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What I Learned From Sam Walton: How to Compete and Thrive in a Wal-Mart World (Hardcover)

by Michael Bergdahl (Author) "Would you willingly bet your hard-earned money on a direct competition against an opponent who is stronger and faster, and who can jump higher than..." (more)
Key Phrases: key leadership competencies, national discount chains, vendor partnerships, Sam Walton, United States, Sam's Club (more...)

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Editorial Reviews

Product Description
A behind-the-scenes look at Wal-Mart's successful business strategies and tactics

What I Learned from Sam Walton unlocks the secrets to Wal-Mart's success and provides answers to these and many other questions. As a former Wal-Mart employee, author Michael Bergdahl had the opportunity to see the Wal-Mart executive team in action. He also had the chance to work directly with Sam Walton. These experiences have provided Bergdahl with a treasure trove of great lessons, experiences, and stories that he now shares throughout the pages of this book. Readers will be introduced to Wal-Mart's unique strategy for competitive success and through the strategy known as P.O.C.K.E.T.S. (Price, Operations, Culture, Key item promotion, Expenses, Talent, Service) will learn how to compete and survive in the shadow of the world's largest company. What I Learned from Sam Walton discloses a business legend's secret strategies for achieving long-lasting success and provides competitors with a road map to successful competition.

From the Inside Flap
"Innovative ideas backed by visionary leadership and hard work can lead to transformational changes in the world in which we live."
--From the Introduction

The late Sam Walton began his march to retailing supremacy by building stores in rural areas across the southern United States. After establishing himself and gaining momentum, he began his expansion campaign in the west, north, and northeast--using his innovative business techniques to catch his competitors flatfooted. Walton was innovative, visionary, and hardworking, but these weren’t the only traits that enabled him to take Wal-Mart to the top of the retailing world.

If you want to compete in today’s Wal-Mart world, what better way to improve your business than to learn from the strongest and fastest competitor? In What I Learned from Sam Walton, author Michael Bergdahl uncovers and unravels the principles, culture, and secrets of Wal-Mart’s unprecedented success in a way that no one else can. As a former director under Sam Walton, Bergdahl draws upon his firsthand observations of Walton, his company, and its executive team to help you adapt Wal-Mart’s best practices and principles to your own organization.

With an insider’s perspective, Bergdahl peels back the cultural layers of Wal-Mart and gives you a glimpse into the mind of the founder of the world’s largest retailer. He also shares seven effective strategies you can take from Wal-Mart to build your business. These seven strategies are illustrated by the acronym P.O.C.K.E.T.S.--because to compete effectively you have to carve out a niche or business "pocket" for your company.

Each aspect of the P.O.C.K.E.T.S. strategy is fully examined, with the author devoting an entire chapter to each tactic, namely:

P -- Price

O -- Operations

C -- Culture

K -- Key Item Promotion/Product

E -- Expenses

T -- Talent

S -- Service

In each chapter, you’ll be introduced to some of the inside strategies and tactics utilized by Sam Walton and Wal-Mart.

Wal-Mart’s success strategies and tactics are easy to understand, yet hard to duplicate. What I Learned from Sam Walton offers a portrayal of Wal-Mart’s strengths and provides strategies, tactics, and ideas you can implement today that will enable you to compete.

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Product Details

Hardcover: 237 pages
Publisher: Wiley (August 20, 2004)
Language: English
ISBN-10: 0471679984
ISBN-13: 978-0471679981
Product Dimensions: 9.1 x 6.1 x 0.9 inches
Shipping Weight: 15.5 ounces (View shipping rates and policies)

Average Customer Review: 4.7 out of 5 stars See all reviews (11 customer reviews)

Amazon.com Sales Rank: #840,615 in Books (See Bestsellers in Books)
Popular in this category: (What's this?)
#91 in Books > Business & Investing > Small Business & Entrepreneurship > Retail Businesses

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Inside This Book (learn more)

First Sentence:
Would you willingly bet your hard-earned money on a direct competition against an opponent who is stronger and faster, and who can jump higher than you? Read the first page

Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
key leadership competencies, national discount chains, vendor partnerships, company competencies, day low price, store associates, brand story, independent pharmacies, visual merchandising, team synergy, expense control, product assortment, company leaders, staffing strategy, bench strength

Key Phrases - Capitalized Phrases (CAPs): (learn more)
Sam Walton, United States, Sam's Club, American Eagle Outfitters, David Glass, John Morrison, Missouri Grocers Association, Wall Street, Walton Institute, Neighborhood Market, University of Arkansas, Wal-Mart Supercenter, Lee Scott, Michael Eisner, New Orleans, New York, Stew Leonard, Storm Lake, Sundown Rule, Wes Ball, Franklin Mint, Kansas City, San Francisco, Taco Bell, Warren Buffet

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Citations (learn more)

This book cites 8 books:

Work In Progress by Michael Eisner on page 116, and Back Matter
In Search of Excellence: Lessons from America's Best-Run Companies (Collins Business Essentials) by Thomas J. Peters in Back Matter
One Nation by Geography Department Sta Capstone Press in Back Matter
Made in America: His Own Story by Peter Ueberroth in Back Matter
Human Resources by James N. Baron in Back Matter

See all 8 books this book cites

Books on Related Topics (learn more)

The Wal-Mart Effect by Charles Fishman

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Marketing Management by J. Paul Peter

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Business Leadership by James M. Kouzes

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The Wal-Mart Way by Don Soderquist

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	10% buy The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company 3.7 out of 5 stars (11) $16.49
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11 of 13 people found the following review helpful:

5.0 out of 5 stars A Great Branding Book, March 25, 2005

By	Brand Guru - See all my reviews

The key to Wal-Mart's success may be a 7:00 a.m. meeting each Saturday. While competitors are rubbing the sleep from their eyes, 500 top managers gather at headquarters in Bentonville, Arkansas. They discuss current performance and future goals in free-wheeling discussions that may even feature visits by GE or Disney executives or even country music stars like Garth Brooks.

Michael Bergdahl, author of What I Learned From Sam Walton: How to Compete and Thrive in a Wal-Mart World, points out the benefits of such meetings, where everyone has to pay for their own coffee and donuts at an honor bar. Every manager hears the same message in the same way. Ideas, successes and failures are shared. Strategic execution can begin while competitors are playing golf.

"I believe competitors who are losing the competitive battle against Wal-Mart (or who have already lost) probably don't even understand the significance of the Saturday morning meetings to Wal-Mart's competitive advantage. It's as if the company leadership has a management retreat every Saturday of the year," writes Bergdahl. "Unless competitors are willing to go to a six-day workweek and hold meetings with all their top executives each week to plot counter strategies, I don't know how they can even think about competing directly."

It's hard to compete against Wal-Mart. Just ask Kmart as well as the myriad mom-and-pops who have gone under whenever a Wal-Mart opened nearby. How did Wal-Mart become the force of nature it is today? Bergdahl uses his experience as a director at the retail giant and at other retail chains to explain how Wal-Mart conquered common retailing and business issues through a relentless emphasis on cost-control and execution. Based on this experience, he outlines how companies can compete against Wal-Mart if it invades their town or competitive space. Each chapter concludes with a checklist of questions and actions that reflect either Wal-Mart's best practices or a weakness ripe for potential exploitation. One example: "Run the pay week from Thursday to Wednesday so necessary labor cuts are made on the slowest retail days." The advice is enlivened with anecdotes about Sam Walton, the firm's founder and exceptional retailer, businessman and manager, who brought his beloved bird dogs to run around each Saturday morning's meeting.

The book has no stunning strategic or other insights. But that is not the point. As Bergdahl explains at the beginning of his book, "Wal-Mart's success strategies and tactics are easy to understand yet hard to duplicate." In other words, Wal-Mart owes its success to in-the-trenches execution, based on the total-quality principles of continuous learning and continuous improvement. "By focusing constantly on trying to become more operationally efficient, Wal-Mart sets itself apart from its competitors," writes Bergdahl. "Wal-Mart isn't successful because of its strategies so much as because of its lockstep tactical execution of those strategies."

These operational advantages include close vendor partnerships, an awesome distribution system that can get products from a California dock into customer hands in as little as 72 hours, and an advanced IT system so integrated that even the temperature of every Wal-Mart store is centrally controlled from the Arkansas headquarters.

If the organization is undeniably the brand, how do you communicate corporate values, provide consistent service and ensure "lockstep tactical execution," especially in rapidly growing organizations? The challenge is even more daunting among retailers like Wal-Mart, which pay close to minimum wage, have turnover rates as high as 300% and face an insatiable demand for new employees to staff the one or more stores opening each week.

One Wal-Mart answer is the concept of "servant-leadership." Essentially, that means all managers put the needs of their employees and colleagues first. Managers are required to respond to any request for help, even if it means delaying their own work. The concept stems from Sam Walton's oft-stated belief that "if you take care of your people, your people will take care of the customer and the business will take care of itself."

Another key tool is the corporate story. Sam was a natural storyteller, and his anecdotes illustrating key principles would be repeated from manager to employee to employee for years. In contrast to other large firms, Wal-Mart hires for attitude and then teaches the necessary skills. To overcome the natural human tendency not to hire someone who might outshine us, Wal-Mart requires managers two levels above the open position to interview and approve all new hires. Finally, managers spend more time in the field than they do at headquarters to both communicate corporate messages and obtain firsthand market intelligence.

Unlike too many other companies which focus on products or sales more than customers, Wal-Mart has an unremitting focus on customers. The Wal-Mart cheer, which reinforces the service culture every day, ends with the question, "Who is number one?" Every employee - or associate, in Wal-martspeak - shouts, "The customer...ALWAYS!", sometimes even while standing on a chair. When complaints are received, associates ask, "What would you like us to do to fix the problem?" and are empowered to provide the requested solution.

How can anyone compete against Wal-Mart? As Bergdahl explains in an early chapter, price is not the answer. Because of Wal-Mart's efficiencies and buying power, retailers can often buy products at Wal-Mart for less than they can get it from a distributor. The key to success involves finding a niche, and providing value-added service, based on intimate customer knowledge. Wal-Mart's only Achilles heel is its inability to address specific customer requirements, although that weakness is masked by the "10-foot rule" and similar policies. Each associate is required to help, or at least smile at customers, if they are within a 10-foot radius.

The book has a few minor flaws. Bergdahl is clear about the stress and overwork, but only alludes to the well-publicized labor problems Wal-Mart now faces. Margins have remained at 4% for years, but what happens when advances into new areas can no longer fuel growth? Wal-Mart's IT capabilities are a primary factor in its success, but they are only discussed in passing.

Although this book never mentions "positioning," "brand vision" or any other of the immeasurable wastes of good ink, What I've Learned from Sam Walton is actually one of the best branding books I've read. It clearly spells out how companies can achieve operational excellence, upgrade their workforce and unify an organization around customer requirements, even in brutal competitive arenas. It reads well, with a nice balance between soft anecdotes and hard advice. If you believe brand success depends on "lockstep tactical execution" instead of pontification, get this book.

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4.0 out of 5 stars What I learned from Michael Bergdahl, November 14, 2008

By	A. Samtani "closet bookworm" (DKI Jakarta) - See all my reviews (REAL NAME)

I have recently only been exposed to the WalMart phenomenon - I know, what rock have I been under - so I've been looking them up all over. This is one of the 4 books I have read and it gave me a good understanding of the strategies involved in running the behemoth.

I have been in awe of every single strategy implemented and of course this is no surprise. They have executed every aspect of their business flawlessly.

Michael goes through Walmart's POCKETS:

Pricing Strategy
Operational Strategy
Cultural Strategy
Key Item/ Product Strategy
Expense Control Strategy
Talent Strategy
Service Strategy

He discusses each strategy with relative depth and explains Walmart's competivite advantage in its execution. Overall a very informative book, I definitely recommend it for people going against Walmart or anyone trying to understand Walmart's success.

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1 of 1 people found the following review helpful:

5.0 out of 5 stars The lazy deserve to go out of business. That's capitalism. , July 20, 2008

By	Jan in NC - See all my reviews

This review is from: What I Learned From Sam Walton: How to Compete and Thrive in a Wal-Mart World (Paperback)

I've lived in small towns in fear of a new Walmart with business owners trying to bully the city council to block Walmart. I've never been sympathetic. The small-town stores were often places you visited because there was no choice but they were unfriendly, unhelpful, untidy, and the stock was stagnant.

This is a riveting book about Walmart's management strategies but also a comprehensive to do list of how to compete with Walmart... what they cannot do and how you can carve out a niche and complement the store.

The chapters are well organized and end with a 2-page checklist summary. Very helpful.

I prefer my nearby smaller grocery store (quiet, plays classical music), but next time I visit a Walmart, I'll have a fresh appreciation for what they do differently.

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Most Recent Customer Reviews

5.0 out of 5 stars Very helpful
It's an inside about the largest retailer in the world. In my opinion it's a very accurate picture not only of the operations, but also of the company's spirit. Read more

Published on September 2, 2005 by Morchio Nicola

4.0 out of 5 stars Not a MUST Read , but a GOOD Read
Yup, I realize people would say , oh yeezz npt another Walmart book. !!! But the catchy part of this books overall emphasis is the subtitle : `How to compete and thrive in a... Read more

Published on July 9, 2005 by Prashant Parameswaran

4.0 out of 5 stars Stuart Trier's Review Of What I learned from Sam Walton
ANYONE in retail can benefit from reading this book. These days, any business other than Wal-Mart, is viewed as a "small business". Read more

Published on May 4, 2005 by Stuart Trier

5.0 out of 5 stars David and Goliath
What I Learned From Sam Walton by Michael Bergdahl is one of the most informative and intriguing business related books I have read this year. Read more

Published on March 8, 2005 by Michael J. Kleinfelder

5.0 out of 5 stars Finally, enough complaining about "Big Bad Wal-Mart"!
Mike Bergdhal has declared `the pity party is over' and has provided a clear and comprehensive outline for operating a successful business - even in the shadow of the giant. Read more

Published on March 7, 2005 by J. Forrest Knapp III

5.0 out of 5 stars Easy read
The book told a lot of stories, when reading this type of book I imagine I am at a conference or a lecture on the topic of the book. Read more

Published on January 6, 2005 by Brian Shepherd

5.0 out of 5 stars Unique and Enlightening Perspectives
In this volume, Bergdahl shares a wealth of personal as well as professional experience during his association with Walton and the Wal*Mart organization. Read more

Published on September 9, 2004 by Robert Morris

5.0 out of 5 stars Much More Than a Wal-Mart Kiss and Tell
ANYONE in retail can benefit from reading this book. These days, any business other than Wal-Mart, is viewed as a "small business". Read more

Published on August 21, 2004 by David Herdlinger

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