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Amity Research Centers (2014)
Length:
9 pages
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This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms

Abstract

Walmart, arguably the largest retailer in the United States (US), had spent ample time in its endeavour to turn a sect of its huge customer base from among patients. It tried to do so by offering a set of options for medical services that consumers could buy alongside other necessities. In 2014, the retail giant went on to make an ambitious move forwards to become a one-stop medical care shopping destination. The company initiated the move by opening some primary care clinics in South Carolina and Texas. The retail giant also contemplated to set up some more in subsequence. As it was claimed, the clinics could offer an array of services that would include chronic disease management and unlike its competitors such as Walgreens and CVS, Walmart was marketing itself as a provider of primary care. The move was being considered to be of critical importance in the aftermath of the newly implemented US healthcare overhaul. Through this venture, the retail giant was also being considered a worthy competitor of the federal healthcare programme. Under such circumstances, it remained to be seen whether Walmart’s latest healthcare venture would succeed in the long run or would only enrage the physicians’ community alongside arc rivals that shied away from upfront primary medical care business. This case is part of the Amity Research Centers free case collection (visit www.thecasecentre.org/amityfreecases for more information on the collection).

Topics

National Retail Federation; Pro-business position; Competitive factors; Consumer centric growth strategy; Business innovations
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Other setting(s):
2014

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