NYSE: WMT1

Session 1

NYSE: WMT 2

Wal-Mart Stores, Inc. International Field Trip at ASDA• Meeting is being video webcast

• All presentations, including those completed at conferences,are archived for one year at www.walmartstores.com/investors

• Upcoming dates:– April 26, 2010, North Bergen, N.J. Supercenter tour– May 18, 2010, Q1 earnings– June 4, 2010 Annual Shareholders’ Meeting– August 17, 2010, Q2 earnings– October 13, 2010 Meeting for the investment community

NYSE: WMT 3

Walmart includes the following cautionary statement so that any forward-looking statements made by, or on behalf of, Walmart will enjoy the safe harbor protection of the PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995, as amended. Such forward-looking statements, which will describe our objectives, plans, goals, targets or expectations, can be identified by their use of words or phrases such as “anticipate,” “estimate,” “expect,” “forecast,” “plan,” “projected,” “will be” or words or phrases of similar import. Statements of our expectations for all of FY11, and any subsequent fiscal years are forward-looking. Walmart’s actual results might differ materially from those expressed or implied in a forward-looking statement as a result of factors including, among others, recessionary economic environment, cost of goods, competitive pressures, availability of credit, geopolitical conditions and events, labor and healthcare costs, inflation, deflation, consumer spending patterns, debt levels and credit access, currency exchange fluctuations, trade restrictions, tariff and freight rate changes, fluctuations in fuel, other energy, transportation and utility costs, health care and other insurance costs, accident costs, interest rate fluctuations, other capital market conditions, weather conditions, storm-related damage to facilities, customer traffic, factors limiting our ability to construct, expand or relocate stores, regulatory matters and other risks set forth in our SEC filings. Our most recent Annual Report on Form 10-K and our other filings with the SEC contain more information concerning factors that, along with changes in facts, assumptions not being realized or other circumstances, could cause actual results to differ materially from those expressed or implied in a forward- looking statement. Walmart undertakes no obligation to update any forward-looking statement to reflect subsequent events.

Cautionary statement pursuant to the Private Securities Litigation Reform Act of 1995, as amended

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Tom Schoewe CFO Wal-Mart Stores, Inc.

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Walmart financial priorities

FY10 Results (Year ended Jan. 31, 2010)

GrowthGrowth

LeverageLeverage

ReturnsReturns

• Grew constant currency net sales 3.4%1

• Added 34 million net square feet• Organic and acquisitions

• Delivered strong gross margin• Leveraged operating expenses in Q4• Continued best practice sharing

• Ended FY10 with Free Cash Flow of $14.1 billion2

• Delivered ROI equal to previous year

1. See additional information at the end of this presentation regarding constant currency net sales, a non-GAAP financial measure 2. See additional information at the end of this presentation regarding free cash flow, a non-GAAP financial measure

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Worldwide commitment to Walmart’s productivity loop

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Walmart U.S.’s Project Impact strengthens the business foundation

• Lead on price

• Clarify merchandise offering

• Improve customer experience

• Increase productivity

• Enhance ROI

Save Money. Live Better.

WinPlay

Show

Customer

FastFriendly

Clean

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Walmart U.S.’s Project Impact strengthens the business foundation

• Assortment

• Rollbacks

Save Money. Live Better.

WinPlay

Show

Customer

FastFriendly

Clean

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Walmart U.S.’s Project Impact strengthens the business foundation

• Project Impact

• Field structure – One Team

• Comparisons

Save Money. Live Better.

WinPlay

Show

Customer

FastFriendly

Clean

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Sam’s Club continues to focus on core initiatives

Member Relationships

Efficient & Engaging

Experience

Fewer, Bigger, Better

Superior Value

& Growth

Best Choices

Savings Made Simple

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Sam’s Club’s

• Closed 10 underperforming clubs

• Upgraded & outsourced in-club demos

• Improving merchandise assortment

• Aligned Sam’s home office

• Eliminated club membership sales positions

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Walmart International prioritizes growth• Click to edit Master text styles

– Second level• Third level

– Fourth level» Fifth level

Smart growth

by winning locally

Balancing growth and return

by optimizing our portfolio

Increasing profitability

by leveraging globally

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2006: $308.9 Billion 2010: $405.0 Billion

Walmart U.S. 63.8% International 24.7% Sam’s 11.5%

Walmart U.S. 67.9% International 19.2% Sam’s 12.9%

Walmart US Walmart Int’l Sam’s

Net Sales for Fiscal Year ended Jan. 31,

International growth has outpaced the rest of the company

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Walmart’s many opportunities for growth and leverageWalmart U.S. U.K. Mexico

Brazil ChinaCanada

C. America

Sam’s

Argentina

Japan

Chile India

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International leverage team takes on new roles

Operations Supply ChainSupplier

DevelopmentMerchandise Development Marketing Integration

Traditional functional roles & centralized support

New International leverage team

Integration Innovation & Process Purchase Leverage

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Leveraging Scale and Expertise

• Process consistency

• Global brand relationships

• Global supplier relationships

• Price communications

• Merchandising

• Sustainable thinking

• Integration

Walmart increases profitability by leveraging globally

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Mature Markets

Emerging MarketsR

etur

ns

Risk

Walmart balances growth with strong returns

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Total International Units: 4,068

Canada317 Units

China283 Units

United Kingdom 371 Units

Japan371 Units

India1 Unit

Mexico1,472 Units

Brazil 436 Units

Argentina44 Units

Central America 519 Units

Chile 254 Units

As of March 31, 2010

Walmart International currently has 4,068 units in 14 countries

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Asda press release

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Andy Bond, Asda,President and CEO

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• Strong performance over the last four years

• Clear and confident strategy for future growth

• Significant potential for global leverage

• Depth of leadership talent

Key takeaways

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Andy Clarke

Chief Operating Officer

Darren Blackhurst

Chief Merchandising Officer

Chet Kuchinad

Executive People Director

Doug Gurr

Executive Development Director

Andrew Moore

George Executive Managing Director

Andy Bond

President and CEO

Judith McKenna

Chief Financial Officer

Rick Bendel

Chief Marketing Officer

Nick Scrase

IPL Managing Director

Jon Wragg

Commercial Director

The Asda Management Team

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Session 1• Asda and market context• Successful last four years• Today• Future growth

Break

Session 2• George• Leveraging globally• Q&A

Agenda

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Asda and Market Context

Judith McKenna, Asda,Chief Financial Officer

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Notes:(1) As at 15th April 2010(2) As per Wal-mart Stores, Inc. 10K(3) Kantar (formerly TNS) Worldpanel, 52 weeks ended 27th Dec 2009, share of Grocer market

• 374 stores & 23 DCs

• 2009 sales - £19.9bn / $31.2bn

• 18.3m customers

• 17.1% market share

• ~170k colleagues

1

1

2

3

3

Asda – Business overview

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Asda – Sales mix

Food, 61%

Clothing, 7%

Home & Leisure, 9%

H&B/Non Ed, 15%

Fuel, 8%

Asda sales mix (2009)

Source: Asda

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2002 2006 2009

Supercentres

Superstores

Supercentres

Superstores

Supermarkets

George HS

Essentials

Av. 46k sq. ft.

Av. 17k sq. ft.

Av. 28k sq. ft.

Av. 85k sq. ft.

Living

296296

2222

2424

2929

Asda – Evolution of store formats

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500,000 sq. ft.(inc extensions)

5 new superstores

5 new supermarkets *

Up to 5 new Living

Asda – New space 2010

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Channels and services sales have quadrupled since 2006

• Grocery Home Shopping

• Asda direct / George.com

• Collect In-store

• Take Home Today

• Financial Services

• Asda Mobile

Asda – Channels

NYSE: WMT 30Source: Kantar Worldpanel (formerly TNS), UK Grocery Market Share, 52 weeks to 27th Dec 2009

UK Grocery market share (2009)

Others

UK Food retail market context

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GDP (Growth) Interest Rates (%)

Unemployment (%)

Average Pay Growth

Inflation (CPI %) UK Budget Deficit

Source: Economist Intelligence Unit

2006 2007 2008 2009 2010c

2006 2007 2008 2009 2010c

UKUS

2006 2007 2008 2009 2010c

UK

US

2006 2007 2008 2009 2010c

UKUS

2006 2007 2008 2009 2010c

UKUS

2006 2007 2008 2009 2010c

UKUS

0%

0%0%

0%0% £0m

UK Economic context

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Year on year change in monthly ASDA income tracker

Significant pressure on consumers

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Political uncertainty

General Election: 6th May

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0%

2%

4%

6%

8%

10%

12%

14%

Quarterly food inflation

Feb2007

Feb2010

Source: Office for National Statistics

July 07 Aug 08 Nov 09

Inflation has come out of the system

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Q4 2009 Q1 2010

Source: Kantar Worldpanel (formerly TNS), 12 weeks to 27th Dec 09 and 21st March 2010, multiples total till roll growth (VAT adjustment estimated +0.7% Q4, -1% Q1)

+6.1%

+2.7%

Market growth (VAT adjusted)

A tougher market in 2010

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• UK market highly competitive

• Market has slowed in Q1

• Consumer confidence fragile – cost of living primary concern

• We remain cautious about the economic outlook

• Asda is well positioned to succeed

Asda is well positioned to succeed

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Successful last four years

Andy Bond, Asda,President and CEO

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2010200820072006

Operational Improvement

Customer Differentiation

Building blocks for future growth

Three Horizons – successfully completed

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0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

Jun-06 Sep-06 Dec-06 Mar-07 Jun-07 Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09

YoY

Gro

wth

%

Total Market

Source: Kantar Worldpanel (formerly TNS) Total Till Roll Sales; 12wks ended 27th December 2009

Asda growth vs. market (2006-09)

2006-2009 consistently outperformed the market…

NYSE: WMT 40Source: Kantar Worldpanel (formerly TNS), UK Grocery Market Share, 52 weeks to 31st Dec 2006 versus 52 weeks to 27th Dec 2009

+0.6%

-0.6%

+0.6%

0%

17.1% 11.7% 16.1% 30.6%Market Share 09

Change in market share (2006-2009)

…and our key competitors

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Customer“Britain’s favourite”

Operating Model“Britain’s lowest

cost to operate supermarket”

Colleague“Great place to

work”

Shareholder“Profitablegrowth with

increased ROI”

A simple, consistent winning strategy

NYSE: WMT 42Source: Kantar Worldpanel (formerly TNS), 52 weeks ending 27th Dec 09

CustomerCustomer

Over 2.5m more Asda customers

2005 2009

15.7

16.3

16.9

17.7

18.3

Winning through a clear customer proposition

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CustomerCustomer

Source: Asda internal analysis, rolling 52 week average price gap

2006 2009

Asda price gap vs. market (2006-09)

+2%

6%

5%

4%

3%

2%

Delivering consistent low prices…

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CustomerCustomer

externally verified…

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CustomerCustomer

TV campaignPress

…and well communicated

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CustomerCustomer

Broadening appeal through quality and range

NYSE: WMT 47Source: Kantar Worldpanel (formerly TNS), 52 weeks to 27th Dec 09

Asda customer demographic (2009)

ABC1 – >50% of growth over

last 2 years

Appealing to a wider demographic

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Customer“Britain’s favourite”

Operating Model“Britain’s lowest

cost to operate supermarket”

Colleague“Great place to

work”

Shareholder“Profitablegrowth with

increased ROI”

A simple, consistent winning strategy

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Op Model

Buy forLess

Sell forLess

GrowSales

Operate forLess

EDLC enables EDLP – lowest cost to operate

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Op Model

2009200820072006

Source: Asda

500

400

300

200

100

£m

Asda “We Operate for Less” Programme (2006 - 2009)

£450m of cost savings since 2006

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Op Model

Better for environment

Better for EDLC

Better for customers

CO2 Emissions

30%

Carrier bag usage

Own brand packaging

25%

Waste diverted from landfill

Source: Asda, since 2005

>50%

>75%

Sustainability - £40m+ saved and invested in EDLP

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Op Model

Product AvailabilityQueuesFriendly &

Helpful Service

No. 1

1. Source: Yougov Last Visit perception data 2009

2. Source: Asda internal measurement

95% <1+1Out of stocks

down 12%

Focus on cost and great customer experience

1 2

2

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Customer“Britain’s favourite”

Operating Model“Britain’s lowest

cost to operate supermarket”

Colleague“Great place to

work”

Shareholder“Profitablegrowth with

increased ROI”

A simple, consistent winning strategy

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People

Colleague Turnover

AbsenceHighest ever colleague

engagement

Bonus

2007 2008 2009

Source: 1. Asda We’re Listening Survey results

Productivity

Asda - A great place to work

1

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Customer“Britain’s favourite”

Operating Model“Britain’s lowest

cost to operate supermarket”

Colleague“Great place to

work”

Shareholder“Profitablegrowth with

increased ROI”

A simple, consistent winning strategy

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• Comp sales

• EDLC

• Inventory reduction

• ROI enhancing formats

Asda ROI %

Improving returns

1. ROI is based on continuing operations

1

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Shareholder

Significant development in format and channels

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Today

Andy Bond, Asda,President and CEO

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YoY Sales Growth – March 2010

Source: Kantar Worldpanel (formerly TNS), total till roll, 4 weeks ended 21st March

+2.6%

+7.0%

+2.9%

+5.8%

+2.7%

Market

Recent trading not up to our high standards

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Recent trading has been challenging

• Below our high standards• Journey to EDLP• More work to do to sharpen up in store• Confident in plan

Market

Asda

• Inflation out of system• Disposable income down

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Future growth

Andy Bond, Asda,President and CEO

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• Great few years

• Time for a new chapter

• Protect and grow core business

• Britain’s favourite retailer across more channels

• Two clear aspirations - next five years• Clear No. 2 in Food• Clear No. 1 in Non Food

The New Chapter – Strategic goals

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Comp >Comp >MarketMarket

100 100 SuperSuper

marketsmarkets

New core New core storestoregrowthgrowth

150150LivingsLivings

BritainBritain’’s s FavouriteFavouriteRetailer Retailer across across moremore

channelschannels

No. 2 No. 2 FoodFood

No. 1 No. 1 Non FoodNon Food

World World class class

dotcomdotcom

Global leverageGlobal leverage

The stepping stones to our long-term goals

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Renewing our customer promise

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Comp >Comp >MarketMarket

100 100 SuperSuper

marketsmarkets

New core New core storestoregrowthgrowth

150150LivingsLivings

BritainBritain’’s s FavouriteFavouriteRetailer Retailer across across moremore

channelschannels

No. 2 No. 2 FoodFood

No. 1 No. 1 Non FoodNon Food

World World class class

dotcomdotcom

Global leverageGlobal leverage

The opportunity – Formats and channels

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The New Chapter – Format Development

Andy Clarke, Asda,Chief Operating Officer

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Within 5 Years2002 2006 2009

Supercentres

Superstores

Supercentres

Superstores

Supermarkets

George HS

Essentials

Av. 46k sq.ft

Av. 17k sq,ft

Av. 28k sq.ft

Av. 85k sq.ft

Living

296296

2222

2424

2929

150150

100100Supermarkets

Living

Format development

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• Only 70% of UK in ASDA drive time

• Zoning framework challenging

• New stores openings successful

• Solid pipeline of openings

Core stores

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• Stores for the local community•Local/Ethnic•Halal Meat counters•Pharmacy•Galleria – with Walmart

• Construction costs down 12%

• Extension via mezzanines

Core stores – store initiatives

1. since 2006

1

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• Asda Essentials launched in 2006

• Private brand only

• Customers desired full weekly shop

• Proven supermarkets model

• Full product offer

• Aspiration to have 100 supermarkets

Supermarkets – origins

1. 8,000 – 25,000 sq. ft.

1

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Supermarkets – The Customer Offer - Price & Range!

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• A profitable model

• Prices same as chain

• Optimise category mix

• Obsessed with waste and markdowns

• Flow of goods – improved process

• Non-value added task removal

• Distinctive service

Supermarkets - Operating model

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Supermarkets - Pontefract before and after

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• GM standalone opportunity

• Currently 24 Livings

• Model evolved since 2004

• 2009 – paused for breath

• Proven successful model

• Aspiration to have 150 Livings

Living – origins

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MumsKids under 12

Play

Clothe

Nurture

Home

Service

Relax

Seasonal

Seasonal

Living – Customer proposition

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• Optimise category mix

• Opening/Build costs reduced by 1/3

• New management structure and driving lower shrink, waste and inventory

• Strong ROI

Living – Operating model

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Living – Switching the store layout

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Strong ROI across all formats

ROI by Asda format

Source: Asda model

Supercentre Supermarket Superstore Living

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• Confidence to drive new and existing formats

• Supermarket and Living formats to drive future growth

• Maintain focus on enhancing ROI

Key takeaways

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The New Chapter – Winning Digitally

Doug Gurr, Asda,Executive Development Director

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Food market future growth

Non-food market future growth

Top 4 Share76%

Top 4 Share19%

Source: Asda internal analysis

New space 30%

Comp

50%

Online 20%

Online 100%

The online potential

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Price Social Media

ChoiceTrust

great value for money

happy purchase

compact but does the job!

nice but small

worst ever purchase

The evolving customer

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Buying scale

Lowest cost to operate

Traffic

Asda personality

GLO

BA

L LOC

AL

Winning online

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“In your store” “To your door”

Food H&LGeorge

The multi-channel vision

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Over £500 million

turnover*

• 4500 colleagues• 1100 vans

• 165 stores• 1 home shopping centre

40% YOY growth

*Source: Asda, rolling 52week basis

Food Home Shopping

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Customer satisfaction

1. Asda customer research

94%1

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“In your store” “To your door”

Food H&LGeorge

The multi-channel vision

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Source: Asda

Launched nationwide in the last 12 months

In-store collection

Take home today

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• Digital is a key growth channel in all categories

• Success is all about reducing degrees of friction for the customer

• We are well placed and very confident about being a multi-channel winner

Key takeaways

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Andy Bond, Asda,President and CEO

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Break

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Andy Bond, Asda,President and CEO

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George – a case study

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Andrew Moore, Asda,Executive Managing Director, George clothing

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The Inputs

ProductAvailabilityConversionTeamwork

Focusing on the Basics

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• Growth• Higher market share• Higher conversion

• Returns• Lower inventory

• Leverage• Lower costs

The Outputs

Focusing on the Basics

NYSE: WMT 99Source: Kantar Worldpanel (formerly TNS), Volume Share - Total Market , 52w/e data to 28th Feb 2010

2006 2010

52w/e Total Market – George Volume Share %

NYSE: WMT 100Source: Asda internal analysis, Conversion 52 wk ave.

2008 2010

14.4%

14.2%

14.0%

13.8%

13.6%

13.4%

13.2%

Weekly conversion of Asda customers shopping George

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Comp >Comp >MarketMarket

100 100 SuperSuper

marketsmarkets

New core New core storestoregrowthgrowth

150150LivingsLivings

BritainBritain’’s s FavouriteFavouriteRetailer Retailer across across moremore

channelschannels

No. 2 No. 2 FoodFood

No. 1 No. 1 Non FoodNon Food

World World class class

dotcomdotcom

Global leverageGlobal leverage

The New Chapter - George

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Comp growth - Customer pledges

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• First price is right price

• 90% of range below £10

• Clear good, better, best principles

• Lower promotional spend

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• Sourcing is key enabler

• EDLC drives EDLP

• Focus on raw materials

• Increase in direct sourcing

Sourcing

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• Professional supply base– Leveraging Walmart buying power

• Demanding standards

• Upgraded specifications

• 100 day guarantee

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• Customer focused, mono brand

• New trends with authority

• Innovation

• Speed to market

Style

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• New systems

• Size profiling

• New regional distribution network

• Academy

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• Core new stores – George as traffic driver

• George dot com

• Living stores – George 50% of sales

• Global

The New Chapter

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• UK online clothing & footwear worth over £4.2 billion

• Launched October 2008

• Largest store x 2+

• New range opportunities

• Goal - 10% of sales by 2013

George Dot Com

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• Retail Park format

• George a major footfall driver

• Customer profile – mums & kids

• New range opportunities

Living

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• George currently in 7 countries

• Leverage opportunities

• George as a GMC

• Process overhaul

• Brand integrity

Global

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• Strong growth story over last 18 months

• Drive sales through new products and new channels

• Leverage for lower cost

Key takeaways

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Leveraging globally

Andy Bond, Asda,President and CEO

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Leveraging Globally – Sourcing

Jon Wragg, Asda,Commercial Director – Merchandising & Sourcing

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Manufacturer Middlemen Retailer

Brands

Product development

Supply Chain management

Manufacturer Retailer

INDIRECT

DIRECT

Lowest Cost

Increased Control

Differentiated Product

Global Supply Chain dynamics

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Asda Home & Leisure direct sourcing participation %

2007 2008 2009 2013

Source: Asda

15% 16%22%

>40%

Direct sourcing opportunity

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Maximising Walmart leverage

Meeting specific local needs

Extending reach – new geographies/categories

Global Merchandising Centres

ASDADirect Sourcing Team

Li & Fung Global Partnership

Routes to increased Direct Sourcing

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Level of Complexity

Global Brands

Global Products

Global Suppliers

Raw Materials

Leverage and Standardization

GMCs - Maximising Walmart leverage

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Global Sourcing Productivity Loop

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Location of GMCs and Sourcing Hubs

GM Sourcing Hub Food Sourcing HubGMC

Emerging Consumer GMC

ApparelGMC

GeorgeGMCIPL

Home, HHL GMC, Food GMC, Packaged Goods GMC and GIC

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…..through country dedicated sourcing teams in China

Meeting Local Needs

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...through the Global breadth of Li & Fung

Consumer Research

and Strategy Product Development

Product Specs Supplier

MatrixProduction

Execution

Cost Negotiation

PO Tracking & Execution

Logistics / TransportationLab Testing

Order Fulfillment

Assortment Development

Quality Control

Assortment Definition

Seasonal Strategy

Sampling

Design

Extended Reach...

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• Direct sourcing – removing middlemen – a key opportunity

• GMCs will increase Walmart capability in product development and in supply chain management

• The global partnership with Li & Fung gives us the opportunity to move at greater pace in new unfamiliar markets

• Global sourcing helps drive the Walmart productivity loop

Key takeaways

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Leveraging Globally – International Produce Limited (IPL)

Nick Scrase, IPL Managing Director

NYSE: WMT 125

• Formed in 2004

• Wholly-owned subsidiary of Asda / Walmart since 2009

• Key activity imported fruit and vegetables

• Recently extended to chilled items

• Global reach – country offices

International Produce Limited

NYSE: WMT 126

RDC StoreGrower Pre-Packer

IPL business model

Supplier/Packer

RDC

StoreGrower

Pre-Packer

Agent Exporter

Agent Importer

NYSE: WMT 127

• Control the supply chain

• Improve freshness and quality

• Develop grower / manufacturer relationships

• Develop customer advantage through points of difference

Rem

ove

Mar

gin ta

kers

Leverage scale

Consolidate volumes

and activities

IPL business model

Rem

ove

Mar

gin ta

kers

Leverage scale

Consolidate volumes

and activities

Rem

ove

Mar

gin ta

kers

Leverage scale

Consolidate volumes

and activities

Rem

ove

Mar

gin ta

kers

Leverage scale

Consolidate volumes

and activities

NYSE: WMT 128

IPL

IPL as a GMC

NYSE: WMT 129

• Millennium development goals

• Carbon reduction• Education programmes

in Kenya/South Africa• Emerging black farmers• Understanding the

impact Walmart can make

Stellenbosch University, South Africa

Sustainable Business Model

NYSE: WMT 130

New ProductAreas

Extending IPLprinciples

Serving Walmartglobally

IPL - potential

NYSE: WMT 131

IPL – key takeaways

• Model has been proven

• Infrastructure in place

• Opportunity to triple our business in 5 years

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Leveraging Globally International Marketing Centre of Excellence

Rick Bendel, Asda,International Chief Marketing Officer

NYSE: WMT 133

• Launched June 2009

International Marketing Centre Of Excellence

Talent developmentTalent development AcademyAcademy

Best practice sharingBest practice sharing Price communicationPrice communication

Thought leadershipThought leadership Differentiation through customer insight Differentiation through customer insight

Global process leverage Global process leverage

Price checkingPrice perceptionPrice checkingPrice perception

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1. TV – UK & USA

2. Integrated price marketing campaign – UK & Mexico

3. Store as a marketing medium – UK & India

3 Examples

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EDLC = EDLP

1. TV - UK

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1. TV - USA

EDLC = EDLP

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TVIN-STORE

ONLINE PRESS

2. Integrated Marketing Campaign - UK

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mysupermarket - online

NYSE: WMT 139

TV - UK

NYSE: WMT 140

Press - UK

NYSE: WMT 141

Press - UK

NYSE: WMT 142

Digital - UK

NYSE: WMT 143

POS - UK

NYSE: WMT 144

Integrated campaign - Mexico

NYSE: WMT 145

TV - Mexico

NYSE: WMT 147

External signs - Mexico

NYSE: WMT 148

In-store POS - Mexico

NYSE: WMT 149

Checkout - Mexico

NYSE: WMT 150

3. In-store as a medium

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POS aisle

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POS navigation and value

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• Numerous messages • Numerous colours• No value cut though on ends

India – Before in-store value overhaul

NYSE: WMT 154

• 2 clear colours for value• Clear price points on end

India – After in-store value overhaul

NYSE: WMT 155

Key takeaways

• Leverage best practices globally

• Improved innovation and processes

• Strengthened price communication worldwide

NYSE: WMT156

Increasing Profitability by Leveraging Globally

Andy Bond, Asda,President and CEO

NYSE: WMT 157

• Strong performance over the last four years

• Clear and confident strategy for future growth

• Significant potential for global leverage

• Depth of leadership talent

Key takeaways

NYSE: WMT158

Q&A

NYSE: WMT 159

The final words

GrowthGrowth

LeverageLeverage

ReturnsReturns