Skip to main content
Here’s our annual high-level comparison of Amazon vs. Walmart.

From a growth perspective, Amazon wiped the floor with Walmart. AMZN added $18 billion in revenue for a 20.2% growth rate, while WMT shrank by $(3.5) billion or (0.7%).  WMT’s revenue was negatively affected by currency exchange rates moving against it, but even adjusting for that WMT’s revenue wasn’t in the realm of AMZN

From a GAAP earnings perspective, WMT maintains its lead, although that is diminishing. WMT’s GAAP operating margin was 5.0%, which was a 0.6 PPT improvement, while AMZN delivered 2.1% operating margin. However, AMZN’s margin improved a whopping 1.9 PPT.

WMT’s net income still dwarfs AMZN at $14.7 billion vs. $0.6 billion. But again, the change is informative: as WMT launched programs for higher associate pay and stronger e-commerce capability, its net income fell by 10.2% or $1.7 billion. Conversely, AMZN increased income by $0.8 billion from a prior year loss. While this is an annual comparison, I’d be remiss if I didn’t note that AMZN’s operating income exploded in the fourth quarter.

Cash provided by operations shows just how much AMZN is closing the gap to WMT in overall performance. WMT delivered a huge $27.4 billion in cash from operations, or 5.7% of revenue, but that was a decrease of $1.2 billion or a reduction of 0.2 PPT as a percentage of revenue. AMZN’s $11.9 billion of cash generated was 11.1% of revenue, a $5.1 billion increase and 3.45 PPT higher than the prior year.

WMT remains much better at returns on investment. Its ROIC was 12.8% compared to 3.6% for AMZN, and its ROE was 17.3% vs. AMZN’s 4.9%.  (Returns were calculated using a two-point BOY/EOY average).

Of course, valuation metrics are hugely in AMZN’s favor. As of this writing on June 10th, you’ll need to pay 296 times earnings to own AMZN at a price to sales ratio of 317%, while WMT can be purchased for 15.8 times earnings at a price to sales ratio of 46%.


Full disclosure, I own shares of WMT.

Comments

Popular posts from this blog

Stimulus Plan

Mr. President: The House stimulus bill is awful. Dangerous. Counter-productive. It has a very high probability of making things worse!. Your man Rahm Emanuel is supposed to be a tough guy: turn him loose on the House Dems - they are selling you down the river. Some simple tests: the spending will improve long-term productivity; the spending will reduce our dependence on foreign oil, and the spending will happen fast; very, very fast. There may need to be some legislation to enable spending without years of environmental review. For example, spending on wind farms would improve long-run productivity and reduce dependence on foreign oil. But let's say the wind farm is a couple of miles offshore. You can't have environmental groups stopping the development to see if some fish will be harmed. This spending has to happen now. And, no tax cuts with the possible exception of AMT. People aren't going to spend any tax savings; they are going to pay their credit card bills or r...

No Steve No

To:Bill Gates and Steve Ballmer: Please, please don't spend my money on Yahoo. Spend $4 billion per year for the next 10 years building something new and better. This has to now be an ego deal, not an economic deal. If you withdraw the bid, YHOO is a $15 stock. You are too smart for this. Many times the best deals are the ones you don't make. This is one of those times. Don't spend my money on this. Sincerely, gene

So Who Wins?

Every recession plants the seeds for economic advantage in the future recovery. In the very tough 1973-1974 recession, prices fell so low that it enabled the creation of the leveraged buyout industry. With many manufacturing companies in particular trading at 3-4 times cash flow, new market entrants like KKR, Forstmann Little and Dyson Kisner Moran came in and created gigantic wealth for themselves and early investors. In the 1991-1992 downturn, engendered in part by the massive office space overbuilding funded by Savings and Loans (Resolution Trust Co, anyone?) made it possible for telcom and internet start-ups in Austin, San Jose, Northern VA, Boston's Route 128, Dallas, etc. to rent offices at a fraction of the cost had those communities not been overbuilt. And the 2001-02 downturn gave us cheap fiber and bandwidth, and bargain-priced software to feed productivity gains in corporations everywhere. So, where is the upside? At this moment, all that I can project with some confid...