In an economic environment that drove many retailers to shout louder and louder with double and triple coupons, loyalty cards, gas perks and 10 items for $10, Walmart decided to get back to the basics of saving people money.

We needed to reconnect with Mom.

Mom was cheating on us.

Walmart’s most valuable customer segment used to consider Walmart as a one-stop shop, a place to get just about anything and everything she needed. Lured away by competitive gimmicks, Mom began going from store to store, cherrypicking the best of competitors’ sale prices which she believed were better than Walmart’s.. It seemed she’d lost faith in Walmart as her low price destination.

We needed to win her back.

Walmart was under attack, defending its core values of low prices and selection. To be successful, we had to regain her trust – that we had the stuff she wanted at the lowest prices.

Smack in the middle of a recession, there was no better time to get reacquainted with Walmart shoppers. These families worked hard. Money was tight. Moms fed their families on $52 per week, or $0.62 per person per meal! It stung to hear that some families felt Walmart was out of touch with those struggles.

Despite financial hardships, these families feel like they have a lot. They lived for moments they enjoyed together. And their day-to-day lives were more entertaining and surprising than we ever imagined. Many of the funny, surprising, and memorable situations we witnessed were enabled by the products and savings from Walmart. For example, spontaneous water balloon battles and family movie night.

We realized their shopping carts are like fingerprints. Every cart is different and there is a story inside every one.

Here's how we did it.

We developed two complementary bodies of work to remind customers not only of Walmart’s commitment to “Everyday Low Prices,” but the benefits of one-stop shopping too.

Every Cart Tells a Story

Despite tough financial times, Walmart families took the high road. Our goal was to mirror their positivity and humor to help reinforce the benefit of one-stop shopping at Walmart.

Our first step was redesigning Walmart’s visual language. We created a shopping cart icon to represent a savings basket. It became a consistent symbol utilized both in our communications as well as in-store. Then we added a critical ingredient: humor.

The campaign"Conveyor Belt" launched in April 2011. Each spot used a provocative products riddle to highlight Walmart’s vast general merchandise (and co-op partners). This is followed by funny, exaggerated truths about American families using the items and solving the riddle. Spots are signed off with Walmart’s chief promise to customers: get low prices, every day, on everything you put in your cart.


The second campaign featured Walmart’s associates announcing business programs like Ad Match. If a customer found a lower price in a local competitor’s print ad, customers could bring that ad to Walmart and have the lower price matched at the register. These programs were further proof Walmart should be trusted for the lowest prices.


  • After seven quarters of sluggish sales, Walmart reported revenue growth from July 2011 to the writing of this report February 2012.
  • Average basket size of Walmart shoppers grew +3.8 YOY during that timeframe.
  • The number of Google search queries for ‘Walmart Commercial’ doubled at campaign launch and hundreds of thousands of viewers flocked to YouTube to watch and share the campaign.
  • Two ‘Conveyor Belt’ spots were featured in Communication Arts and nine were featured in Creativity magazine.
  • Walmart Conveyor Belt was recently selected for publication in the 2012 Creative Review Annual.


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