It’s been kind of a bittersweet month for Walmart. Earlier this month its market cap reached over $1 trillion, one of only a dozen or so companies to have achieved that level and the first “traditional” retailer to do so. Most of the other companies in the trillionaire club are tech companies, including Walmart’s arch competitor Amazon (whose market cap, by the way, is over twice as high).
Alas, the other news was that its archrival Amazon passed it as the nation’s largest company by revenue. The difference was small -- $717b versus $713b – but, still, that must have smarted. Walmart had been the leader for over a decade, and liked to refer to itself as a “Fortune 1” company. One suspects “Fortune 2” will not be the new slogan.
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| Credit: WSJ |
It’s easy,
but wrong, to frame this old economy versus new economy, traditional retailer
versus online retailer, even NYSE versus Nasdaq, but none of those is quite true,
at least not anymore. They both, for example, employ
a lot of people – Walmart has some 2.1 million worldwide, while Amazon has
over 1.5 million. It is true that Walmart has almost 11,000 stores
and clubs (e.g., Sam’s Club), but Amazon has some
1,200 logistics facilities. Amazon claims
it has over a million robots, but Walmart is
also pouring money into automation and says 50% of its e-commerce
fulfillment is automated.
One area where
they differ, and which makes the revenue numbers somewhat misleading, is that
about 20% of Amazon’s revenues come from Amazon Web Services (AWS), its highly
profitable cloud computing service. If the revenue comparison was just on goods
sold, Walmart would win. Moreover, Walmart hasn’t been sitting idle online; its
e-commerce sales account
for about 23% of U.S. sales, with growth rates around 25%.
Walmart
continues to hold a significant lead in groceries, despite Amazon’s many
efforts in the space. The grocery business, alas, is not known as a high margin
business. Interestingly, Amazon is continuing to try to push into Walmart’s
physical store advantage. “In recent months, Amazon has not only expanded
its fulfillment and delivery initiatives, but is now accelerating the pace of
its physical store footprint with plans to open 100+ Whole Foods locations over
the next few years,” Wedbush analysts wrote in a Jan.
27 research note. “The company is further exploring a new physical retail
supercenter, mirroring the likes of Walmart by offering Amazon’s broad
selection across grocery, essentials, and general merchandise.”
Walmart isn’t
– yet – trying to muscle into the cloud computing business, but it is trying to
copy Amazon’s success in selling advertising. It launched Walmart Connect, an advertising
business that pulled
in some $6.4b last year, up about 40% from the prior year. That’s far cry
from Amazon’s $68b
from advertising in 2025, but Walmart CFO John David Rainey told investors:
“Fully a third of our profit in the most recent quarter was related to
advertising and membership income.”
Both
companies offer AI shopping assistants, oddly enough, named Rufus
and Sparky,
respectively. which Walmart claims
leads to a 35% increase in spending. Walmart
U.S. CEO David Guggina says:
“Agentic AI is increasingly embedded across Walmart. It’s strengthening our
operations. It’s improving associate productivity, and it’s enhancing the
customer experience,” while Amazon CEO Andy Jassy compares AI agents to assistance
in-store employees might add, saying:
“I think agents are going to help customers with that type of discovery. And
it’s part of why we’ve invested so much in Rufus, which is our shopping
assistant.”
No, Virginia,
there is no Santa Claus, and the AI assistants are not there to help you.
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| Trust it at your own (financial) risk. Credit: Walmart |
Walmart is also partnering with both OpenAI and with Google on its AI efforts. Chief Financial Officer John David Rainey telling investors: “As you’ve seen from the announcements we’ve made, we’re approaching AI development through partnerships. This lets tech companies do what they do best, develop innovative technology, and it provides us clarity to do what we do best, to translate the best of tech to retail experiences that create value for our customers and members and our enterprise.”
Mr. Furner
recognizes
the challenges: “The pace of change in retail is accelerating. For Walmart, the
future is fast, convenient and personalized, and I’m challenging our teams to
move even faster as the opportunities with AI become broader and deeper.”
Simeon
Gutman, a retail analyst at Morgan Stanley who follows Walmart,
told Sarah Nussauer of The Wall Street Journal that the changes
Walmart has made in the past decade “has been as profound a shift at a retail
company that we have ever seen.” Similarly,
Sarah Henry, managing director and portfolio manager at Logan Capital
Management, told
Kailyn Rhone of The New York Times: “Walmart management was
prescient in building out a business model optimized for this moment. Their
rebuilding recast their image as much as a technology company, as they are a
retailer.”
And,
oh-by-the-way, last December Walmart transferred
its stock listing to the tech-heavy Nasdaq, announcing “The move to Nasdaq
underscores the strong alignment between Walmart and Nasdaq's shared values: a
technology-forward approach, delivering exceptional client value, and
redefining their respective industries through innovation.” Nasdaq has
already added Walmart to the Nasdaq-100 Index® (NDX®),
the Nasdaq-100 Equal Weighted™ Index (NDXE™), and the Nasdaq-100 Ex-Tech
Sector™ Index (NDXX™).
Someone is
buying Walmart’s ‘we’re now a tech company” story.
I must
admit: I’m not really a Walmart shopper, either in-store or online, while the
Amazon delivery people know my house well. Ten years ago if you would have told
me Amazon would pass Walmart in revenues in 2025, I’d have wondered what took
so long. On the other hand. If you’d have told me that Walmart was putting up a
really good fight and was truly becoming, if not a tech company, then at least
a “technology-forward” company, I’d have been highly skeptical. So kudos to
Walmart for not living in the past and doing a good job positioning itself for the
future.
It makes
me wonder: what health care company has done the same kind of reinvention?
















