Executive Summary
Walmart+ is poised to evolve beyond a simple membership for delivery. It is becoming a comprehensive, omnichannel “life services” platform. This report forecasts 100 potential new services. It concludes that Walmart is not replicating Amazon’s digital-first model or Costco’s warehouse loyalty.
Instead, Walmart is architecting a distinct, third model. This model is an integrated life-management ecosystem. It leverages Walmart’s nearly 4,600 U.S. stores as its primary competitive advantage.
This transformation rests on four strategic pillars:
- Leveraging its physical store network as service hubs.
- Building a proprietary digital ecosystem, anchored by the VIZIO acquisition, to create a high-margin advertising and commerce engine.
- Expanding aggressively into high-margin financial and health services.
- Applying AI and automation for a hyper-personalized member experience.
Near-term service rollouts (18-24 months) will fuse these physical and digital assets. These include expanded at-home returns, mobile auto services dispatched from stores, and bundled telehealth subscriptions.
The ultimate objective is to shift the Walmart+ value proposition. The focus will move from transactional savings to an indispensable subscription for managing modern life. By 2030, a successfully executed strategy will position Walmart+ as the central operating system for millions of American households. This will solidify Walmart’s future not just as a retailer, but as an essential service provider.
Section 1: The Strategic Imperative of Walmart+
To accurately forecast the future services of Walmart+, one must first understand the program’s role. It is not a standalone product. It is the central nervous system of Walmart’s entire corporate strategy.
Walmart+ is the primary vehicle for a fundamental business model transformation. The program’s expansion is a direct response to a strategic imperative. Walmart must deepen customer relationships, create new revenue streams, and build a defensible moat in a competitive retail landscape.
1.1 The “People-Led, Tech-Powered Omnichannel” Doctrine
Walmart consistently articulates its guiding strategy as a “people-led, tech-powered omnichannel” approach.¹ This is not corporate rhetoric. It is a clear mandate to fuse the company’s vast physical and burgeoning digital assets. The goal is a single, seamless customer experience.
The core of this strategy involves reimagining Walmart’s approximately 4,600 U.S. stores.² These locations are no longer just points of sale. The company is systematically converting them into hybrid fulfillment hubs, local service centers, and community anchors.
This physical network provides a powerful competitive advantage. Walmart has a location within 10 miles of 90% of the U.S. population. Pure-play e-commerce rivals like Amazon cannot easily replicate this footprint. This dense physical presence is the foundation for offering services like in-person returns, immediate grocery pickup, and localized health and financial services.
The “tech-powered” component is equally critical. Walmart is making substantial investments in artificial intelligence (AI), automation, and data analytics.², ³ These investments drive operational efficiency and create a personalized customer journey. AI-driven supply chain upgrades have reportedly reduced fulfillment costs. This enables more efficient delivery services that aim to reach 95% of the U.S. population.²
Furthermore, the company is leveraging agentic AI to simplify the shopping experience.³, ⁴ This signals a move towards a future where AI assistants can proactively manage a customer’s needs. Walmart+ serves as the nexus for these two pillars. It uses the digital app to connect members to the services and fulfillment capabilities of their local store, all powered by a sophisticated technological backend.
1.2 Walmart+ as the Engine of a New Business Model
Walmart’s leadership has an explicit goal to reshape its profit mix. They aim to grow profit faster than sales.¹ This indicates a deliberate strategic pivot. The company is moving away from an over-reliance on low-margin retail sales. It is shifting toward higher-margin, recurring revenue streams.
Walmart+ is the primary engine driving this financial transformation. The membership fee itself provides a stable, predictable revenue stream. More importantly, the program cultivates a loyal, high-frequency customer base. This creates a captive audience for a portfolio of new, high-margin businesses.
These emerging businesses include:
- Global advertising, which reached $4.4 billion and is poised for significant growth.¹
- An expanding marketplace of third-party sellers.
The recent acquisition of VIZIO for approximately $2.3 billion is a cornerstone of this strategy.⁵ This move is less about competing with streaming giants. It is more about acquiring VIZIO’s SmartCast Operating System and its advertising business. This advertising business accounts for the entirety of VIZIO’s gross profit.
This creates a powerful flywheel. Walmart can leverage the VIZIO platform to grow its Walmart Connect retail media business. It can offer advertisers a closed loop between media exposure on the largest screen in the home and purchase data from its retail operations. Future Walmart+ services will almost certainly integrate into this VIZIO ecosystem. This will create a seamless “shop-as-you-watch” experience that further strengthens the new business model.
1.3 Competitive Benchmarking: Learning from Amazon and Costco
The strategic direction of Walmart+ is heavily informed by its competitors. The competitive landscape is defined by Amazon Prime and Costco’s Executive Membership. A comparative analysis reveals both threats and opportunities that shape Walmart’s service development roadmap.
Amazon’s Strength: A Deep Digital Ecosystem
Amazon’s primary strength lies in its proprietary digital ecosystem. A Prime membership provides access to a vast and mature suite of services. These include Prime Video, Amazon Music, Prime Gaming, and Amazon Photos.⁶, ⁷ These digital benefits create high switching costs. They deeply embed Amazon in the user’s daily life.
Walmart currently relies on limited-time offers and partnerships with third-party digital services like Paramount+ or Apple Music.⁸ This is a strategic vulnerability. The VIZIO acquisition is the first major step to address this gap. However, building a comparable, proprietary content and services ecosystem will be a multi-year endeavor.
Costco’s Strength: A Tangible, Physical Model
Conversely, Costco’s strength is rooted in its physical warehouse model. It offers a curated selection of high-value, tangible services. The Executive Membership’s most compelling features are practical, not digital. They include significant savings through Costco Travel, discounted insurance products, affordable optical and pharmacy services, and a straightforward 2% annual reward on purchases.⁹, ¹⁰ This model fosters immense loyalty.
Walmart is well-positioned to compete on this front. It already possesses a vast array of in-store services. These include Auto Care Centers, Vision Centers, Pharmacies, and Financial Service desks.¹¹, ¹² The strategic opportunity for Walmart+ is to bundle, enhance, and discount these existing physical services as core membership benefits. This would directly challenge Costco’s value proposition.
Walmart’s Unique Path
An examination of these dynamics makes Walmart’s path clear. It will not try to out-Amazon Amazon on digital content overnight. Nor will it replicate Costco’s specific warehouse club experience.
Instead, Walmart is forging a unique, third model. This model combines the convenience of digital with the trust and immediacy of a local physical presence.
The most successful future Walmart+ services will exist at the intersection of these two worlds. These are services that neither Amazon nor Costco can easily replicate. For example, a member could digitally schedule a mobile oil change. A technician would then be dispatched from their local Walmart Auto Care Center to their home. This is a uniquely Walmart-centric offering. This fusion of physical and digital assets is Walmart’s most defensible strategic position.
Section 2: The Convenience & Everyday Life Ecosystem
The foundational layer of Walmart+’s future will be an ecosystem of services. These services are designed to solve the logistical and household challenges of its members.
The strategic goal is to embed Walmart into the daily and weekly routines of the American family. This will transform the membership from a “nice-to-have” for shipping discounts into an indispensable tool for managing everyday life. Walmart will achieve this by leveraging its core competencies in supply chain management and its unparalleled network of physical stores.
2.1 Enhanced Delivery & Logistics Services
The current Walmart+ offering is anchored by free delivery from stores and free shipping with no order minimum.¹³ This foundation will be expanded and refined. It will offer a level of convenience and customization that goes far beyond simple speed.
Building on the premium InHome delivery service, which allows associates to deliver items directly into a customer’s kitchen or garage,¹⁴ Walmart will introduce a tiered suite of logistics solutions.
Future services will likely include:
- Scheduled Delivery Windows: Allowing members to select precise two-hour blocks for their orders, providing valuable predictability.
- Consolidated Weekly “Pantry Box” Delivery: A single, recurring weekly delivery that combines groceries, household essentials, and other items, reducing waste and traffic.
- Scheduled Prescription & OTC Medication Delivery: An enhancement of the existing free pharmacy delivery, managed seamlessly through the Walmart app.¹⁵
- Returns Pickup for Marketplace Items: Leveraging Walmart’s driver network to pick up returns for any item purchased on Walmart.com, solving a major e-commerce pain point.
- Large Item/Appliance Delivery & Haul-Away: Providing discounted or free delivery, basic installation, and removal of old appliances—a service difficult for pure-play online retailers to match.
These logistical enhancements directly express Walmart’s strategy. They leverage stores as fulfillment hubs and use an AI-driven supply chain to offer services that are difficult for competitors to scale nationally.², ³
2.2 Home & Personal Assistance Services
The next logical step beyond delivering goods is delivering services into the home. Walmart can leverage its brand trust and digital platform to become a central hub for managing household tasks. This expansion builds upon the company’s existing assembly and installation services.¹¹, ¹²
Compelling new services could include:
- Basic Home Maintenance Subscription: Regular service visits for essential tasks like changing HVAC filters and smoke detector batteries, fulfilled by vetted local partners.
- On-Demand Handyman Services: An in-app platform connecting members with trusted, background-checked local professionals for repairs.
- Seasonal Task Services: Discounted packages for tasks like holiday light installation, spring yard cleanup, or gutter cleaning.
- Personal Shopper/Stylist Service: Virtual consultations with a stylist who curates clothing or home decor items for delivery.
- Meal Kit Delivery & Prep Service: A proprietary, affordable alternative to standalone services, with ingredients sourced directly from the local Walmart store.
Expanding into these services will likely require a managed marketplace for local service providers. This would allow Walmart to scale a vast array of services without directly employing the providers. Instead, it would take a platform fee and ensure quality through a member-driven rating system.
2.3 Automotive & Mobility Services
Walmart’s network of over 2,500 Auto Care Centers is a significantly underleveraged asset. Currently, members receive free flat tire repair and a road hazard warranty.¹³ However, the potential for deeper integration is vast. These physical service bays provide a powerful platform for a suite of exclusive automotive benefits.
Highly attractive benefits could include:
- Free Annual State Vehicle Inspection: A tangible benefit driving significant foot traffic and goodwill in applicable states.
- Mobile Tire Rotation & Oil Change Service: A technician dispatched from the local Auto Care Center performs maintenance at the member’s home or workplace, representing a profound leap in convenience.
- Discounted EV Charging: Exclusive rates for Walmart+ members at the growing network of Walmart EV Charging Stations.¹⁶
- Car Wash & Detailing Subscription: A recurring revenue service allowing a certain number of washes per month at partnered locations.
- Rental Car Program: Exclusive discounts and perks through the Walmart+ Travel platform, which is powered by Expedia.¹⁷
These services transform the Auto Care Center from a simple repair shop into a full-service mobility hub for Walmart+ members. This shifts the competitive dynamic from price to convenience and integrated value.
Section 3: The Digital & Entertainment Frontier
While Walmart’s physical footprint is its core strength, building a compelling digital ecosystem is critical. It is necessary for long-term member engagement and to compete effectively with Amazon’s formidable digital benefits.
The strategy here is not to create best-in-class, standalone media services. Instead, the goal is to develop an integrated digital layer. This layer will enhance the core retail experience, drive engagement, and open new avenues for high-margin advertising revenue. The acquisition of VIZIO is the foundational move in this strategic push.⁵
3.1 Expanded Media & Content Hub
Walmart’s current approach of offering limited-time trials for streaming services is a temporary measure.⁸ The long-term vision involves a proprietary, integrated media hub, anchored by the VIZIO SmartCast platform.
The first iteration will likely be “Walmart+ TV.” This will be a bundle of Free Ad-Supported Streaming TV (FAST) channels available exclusively to members. The bundle would include licensed content and potentially exclusive, Walmart-produced content focused on cooking and DIY projects, all featuring shoppable products.
Following this, Walmart could launch:
- “Walmart+ Music”: A proprietary music streaming service offering a “good enough” ad-free library.
- “Walmart+ Reading”: A service providing a rotating library of popular eBooks and audiobooks, directly challenging Amazon’s Prime Reading.⁶, ⁷
- “Walmart+ Gaming”: A cloud gaming service with family-friendly titles and exclusive in-game content, mirroring the successful Prime Gaming model.⁶, ⁷
- Live Event & Movie Ticket Pre-Sales: Exclusive pre-sales and discounts, building on existing partnerships.¹³
The primary purpose of this content library is not to win awards. It is to keep eyeballs on a Walmart-owned platform. There, the company can control the advertising and commerce experience, turning media consumption into a direct driver of retail sales.
3.2 Productivity & Family Tech Suite
Beyond entertainment, Walmart can offer a suite of digital productivity tools. These services are designed to help families manage their lives. They create high switching costs and further embed the Walmart brand into daily digital routines.
Potential services include:
- “Walmart Photos”: Offering unlimited, full-resolution photo storage for members, competing directly with Amazon Photos.⁶, ⁷
- “Walmart Drive”: A cloud file storage solution for important family documents.
- Family Safety & Location Tracking App: Allowing family members to share their location and set up alerts.
- Shared Family Calendar & To-Do List App: Designed to sync schedules and shopping lists, with deep integration into the main Walmart app.
- Parental Control Software Suite: A valuable perk allowing parents to manage screen time and filter content.
These tools position Walmart+ not just as a shopping membership, but as a platform for family organization and safety.
3.3 Personalized AI-Driven Commerce
The ultimate expression of Walmart’s “tech-powered” strategy will be a suite of AI-driven services. These services will create a next-generation, hyper-personalized commerce experience. They will leverage Walmart’s vast repository of customer purchase data and its investments in agentic AI to simplify and automate shopping.³, ⁴
A flagship service will be AI-Powered Automated Grocery Replenishment. This system would use predictive analytics to anticipate needs and automatically populate a weekly shopping cart for review. This would be paired with a Personalized Recipe & Meal Planning AI, which could suggest meals based on dietary preferences and what’s on sale locally.
The user interface for this new era will be conversational. An “Ask Walmart” AI Shopping Assistant, integrated into the app and VIZIO smart TVs, would allow members to use natural language for complex tasks. A user could say:
“Plan a birthday party for a 10-year-old boy, add decorations, a cake, and gift ideas under $50 to my cart, and schedule it all for pickup on Friday afternoon.”
To solve the challenge of online apparel shopping, Virtual “Try-On” for Apparel using Augmented Reality (AR) would allow members to see how clothes fit on a personalized avatar. Finally, deep Smart Home Integration for Automated Ordering would close the loop. It would enable voice commands or allow smart appliances to automatically re-order supplies from Walmart.
This suite of AI services represents the convergence of Walmart’s data, product catalog, and omnichannel capabilities into a single, intelligent interface that makes shopping truly effortless.
Section 4: The Financial & Professional Services Hub
A pivotal and highly lucrative frontier for Walmart+ is the expansion of its financial services. The vision is a comprehensive suite of banking, investment, and small business tools.
By leveraging the “One” financial platform and its ubiquitous physical footprint, Walmart is positioned to become a dominant force in consumer finance.¹², ¹⁸ The strategic objective is to make Walmart the center of a member’s financial life. This creates an ecosystem with exceptionally high loyalty and generates significant high-margin revenue.
4.1 Walmart+ Financial Wellness Suite
Walmart’s foundational financial services already process a massive volume of transactions.¹⁸, ¹⁹ These include check cashing, money transfers, and bill pay. The next evolution is to bundle a full suite of modern banking products exclusively for Walmart+ members.
Key offerings will include:
- High-Yield Savings Account: Provided through the One platform, offering a competitive Annual Percentage Yield (APY) to attract member deposits.
- No-Fee Checking Account: Featuring early direct deposit, a highly popular feature.
- Enhanced Cash-Back Credit Card: Offering higher percentages of Walmart Cash on categories like gas, travel, and in-store purchases.
- Micro-Investing & Round-Up Platform: Allowing members to automatically invest spare change from their Walmart purchases into a portfolio of Exchange-Traded Funds (ETFs).
- Free In-Store Financial Literacy Workshops: Leveraging physical stores to provide accessible financial education, a service online-only fintechs cannot offer.
This combination of digital convenience and physical access could allow Walmart to rapidly acquire millions of primary banking customers. This would create a powerful new pillar for its business.
4.2 Small Business & Solopreneur Support Services
Millions of small business owners, contractors, and solopreneurs are already frequent Walmart shoppers. Creating a dedicated suite of services for their professional needs is a natural market opportunity. This would position Walmart as a direct competitor to Costco’s business membership and Amazon Business.
Core offerings could include:
- Discounted Business Checking & Payment Processing: Providing low-cost banking and competitive payment processing rates through the One for Business platform.
- Bulk-Buying Discounts for Businesses: Allowing members to access special pricing on business essentials.
- Local Delivery Services for Small Businesses (Walmart GoLocal): Enabling local shops to offer same-day delivery powered by Walmart’s driver network.
- Discounted Tax Prep & Bookkeeping Services: Partnering with leading software providers to address administrative burdens.
- In-Store Shipping & Printing Center: Converting underutilized space to offer discounted shipping, professional printing, and mailbox rentals.
This suite of services aligns with Walmart’s broader corporate initiatives to support U.S. manufacturing and small businesses.²⁰ It transforms a transactional relationship into a comprehensive partnership.
Section 5: The Health, Wellness & Community Transformation
The final strategic pillar involves transforming Walmart’s physical locations. They will evolve from mere retail outlets into integrated community hubs for health, learning, and personal betterment.
This strategy leverages the company’s growing healthcare footprint and its vast real estate. It will offer services that drive foot traffic, build deep community ties, and create a powerful, human-centric moat against online-only competitors. The goal is to capture a greater share of household spending on essential services and foster a level of brand loyalty that transcends price and convenience.
5.1 Comprehensive Health & Wellness Benefits
Healthcare represents a large and critical expense for American families. By integrating affordable and accessible health services into the Walmart+ membership, Walmart can dramatically increase the program’s value.
This strategy builds upon existing assets. These include thousands of in-store Pharmacies and Vision Centers, as well as a growing number of dedicated Walmart Health clinics.¹¹, ¹⁶
Cornerstone benefits for members could include:
- Free Annual Health Screening: Covering key biometrics like blood pressure and cholesterol at Walmart Health locations.
- Telehealth Subscription: A bundled service with 24/7 access to doctors for virtual urgent care with a low or no co-pay.
- Discounted Gym Memberships: Partnerships with national fitness chains, building on the existing relationship with Crunch Fitness.⁸
- Personalized Nutrition & Wellness Coaching: Connecting members with dietitians via the app for guidance that integrates with their grocery lists.
- Exclusive Member Pricing on Prescriptions: Providing deeper discounts than those available to the general public.
This suite of services positions Walmart not just as a dispenser of medicine, but as a proactive partner in its members’ long-term health. This represents a profound disruption to the traditional U.S. healthcare system.
5.2 In-Store Community, Learning & Lifestyle Services
To maximize the value of its real estate, Walmart can repurpose underutilized space within its Supercenters. It can offer a range of community-focused experiences and services. These offerings are designed to build community and establish the local Walmart as a “third place”—a social hub between home and work.
Engaging offerings could include:
- In-Store “How-To” Workshops: Member-exclusive classes on topics like DIY home repair, container gardening, or seasonal cooking.
- Kids’ Club with Monthly Activities: Providing a safe and fun environment for children while parents shop.
- Co-working Spaces or “Flex Pods” for Rent: Offering affordable, on-demand workspace in select locations.
- Tool & Equipment Rental Program: Allowing members to rent items like pressure washers or carpet cleaners.
- Community Event Space Rental: Providing an affordable venue for local groups, birthday parties, or meetings.
These services transform the store from a transactional space into a dynamic community asset. This creates a level of local integration that online retailers cannot match.
Section 6: Service Synergies and the Ecosystem Flywheel
The true power of Walmart’s future service portfolio lies not in individual offerings. It lies in their strategic integration. Each new service is designed to connect with and enhance others. This creates a self-reinforcing ecosystem—or “flywheel”—that increases member loyalty, deepens engagement, and drives growth across the entire business.
For example, the AI-Powered Automated Grocery Replenishment service does not exist in a vacuum. It directly integrates with the Personalized Recipe & Meal Planning AI. This AI can suggest meals and automatically add the necessary ingredients to the next replenishment order. This, in turn, connects to the “One” Financial Platform. Members can seamlessly pay and earn enhanced cash-back rewards on their automated purchases. If a member also subscribes to Personalized Nutrition Coaching, their coach’s dietary recommendations can be automatically reflected in the meal planning AI. This creates a closed loop between health advice and food purchasing.
Similarly, the Telehealth Subscription provides a convenient entry point into Walmart’s health ecosystem. A virtual consultation might result in a prescription. That prescription can be sent directly to the member’s local Walmart Pharmacy for free, same-day delivery. The doctor might also recommend over-the-counter products, which can be added to the next grocery delivery with exclusive member pricing.
This seamless journey from diagnosis to treatment, all within a single platform, is a powerful competitive advantage. These interconnected experiences are what will transform Walmart+ from a collection of perks into the central operating system for the American household.
Section 7: Master Ranking and Strategic Synthesis
The culmination of this analysis is a ranked forecast of 100 potential services for the Walmart+ membership. This ranking provides a roadmap. It illustrates not only what services may be on the horizon but also their relative priority and plausible timeline.
7.1 Ranking Methodology
The 100 services are ranked in order of likelihood, from 1 (most likely) to 100 (least likely). This ranking is derived from a weighted analysis based on four primary criteria. These criteria were selected to reflect Walmart’s stated strategic priorities, its existing operational capabilities, and the competitive pressures it faces, ensuring a practical and insightful ranking.
- Strategic Alignment (40% Weight): How closely does the service align with Walmart’s “people-led, tech-powered omnichannel” strategy? Does it leverage the physical store network, integrate digital capabilities, and push into high-margin service areas?
- Feasibility & Asset Leverage (30% Weight): Can the service be built upon Walmart’s existing assets (e.g., Auto Care Centers, VIZIO platform) and core competencies (e.g., logistics)? Services requiring minimal new infrastructure are ranked higher.
- Competitive Impact (20% Weight): Does the service create a distinct and defensible advantage over competitors like Amazon and Costco? Does it address a known weakness or exploit a competitor’s vulnerability?
- Member Value Proposition (10% Weight): How significantly does the service enhance the perceived value of the Walmart+ membership? Does it solve a major consumer pain point or offer substantial savings and convenience?
Timelines are estimated based on complexity, required partnerships, and capital investment.
- 12-18 Months: Near-term, highly feasible initiatives.
- 2-3 Years: Services requiring moderate development or infrastructure build-out.
- 5+ Years: Long-term, more speculative, or transformative initiatives.
7.2 Master Tables of Potential Walmart+ Services
The following tables break down the 100 potential services by strategic category for enhanced readability.
Table 1: Convenience & Everyday Life Services
| Rank | Service Name | Rationale & Competitive Context | Store Rollout | Timeline | Key Challenges/Risks | Potential Mitigation |
| 1 | Discounted EV Charging | Leverages growing network of in-store EV stations.¹⁶ Targets EV owners, a growing and typically higher-income demographic. Potential Impact: Could capture a significant share of the public charging market, driving incremental in-store traffic. | All locations with EV charging | 12-18 Months | High capital outlay for charger installation/maintenance; potential for long queues at peak times; dependency on grid stability. | Phased rollout starting in high-demand areas; partnerships with established EV charging networks; implement a reservation system or dynamic pricing to manage demand. |
| 3 | Returns Pickup for Marketplace Items | Solves a major customer pain point and leverages the existing “Return from Home” logistics network.¹³ Creates a key advantage over Amazon’s more complex return process for third-party sellers. | All 4,600+ Locations (via driver network) | 12-18 Months | Logistical complexity of coordinating with thousands of marketplace sellers; potential for fraud; increased operational costs for delivery network. | Mandate standardized return processes and packaging for sellers; use AI-based fraud detection; optimize pickup routes to consolidate trips and reduce costs. |
| 7 | Mobile Tire Rotation & Oil Change Service | Extends the utility of existing Auto Care Centers into a high-convenience offering in the $115 billion+ U.S. auto repair market.²⁵ A service Amazon cannot easily replicate. Targets: Time-constrained professionals and families. | 1,500+ locations with Auto Care Centers | 2-3 Years | Scaling a skilled mobile technician workforce; managing complex mobile logistics and scheduling; ensuring safety and quality control for at-home services. | Phased rollout in dense suburban/urban markets; create a dedicated training and certification program for mobile technicians; implement comprehensive insurance, background checks, and standardized service protocols. |
| 10 | Scheduled Delivery Windows | An enhancement of the current delivery service that offers predictability over raw speed. Leverages existing logistics and scheduling technology. A direct response to a common feature of competitors. | All 4,600+ Locations | 12-18 Months | Increased logistical complexity for last-mile delivery; potential for higher delivery costs; risk of missed delivery windows disappointing customers. | Utilize advanced route optimization software; offer as a standard member benefit for loyalty, rather than an upcharge; have robust customer service protocols for exceptions. |
| 12 | Free Annual State Vehicle Inspection | A high-value, tangible benefit that drives traffic directly to Auto Care Centers and builds trust. Targets: Vehicle owners in states with required inspections. | All Auto Care Centers in applicable states | 2-3 Years | Potential for long wait times, creating a negative experience; requires certified inspectors on staff; low margin service can strain Auto Center resources. | Implement a digital appointment-based system via the Walmart app; use the service as an opportunity to upsell necessary repairs or maintenance found during inspection. |
| 16 | On-Demand Handyman Services (via Partnership) | Expands on existing assembly services.¹¹, ¹² Leverages brand trust to create a managed marketplace for home services, capturing a share of the massive $650B+ U.S. home services market.²⁸ | All 4,600+ Locations (via partner network) | 2-3 Years | Ensuring quality and safety of third-party providers; liability concerns; managing customer service for services not directly performed by Walmart. | Implement a rigorous vetting process for all service providers (background checks, insurance verification); provide a clear rating and review system; offer a “Walmart Satisfaction Guarantee.” |
| 21 | Large Item/Appliance Delivery & Haul-Away | Leverages store-based fulfillment to offer a superior “white glove” service that is difficult for national carriers to match. | All Supercenters | 2-3 Years | Requires specialized delivery teams and vehicles; coordination of haul-away and recycling/disposal; risk of property damage during delivery. | Train or contract dedicated, insured two-person delivery teams; establish clear protocols and pricing for haul-away services; implement a robust customer service process for damage claims. |
| 26 | Consolidated Weekly “Pantry Box” Delivery | An eco-friendly and convenient option for routine shoppers. Optimizes delivery routes and reduces packaging. | All 4,600+ Locations | 2-3 Years | Requires customers to plan purchases over a week; logistical complexity of consolidating diverse orders (ambient, chilled, frozen) into one delivery. | Market as a “set it and forget it” solution for staples; use sophisticated warehouse picking and packing technology; offer a small discount or bonus “Walmart Cash” for choosing this option. |
| 27 | Basic Home Maintenance Subscription | Creates a recurring, high-margin service revenue stream. Moves Walmart from a product seller to a home management partner. | All 4,600+ Locations (via partner network) | 2-3 Years | Difficulty in scaling a national network of trusted service providers; managing service quality and customer satisfaction. | Acquire or partner with an existing home services platform; implement a strong rating and review system; start with a limited set of simple, standardized services (e.g., filter changes, smoke detector batteries). |
| 30 | Personal Shopper/Stylist Service | A premium service to drive sales in higher-margin categories like apparel and home goods in the $4.5 billion personal styling market.²⁹ Utilizes AI and human stylists. | Digital Only | 2-3 Years | Scaling a team of qualified stylists; accurately capturing customer style preferences; managing returns from curated boxes. | Use AI for initial recommendations to improve stylist efficiency; offer the service for a fee that can be credited towards a purchase; start with a pilot program for specific categories. |
| 34 | Car Wash & Detailing Subscription | A recurring revenue service that can be offered through partnerships at or near store locations. A convenient add-on for shoppers. | 1,000+ locations (via partners) | 2-3 Years | Dependency on third-party partners for quality and availability; may not be available at all locations. | Establish strict quality standards for partners; integrate scheduling and payment into the Walmart app; pilot in locations with existing on-site or adjacent car washes. |
| 40 | Meal Kit Delivery & Prep Service | A direct competitor to services like Blue Apron, but with the advantage of using Walmart’s supply chain and pricing in the $23B+ U.S. meal kit market.³⁰ | 2,500+ Supercenters (for fulfillment) | 2-3 Years | High operational complexity in packing and logistics; managing food waste for perishable ingredients; intense competition in a crowded market. | Leverage local stores for fulfillment to ensure freshness and reduce shipping costs; offer kits at a significantly lower price point than competitors; integrate with the recipe planning AI. |
| 42 | Rental Car Program with Exclusive Discounts | An extension of the Walmart+ Travel platform.¹⁷ A standard perk in premium membership programs. | Digital Only | 12-18 Months | Requires strong partnerships with all major rental car companies to ensure availability and good pricing. | Leverage the Expedia partnership to power the backend; negotiate exclusive discount codes or bonus “Walmart Cash” for members. |
| 47 | Seasonal Task Services (e.g., Holiday Lights) | A convenient, high-margin service offered through the home services marketplace. Addresses seasonal homeowner needs. | All 4,600+ Locations (via partner network) | 2-3 Years | Highly seasonal demand creates staffing challenges for partners; ensuring quality and reliability during peak times. | Onboard a large number of providers before the season begins; use a dynamic pricing model to manage demand; heavily market the service well in advance of the season. |
| 52 | Pet Grooming Services | Leverages the huge pet supplies business into the $15B+ U.S. pet grooming and boarding market.³¹ Can be offered via in-store salons or mobile grooming vans. Targets: Pet owners. | 500+ Supercenters | 2-3 Years | High operational complexity; need for certified groomers; liability and safety concerns for animals. | Partner with or acquire an established pet grooming brand; start with a mobile grooming pilot to test demand before building out in-store salons. |
| 53 | Exclusive Access to New Product Releases | Builds on the existing “Early Access” perk for high-demand items like gaming consoles, creating a strong incentive to join.¹³ | Digital and In-Store | 12-18 Months | Managing inventory for high-demand items to prevent immediate sell-outs and member frustration; preventing bots from acquiring all stock. | Implement a lottery or queue-based system for the most popular items; require W+ membership for a certain period (e.g., 30 days) to be eligible. |
| 55 | Drone Delivery for Small Items | The next frontier of ultra-fast delivery. Walmart is already piloting this; a member-exclusive benefit would be the logical next step. | Select suburban locations | 2-3 Years | Significant regulatory hurdles (FAA); high technology and operational costs; limited by weather, distance, and package weight. | Continue pilot programs to refine technology and operations; launch as a premium service in a few, ideal suburban markets first; focus on high-value, lightweight items like prescriptions. |
| 58 | Personal Concierge Service | A premium tier service for tasks like booking reservations or finding hard-to-find items. | Digital Only | 5+ Years | High labor costs make it difficult to scale profitably; low demand from Walmart’s core customer base. Rationale for low rank: High cost and limited appeal. | Offer as a premium, high-cost add-on to the W+ membership; use AI assistants to handle simple requests to keep costs down. |
| 59 | Subscription Box Curation | Members can build their own subscription boxes for snacks, beauty products, or coffee, curated by Walmart merchants. | Digital, fulfilled from stores | 2-3 Years | Logistical complexity of managing customized, recurring orders; high rate of customer churn in the subscription box market. | Focus on “discovery” boxes with private label brands (e.g., Great Value, Marketside) to introduce customers to new products. |
| 60 | Free Beverage at In-Store Cafes | A simple, low-cost perk (like at IKEA or Target with RedCard) that enhances the in-store experience and builds goodwill. | All locations with cafes (e.g., Subway) | 12-18 Months | Requires partnership and reimbursement agreements with third-party cafe operators (e.g., Subway). | Limit to one per member per visit; use the app to generate a scannable QR code for redemption. |
| 64 | Custom Cake & Catering Discounts | A simple discount on existing in-store bakery and deli services for parties and events.¹¹ | All locations with Bakery/Deli | 12-18 Months | Low margin on these items already; minimal impact on membership value. | Easy to implement via a digital coupon in the W+ section of the app; promote heavily around holidays and graduation season. |
| 67 | Vacation & Travel Planning Assistance | A human-assisted service layer on top of the Walmart+ Travel portal,¹⁷ competing with Costco Travel’s reputation for service. | Digital Only | 2-3 Years | High labor cost for travel agents; competition from online travel agencies (OTAs). | Offer as a premium service for complex bookings (e.g., cruises, packages); use AI tools to help agents build itineraries more efficiently. |
| 68 | Emergency Roadside Assistance | A valuable auto perk that adds a layer of security for members. Offered via partnership with a provider like AAA. | Digital Only | 2-3 Years | Cost of partnership; potential for overuse to drive up costs. | Partner with a large provider to get a bulk rate; cap the number of free service calls per year per member. |
| 71 | Fresh Flower Subscription | A weekly or bi-weekly fresh flower delivery service fulfilled from the floral department of local Supercenters. | 1,500+ Supercenters | 2-3 Years | Logistical complexity of managing subscriptions and ensuring freshness. | Pilot in a few markets to gauge demand; use the existing delivery driver network for fulfillment. |
| 72 | Digital & Physical Gift Wrapping Service | A time-saving service, especially during the holiday season. Can be offered in-store or as an add-on for online orders. | All Supercenters | 2-3 Years | Labor intensive; highly seasonal demand. | Offer as a paid add-on with a discount for W+ members; use seasonal staff to manage the holiday rush. |
| 73 | Wardrobe & Closet Organization Service | A premium home service where a professional helps organize closets, often leading to recommendations for new apparel and storage solutions from Walmart. | Select urban/suburban markets | 5+ Years | Niche, high-end service with limited appeal to the core customer base. Rationale for low rank: Mismatch with core demographic and high operational complexity. | Offer through the high-end tier of the home services marketplace. |
| 76 | Tire Storage Service (e.g., for winter tires) | A value-added service for Auto Care Center customers in regions with seasonal weather. | 500+ Auto Care Centers in northern climates | 2-3 Years | Requires significant, secure storage space. | Partner with a local self-storage facility to manage the physical storage of tires. |
| 82 | Professional Organizer Services | A home service, offered via the marketplace, to help members declutter and organize their homes, driving sales of storage products. | Select urban/suburban markets | 5+ Years | Niche service with limited appeal. Rationale for low rank: Similar to closet organization, this is a high-end service that doesn’t align well with the broad customer base. | Offer through the home services marketplace and target customers who have recently purchased large amounts of storage containers. |
| 83 | Event & Party Planning Service | A concierge service to help members plan parties, from ordering food from the deli to arranging decorations and entertainment. | Digital, supported by in-store services | 2-3 Years | Labor intensive; difficult to scale. | Use an AI-driven tool to create a “party plan” with a shopping list, and offer human assistance as a paid add-on. |
| 84 | Knife Sharpening Service | A simple, useful service that can be offered at the service desk or in the home goods department, driving foot traffic. | 1,000+ Supercenters | 2-3 Years | Requires specialized equipment and trained staff; liability for damaged or lost items. | Use an automated sharpening machine to reduce training needs; implement a clear waiver and tracking system for items. |
| 88 | Airport Lounge Access (via Partnership) | A premium travel perk for a higher tier of membership, competing with premium credit cards. | Digital Only | 5+ Years | High cost; mismatch with the travel patterns of the core customer demographic. Rationale for low rank: Very high cost for a perk that would appeal to a very small fraction of members. | Reserve for a potential “Walmart+ Premium” tier in the distant future. |
| 89 | Moving Services (Discounts & Coordination) | A partnership with moving companies to offer discounts and a coordination service for members who are relocating. | Digital Only | 2-3 Years | Infrequent use case for most members. | A simple partnership to implement that provides value at a key life moment, driving sales of home goods. |
| 92 | Autonomous Vehicle Ride-Hailing Service | A long-term vision where Walmart leverages its investment in autonomous vehicle companies to offer a member-exclusive mobility service. | Select pilot cities | 5+ Years | Extremely high technological, regulatory, and capital investment hurdles. Rationale for low rank: A highly speculative, capital-intensive service that is many years from viability. | Continue to invest in AV companies to learn and leverage the technology for delivery first, before considering passenger services. |
| 94 | Solar Panel & Home Battery Installation | A partnership to offer discounted residential solar installation, aligning with corporate sustainability goals and targeting a major household investment. | Digital Only | 5+ Years | High-cost, infrequent purchase; complex sales and installation process. Rationale for low rank: A very complex and high-consideration sale that is a poor fit for the W+ model. | Operate as a lead generation partner for a major solar company rather than an integrated service. |
| 96 | Bespoke Tailoring & Alteration Services | An in-store service to provide tailoring for apparel purchased at Walmart, increasing the value and fit of its clothing lines. | 250+ pilot locations | 5+ Years | High labor cost; requires skilled tailors; low demand for tailoring on value-priced apparel. Rationale for low rank: High operational cost for a service with likely low demand given Walmart’s apparel price points. | Pilot in locations with higher-end apparel offerings to test viability. |
Table 2: Digital & Entertainment Services
| Rank | Service Name | Rationale & Competitive Context | Store Rollout | Timeline | Key Challenges/Risks | Potential Mitigation |
| 5 | “Walmart+ TV” (FAST Channel Bundle) | The most direct and immediate way to leverage the VIZIO acquisition.⁵ Creates a platform for the Walmart Connect advertising business, turning a cost center (content) into a profit driver in the rapidly growing retail media market.²³, ²⁴ | Digital Only | 12-18 Months | High cost of content licensing; low consumer tolerance for ads; difficulty in differentiating from hundreds of other FAST services. | Focus on exclusive, shoppable content (e.g., cooking shows, DIY tutorials); leverage purchase data to deliver highly relevant ads; bundle with other high-value W+ perks to drive adoption. |
| 8 | AI-Powered Automated Grocery Replenishment | The flagship service of Walmart’s “tech-powered” strategy.³, ⁴ Creates immense stickiness by automating a core household chore. Potential Impact: Could lock in a majority of a member’s weekly grocery spend. | Digital Only | 2-3 Years | High technological complexity to ensure accuracy; gaining user trust to automate purchases; managing inventory fluctuations and substitutions effectively. | Start with an “opt-in” suggestion-based model before moving to full automation; provide users with easy-to-use controls to review and edit orders; leverage real-time inventory data from local stores. |
| 11 | “Walmart Photos” (Unlimited Photo Storage) | A direct competitor to a popular Amazon Prime benefit.⁶, ⁷ Relatively low-cost to implement via cloud partnerships and creates high switching costs as users upload their photo libraries. | Digital Only | 12-18 Months | High data storage costs at scale; ensuring robust data security and privacy; competition from entrenched players like Google and Apple. | Partner with a major cloud provider (e.g., Microsoft Azure, Google Cloud) to manage infrastructure; implement strong encryption and clear privacy policies; integrate with Walmart’s Photo Center for easy printing. |
| 15 | “Ask Walmart” AI Shopping Assistant | The user-facing application of Walmart’s investment in agentic AI.³, ⁴ Will transform the shopping experience from search-based to conversational, increasing basket size and convenience. | Digital Only | 2-3 Years | High R&D cost; ensuring the AI understands complex, nuanced user requests; risk of AI providing poor recommendations, damaging trust. | Beta test extensively with a large group of members; maintain a “human-in-the-loop” escalation option for complex queries; be transparent about the AI’s capabilities and limitations. |
| 18 | “Walmart+ Reading” (eBook/Audiobook Library) | A necessary step to achieve feature parity with Amazon Prime Reading.⁶, ⁷ Can be built through partnerships with publishers to keep members within the Walmart digital ecosystem. | Digital Only | 2-3 Years | High cost of licensing content from major publishers; competition from established services like Libby (via public libraries) and Kindle Unlimited. | Focus on a curated, rotating library rather than an exhaustive catalog; negotiate for exclusive content or early access; bundle with other digital perks to increase perceived value. |
| 22 | Personalized Recipe & Meal Planning AI | Integrates grocery shopping with meal planning. Uses AI to reduce food waste and simplify a major household task. Drives grocery sales. | Digital Only | 2-3 Years | Difficulty in accurately tracking a user’s home pantry inventory; catering to complex dietary needs and preferences; competition from specialized apps. | Start by suggesting recipes based on purchase history and items on sale; allow users to manually input pantry items; integrate with health and wellness data for dietary recommendations. |
| 23 | Live Event & Movie Ticket Pre-Sales | A lifestyle perk that builds on existing ticketing partnerships.¹³ Creates excitement and offers exclusive access, enhancing the membership’s “cool” factor. | Digital Only | 12-18 Months | Securing meaningful ticket allocations for high-demand events; competition from credit card companies and other loyalty programs. | Leverage Walmart’s scale to negotiate exclusive pre-sale windows; focus on family-friendly events and artists that align with the Walmart brand. |
| 25 | Family Safety & Location Tracking App | A high-value utility that addresses a core parental concern. Creates deep family ecosystem lock-in. Targets: Families with children/teens. | Digital Only | 2-3 Years | Significant privacy and data security concerns; competition from built-in OS features (Apple’s Find My) and established apps (Life360). | Adopt a “privacy-first” design with clear user controls; offer unique features like shopping list integration or in-store pickup alerts; bundle it free with the core membership. |
| 29 | “Walmart Drive” (Cloud File Storage) | Complements the “Walmart Photos” offering. A standard feature in digital ecosystems (Google One, iCloud, Amazon Drive). | Digital Only | 2-3 Years | Low-margin, commodity service; difficult to differentiate from tech giants who offer it as part of their core OS. | Position it as a “digital vault” for important family documents; bundle a generous amount of storage for free with the W+ membership to create stickiness. |
| 33 | “Walmart+ Gaming” (Cloud Gaming & Perks) | Essential for competing with Amazon Prime Gaming for younger demographics.⁶, ⁷ Can start with in-game perks and evolve to cloud streaming. Targets: Gamers, families. | Digital Only | 2-3 Years | High cost of licensing games or building a cloud streaming infrastructure; intense competition from Xbox, PlayStation, and Amazon Luna. | Start with the lower-cost “in-game perks” model; partner with an existing cloud gaming provider rather than building from scratch; focus on family-friendly and casual games. |
| 36 | Smart Home Integration for Automated Ordering | The future of replenishment. Leverages the VIZIO smart home ecosystem and partnerships with appliance manufacturers. | Digital Only | 5+ Years | High technical complexity and need for industry standards; consumer privacy concerns; requires partnerships with numerous smart appliance manufacturers. | Focus first on the VIZIO platform for voice ordering; partner with a few key, high-volume appliance brands (e.g., a coffee maker, a printer) for initial pilots. |
| 38 | Virtual “Try-On” for Apparel using AR | Addresses the biggest friction point in online apparel sales. Reduces returns and increases conversion rates. | Digital Only | 2-3 Years | Technologically challenging to create accurate and realistic body models and clothing physics; requires users to be comfortable scanning their bodies. | Acquire a leading AR try-on technology company; start with standardized model sizes before moving to personalized avatars; emphasize the convenience and privacy of the feature. |
| 41 | Shared Family Calendar & To-Do List App | A utility that centralizes family organization and integrates shopping lists directly into the Walmart app. | Digital Only | 2-3 Years | Competition from default calendar apps (Google, Apple) and established productivity tools; achieving user adoption is difficult. | Make the shopping list integration seamless and best-in-class; bundle with the Family Safety app to create a compelling “family management” suite. |
| 46 | Parental Control Software Suite | A high-value tech perk for families. Reinforces Walmart’s image as a family-centric brand. Targets: Families with children/teens. | Digital Only | 2-3 Years | Competition from established software (e.g., Qustodio, Net Nanny) and OS-level controls; requires ongoing updates to keep up with new apps and threats. | Acquire or form a deep partnership with an existing parental control software company; offer it as a free, core benefit of the membership. |
| 49 | “Walmart+ Music” (Proprietary Streaming) | A long-term play to own the full digital ecosystem. A significant investment but necessary to reduce reliance on partners like Apple Music.⁸ | Digital Only | 5+ Years | Extremely high and ongoing costs for music licensing; intense competition from dominant players (Spotify, Apple Music, YouTube Music); low margins. | Position as a “good enough” ad-free service bundled for free, rather than a direct competitor; leverage VIZIO platform for seamless integration in the home. |
| 61 | Tech Support & Device Repair | An in-store service competing with Best Buy’s Geek Squad. Leverages the electronics department. | 1,000+ Supercenters | 2-3 Years | Need for highly skilled technicians; managing parts inventory; competition from established players and local repair shops. | Partner with a national tech support company (e.g., Asurion) to run the service in-store; focus on common, simple repairs like screen replacements and battery swaps. |
| 62 | Language Learning Software Access | An educational perk for families, offered through partnership with a service like Rosetta Stone or Duolingo. | Digital Only | 2-3 Years | Niche appeal; requires partnership negotiation. | Offer as a rotating “limited-time offer” rather than a permanent benefit to test engagement and manage costs. |
| 80 | Trade-In Program for Electronics & Games | A formal, member-exclusive program offering higher trade-in values for old phones, tablets, and video games for Walmart gift cards. | All Supercenters | 2-3 Years | Managing the logistics of collecting, evaluating, and reselling used goods; competition from GameStop and carrier trade-in programs. Rationale for low rank: Logistically complex and operates in a competitive, low-margin space. | Partner with a third-party electronics recycler/reseller to manage the backend of the program. |
| 85 | Mobile Device Protection Plan | A discounted insurance/protection plan for smartphones and tablets purchased at Walmart, competing with carrier and manufacturer plans. | Digital and In-Store | 12-18 Months | Competition from established protection plans (AppleCare, etc.); managing claims and repairs. | Partner with a major insurance underwriter; offer a lower price point as the key differentiator. |
| 93 | Smart Home Installation & Consultation | A service to help members set up and integrate smart home devices (lights, thermostats, VIZIO TVs) purchased at Walmart. | All 4,600+ Locations (via partner network) | 2-3 Years | Requires highly trained technicians who understand multiple competing smart home ecosystems. | Partner with a specialized smart home installation company; focus training on the VIZIO ecosystem. |
| 97 | Child Development & Milestone Tracking App | A digital tool for parents, building on the HOMER partnership,⁸ to track developmental milestones and get product recommendations. | Digital Only | 2-3 Years | Liability for providing developmental advice; competition from specialized parenting apps. | Partner with a reputable child development organization; focus on product recommendations and checklists rather than medical advice. |
| 100 | Personal AI Life Coach | The ultimate evolution of agentic AI: a holistic AI coach that helps members with wellness, financial, and productivity goals, fully integrated with all Walmart services. | Digital Only | 5+ Years | Massive technological, ethical, and privacy hurdles to overcome. Rationale for low rank: Represents a long-term, almost sci-fi vision that is decades away from being a viable, safe, and trusted product. | Focus on domain-specific AI assistants (shopping, meal planning) as the building blocks for this long-term vision. |
Table 3: Financial & Professional Services
| Rank | Service Name | Rationale & Competitive Context | Store Rollout | Timeline | Key Challenges/Risks | Potential Mitigation |
| 2 | Enhanced “Walmart Cash” Rewards for Members | Increases the value of the existing loyalty program. A direct response to Costco’s 2% reward,³² potentially increasing average member spend by 5-10%. Drives spend and loyalty with minimal new infrastructure. | Digital Only | 12-18 Months | Margin compression; complexity in communicating tiered rewards; risk of program being devalued over time. | Model impact on margins carefully; launch with a simple, clear rewards structure; tie highest rewards to high-margin categories or Walmart’s own platforms (e.g., One, VIZIO). |
| 9 | High-Yield Savings Account | A core offering for the “One” fintech platform.¹² Attracts member deposits and makes Walmart a primary financial institution in the rapidly growing U.S. fintech market.²⁶, ²⁷ Potential Impact: Could attract billions in deposits, providing low-cost capital. | Digital, supported by in-store Money Services | 12-18 Months | Intense competition from online banks and fintechs; navigating banking regulations; building trust as a financial institution. | Offer a market-leading APY exclusively for W+ members; leverage the physical store footprint for cash deposits/withdrawals as a differentiator; use the Walmart brand to market trust and security. |
| 14 | No-Fee Checking Account | The second core offering of the “One” platform.¹² A foundational service for becoming a full-service financial provider for Walmart’s core customer demographic. | Digital, supported by in-store Money Services | 12-18 Months | Profitability challenge with a no-fee structure; overcoming customer inertia with their primary bank; fraud and security risks. | Generate revenue through interchange fees and optional services (e.g., loans); offer a sign-up bonus (e.g., Walmart Cash) to incentivize switching from traditional banks. |
| 24 | Discounted Business Checking & Payment Processing | Targets the lucrative small business market. A key offering to compete with Costco’s business membership and Amazon Business. Targets: Small business owners, solopreneurs. | Digital Only | 2-3 Years | Intense competition from established business banks (Chase, BofA) and fintechs (Stripe, Square); higher compliance and fraud risk associated with business accounts. | Offer significantly lower fees than traditional banks; integrate payment processing with Walmart Marketplace for a seamless seller experience; leverage in-store financial services for support. |
| 28 | Cash-Back Credit Card with Enhanced Rewards | A critical component of the financial services ecosystem. Drives loyalty and provides valuable spending data. | Digital Only | 2-3 Years | Competition from dozens of established rewards credit cards; requires a partnership with a major issuing bank; risk of credit losses. | Offer a superior cash-back rate for purchases at Walmart (e.g., 5-6%); integrate rewards seamlessly as “Walmart Cash” in the app; market heavily to existing members. |
| 32 | Discounted Tax Prep & Bookkeeping Services | A valuable service for both individuals and small business owners. Leverages existing in-store tax prep services.¹⁹ | Digital, with in-store support at 2,000+ locations | 2-3 Years | Competition from established brands (TurboTax, H&R Block); liability for incorrect filings; requires certified professionals. | Deeply discount the service for W+ members through a partnership with a major tax software provider; leverage the in-store presence for optional, paid expert reviews. |
| 37 | In-Store Shipping & Printing Center for Small Business | Competes with FedEx Office and The UPS Store. Leverages store traffic and provides a key service for small business and marketplace sellers. Targets: Small business owners, marketplace sellers. | 1,000+ Supercenters | 2-3 Years | Requires dedicated staff and specialized equipment; competition from entrenched players; managing logistics for multiple carriers. | Partner with a single third-party logistics provider to manage the service; focus on offering competitive pricing for marketplace sellers. |
| 39 | Micro-Investing & Round-Up Platform | An accessible entry point to investing for Walmart’s customer base. Encourages savings and deepens engagement with the “One” app. | Digital Only | 2-3 Years | Regulatory compliance (SEC, FINRA); competition from established apps like Acorns and Stash; educating a novice investor base. | Partner with a registered broker-dealer to handle the investment backend; keep the investment options simple (e.g., a few ETFs); provide clear educational content about investment risks. |
| 43 | Bulk-Buying Discounts for Businesses | A direct challenge to Sam’s Club and Costco. Formalizes a program for small businesses to buy in bulk at Supercenters. Targets: Small business owners. | All Supercenters | 2-3 Years | Potential to cannibalize Sam’s Club sales; requires a system to manage business-specific pricing and tax-exempt status in a retail environment. | Focus on businesses that are too small for a warehouse club membership; implement a digital verification and checkout process via the app’s Scan & Go feature. |
| 45 | Free In-Store Financial Literacy Workshops | Builds trust and financial wellness among the customer base. A key differentiator from online-only fintechs. | 1,000+ Supercenters | 2-3 Years | Finding qualified and engaging presenters; low attendance could make the program costly per participant. | Partner with local non-profits or credit counseling agencies to provide content and presenters; offer a small incentive (e.g., $5 Walmart Cash) for attending. |
| 48 | Local Delivery Services for Small Businesses | Expands the Walmart GoLocal B2B offering. Allows Walmart to monetize its last-mile delivery network beyond its own retail sales. | All 4,600+ Locations (via driver network) | 2-3 Years | Competition from DoorDash, Uber, and other delivery-as-a-service platforms; managing service level agreements (SLAs) for business clients. | Offer more competitive pricing or better integration with local POS systems; focus on specific verticals (e.g., auto parts, pharmacy) where Walmart has an advantage. |
| 51 | 3D Printing & Prototyping Services | A niche but valuable service for hobbyists, students, and small businesses. Could be located in the small business center. | 250+ pilot locations | 5+ Years | Niche market with limited demand; requires specialized equipment and trained staff; potential for intellectual property and liability issues. | Partner with a 3D printing service bureau to handle the operations and fulfillment; position it as a service for Marketplace sellers to prototype products. |
| 54 | Notary & Document Services | A simple, high-demand service that can be added to Money Service centers.¹⁹ Drives traffic and adds convenience. | 2,500+ Supercenters | 2-3 Years | Requires certified notary publics on staff; relatively low revenue service. | Cross-train existing Money Service employees to become notaries; offer the service for free to W+ members to drive loyalty and traffic. |
| 56 | Discounted Home & Auto Insurance | A direct competitor to Costco’s popular insurance services.¹⁰ A high-value perk offered through a partnership with a major carrier. | Digital Only | 2-3 Years | Complex regulatory environment for insurance; requires a deep, trusted partnership with a national insurance carrier. | Operate as a co-branded insurance agency or marketplace, not the underwriter; leverage purchase data (e.g., new tire purchase) to make timely offers. |
| 66 | Free Document Shredding Service | A periodic in-store event for members to securely dispose of documents. A valuable service that drives traffic. | 2,500+ Supercenters (quarterly events) | 2-3 Years | Logistical complexity of hosting events; cost of hiring a secure shredding company. | Partner with a national shredding company for a co-branded event; limit the amount each member can shred for free. |
| 74 | Passport Photo Services | A convenient service that can be added to Photo Centers,¹¹ competing with pharmacies and shipping centers. | All locations with Photo Centers | 12-18 Months | Requires equipment and training to meet government standards. | A simple, logical extension of existing Photo Center capabilities. |
| 77 | Legal Services (Simple Will & Document Prep) | A partnership with an online legal service to provide members with discounted access to creating simple legal documents. | Digital Only | 2-3 Years | Liability concerns; competition from established online legal services (e.g., LegalZoom). | Partner with a reputable provider and make it clear that Walmart is not providing legal advice; offer a deep discount for W+ members. |
| 79 | Free Access to Premium Financial News | A digital perk for business-minded members, offering a subscription to a service like WSJ or Bloomberg. | Digital Only | 2-3 Years | Niche appeal; relatively high cost per user. Rationale for low rank: High cost for a benefit that appeals to a small segment of the member base. | Offer as a limited-time perk or as part of a premium “Business” tier of Walmart+. |
| 87 | Identity Theft Protection | A common perk in premium memberships, offering monitoring and restoration services through a partner like LifeLock or Aura. | Digital Only | 2-3 Years | Cost of partnership; competition from credit card companies that offer this for free. | Negotiate a bulk rate and offer as a core benefit to enhance the value of the financial services suite. |
Table 4: Health, Wellness & Community Services
| Rank | Service Name | Rationale & Competitive Context | Store Rollout | Timeline | Key Challenges/Risks | Potential Mitigation |
| 4 | Telehealth Subscription | High-value benefit that leverages Walmart Health’s growing infrastructure.¹⁶ Addresses a key consumer need in a U.S. telehealth market projected to reach over USD 150 billion by 2030.²¹, ²² Targets: All members, especially families and seniors. | Digital, supported by Walmart Health locations | 12-18 Months | Navigating complex state-by-state healthcare regulations; ensuring high quality of care and data privacy (HIPAA); competition from established telehealth providers. | Build a robust legal and compliance team; partner with or acquire a reputable telehealth provider; emphasize integration with in-person Walmart Health clinics as a key differentiator. |
| 6 | Free Annual Health Screening | Drives traffic to Walmart Health clinics and positions Walmart as a primary care provider. High perceived value for a relatively low fulfillment cost. Targets: Health-conscious adults and seniors. | All Walmart Health locations | 12-18 Months | Staffing shortages for qualified medical personnel; managing patient flow and appointments; potential for liability and follow-up care responsibilities. | Phased rollout as new clinics open; utilize an efficient digital scheduling system; establish clear protocols for referrals and follow-up with primary care physicians. |
| 13 | Exclusive Member Pricing on Prescriptions | Deepens the value of the in-store pharmacy and competes directly with programs like GoodRx and Amazon Pharmacy. Targets: Members with recurring prescription needs, especially those underinsured. | All Pharmacy locations | 12-18 Months | Navigating complex relationships with Pharmacy Benefit Managers (PBMs) and insurance companies; potential for margin erosion on key pharmaceuticals. | Focus discounts on high-volume generic drugs where margins are higher; market the program as a key benefit for the uninsured or those with high-deductible plans. |
| 17 | Discounted Gym Memberships (National Partners) | Builds on existing partnerships like Crunch Fitness.⁸ A low-cost, high-value wellness perk that promotes a healthy lifestyle and enhances the membership’s value proposition. | Digital Only | 12-18 Months | Negotiating favorable terms with national gym chains; limited appeal to members who don’t use gyms. | Leverage Walmart’s massive member base to negotiate bulk discounts; offer a variety of wellness perks to appeal to a broader audience (e.g., yoga apps, meditation services). |
| 19 | In-Store “How-To” Workshops | Uses physical space to build community and drive traffic. Promotes the sale of related products (e.g., tools, craft supplies, ingredients). Targets: DIY enthusiasts, families. | 1,000+ Supercenters | 2-3 Years | Requires dedicated space and trained instructors; logistical challenges of scheduling and managing attendance; may have limited appeal in some demographics. | Partner with local experts or brands (e.g., Scotts for gardening, 3M for home repair) to lead workshops; use a digital sign-up system to manage class sizes. |
| 20 | Tool & Equipment Rental Program | A direct competitor to home improvement stores. A high-value service that leverages existing space in Garden Centers or service desks. Targets: Homeowners, DIYers. | 1,500+ Supercenters | 2-3 Years | High initial investment in inventory; maintenance and repair costs for equipment; managing liability for injuries or property damage. | Partner with a specialized rental company to manage inventory and maintenance; require deposits and signed liability waivers; offer optional damage insurance. |
| 31 | Kids’ Club with Monthly Activities & Events | Makes the store a family-friendly destination. Builds brand loyalty from a young age and allows parents to shop more easily. Targets: Families with young children. | 2,500+ Supercenters | 2-3 Years | Staffing and safety/liability concerns for child-focused activities; requires dedicated physical space in-store. | Partner with local kid-focused organizations; require parental supervision for all events; start with simple, low-risk activities like craft tables or character meet-and-greets. |
| 35 | Personalized Nutrition & Wellness Coaching | A premium health service that connects diet to grocery purchases. Positions Walmart as a holistic health partner. | Digital Only | 2-3 Years | High cost of employing certified nutritionists; liability for health advice; user adherence and engagement can be low. | Use AI to provide initial, scalable guidance; offer one-on-one coaching as a premium add-on service; integrate coaching recommendations with the grocery shopping list. |
| 44 | Community Event Space Rental for Members | Monetizes underutilized space within large stores. Makes Walmart a community hub for events like birthday parties or local meetings. | 500+ Supercenters | 5+ Years | Significant liability and insurance concerns; staffing and security requirements; potential for disruption to normal store operations. | Pilot in a few locations with separate, easily managed spaces; require members to purchase event insurance; partner with a third-party event management company. |
| 50 | Co-working Spaces or “Flex Pods” for Rent | Caters to the remote work trend. Monetizes store space and drives daily traffic from a professional demographic. | Select urban/suburban Supercenters | 5+ Years | High build-out cost; security concerns with non-shoppers in the store; competition from established co-working brands (WeWork, Regus). | Pilot with a small number of automated, sound-proof “pods” rather than a full co-working space; target locations in suburban areas that lack other options. |
| 57 | In-Store Childcare/Play Area | A major differentiator that allows parents to shop for longer. High operational complexity but immense value for families. Targets: Families with young children. | 250+ pilot locations | 5+ Years | Extremely high liability, staffing, and regulatory costs; requires significant physical space. This is a very high-risk service. | Outsource the operation to a professional childcare provider; start with a “supervised play area” model rather than full-fledged daycare; require robust check-in/check-out procedures. |
| 63 | Senior & Caregiver Support Services | Services like companion shopping, prescription management assistance, and delivery coordination for seniors. Targets: Seniors and their caregivers. | All 4,600+ Locations | 2-3 Years | Requires specially trained, empathetic employees; potential for liability and privacy concerns. | Partner with senior care organizations; create a dedicated support line and in-app features for caregivers to manage a senior’s account. |
| 65 | Garden & Landscape Design Consultation | A service offered through the Garden Center to drive sales of plants, soil, and outdoor equipment. | 1,000+ locations with Garden Centers | 2-3 Years | Requires knowledgeable staff; highly seasonal. | Use a simple software tool that allows associates to create basic designs; offer virtual consultations with expert partners for a fee. |
| 69 | DNA & Ancestry Kit Discounts | A popular product category where an exclusive member discount could drive significant sales. | Digital and In-Store | 12-18 Months | Privacy concerns over genetic data. | Partner with a reputable company and be transparent about data privacy policies; simply act as a retailer, not a data processor. |
| 70 | Sporting & Hunting License Services | Streamlines the process for obtaining licenses, a key service in many rural and suburban locations where Walmart is dominant.¹¹ | 2,000+ relevant locations | 12-18 Months | Requires integration with state wildlife agency systems. | A simple but highly convenient service for a core customer demographic in many regions. |
| 75 | Cooking Classes (Virtual & In-Store) | An experiential service that promotes grocery sales and teaches customers how to use new ingredients or appliances sold at Walmart. | Digital, with select in-store kitchens | 2-3 Years | Cost of building out teaching kitchens; finding qualified instructors. | Focus on virtual classes using the VIZIO platform; partner with celebrity chefs or food influencers for special events. |
| 78 | Local Farm Box Subscription | A partnership with local farms to offer members a weekly subscription box of local produce, fulfilled through the store. Aligns with sustainability goals. | Select agricultural regions | 2-3 Years | Complex logistics of coordinating with many small, local farms. | Start as a pilot in a few key agricultural states like California or Arkansas; position as a premium, community-focused offering. |
| 81 | At-Home Lab Testing Kits & Pickup | Members can order health testing kits (e.g., for food sensitivity, vitamin levels) and have them delivered and picked up for processing. | Digital, with return pickup via driver network | 2-3 Years | Navigating healthcare regulations (CLIA); ensuring reliability and accuracy of tests. | Partner with a certified lab to handle the processing and results; leverage the “Returns from Home” network for convenient sample pickup. |
| 86 | Scholarship & Tutoring Service Access | A partnership to provide members with discounted access to online tutoring services for their children. | Digital Only | 2-3 Years | Niche appeal; requires partnership. | A good value-add for the “family” demographic, can be implemented at low cost through a partnership. |
| 90 | Personalized Vitamin Subscription Service | A service that provides personalized daily vitamin packs based on a health quiz, fulfilled by the pharmacy. | Digital, fulfilled from central pharmacy | 2-3 Years | Competition from many well-funded startups; requires infrastructure for personalized packing. | Leverage pharmacy and nutrition coaching services to create a more integrated and credible offering. |
| 91 | Exclusive Member-Only In-Store Lounges | A dedicated space in-store for members to rest, with complimentary coffee and Wi-Fi. A significant investment in the physical experience. | 100+ pilot locations | 5+ Years | High cost of sacrificing retail floor space; ongoing staffing and maintenance costs. Rationale for low rank: Extremely high cost and operational complexity for a relatively low-impact benefit. | Pilot in a few high-traffic flagship stores to generate buzz and test ROI. |
| 95 | Farm-to-Table Meal Experiences | Exclusive dining events for members, hosted at local farms that supply Walmart, connecting customers to their food source. | Select agricultural regions | 5+ Years | High logistical complexity and cost per attendee; limited scalability. Rationale for low rank: A niche, high-cost experiential perk that is difficult to scale nationally. | Position as a rare, high-value “surprise and delight” reward for top members rather than a standard benefit. |
| 98 | Carbon Footprint Tracking & Offsetting | A digital tool that estimates the carbon footprint of a member’s purchases and offers an option to purchase offsets. Aligns with ESG goals. | Digital Only | 5+ Years | Limited consumer demand; complexity of accurately calculating footprints. Rationale for low rank: Niche appeal and questionable value proposition for the average member. | Integrate as a feature for sustainability-focused private brands first. |
| 99 | Shared Community Kitchen Rental | An in-store, rentable commercial |
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