Walton company case study

University of Dhaka
Department of Accounting and Information Systems
MBA Program
Course: Strategic management [7112]
Assignment Title
A Case Study on Walton
Submitted By
Name ID Number
Dripta Sarder Sujan 21-221
Rakibul Islam 21-073
Raihan Yaser 21-198
Nahid Hasan 21-088
Sayed-ul-Mursalin 21-016
Submitted To
Dr. Dewan Mahboob Hossain
Associate Professor
Date of Submission
December 12, 2019

I
EXECUTIVE SUMMARY
This assignment is a case study about Walton. We divided this case study into five chapters. In the
first chapter we have given a brief description about Walton’s history, top executives, product and
services, production and operation, employees and major competitors then we examined Walton’s
published vision and mission statement and restated them. In the second chapter we did external
analysis by using PESTEL(C) analysis, have made a list of external opportunities and threats and
formulated an EFE matrix based on those opportunities and threats. In the third chapter we
analyzed internal functional areas, made a list of internal strength and weakness and formulated
an IFE matrix based on those external strength and weakness. In the four chapter, we matched
those strength, weakness. Opportunities and threats to formulate a SWOT matrix, formulated
alternative strategies from SWOT and compared, evaluated and determined the most actionable
feasible strategy using QSPM and Internal-External (IE) matrix. We determined that declaring a
discount of 5% to 10% to all products during festivals which is a market penetration intensive
strategy is the most appropriate strategy in current situation then we give a conclusion about our
overall work we did in this case.

II
Table of Contents
EXECUTIVE SUMMARY………………………………………………………………. I
CHAPTER ONE: INTRODUCTION…………………………………………………... 1
Introduction………………………………………………………………………………... 1
Brief history of the company………………………………………………………………. 1
Main products and services………………………………………………………………... 2
Major competitors…………………………………………………………………………. 2
Walton’s current vision statement…………………………………………………………. 2
Walton’s improved vision statement………………………………………………………. 2
Walton’s current mission statement……………………………………………………….. 3
Checklist of mission statement criteria……………………………………………………. 3
Walton’s improved mission statement…………………………………………………….. 3
Chapter Summary………………………………………………………………………….. 4
CHAPTER TWO: EXTERNAL ANALYSIS…………………………………………... 5
Introduction………………………………………………………………………………... 5
PESTEL(C) Analysis……………………………………………………………………… 5
List of opportunities……………………………………………………………………….. 8
List of threats………………………………………………………………………………. 8
EFE (External Factor Evaluation) Matrix…………………………………………………. 9
Chapter Summary………………………………………………………………………….. 9
CHAPTER THREE: INTERNAL ANALYSIS………………………………………… 10
Introduction……………………………………………………………………………....... 10
Functional area analysis…………………………………………………………………… 10
List of strengths……………………………………………………………………………. 12
List of weaknesses…………………………………………………………………………. 12
IFE (Internal Factor Evaluation) Matrix…………………………………………………... 13
Chapter Summary………………………………………………………………………….. 14
CHAPTER FOUR: MATCHING STAGE……………………………………………... 15
Introduction………………………………………………………………………………... 15
A SWOT matrix for Walton……………………………………………………………….. 16
Quantitative Strategic Planning Matrix (QSPM)………………………………………….. 17
Internal-External Matrix (IE Matrix)……………………………………………………... 19
Chapter Summary………………………………………………………………………….. 19
CHAPTER FIVE: CONCLUSION……………………………………………………... 20
Introduction………………………………………………………………………………... 20
Overall Conclusion………………………………………………………………………… 20
Chapter Summary………………………………………………………………………….. 22

1
CHAPTER ONE
INTRODUCTION
Introduction:
In this this chapter we analyzed Walton’s vision and mission statement and restated it with suitable
criteria. We used analysis table for evaluating the mission statement. Before that we have given a
brief history of Walton about its origins, operations, production capacity, key personnel and total
employee number. We have also mentioned Walton’s main products and services. The names of
the major local and foreign competitors are also given here.
Brief history of the company:
Walton Hi-Tech Industries Limited, commonly known as Walton, is a Bangladesh-based private
limited company. Born in 1977, Rezvi and Brothers were later merged with R.B. Group, a leading
conglomerate of companies in Bangladesh's private sector. R.B. has eight sister concerns. One of
them is the Group and Walton Hi-Tech Industries Limited. Walton Hi-Tech Industries Limited set
up its manufacturing industry at Chandra in Kaliakoir of Gazipur, about 40km (25 miles) north of
the capital Dhaka, in 2006 and the operations were started from 2008. It also expanded its market
in regions and countries like South Asia, North America, Australia, Middle East and Africa. S.M.
Nazrul Islam was the founder chairman of this company. S.M. Nurul Alam Rizvi is the chairman
of R.B group and S.M. Samsul Alam is the Managing Director. Walton currently have 10000 direct
employees and 20000 indirect employees1
. Walton High-Tech industries Limited has the industrial
capacity of manufacturing 1.4 million Refrigerators and Freezers, 300,000 Motorcycles and
300,000 Air-conditioners. With their excellent designs, uncompromising quality and affordable
prices, Walton's goods have already won the hearts of millions of people in Bangladesh. It is now
a trusted brand name in every Bangladesh household. Walton is a business accredited according
to ISO 9001:2008 QMS and ISO 14100:2004 EMS. Its official website is given in the footnote.2
1
risingbd.com, viewed on 08 December 2019,
<https://www.risingbd.com/english/Walton_Bangladesh_A_Brief_History/743>
2
Waltonbd, viewed on 08 December 2019, <https://waltonbd.com>

2
Main products and services3:
Walton manufactures high-quality and robust refrigerators, freezers, television, motorcycle,
mobile phone, DVD player, microwave oven, washing machine, generator, iron, air-conditioners,
motorcycles etc. at its state-of - the-art plant in Chandra, Gazipur district of Kaliakoir, around 40
km north of the capital Dhaka.
Major competitors:
Walton faces interest competition from indigenous and exogenous companies in electrical &
electronics sector. Local brands like Minister, Rangs, Singer, Jamuna electronics, Best electronics,
Transcom digital etc. are giving them intense competition. Walton is also facing tough competition
from well-established foreign companies like Samsung, LG, Philips, Hitachi, Toshiba etc. In case
of local competitors, the basis of competition is pricing, marketing and after sales services. In
competition with foreign rivals they face competition in terms of product quality and warranty.
Walton’s current vision statement4:
To become an influential global brand within 2021 & working to reach as one of the world’s top
5 brands within 2030 in the sector of electrical & electronics.
Walton’s improved vision statement:
To be an influential global brand within 2021 and one of the top 5 brands in the world by 2030, by
ensuring consumer satisfaction via competitive pricing with superior quality and new technology.
3
4

3
Walton’s current mission statement5:
• Through innovation
• New technology
• Competitive price and superior quality
• Ensuring consumer satisfaction
• Teamwork, innovation, research and development, integrity and consumer focus.
Checklist of mission statement criteria
Nine Components of an
effective mission statement
Does Walton’s mission statement have these components?
Yes No
1. Customer ✓
2. Product or service ✓
3. Markets ✓
4. Technology ✓
5. Concern for growth,
survival and profitability
✓
6. Philosophy ✓
7. Self-concept ✓
8. Concern for public image ✓
9. Concern for employees ✓
Walton’s improved mission statement:
Walton’s mission is be the provider of best quality consumer electronics, Home appliance, mobile
phones and automobiles in comparatively reasonable price to the all socio-economic classes of
customer in Bangladesh and around the world. Walton wants to achieve this goal through
5

4
innovation, developing expertise and using latest feasible technology. We want grow our market
internally and globally and will try to achieve, maintain and improve our profitability by recruiting,
training, maintain and developing our employees, workers, engineers, mangers & other human
resources. Our goal is to create & maintain competitive and distinctive advantage using innovation
and efficient value cost trade-off for our customers. We wish to be the role model of environment
friendly and socially responsible company in Bangladesh. We aspire to be the leader in Bangladesh
journey to became an industrial super power & create value for the tag “Made in Bangladesh”
around the world.
Chapter summary:
In this chapter, we have presented a short history of Walton, its main products and services, its
major competitors in market. We explored that Walton mission statement only fulfill three criteria
of an ideal mission statement out of nine components. Vision statement also had some
shortcomings. We restated the current mission and vision statement. This is the first stage of
strategy formulation. Based on the objectives defined by these mission and vision statement, in the
next chapter we will focus on the external factors that influence Walton. There, we will get an
exhaustive list of opportunity and an exhaustive list of threats by PESTEL(C) analysis.

5
CHAPTER TWO
EXTERNAL ANALYSIS
Introduction:
In this chapter, we will do a PESTLE(C) analysis of Walton. For ‘C’ part we will analyze it by
Porter’s 5 forces model. After this we will get an exhaustive list of opportunities and an exhaustive
list of threats and assign weights and ratings based on our judgement. Based on these two lists,
we will formulate an EFE (External Factor Evaluation) matrix.
PESTEL(C) Analysis:
Political factors:
Bangladesh faces severe political problems which influence the business operations. Political
unrest causes huge damage to the economy business activities. Labor strike and labor union
conflict is a common phenomenon here. Recently for the government budget size, GDP growth,
economy and per capita income of people is increasing. For example, GDP per capita of
Bangladesh in 2018 was $ 1788 which was $147 higher in 2017. GDP growth rate in 2018 was
7.9% and annual GDP was $244,424M which indicates that economy of Bangladesh is growing at
a steady rate. In recent years Bangladesh is showing less efficiency in lobbying activities due to
pressure of intentional groups which results in loosing various potential market. Other factors
include: intense corruption, bureaucracy, and currency crisis and unrest world global politics.
Economic factors:
The economy of Bangladesh is developing rapidly which is resulting in an increase in disposable
income of common people and increased demands of various goods and services. For example,
Disposable Personal Income in Bangladesh increased to 65339.96 BDT in 2018 from 60355.24
BDT in 2017. There prevails a low labor cost in Bangladesh which is advantageous for businesses.
Changing consumption patterns of customers are creating new avenues for firms. Current unrest
in banking industry is making it hard to get loans and there prevails a very high interest rate. Other
factors include, moderate level of inflation, fluctuating global economic condition etc.

6
Social factors:
Social factors like culture, religion, social values, norms, attitude towards work and trends affect
the purchasing decision of consumers. As an example, during Eid-ul-Azha, sale of refrigerators
dramatically increases. Current trends, fashions and fads also play a vital role in shaping attitude
towards products and services. Educational level of people, lifestyle, and leisure time also shapes
peoples buying habit. For example, higher educated professionals who want to maintain luxury in
life tends to buy high priced and latest goods. Factors like birthrate and death rate is also influential.
Technological factors:
Bangladesh faces a lack of skilled manpower which hamper the sustainable technological growth.
Bangladesh is not coping up with global technological innovation and competence. For the
technological and executive function of higher level we import foreign expertise. People’s lack of
interest in innovation is the major reason of technological illiteracy. Bangladesh government is
giving priority to ICT sectors which will motivate people to innovate and achieve minimum
technological knowledge.
Environmental factors:
Recent environment protection laws and policies are creating new challenges for businesses.
Consumer around the world today are concern about environment and climate change. They are
preferring environmentally friendly and green business practices. Recycling and waste
management. Land, water and air pollution are major sources of concern for organization today.
Legal factors:
Tax rate, tariffs and subsidy by the government play an important role in business organizations
attractiveness and opportunities. Employment laws, health and safety law anti- trust laws are there
to protect the interest of society and stakeholders. Ease of doing starting and doing business in a
country and creation and protection infrastructure is vital for business and economic development.

7
Analysis of Competitiveness:
In this analysis we use porter’s 5 forces model on competitiveness.
Threat of new entrance: In Bangladesh the entrance of new electronic and home appliance business
easily enter the market through both legal and illegal ways. Bank loans are easily gettable and
defaulters are encouraged here.
Threat of substitute: Threat of substitute products are not substantial in Bangladesh. Typical
electronics goods are in high demand in our country and there are not many attractive substitutes.
Bargaining power of suppliers: Bargaining power of suppliers is not substantial here. Because
there are not enough influential suppliers who can pose a threat for Walton’s production and supply
chain.
Bargaining power of Buyers: There are many competitors in electronic sectors that’s why
customers can shift to any product of its competitors. That is why bargaining power of buyers are
significant in this sector.
Rivalry among competing firms: There exist intense rivalry in the electronics sector. The products
cannot be differentiated by much and price competition is very high.

8
List of opportunities
Possible opportunities Reason
GDP per capita increased to $1,788 More GDP means more income, more
opportunity and more demand.
Low labor cost There is a huge supply of labor in comparison
to labor demand. Low wage means low cost.
Increase in sales during festivities Demand of new products on occasions creates
chances for sales growth.
Govt. priority on ICT sector of BD Govt. rules and laws are helping to reduce
burden of various barriers on innovation.
Little existence of substitute products There are not many goods that can replace
electronics goods.
Expanding into new countries like India Creating chances for new market development.
Increased liking of people towards local goods It increases demand for domestically produced
goods.
List of threats
Possible Threats Reason
Increased tax rate on private companies About 35% tax rate that discourages the
entrepreneurship of any business.
Samsung established new factory in Dhaka They capture the Walton’s market share.
Pressure on using ECO friendly practices Incurrence of extra cost for compiling with
these rules.
India’s economy growth rapidly decreasing Reduced chance of making profit outside.
Due to minimum wage law Increasing production costs.
Decreasing buying power due to inflation Reduced sales on internal market.
Emergence of new competitors like SSG New companies will divert the customers.
Political unrest disturbing distribution channel It increases various costs like transportation
cost, insurance costs and thus selling price.

9
EFE (External Factor Evaluation) Matrix
Key External Factors Weight Rating Weighted
Score
Opportunities
1 GDP per capita increased to $1,788 0.06 3 0.18
2 Low labor cost 0.10 4 0.40
3 Increase in sales during festivities 0.09 4 0.36
4 Govt. priority on ICT sector of BD 0.05 2 0.10
5 Little existence of substitute products 0.06 3 0.18
6 Expanding into new countries like India 0.05 3 0.15
7 Increased liking of people towards local goods 0.02 1 0.02
Threats
8 Increased tax rate on private companies 0.07 2 0.14
9 Samsung established new factory in Dhaka 0.11 4 0.44
10 Pressure on using ECO friendly practices 0.08 3 0.24
11 India’s economy growth rapidly decreasing 0.06 3 0.18
12 Due to minimum wage law 0.08 4 0.32
13 Decreasing buying power due to inflation 0.04 2 0.08
14 Emergence of new competitors like SSG 0.06 3 0.18
15 Political unrest disturbing distribution channel 0.07 3 0.21
Total 1.00 3.18
Chapter summary:
In this chapter, we did PESTEL(C) and got an exhaustive list of opportunities and an exhaustive
list of threats. We formulated an EFE matrix based on those lists. We got a total of 3.18 weighted
score. This indicates that Walton is responding in a very good way to its existing opportunities and
threats in its industry. In the next chapter, we will make an exhaustive list of strengths and an
exhaustive list of weaknesses of Walton and make an IFE matrix

10
CHAPTER THREE
INTERNAL ANALYSIS
Introduction:
In the previous chapter we have analyzed the IFE matrix and found that list opportunities and a
list of threats. We found that the IFE weight rating is 3.18 which indicates that Walton is
responding in a very good way to its existing opportunities and threats in its industry. Now in this
chapter, we will analyze internal functional areas of the Walton Company. By analyzing the
functional areas like accounting and finance, research and development, marketing, management
information systems, production and operation and will make an exhaustive list of strengths and
an exhaustive list of weaknesses. Based on these lists, we will formulate an internal factor
evaluation (IFE) matrix.
Functional area analysis6:
Accounting and finance:
Walton follows good accounting practices and sound financial management. This is reflected in
their financial performance like market share and profitability. Ratings like AAA and ISO
certification indicates that they have better asset management, steadily profitability. So accounting
and financial management system is Walton’s strengths.
Production and operation:
Walton increases their production capacity drastically. Recently they started manufacturing of TV,
AC and motorcycle manufacturing plant in 2007, started export business in 2010, started television
manufacturing plant in 2013, started kitchen appliances manufacturing plant, started compressor
and mobile phone manufacturing plant. This increased capacity, hi-tech technology, refrigerator
assembly line, display assembly line, LED testing lab, articulated robot, noise testing lab,
packaging facility and induction molding furnace enabled Walton to produce greater quality and
quantity of products which gives them an edge over their competitors. This is considered as a
major competitive advantage for Walton. This facility helps Walton to match up it’s with global
6

11
giants in electronics sector and it is also helping them in pursuing that vision of being a global
leader within 2030.
Marketing:
They are upholding their promotional activities through sponsorship of sports, advertising through
TVC, newspaper and Billboards. They have an efficient distribution channel which help them to
properly position their products and target markets. They have many showrooms and outlets
around all over Bangladesh and even in some foreign countries like Nepal, Zimbabwe, Uganda
and South African countries. Their marketing is a major part of their success and this help to create
them loyalty customer’s base.
Management information systems:
Walton’s management information systems is the cause of its efficient production financing
marketing and R&D function. Information is prepared, organized and analyzed with all levels of
management team in order to make decisions. Even though all decisions are finalized by chairman
and management director because it is a private limited company.
Research & Development:
Their research and development facilities are very modern because they use very high-tech
technology in their production process. They are very innovative compare to the others
Bangladeshi firms. They have top quality science and rese4arch team to lead their R&D
department. It is also seen that they have achieved ISO certification which implies that they have
total quality management (TQM) in their research, production and distribution department.
Maintenance of researchers and scientist are becoming expensive.
Human resource management:
Walton maintains 10000 direct and around 20000 indirect employees. Walton has a sound structure
of recruiting, training, remunerating and promoting its human resources to keep its operation
effective and efficient. Walton’s R &D, MIS and HRM work together in order to pursue its mission
and vision. They also appoint experts and celebrities (Like film star Illiyas Kanchan) as their non-
executive director to maintain proper corporate governance practices. Walton also trains regional,
divisional and root level managers and employees properly to provide high customer value.

12
List of strengths
Possible strengths Reason
Efficient assets and liability management
through sound accounting and financial system
Because it is helping them to maintain their
internal control system properly.
Having well established production plants It helps them to provide low cost products and
operate efficiently.
Getting tax incentive of 10% for domestic
production.
Helps them to be cost effective and creating
local employment.
Well targeted marketing towards a target group This helps them to attract more customers.
Quick and decisive decisions and actions can
be taken.
Helps them to implement actions on time to
seize the opportunities.
Top quality research and development dept. Helps them to innovate and keeping pace with
the latest technological advancements.
Product availability through their distribution
channel
It increases their supply speed and removes
intermediaries.
List of weaknesses
Possible weaknesses Reason
A solely private limited company hinders its
growth opportunity
Non-availability of public funds for expansion
and NPV=>0 projects.
Non availability of information to stakeholders It creates problem for evaluating performance.
High cost of research and development Incurred to maintain the R&D properly
It has higher fixed costs than its competitors For maintaining many branches and outlets.
Lack of participation and autocratic
management system.
Because individual decisions can go wrong.
Delaying in providing on time warranty
services
Due to lack of skilled engineers and for the
lack of spare parts.
Sales revenue mostly comes from fridge sales Because they mostly focus on fridge
production which hampers other products.

13
IFE (Internal Factor Evaluation) Matrix
Key Internal Factors Weight Rating Weighted
Score
Strengths
1 Efficient assets and liability management through sound
accounting and financial system
0.06 3 0.18
2 Having well established production plants 0.12 4 0.48
3 Getting tax incentive of 10% for domestic production 0.05 3 0.15
4 A well target marketing towards a target group 0.05 3 0.15
5 Quick and decisive decisions and actions can be taken. 0.06 3 0.18
6 Top quality research and development dept. 0.11 4 0.44
7 Product availability through their distribution channel 0.08 4 0.32
Weaknesses
8 A solely private limited company hinders its growth 0.06 2 0.12
9 Lack of information to stakeholders 0.05 1 0.05
10 High cost of research and development 0.07 2 0.14
11 It has higher fixed costs than its competitors 0.10 2 0.20
12 Lack of participation and autocratic management system. 0.04 1 0.04
13 Delaying in providing on time warranty services 0.12 2 0.24
14 Sales revenue mostly comes from fridge sales 0.03 1 0.03
Total 1.00 2.72

14
Chapter summary:
In this chapter, we did internal factor analysis of the Walton Company. we analyzed Walton’s
internal functional areas like accounting, finance, Production & operation, R & D, Marketing,
Human resource management & management accounting System. After analyzing the functional
areas, we made a list of strengths & weaknesses present in those functional arears. Then based on
those strengths and weaknesses we formulated an IFE matrix found the weighted score of 2.72
based on weights & ratings assigned by our own judgement. This rating indicates that the company
is successful in suppressing its major weaknesses and using its major strengths in the functional
areas of the business. This 2.72 weighted score indicates a good internal strategic management
system. In the next chapter, based on the lists of opportunities, threats, strengths and weaknesses
we will create the SWOT matrix and formulate different set of alternative strategies. Then we will
evaluate those alternative strategies using QSPM to select a particular strategy for Walton. After
that, we will make an IE (Internal-External) matrix to determine whether the strategy we found in
QSPM is comparable and reliable or not.

15
CHAPTER FOUR
MATCHING STAGE
Introduction:
In this case study, at the first chapter we define Walton’s vision and mission statement. There
clearly define and restate the Walton’s long-term objectives and their business. Based on those
objectives in the second chapter we analyzed external factors affecting Walton using PESTEL(C)
analysis. From the analysis we made an exhaustive list of relevant and sizeable opportunities and
alarming potential threats. We evaluate those opportunities and threats by formulating EFE matrix.
In the third chapter we examine Walton’s key internal functional areas and made a list of Walton’s
internal strengths and internal weaknesses. We evaluate those strengths and weaknesses using an
IFE matrix. Now in this chapter we will match external opportunities and threats with internal
strengths and weaknesses and we will formulate a SWOT matrix. This chapter is called matching
stage because here we match the external and internal factors to formulate actionable and relevant
strategies. Here we will formulate multiple alternative strategies and then we will examine the
feasibility of those alternative strategies in a quantitative strategic planning matrix. (QSPM). Then
we will formulate an IE matrix to evaluate the strategy we got from QSPM.

16
A SWOT matrix for Walton
Strengths
1. Efficient assets and liability management through
sound accounting and financial system
2. Having well established production plants
3. Getting tax incentive of 10% for domestic production.
4. Well targeted marketing towards a target group
5. Quick and decisive decisions and actions can be taken.
6. Top quality research and development dept.
7. Product availability through their distribution channel.
Weaknesses
1. A solely private limited company hinders its growth.
2. Non availability of information to stakeholders
3. High cost of research and development
4. It has higher fixed costs than its competitors
5. Lack of participation and autocratic management.
6. Delaying in providing on time warranty services
7. Sales revenue mostly comes from fridge sales
Opportunities
1. GDP per capita increased to $1,788
2. Low labor cost
3. Increase in sales during festivities
4. Govt. priority on ICT sector of BD
5. Little existence of substitute products
6. Expanding into new countries like India
7. Increased liking of people towards local goods
SO Strategies
1. Declaring 5% to 10% discounts on all
product during festivals (S2, O3).
2. Increase online and television promotional
activities (S4, O7)
3. Open 50 new outlets throughout Bangladesh
(S4, O1)
WO Strategies
1. Go for public limited company (W1, W2,
W5, O4)
Threats
1. Increased tax rate on private companies
2. Samsung established new factory in Dhaka
3. Pressure on using ECO friendly practices
4. India’s economy growth rapidly decreasing
5. Due to minimum wage law
6. Decreasing buying power due to inflation
7. Emergence of new competitors like SSG
8. Political unrest disturbing distribution channel
ST Strategies
1. Establish new mobile manufacturing plant
(S2, T2, T7)
2. Introduce ETP in current factories (S6, T3)
WT Strategies
1. Automation of the production facility
(W4, T5).
2. Go for public limited company (W1, W2,
W5, T1)

17
Quantitative Strategic Planning Matrix (QSPM)
Strategic Alternatives
1 2
Declaring 5% to 10%
discounts on all product
during festivals
Open 50 new outlets
throughout Bangladesh
Key factor Weight AS TAS AS TAS
Opportunities
1. GDP per capita increased
to $1,788 0.06
2 0.12 1 0.06
2. Low labor cost 0.10 1 0.10 -
3. Increase in sales during
festivities 0.09
4 0.36 4 0.36
4. Govt. priority on ICT
sector of BD 0.05
- -
5. Little existence of
substitute products 0.06
2 0.12 1 0.06
6. Expanding into new
countries like India 0.05
- -
7. Increased liking of people
towards local goods 0.02
3 0.06 4 0.08
Threats
1. Increased tax rate on
private companies 0.07
2 0.14 3 0.21
2. Samsung established new
factory in Dhaka 0.11
3 0.33 3. 0.33
3. Pressure on using ECO
friendly practices 0.08
-
-
4. India’s economy growth
rapidly decreasing 0.06
-
-
5. Due to minimum wage law 0.08 - 2 0.16
6. Decreasing buying power
due to inflation 0.04
3 0.12 3 0.12
7. Emergence of new
competitors like SSG 0.06
3 0.18 2 0.12
8. Political unrest disturbing
distribution channel 0.07
2 0.14 1 0.07

18
Total 1.00
Strengths
1. Efficient assets and
liability management
through sound accounting
and financial system
0.06
- 2 0.12
2. Having well established
production plants 0.12
3 0.36 3 0.36
3. Getting tax incentive of
10% for domestic
production.
0.05
2 0.10 -
4. Well targeted marketing
towards a target group 0.05
3 0.15 3 0.15
5. Quick and decisive
decisions and actions can
be taken.
0.06
- 2 0.12
6. Top quality research and
development dept. 0.11
2 0.22 1 0.11
7. Product availability
through their distribution
channel.
0.08
3 0.24 3 0.24
Weaknesses
1. A solely private limited
company hinders growth. 0.06
1 0.06 -
2. Non availability of
information to
stakeholders
0.05
-
-
3. High cost of research and
development 0.07
2 0.14 2 0.14
4. It has higher fixed costs
than its competitors 0.10
3 0.30 4 0.40
5. Lack of participation and
autocratic management. 0.04
-
-
6. Delaying in providing on
time warranty services 0.12
2 0.24 -
7. Sales revenue mostly
comes from fridge sales 0.03
4 0.12 -
Total 1.00 3.60 3.21

19
Internal-External Matrix (IE Matrix):
The IFE total weighted scores
4.0
Strong Average Weak
3.0 to 4.0 3.0 2.0 to 2.99 2.0 1.0 to 1.99 1.0
TheEFEtotalweightedscores
High
3 to 4
3.0
Medium
2 to 2.99
2.0
Low
1 to 1.99
1.00
I
3.18
II
2.72
III
IV V VI
VII VIII IX
Chapter Summary:
In this chapter we match Walton’s the opportunities and threats with strengths and weaknesses and
formulated some strategies using SWOT matrix. We formulate 3 SO, 1 WO, 2 ST and 2 WT
strategies. The So strategies are Declaring 5% to 10% discounts on all product during festivals,
Increase online and television promotional activities and Open 50 new outlets throughout
Bangladesh. The WO strategy is going public. The two ST strategies are established new mobile
manufacturing plant and introduce ETP in current factories. The WT strategies are automation of the
production facility and go for public limited company. From these strategies we decided to select the
strategies of Declaring 5% to 10% discounts on all product during festivals (strategy-1) and open 50
new outlets throughout Bangladesh (strategy-2) most feasible and actionable among all other
strategies based on external and internal factors. Then we examined and compared the two strategies
using a QSPM. The QSPM score was 3.60 for strategy-1 and 3.21 for strategy-2 and based on the
score we choose strategy -1. Then we mapped our strategy in IE matrix to evaluate its validity. In the
next chapter we will conclude our case study of Walton.

20
CHAPTER FIVE
CONCLUSION
Introduction:
In previous chapter we matched Walton’s external opportunities and threats with internal strengths and
weaknesses using a SWOT matrix. We found some alternative strategies using SWOT analysis then
we chose two strategies Declaring 5% to 10% discounts on all product during festivals (strategy-1) and
open 50 new outlets throughout Bangladesh (strategy-2) based on feasibility and action ability. We
examined and evaluated those strategies with QSPM and IE matrix. In this chapter we will give an
overall conclusion about our case study.
Overall Conclusion:
In the first chapter we started our worked with giving a brief discussion about Walton company. We
discussed briefly about Walton’s history, current business operation, organizational top management
structure, product and services offered, manpower employed, current technologies and major
competitors. Then we analyzed and evaluated Walton’s vision and mission statement published its
website. We found that Walton’s published statement only fulfilled three criteria of an ideal mission
statement out of nine. Then we restated Walton’s mission and vision statement with suitable criteria.
From these restated visions and mission, we identified and set Walton’s long-term objectives.
In the second chapter we did the external analysis of Walton. Here we analyzed external industrial
factors that can affect Walton’s business. For determining the external factors, we used PESTEL(C)
analysis for analyzing political, economic, social, technological, environmental legal factors and
competitive factor that creates opportunities and imposes threats to its current and future operation. We
analyzed the competitor factors using porters five forces model. From this PESTEL(C) analysis we
made a list of relevant opportunities and threats. We assigned appropriate weights and rating scores to
that those opportunities and threats and formulated an external factor evaluation (EFE) matrix. We got
an EFE score of 3.18 which indicates that Walton is currently neutralizing its threats and grabbing its
opportunities successfully.

21
In the third chapter we did an internal analysis of Walton. Here we analyzed internal factors that can
affect Walton’s business. For determining the internal factors, we analyzed different functional areas
like accounting & finance, marketing, production and operation, human resources management and
management information systems. By critically analyzing those internal factors and tried to find out
what are the strengths these internal functions pose what are the weaknesses they are sufferings. From
this analysis we made a list of relevant and actionable strengths and alarming and damaging
weaknesses. We assigned proper weights and rating scores to those strengths and weaknesses and
formulated an internal factor evaluation (IFE) matrix. We found and IFE score 2.72 which indicates
that Walton is good at using their strengths and reducing their weaknesses.
In the four chapter we matched Walton’s external opportunities and threats with internal strengths and
weaknesses. For this purpose, we used SWOT matrix to formulate different alternative strategies which
are actionable and relevant. From the SWOT matrix we found three SO, one WO, two ST and two WT
strategies those strategies are declaring 5% to 10% discounts on all product during festivals, Increase
online and television promotional activities, open 50 new outlets throughout Bangladesh, go for public
limited company, establish new mobile manufacturing plant, introduce ETP in current factories,
Automation of the production facility, go for public limited company. From those strategies we selected
declaring 5% to 10% discounts on all product during festivals (strategy-1) and open 50 new outlets
throughout Bangladesh (strategy-2). Because we found them most relevant, feasible and actionable
then we compare and evaluate those these two strategies using a quantitative strategy matrix (QSPM).
We found QSPM score of 3.60 for strategy 1 and 3.21 for strategy 2. Strategies 1 is a market penetration
strategy which falls under the broad category of intensive strategy. Strategy 2 also falls under the
category of intensive strategy as it is a market development strategy. As strategy 1 got higher QSPM
score than strategy 2. We chose the first strategy of declaring 5% to 10% discounts on all product during
festivals as our main strategy. Then we used total weighted IFE and total weighted EFE scores and plot
them in an Internal-External matrix (IE). From the IFE and EFE scores our strategy falls in the theme
of build and grow type of strategy. The strategy 1 is also type of intensive strategy which main purpose
is growth in sales revenue and maintaining a large market share in the electric and electronic industry.
For example, Walton can provide special discounts ranging from 5% to 10% during the special
festivities of Bangladesh which will boost their sales revenue. They can also add special and more
attractive after sales services and complementary product offerings to increase the perceived value to
their customers for their company.

22
Chapter Summary:
In this chapter we have given a brief summary of what we did in this case study first of all we given a
brief summary about Walton history, current operation, technology, employees, production services
and profile of top executives. In the first chapter we examined Walton’s published vision and mission
statement and restated the vision and mission statement with suitable criteria. Then we briefly discuss
about the second chapter in which we examined the external industrial factors that can create attractive
opportunities and dangerous threats that are created external environment. We formulated n EFE matrix
in the second chapter and then we briefly discuss the third chapter where we analyzed the Walton’s
internal functional areas to identify their key strength and weakness and formulated IFE matrix based
on those strengths and weaknesses. Then we briefly discuss about the four chapter where we used a
SWOT matrix to identify alternative relevant and actionable strategies, used QSPM and IE matrix to
compare and evaluate too most feasible and actionable strategies. We decided Declaring 5% to 10%
discounts on all product during festivals as our most actionable feasible and relevant strategy.

Walton company case study

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