Wal-Mart Has Too Few Stores in Several Large States, a Weakness for Holiday Success

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By Douglas A. McIntyre Updated Published
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Wal-Mart Has Too Few Stores in Several Large States, a Weakness for Holiday Success

© courtesy of Wal-Mart Stores Inc.

A map of Wal-Mart Stores Inc. (NYSE: WMT) stores nationwide shows an interesting pattern. Their concentration is heaviest near its home state of Arkansas and thinner, for the most part, in states far away. If Wal-Mart stores were more evenly distributed, its shot at larger revenue and a knockout blow to some of its weaker competitors would be better. However, store distribution is an Achilles’ heel. Location caps its U.S. sales opportunities.

Wal-Mart could argue that e-commerce makes up for lack of store concentration outside its traditional bastions. But e-commerce remains only a few percentage points of its overall total revenue.

Wal-Mart has 3,504 Supercenters in the United States, 424 discount stores and 683 Neighborhood Markets. As an example of how these are skewed by location, Arkansas has 80 stores and New York 87. Wal-Mart has 80 stores in Oklahoma and 45 in New Jersey.

From a location standpoint, even failed retailer Sears Holdings Corp. (NASDAQ: SHLD) has a better spread of stores, based on the U.S. population. It has five Kmarts in Arkansas, along with seven Sears locations. It has 46 Kmarts and 39 Sears locations in New York. In short, the map of Kmart and Sears stores spreads almost identical to population density. Even if Sears Holdings disappears, it will not be for want of good coverage of the American consumer population.

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Some of Wal-Mart’s most critical programs rely on its stores. First among these is the “buy online, pick up at store” plan, which saves people shipping costs. Over much of the United States, the program cannot be effective because there are no stores. Wal-Mart also has a large layaway program, which is impractical for people who cannot easily get to a location.

Wal-Mart has the advantage over almost all of its brick-and-mortar competitors of a larger marketing budget, a powerful brand, product buying power it can pass on to customers and stores the size of aircraft carriers. None of that helps for people who cannot get there from here.

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Photo of Douglas A. McIntyre
About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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