Posted on April 12, 2011
The last few days have seen a series of news stories, in the New York Times, CNNMoney, Bloomberg, Wall Street Journal, and others about how Walmart is going back to its “Everyday Low Price” roots. The company is touting that this return to the heritage that made the retailer so successful is going to turn around its continually declining same-store sales. The retailer is launching an ad campaign to make sure people know about the re-launch.
The problem is that Walmart actually “re-launched” this strategy back in September of 2010 and it didn’t stop the company from having continued negative same-store sales numbers.
Now, as it brings back items it dumped from its shelves, it is claiming that this will reverse the company’s decline. Walmart is now saying that it will bring back things like bolts of fabric and other items the dropped during the failed “Project Impact.” According to Time Magazine:
One goal of Project Impact is cleaner, less cluttered stores that will improve the shopping experience. Another is friendlier customer service. A third: home in on categories where the competition can be killed.
But Project Impact didn’t go as planned, backfiring completely. Begun around September of 2009, Project Impact was pretty much abandoned by late summer of 2010, ending the leadership of then-Walmart U.S. CEO Eduardo Castro-Wright (Walmart insists it hasn’t abandoned Project Impact).
While news outlets are writing about how Walmart is going to have a comeback as a result of these changes, there is another, perhaps more important story here: Walmart’s biggest initiatives, Project Impact and Rollbacks, have been massive failures. When the retailer moved away from those projects in 2010, those moves didn’t reverse its declining sales. Walmart’s announcement in September of 2010 that it was returning to EDLP wasn’t heard by consumers or investors and sales continued to decline.
Oh. my!


