Operational Planning for Wal-MartIntroductionThe first Wal-Mart opened in Rogers, Arkansas, in 1962. In 1969 it was incorporated into Wal-Mart Stores, Inc., and in 1972 it was listed on the New York Stock Exchange. The company grew steadily in the United States and by 1990 became the nation's largest retailer. In 1991 and 1994 Wal-Mart moved to Mexico and Canada, respectively. In 1997 it was incorporated into the Dow Jones Industrial Average. Since 2005, Wal-Mart has had stores in the United Kingdom and Puerto Rico and generates nearly $300 billion in revenue annually. In 2006, Wal-Mart invaded the markets of China and India. Over the past two decades, Wal-Mart has been able to take advantage of the rise of information technology and the explosion of the global economy to change the balance of power in the business world (Wikipedia, 2006). Today, Wal-Mart continues to grow, and its success comes not only from solid strategic management planning, but also from the implementation of those strategic plans. In other words, operational planning was an important key to their success. The Definition of Operational Planning Once plans are developed, an organization must address how management will implement those plans. This implies operational plans that must arise from the strategy; specify resources, time issues and human resources commitment. Operational plans at lower levels of the organization have a shorter time horizon and are narrower in scope (Bateman, Snell 2003 p.113). A good example of this is Wal-Mart's main strategic objective. It's about providing consumers with quality products at an affordable price. Its operational objectives focus on efficient logistics which requires technology and inventory management systems to help reduce costs so they can be passed on to the customer. Operational plans derive from a tactical plan and aim to achieve one or more operational objectives (Bateman, Snell 2003 p.113). Wal-Mart and their Operational Plans Wal-mart has a reputation for taking care of their customers, obviously their employees and the potential public. In order for Wal-Mart to be an industry leader for the world of shoppers with an eye on the lowest and most accessible prices, corporate decision makers would continue its systematic strategies that its founder and president established years ago. Sam Walton believed in three guiding principles in planning his strategy: providing the customer with good value for money and service, having a good relationship with his associates and being involved in the community..