they've gotexperience, they've got
everything they need to reallygrow this company.
They're bringing on someamazing talent to run the
advertising business.
They purchased Vizio, which Ithink is going to open up a
(25:32):
whole new revenue stream forthem.
I agree.
It's going to open up a wholenew revenue stream for them.
I agree they are making suchgood decisions in terms of who
they're bringing on and whatthey're buying and how they're
investing.
I just think it's got theirhead around the problems tariffs
(26:20):
a little bit and Walmart'sposition on tariffs has not
changed.
Two-thirds of what they sell ismade, assembled or grown in the
United States.
You know China and Mexico andCanada are their largest trading
partners.
Walmart is impacted by tariffsbut it's not going to stop them.
They are going to try to keepprices low.
Prices on some things are goingto go up.
(26:41):
Don't know what, don't know howmuch.
We'll have to see how tradepolicy shakes out.
But Doug said you can guaranteewe're going to be competitive
on price and I love thatstrategy.
It's not a permission forsuppliers to jump up prices just
because there's a tariff scare.
Walmart has said we're holdingthe line on prices and I don't
(27:04):
feel sorry for my suppliers.
Many of them have highermargins than we do.
We work together because weserve the same customers and
we're going to work together tokeep prices low and I love that.
The way they're thinking abouttariffs, instead of making an
excuse that tariffs are comingand we're going to raise prices.
(27:25):
They've been more thoughtfulabout how they're talking about
it.
He said some prices will go upDon't know how much, not going
to say we're going to hold themdown as long as we can and we're
(27:45):
going to try to keep foodprices down.
Patio furniture may go up alittle bit.
I love that because he'scalming.
The whole management team has acalming influence.
When they speak they'recharismatic.
You don't have to becharismatic to be a leader, but
it sure helps if you are, andthey really were thoughtful
(28:08):
about how they talked abouttariffs and didn't shy away from
it.
But I love that.
They're positioning themselvesfor the next 50 years and they
had to make those investments intechnology and people and those
still will continue.
They've got a good ground laidbut they're going to build on
(28:34):
that.
There's going to be moreinvestments in technology and
people.
There has to be.
But leonard has really setitself up for success.
Um, I believe it.
I analysts all over wall streetare clamoring that it's got to
be in your portfolio, no matterwhat the economy does right um,
because they're positioned well.
(28:55):
Any company that can growprofits ahead of sales at this
time, right you gotta own right,that's right, I agree, yeah,
and and they are set up to do it, and it's just, it's a, it's a
whole new walmart, a newbusiness model.
Who knew?
Well, they're trying to tell usto listen up.
Speaker 1 (29:20):
Well, kim, you know I always enjoy having you on
doing business in Bentonvilleand you always have such great
takes and your thoughts,especially around the things
you're very passionate about andyou're very passionate about
your business.
And you know, the thing that Ithink we wrap up on is we talk
(29:40):
about the new campus Gamechanger.
We both have been there.
It's worth a trip to northwestArkansas to see it, if you've
never been here, and toexperience the campus and how
well it's laid out.
Because, back to investingpeople well again.
(30:02):
Well, walmart and a lot of youknow their family the family
foundation was very involved inthis campus because it's for the
future.
it's not just the life of thecurrent leaders, it's the future
the future and it's, and it'sdesigned for one thing, and that
is for productivity of peopleyes you know, and it's the great
(30:25):
space, you know when you parkyour three minutes walk from
your office or less.
Uh, there's great restaurants,there's great coffee shops.
You can get on an e-bike andride from building to building.
It's so well done.
Speaker 2 (30:40):
That's your thoughts, any thoughts you have on the
vikings I think it's a gamechanger for walmart because, um,
there was something nostalgicabout the old building, I think,
because you know, those werethe halls that Sam Walton bought
, and it was kind of sad.
The last time I was in thatbuilding for open callbacks In
(31:09):
October, I was in the auditoriumand they said this is the last
big meeting we're going to havein this auditorium.
Last time this meeting will beheld in this auditorium and it
was a little, a little sadbecause they're hallowed, kind
of hallowed ground.
Yeah, I agree, but wow,wouldn't Sam smile with this new
campus?
Absolutely, because it is builtfor productivity, like you said
(31:31):
.
Let me just give you an example.
I am going to be writing aboutthis, but they have something
called GSOC and it is theirGlobal Security Operations
Center and they had one at theold home office.
I was in there years ago andinterviewed their meteorologist
and some of the people that workon the GSOC team.
(31:53):
But people say, how doeswalmart always know when there's
going to be a hurricane?
Why are they always therebefore fema?
well, they got people working onit 24, 7 that's right 365 and
um, they had their new g-sockcenter at the home office.
We got to tour that and it iswow.
(32:13):
Now, um, it is so much biggerand so much more capability than
what they had before.
Anything that could impactstores or facilities in the
(32:35):
world, from ports shutting down,from a shooting in a
neighborhood that might impact astore I mean they have people.
Speaker 1 (32:46):
Hurricanes, tornadoes .
Speaker 2 (32:49):
Weather, typhoons, earthquakes.
They have people watching outfor that.
They have the people on oneside with the world map, all the
threat center out there in thecenter, a huge map that covers
the whole wall, all the trucksen route from distribution
(33:09):
center.
To store all these tiny, tinydots that represent trucks Right
, because they could be atrucking accident.
Speaker 1 (33:17):
Right.
Speaker 2 (33:18):
They're monitoring that.
They got a team over heremonitoring cyber attack threats,
yep, so they are reallyvigilant.
Speaker 1 (33:27):
Yes.
Speaker 2 (33:30):
At keeping watch around the world, things that
could impact the business andthe people who work for Walmart.
They they have a whole new,brand new area for when there is
a hurricane and we're just nowhurricane season is just started
and they have a whole new areawhere, when a hurricane is
(33:54):
making its way to the US or toone of the Puerto Rico or where
they have stores, they willassemble a team who will go to
this area and they will bringsuppliers in and they will work
to mitigate.
What can we do?
How can?
How fast can we get there?
How how many trucks do we need?
They will do that and they will.
They will mobilize and theywill get there before the storm
(34:18):
hits.
That's why Walmart is therewith water and can get your
insulin if you need it.
I mean, that's why Walmart isthere, because they are working
on it.
Yeah, people don't know.
Speaker 1 (34:33):
That's right.
I, you, you did a great jobexplaining that and, um, you
know, as we wrap up and stepback for a moment, it it brings,
um, you know, uh, greatsatisfaction to us, uh, that
walmart is, is doing what you'redoing.
Uh, they do make mistakes, weknow that.
But perfect, right.
But here's the thing I think,thing I think I would like for
(34:56):
our viewers to take away is thatthere are things here that you
can learn, that you can take andevaluate your business.
Look at your business.
But the most important thingthat we have talked about today
is the reason that you describedabout the emergency process is
because it's about people.
(35:18):
Again, you began the showtalking about the investment of
people.
We ended the show about helpprotecting people the people and
that is the underlying ofWalmart and they just happen to
sell merchandise.
They just happen to sellmerchandise.
You know.
But I think you know in all theconversations we've had today
(35:40):
in the shareholders meeting, theassociate celebration, it's
really, at the end of the day,still what Sam Walton said it's
about the people.
Speaker 2 (35:49):
Well, they don't have a business without their people
, that's right.
Right, and I think Sam said,there are no cash registers in
the home office, so it's nice asit is, so you don't take care
of your people in stores anddistribution centers, you don't
have a business, and I love thatthat they're doing that.
Um, I, I, I see it.
(36:11):
I know there are naysayers andthere are people who say they
could do better, we could all dobetter, but you have to admit
that they are making strides inthe right direction and that's
what I would say.
They're not perfect, they'renot the end-all, be-all to
everybody, yet to everybody.
(36:31):
Yet they're not going to stoptrying to get there Right and I
just, you know, I just thinkthey've got the right people on
the bus and they're headed inthe right direction.
Speaker 1 (36:45):
I would agree.
Well, kim Sousa, thank you,always Thank you, and you're
always welcome doing business inBentonville, and you need to
check Kim out.
I mean, as I mentioned at thetop of the show, she's a
journalist.
She's senior analyst, taughtbusiness and politics and
Northwest Arkansas BusinessJournal.
Check her out.
She's on LinkedIn.
She does a great job ofreporting and you'll enjoy her
(37:10):
articles.
Make sure you check those outAgain, thank you, thank you,
thank you for being here Againthank you, thank you, thank you
for being here.
You bet Anytime.
Okay, everyone, thank you againfor joining us and thank you
for all the wonderful thingsyou're doing and sharing.
Doing business in Bentonville,we just completed our 100th
podcast and we celebrated thatand we're excited, and we just
(37:35):
happen now to be in over 100countries with viewers.
So thank you for that.
We appreciate you everyone.
Thank you, have a wonderful dayeveryone.
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