Business
How much could Trump’s ‘economic D-Day’ sanctions hurt Iran?
Nearly six months after US President Donald Trump vowed a swift victory over Iran, the conflict appears to be at a standstill, with prospects of a military victory or negotiated settlement growing dimmer.
To break the deadlock, Trump has vowed an “economic D-Day” under which any country that does business with Iran would face “tremendous” economic consequences.
Iran, however, has long faced sanctions and has so far shown a willingness to endure pain and a capacity to adapt to immense economic and military pressure as the conflict drags on.
The key question for the US then becomes, will further sanctions work where other strategies have failed?
The exact mechanics of the new US economic pressure campaign remain unclear, with Treasury Secretary Scott Bessent promising to reveal them in a news conference on 24 August.
But in an interview with CNBC, Bessent made clear that the US is willing to take action against any country – friend or foe – that it believes is extending a lifeline to Iran.
“You are either with us or against us,” he said. “If you insist on doing business with [Iran], either transferring money, buying their oil or doing seaborne sea transfers, then the US treasury and the US government… will put its full might and force toward enforcing against you.”
Vice-President JD Vance has described the sanctions as a “new phase” of the conflict in which economic pressure is the “most effective” tool available to the US.
“They’re going to try to apply economic pressure to us, but what has been true over the last couple of weeks is that they felt a lot more pressure than we have,” Vance said on the Clay Travis and Buck Sexton show.
“We’re going to keep that going because we think that’s the best way to ultimately achieve the final objective,” he added.
Iran has faced significant US sanctions since nearly the beginning of the Islamic Republic in 1979.
The economic pressure campaign intensified after the first Trump administration withdrew from the Joint Comprehensive Plan of Action (JCPOA), a 2015 pact between world powers and Iran to curb its nuclear programme.
And in the current conflict, the US government has already announced Operation Economic Fury, a two-pronged US economic campaign combining US treasury-co-ordinated sanctions against regime financial flows and a naval blockade against Iranian ports.
Imran Bayoumi, a geostrategy expert with the Atlantic Council in Washington DC and former policy adviser to the defence department, told the BBC the latest announcement was likely the result of mounting frustration that other options have not delivered the results Trump wants.
“This is really a recognition that the US is almost stuck in this war,” he said. “It’s another try at economic pressure.”
“This is just another tool that the US is using,” Bayoumi added. “We’ve not seen a clear strategy laid out by the administration with either military or economic tools. The question of what the US is trying to achieve is still unanswered.”
Michael Parker, an eight-year veteran of the Office of Foreign Assets Control (OFAC) and expert on economic sanctions, said the new strategy will likely represent an effort to “expand the economic blast radius” of sanctions by targeting third countries that still deal with Iran, but have economies that depend on the US dollar.
“Thus far, the US has largely used the threat of these secondary sanctions against foreign financial institutions to encourage compliance with sanctions policy,” he said.
“But this is a lever that is sort of unexplored insofar as targeting anything touching the US dollar that is also touching Iran,” Parker added.
As an example, Parker pointed to foreign financial institutions that help Iran evade sanctions, or directs money towards Iranian coffers.
How Iran would respond to these moves remains unclear, but sanctions experts say that Iran has so far proved adept at using irregular channels to circumvent sanctions – such as “shadow” vessels transporting oil or new commercial fronts unlisted by US sanctions.
“You keep seeing new names popping up, because Iran is adapting really quickly,” said Mohammed Hammouda, an export control and sanctions manager at the London Stock Exchange. “Whatever sanctions one does, they find a new road [around it].”
These Iranian counter-moves, he added, often leave those charged with enforcing compliance playing a game of catch-up.
“Sanctions are all on paper, but the hard work is behind the scenes,” Hammouda added. “There are teams worldwide trying to impose sanctions and identify those parties involved, which is why Iran has to try to adapt.”
How effective these sanctions are will largely be determined by how the countries that are ultimately targeted – which could include US allies like Turkey and Iraq, as well as China – react.
“Some of this is out of Iran’s hands,” Parker said. “Iran’s ability to evade or avoid sanctions is, in large part, contingent on other countries and financial institution’s willingness to give them [Iran] access to the formal banking system.”
Parker believes that the sanctions are “only as powerful” as the willingness of targeted countries to comply with American foreign policy objectives, or face potentially painful sanctions on trade involving the US dollar.
Some experts question whether that willingness currently exists.
“I can’t really see China agreeing to that, for example,” Bayoumi said. “These states have all been able to navigate their own interests with the Trump administration.”
“The underlying point is that this is just another tool,” he added. “But the broader question of strategy remains. Absent that, I’m not sure this is going to change anything long term.”
When a technology company starts to grow rapidly, it always looks like a major success. Sales go up, headcount expands, and the product gets new features.
However, behind this attractive facade, quiet operational challenges almost always hide. Typically, leaders focus all their attention on hiring, raising investment, or product development, while technical and organizational debt quietly accumulates inside processes.
The problem is that chaos grows right alongside the business. What worked remarkably well for a team of ten people starts to severely slow down a company of fifty or a hundred. Inefficiencies do not appear overnight; they seep into daily routines gradually. If you do not review your systems and execute timely Salesforce CRM optimization, these hidden barriers will start eating away at your margins. To quickly evaluate the current state of your systems and understand where resources are being lost, it is worth taking a free CRM Assessment, which helps identify these exact weak spots.
Some companies operate blindly for years, treating customer loss as natural churn. They simply fail to see that the root cause lies in disconnected data or outdated guidelines. Let us take a detailed look at where these bottlenecks arise and how they impact a real business.
Where Money and Time Are Actually Lost
Most often, issues hide at the intersection of departments and within everyday routine operations. Around 76% of companies admit that their corporate data is incomplete or contains errors, even though 90% consider this data critical to operations. This creates a situation where each department sees only its own piece of the picture.
Sales managers take the lead and enter it into one spreadsheet, marketing looks at another system, and support works in an entirely separate task tracker. As a result, the customer is forced to explain their issue multiple times to different people, which heavily ruins the overall experience.
Here are a few typical situations that fast-growing tech companies face every day:
- Scattered customer records. Marketing brings in a lead, but sales sees a totally different history, and support has no idea what was promised. Critical details simply vanish along the way.
- Endless manual copy-pasting. Instead of actually talking to clients, managers spend hours moving names, emails, and deal statuses from one app to another. This quietly swallows up most of their day.
- Guesswork instead of real numbers. When data is collected haphazardly, forecasting revenue becomes simply impossible. Executives are forced to make important decisions relying on intuition rather than real numbers.
- Low team adoption. Employees simply do not see the benefit of complex forms. They leave fields empty and write down all important details in their personal notebooks or work chats.
- Walls between departments. Without clear automation, tracking marketing ROI is tough, and the customer feels that disconnect at every step.
When these factors accumulate, the business begins to lose momentum. The team spends energy fighting internal bureaucracy rather than working with customers. Constant duplication of effort exhausts employees, causes burnout, and lowers overall motivation.
Why Familiar Tools Stop Working
Most executives are confident that if a system works, nothing needs to be changed. But the reality is that companies usually outgrow their old processes, configurations, and reporting logic rather than the platform itself. What was convenient and clear at the start becomes a bottleneck during scaling.
Business growth always increases the complexity of connections. As deal volume climbs, those old, basic reports just stop giving you a clear picture of what is happening. Systems start demanding deeper customization, a thought-out architecture, and solid guidance.
At this stage, many teams realize they need quality Salesforce consulting for technology companies, which helps rebuild data architecture for new scales. Professional Salesforce consulting for technology companies allows adapting complex tools to the real needs of the team, rather than forcing people to adjust to rigid templates.
Simply installing software is not enough, because setting up data connectivity properly is what matters. You need to perform regular CRM optimization, carrying out a complete CRM assessment of existing databases to eliminate duplicates and outdated information. Properly delivered Salesforce consulting services and a reliable Salesforce implementation partner help build the right strategy for developing your IT landscape. Complete CRM automation of repetitive tasks alongside clear CRM integration with payment systems, product analytics, and email turns a set of separate tools into a single working organism.
How Operational Bottlenecks Hit Finances and Customers
Slowed-down processes directly impact financial results. They reduce team productivity, limit visibility for leadership, and significantly delay critical decision-making. Customers feel this first when responses to their queries are delayed, and service becomes fragmented. All of this makes further scaling an exceptionally difficult and expensive process.
Modern CRM platforms and marketing automation are capable of solving most of these challenges when configured correctly. For example, a high-quality Salesforce Marketing Cloud implementation enables building personalized communication with every lead based on their behavior. Working with specialists through Salesforce Marketing Cloud consulting gives you the ability to clearly track the effectiveness of every campaign and see marketing’s real contribution to revenue. Experienced Salesforce CRM consulting bridges the gap between lead acquisition and subsequent handoff to the sales department.
When marketing and sales tools work in sync, a company gains the ability to grow without proportionally inflating headcount. This preserves business agility and boosts overall profitability.
First Steps Toward Healthy Scaling
Over 9+ years in CRM and Salesforce consulting and after completing 160+ Salesforce projects, the Noltic team has identified clear recurring growth patterns. Most tech companies stumble over the exact same obstacles on their path to scaling.
To help businesses comprehensively evaluate their process maturity, Noltic created two free resources. The first is a CRM maturity assessment with personalized recommendations for your model. The second is the CRM Growth Playbook with practical frameworks, real project examples, and industry benchmarks.
Do not wait for minor operational glitches to turn into a major drag on your business. Take advantage of expert Salesforce Marketing Cloud implementation practices and complete a free CRM assessment today to get a clear action plan for optimizing your systems and scaling with confidence.
The latitude offered by the Securities and Exchange Board of India (Sebi) with the power of attorney (PoA) documents is expected to significantly reduce the time taken to onboard FPIs by eliminating the need for notarisation, apostillisation or consularisation of these documents.
“During interactions with foreign investors, it has been highlighted that notarisation and apostillisation takes considerable time,” Sebi said.
“Digitally signed PoA is envisaged to bring down the time taken in onboarding considerably as it eliminates the need for notarisation, apostillisation or consularisation of PoA,” Sebi said.
The measure forms part of Sebi’s wider effort to leverage technology across the capital markets and further streamline regulatory processes. The regulator said greater use of digital processes would help bring down the overall time required for FPI onboarding.
Read more: F&O trading bill: Retail traders pay Rs 25,000 crore transaction costs in FY26 despite big losses
The move could provide a significant operational relief to foreign investors and intermediaries, particularly as Sebi seeks to make market access simpler and more efficient for global capital.
The regulator has been taking steps to ease the onboarding framework for FPIs by reducing compliance hurdles and relying more extensively on technology driven processes. The new rule came into effect immediately..
Business
(VIDEO) Amazon Delivery Drone Drops Texas Woman’s Package Into Pool as Prime Air Plans 500-City Expansion
A Texas woman’s first experience with Amazon’s drone delivery service ended with her package landing squarely in her backyard swimming pool, according to viral video footage that surfaced the same week Amazon announced a major nationwide expansion of its Prime Air drone delivery program.
The video, filmed by Texas resident Lindsey Austen on Monday, Aug. 17, shows the moment she ran outside after hearing the loud buzzing of an approaching delivery drone, eager to witness her first drone-delivered order in person. According to footage shared by ABC 7 News, the clip captures the drone hovering directly above Austen’s pool before opening its cargo bay and releasing her package straight into the water. Austen can be heard repeating “Oh my God” in anticipation as the drone hovered overhead, before reacting with an expletive as the package dropped into the pool. “When it went into the pool, I was shocked,” Austen said.
An Amazon customer in Texas was not enthused when her first drone-delivered order was dropped into her swimming pool. After hearing the loud buzzing of the drone arriving, she ran outside to record the delivery, and to her surprise, it landed in her pool. pic.twitter.com/6TIcrJIVAR
— ABC7 News (@abc7newsbayarea) August 19, 2026
ABC 7 News, in its social media post sharing the footage, noted an important detail about how Amazon’s drone delivery service operates: customers select the precise drop-off location themselves through the Amazon app before the delivery takes place. The outlet’s post speculated, somewhat tongue-in-cheek, that Austen “must have selected the pool area. Potentially deliberately to get this video.”
The viral clip surfaced during the same week Amazon announced plans to significantly expand its Prime Air drone delivery service, according to Tom’s Hardware. The company said Wednesday it intends to expand the service to nearly 500 cities and towns across the United States by the end of 2026, representing a sixfold increase in coverage that Amazon says will benefit tens of millions of additional customers. According to the company, Prime Air’s delivery selection includes millions of items spanning groceries, electronics, cosmetics, medications and household products, with some orders deliverable in as little as 30 minutes. Amazon currently operates Prime Air service across seven states, including Texas, where Austen’s pool delivery took place.
Amazon has emphasized safety as a core priority for the drone program. According to the company, Prime Air “is built to operate responsibly, and the safety of the employees, customers, and communities Amazon serves is the top priority,” and the service holds Federal Aviation Administration certification governing its operations.
Thursday’s viral pool delivery is not the first time an Amazon drone has ended up dropping a package into a customer’s backyard water feature. In a separate, similar incident from summer 2025 in Avondale, Arizona, an Amazon MK30 delivery drone dropped a package into a customer’s backyard pool after the aircraft’s propeller wash pushed the box off course during its final descent, according to footage captured by the property owner, Daniel Muniz. Speaking to Arizona’s Family news station at the time, Muniz explained that he had simply accepted Amazon’s default suggested drop-off location rather than selecting a different spot himself. “It had the drone option, so we did it just to see how it was,” Muniz said regarding his decision to try the drone delivery option in the first place.
Following that earlier Arizona incident, Amazon issued a formal response through spokesperson Steve Kelly, who offered an apology while characterizing the mishap as an isolated occurrence. “Through Prime Air, our goal is to provide safe, fast delivery and great service to customers and the results we’ve seen in Tolleson have been overwhelmingly positive. Incidents like this are rare across our network and we apologize for the inconvenience this caused Mr. Muniz. Our team stands ready to answer any questions Mr. Muniz may have,” Kelly said. Muniz told the outlet that, going forward, he would only use the drone delivery service when he was home to personally receive the package.
Amazon’s Prime Air program has encountered a handful of other publicized mishaps over the past year and a half beyond the pool incidents. In May 2025, an MK30 drone made what Amazon described as a “precautionary controlled landing” at a Tolleson, Arizona, apartment complex, coming to rest on its side and startling nearby residents, though the company said the incident caused no injuries and attributed the landing to unspecified “external factors.” Separately, in January 2025, Amazon temporarily paused all drone deliveries in Arizona following a crash at the company’s Oregon test site, though the company maintained at the time that the pause was related to routine software adjustments rather than a broader safety concern.
Amazon’s MK30 delivery drones are capable of carrying packages weighing up to five pounds within a roughly seven-mile radius of a company fulfillment or delivery site, with a maximum flight time of approximately 11 minutes per trip. The drones are also subject to weather-related operating restrictions, including limitations during storms and periods of high wind, which can affect service reliability in certain conditions.
Amazon has continued to stand behind Prime Air’s overall safety record despite the string of publicized incidents. In a statement provided following a separate, similar pool-related mishap, the company emphasized both the rarity of such incidents and its broader customer protection policies. “Prime Air’s goal is to provide customers with fast, reliable delivery across a broad selection of products. The response from customers using Prime Air has been overwhelmingly positive. Incidents like this one are extremely rare and not representative of our drone delivery service as a whole. We’re taking steps to prevent this from happening in the future,” the company said, adding that its A-to-z Guarantee ensures customers can receive a refund or replacement “in the rare instances when items do not arrive as expected.”
Amazon has stated it aims to eventually scale Prime Air to support as many as 500 million drone deliveries globally by the end of the decade, positioning the service as a significant long-term component of its broader logistics and delivery strategy. As the company moves forward with its announced expansion to nearly 500 additional cities and towns, incidents such as Austen’s viral pool delivery are likely to continue drawing public attention to the ongoing technical challenges involved in scaling autonomous drone delivery, even as Amazon maintains that such mishaps remain rare relative to the overall volume of successful deliveries completed through the program.
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The study found that 88% of individual traders incurred losses in FY26, with total net losses amounting to ₹91,685 crore.
Individual participation in the equity derivatives segment fell 18% to 88 lakh traders in FY26 from one crore in FY25-the first year-on-year decline in the trader base since FY16. New entrants fell about 40% to 21 lakh, while exits surged, with nearly 46 lakh traders who participated in FY25 staying away from the market in FY26.
The decline followed a series of measures introduced by Sebi from November 2024 to curb excessive speculation in short-dated index options. The regulator restricted weekly expiries to one index per exchange, raised minimum contract sizes, tightened margin requirements and mandated upfront collection of options premium. The government also raised the securities transaction tax on equity derivatives.
Sebi said participation fell more sharply in options than futures after the measures, though it cautioned that the study does not establish a direct causal relationship.
The regulator said trading remained highly concentrated in contracts close to expiry. About 59% of index options turnover occurred in contracts expiring on the same day (0DTE), around 75% within one day of expiry and 97% within one week of expiry.
Read more: F&O trading bill: Retail traders pay Rs 25,000 crore transaction costs in FY26 despite big lossesThe study also pointed to disproportionate risks for smaller investors. About 35% of derivatives traders had no underlying equity portfolio, while 78% had portfolios worth less than ₹1 lakh. These small-portfolio traders accounted for 70% of total losses during FY25-FY26.
Traders below the age of 30 accounted for 43% of individual derivatives traders, with 89% of them incurring losses. Those earning below ₹5 lakh annually accounted for 53% of aggregate losses despite generating 43% of turnover.
As the Dow Jones Industrial Average and other stock indexes rose during Wednesday’s session, Alphabet (GOOGL), SK Hynix (SKHY), Amphenol (APH) and Astronics (ATRO) were among the names to watch. With the S&P 500 and Nasdaq composite weakening Tuesday, traders who use Investor’s Business Daily’s IBD Methodology should be a bit more cautious than previously as they put capital to…
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- Look up detailed profiles of WA companies, including financials, directors and ownership
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Data & Insights is updated daily by our dedicated research team, which uses the latest announcements, ASX filings and editorial coverage to keep our person, company, list and project records up to date.
Business News welcome all opportunities to make our dataset accurate, complete and current, so if you have an update request, please email the team at
general@businessnews.com.au, and we’d be happy to assist.
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is part of every subscription. It’s your personalised view of Business News. You can follow the companies, people, sectors and projects that matter to you, and get a news feed and alerts tailored to your interests. You can save articles to read later and retain only what you need.
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If staying informed about the WA economy is part of your job, and/or you’re looking for networking opportunities in WA, Business News is built for you.
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Most Business News publications cover national or global markets. Business News is focused entirely on Western Australia, which means the journalism, the data and the intelligence are all built around WA companies, people and projects — not adapted from a national feed. Data & Insights, included with every subscription, combines more than 30 years of WA-specific editorial research with live business data. There’s no comparable product for the WA market.
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The U.S. national debt is expected to reach a record $40 trillion soon and Michael A. Peterson, CEO of the Peter G. Peterson Foundation, explains the major factors driving debt growth.
The U.S. national debt hit the $40 trillion threshold, and about one-fourth of that debt has been incurred while President Donald Trump has been in office.
Spending by the federal government has accelerated dramatically as the U.S. population has aged, with increased enrollment in Social Security and Medicare pushing spending on those entitlement programs higher and contributing to the growth in federal budget deficits.
The recent rise in interest rates — coupled with the larger national debt — has exacerbated that trend, with interest expenses from servicing the national debt now topping $1 trillion per year.
While presidents and congressional majorities of both parties bear responsibility for the growth in the national debt, President Donald Trump’s first term and the opening half of his second term have seen the debt grow by more than $11.5 trillion combined to date, according to Treasury Department data.
White House spokesman Kush Desai noted Trump’s predecessor in a statement to FOX Business: “Cleaning up Joe Biden’s reckless fiscal mismanagement has been a top priority for the Trump administration, from slashing waste, fraud, and abuse in government spending to accelerating economic growth and getting America’s debt-to-GDP ratio back on the right track.”
US NATIONAL DEBT SURPASSES SIZE OF THE ECONOMY FOR FIRST TIME SINCE WORLD WAR II
The overarching measure of the U.S. national debt used by entities like the Treasury and the nonpartisan Congressional Budget Office is known as the gross national debt, which is nearing $40 trillion.
The figure includes all the U.S. government’s debt, including the obligations held in intragovernmental accounts like the Social Security trust funds. Those debt obligations are excluded in a separate metric known as the debt held by the public, which is currently over $32 trillion.
When Trump’s first term began on Jan. 20, 2017, the gross national debt totaled $19.9 trillion. A variety of tax and spending policies in the first Trump term contributed to the growth in the debt, including the Tax Cuts and Jobs Act as well as massive spending on COVID-19 relief measures.
A White House official noted how the country was facing a historic pandemic during that first term, arguing the crisis accounted for a larger share of the debt growth during that period. The official added that Biden “then recklessly spent trillions on COVID stimulus spending” and pointed to how “Obama economists like Larry Summers correctly warned would only ratchet up inflation, which caused interest rates to rise and just worsen the government’s borrowing costs.”
President Donald Trump’s first term and the opening portion of his second term have seen the national debt grow by more than $11.5 trillion to date. ( Yuri Gripas/Abaca/Bloomberg via Getty Images)
FEDERAL BUDGET DEFICIT ON TRACK TO SURPASS $2T THIS FISCAL YEAR AS SPENDING OUTPACES REVENUE
The largest U.S. budget deficit in history was incurred in fiscal year 2020 — the last full fiscal year of Trump’s first term — when the federal government ran a more than $3.1 trillion deficit.
That year saw several bipartisan COVID relief measures enacted by Congress and the president to help individuals and businesses, as well as state and local governments, as they dealt with the economic toll of the pandemic.
At the end of Trump’s first term, the gross national debt grew by over $7.8 trillion and stood at over $27.7 trillion as of Jan. 20, 2021, when Biden’s term began. Over the next four years, the gross national debt grew by more than $8.4 trillion as additional COVID relief measures were enacted, and Democratic majorities advanced Biden’s American Rescue Plan Act.
SOCIAL SECURITY’S MAIN TRUST FUND FACES DEPLETION IN 2032, TRIGGERING BENEFIT CUTS
When Trump’s second term began, Treasury Department data showed the gross national debt totaled $36.2 trillion as of Jan. 21, 2025, the day after his second inauguration.
The most recent data shows that as of Aug. 14, 2026, the gross national debt had risen to more than $39.9 trillion — an increase of over $3.7 trillion in the second Trump term to date. Higher spending on entitlement programs and debt interest, as well as tax cuts that were enacted under the One Big Beautiful Bill Act and tariff refunds, contributed to the higher debt.
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Taken together, the more than $7.8 trillion in debt from the first Trump term and the $3.7 trillion in debt incurred to date in the president’s second term combine to total about $11.5 trillion in debt during his time in office.
ET BureauThe Fine Print Profits mask the operating cash deficit at the integrated gold & silver platform, showing sensitivity to working-capital swings
Business
Incorporated in 2012, Augmont Enterprises undertakes gold and silver procurement and refining, bullion trading, digital gold and silver, jewellery manufacturing, international sales and gold-backed financial services. It also offers digital gold and silver, gold SIPs, gold FDs, gold loans and gold recycling. It operates two refineries with a combined capacity of 284 tonnes annually. The company manufactures products at its unit located in Sitapur SEZ, Rajasthan, with an installed capacity of 13.8 MTPA as of March 2026 and sells them in international markets.
Financials
Revenue from operations jumped 64.2% annually to ₹94,186.2 crore and net profit grew 114.1% annually to ₹348.3 crore between FY24 and FY26. Operating profit before interest, tax, depreciation and amortization (EBITDA) increased 92.7% to ₹386 crore during the period. On a year-on-year basis, revenue jumped 169.7%, EBITDA surged 271.4% while net profit soared 358.5% in FY26. The company’s EBITDA margin remains low at under 1% as its high-volume, low-spread bullion business leaves limited room after operating expenses. The large value of gold and silver transacted also inflates the revenue base, keeping reported margins thin. The company faced a cash deficit from operations of ₹42 crore in FY26 as against positive cash flow of ₹105 crore in FY25 and ₹96.7 crore in FY24. This was due to an increase in trade receivables, a decrease in other current financial liability and an increase in taxes paid.
Read more: Indian equity markets rally nearly 1% as dollar retreats and US bond yields cool
Valuation
The company does not have any listed comparable peers in India. Considering the post-IPO equity and net profit for FY26, it demands a price-earnings (P/E) multiple of 21 and price to sales multiple of 0.1.
Payne Capital Management President Ryan Payne joins ‘Mornings with Maria’ to discuss the surge of private equity in sports. Billionaires like Jeff Bezos and Bob Iger are investing billions as professional sports team valuations skyrocket.
Walmart’s e-commerce sales grew in the second quarter across its major business segments.
Global e-commerce sales rose 23%, led by store-fulfilled pickup and delivery and its online marketplace, according to the company’s Q2 earnings report released Thursday.
The gains were even stronger in the U.S., where e-commerce sales increased 24%, with strength in store-fulfilled delivery, advertising and marketplace.
WALMART GOES NUCLEAR IN FIRST-OF-ITS-KIND POWER DEAL FOR RETAIL GIANT
Walmart’s e-commerce sales grew in the second quarter across its major business segments. (David Paul Morris/Bloomberg via Getty Images)
Walmart President and CEO John Furner pointed to the retailer’s online growth as a sign that customers are responding to its “price, speed and convenience.”
“Our team delivered another good quarter, and we continue to make steady progress on the long-term value drivers of our business,” Furner said in a statement. “Our multi-year growth in e-commerce is evidence that customers are choosing Walmart because we deliver price, speed, and convenience across a broad assortment.”
Walmart President and CEO John Furner pointed to the retailer’s online growth as a sign that customers are responding to its “price, speed and convenience.” (Scott Olson/Getty Images)
He added, “At Walmart, they can have it all.”
Sam’s Club U.S. — a major division owned and operated by Walmart — also saw strong e-commerce growth, with sales up 26%, driven by continued growth in club-fulfilled pickup and delivery, according to the report.
WALMART, SAM’S CLUB SLASH PRICES ON THOUSANDS OF PRODUCTS AS TRUMP SAYS MOVE CAME AT HIS REQUEST
| Ticker | Security | Last | Change | Change % |
|---|---|---|---|---|
| WMT | WALMART INC. | 103.84 | -10.46 | -9.15% |
Walmart International also posted strong e-commerce growth, with e-commerce sales rising 19%, driven by store-fulfilled pickup and delivery.
Walmart reported revenue of $187.9 billion, up 5.9% from a year earlier, and raised its outlook for the fiscal year.
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“Our business model is only getting stronger and more durable, and we’re pleased to raise our guidance for the year,” John David Rainey, Walmart Inc. executive vice president and chief financial officer, said in a statement.
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