Competitive Strategy Analysis Report: Domino's Pizza Inc. vs Walmart

This report provides a comparative analysis of the competitive strategies employed by Domino's Pizza Inc. and Wal-Mart Stores, Inc. The report begins by examining Domino's Pizza, highlighting its business model, which includes an analysis of its initiation, ideation, integration, and implementation phases, and how it has gained a competitive edge through innovative services and efficient operations. It then shifts to Wal-Mart, discussing its global expansion and success through the application of the CAGE framework, focusing on cultural, administrative, geographic, and economic distances. The report emphasizes how Wal-Mart navigates international markets and adapts its strategies to overcome various challenges, concluding with a comparative assessment of both companies' approaches to competitive advantage and market positioning, supported by cited references.

Running Head: Competitive Strategy
Competitive Strategy

Competitive Strategy 1
Contents
Domino’s Pizza Inc.......................................................................................................................................1
Wal-Mart Stores, Inc....................................................................................................................................2
References...................................................................................................................................................4

Competitive Strategy 2
Domino’s Pizza Inc.
Domino’s is the world’s one of the largest pizza chain restaurant. The company was originated in
year 1960 by James Monaghan and Tom Monaghan. Domino’s headquarter is situated in US and
it is widely expanded to around 6000 international locations. The company has its specialization
in pizza due to which it is famous world-wide (Baroto, Abdullah, and Wan 2012).
The purpose of selecting Domino’s is that the financial statements of the company shows that it
gains an optimum amount of profit; which demonstrates that the company has an efficient
business model in it workings. Also the company soon became the choice of the society by
creating quality products and providing well-organized delivery services.
As the mission of the company suggests that they want to provide quality services to the
customers outside their geographical boundaries. The company is highly flourished in the market
due to its service providing techniques. The company aims to provide door to door services its
customers. However, this technique is used by many other companies existing in the same
industry, but they are unable to satisfy the needs of the customers. Also the company has gained
the market capitalization by using innovative its business model (McGrath 2013).
With the aid of efficient business model the company achieved greater satisfaction among the
employees and wider customer base as well. The business of the company included the following
steps with the help of which the company achieved the current value added position.
Initiation: domino’s analyzed its traditional business model and looked after the market aspects
which the company can use to grow. The company examined all the factors prevailing in the
market that can reduce the growth of the company (Walker, and Madsen 2016).
Ideation: after gaining optimum knowledge about its products and the market under which the
company is prevailing, they invented techniques and producers to innovate the business model.
The company invented the business model after concerning the product and the market
specifications.
Integration: in the process of titration the company examined all the factor affecting the growth
of the business and further considering that the integrate business model would positively affect
the shares of the company and help it achieve its objectives. Further domino’s initiated
innovation in its business model. The company used 30 minutes delivery services and integrated
it with the business model in such a way that it assists the company in gaining the competitive
edge in the market. The process of integration helped the company in applying all the resources
in the business model to achieve the objective defined (McGrath 2013).
Implementation: implementation refers to the end procedure used by the company in gain the
market share and a huge customer base in the competitive environment. Further, the company

Competitive Strategy 3
implemented the new and innovative business model in such a way so that the customers’
expectations are fulfilled.
Wal-Mart Stores, Inc.
Walmart is an America based multinational retailing store which holds its business worldwide in
the international market. The company has many hypermarkets, grocery stores and discount
department stores. Walmart has 11, 695 stores worldwide, having its business in 28 countries
under the 63 banners. According to fortune global 500 lists by far the company generates highest
revenue worldwide that is of approximately $480 billion. The reason for choosing Wal-Mart is
clear that the company has excelled in its business and is growing with maximum speed. Along
with local the company equally operates in the international market by making the product global
(Hesterly, and Barney 2010). Further the business model with the help of which the company
achieved excellence in the market is discussed below:
The company applied the CAGE framework effectively due to which the company became
successful internationally. The company initiated the CAGE framework in the following ways:
 Cultural Dimension: the cultural dimension of this framework includes difference
language, ethnicities; social networks etc. the company created profit by using the
cultural dimension of this framework. As Wal-Mart is renowned worldwide, due to which
the international customer sensed trust and satisfaction by using the services of the
company. As the company was having social networks and business functions globally,
due to which they easily established themselves in the international market without facing
the language or culture barrier. Apart from that management always pays attention on the
values and belief of the society in which they are working (Ghemawat, Llano, and
Requena 2010).
 Administrative Distance: the administrative distance includes difference in currency,
trading bloc, colonial ties. The company overcomes the difference of administration by
developing various strategies to resolves such issues. Along with that the company
employed efficient people having adequate knowledge of the market in which the
company is prevailing; due to this the company enjoyed growth as well. Initially the
company expanded is business in the neighboring countries only due to which they grew
and experienced the international market tactics as well. Further after having experience
they initiated its admiration in other international market achieved success (Ghemawat,
2011).
 Geographical Distance: the geographic distance of CAGE framework includes physical
distances, different time zones, difference in climatic conditions etc. The company
managed to overcome the geographical differences by adapting the traditional techniques
used by the companies to survive in the particular market. Further the company. Physical
distances were resolved with the acceptance of e-commerce in the business (Tian, et. al.,

Competitive Strategy 4
2014). Environmental differences and time zone issues were resolved by inaugurating
warehouses in the places nearby the market where the company is situated.
 Economic Distance: economic distance in the cage framework includes differences in
the distribution in a country, cost of resources (financial or natural), infrastructure etc.
The company Wal-Mart used its efficient human resource to initially establish themselves
in the new cultural environment (Ghemawat, 2011). The company resolved the economic
distance by gaining optimum knowledge about the market and utilizing them in such a
way to gain organizational objective.

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References
Tian, D., Chen, Q., Li, Y., Zhang, Y.H., Chang, Z. and Bu, X.H., 2014. A mixed molecular
building block strategy for the design of nested polyhedron metal–organic frameworks.
Angewandte Chemie International Edition, 53(3), pp.837-841.
Ghemawat, P., 2011. The cosmopolitan corporation. Harvard Business Review, 89(5), pp.92-99.
Ghemawat, P., 2011. World 3.0: Global prosperity and how to achieve it. Harvard Business
Press.
Ghemawat, P., Llano, C. and Requena, F., 2010. Competitiveness and interregional as well as
international trade: The case of Catalonia. International Journal of Industrial Organization,
28(4), pp.415-422.
Walker, G. and Madsen, T.L., 2016. Modern competitive strategy. McGraw-Hill Education.
McGrath, R.G., 2013. The end of competitive advantage: How to keep your strategy moving as
fast as your business. Harvard Business Review Press.
Hesterly, W. and Barney, J., 2010. Strategic management and competitive advantage. Pearson,
ed., Pearson Prentice-Hall.
Baroto, M.B., Abdullah, M.M.B. and Wan, H.L., 2012. Hybrid strategy: a new strategy for
competitive advantage. International Journal of Business and Management, 7(20), p.120.