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S.W.O.T. Kmart’s internal strengths include their current CEO Julian Day and their current Restructuring plan. Connerly has demonstrated himself to be of great value to Kmart. He saved them from near bankruptcy in 2002. He also negotiated with leaseholders, vendors, and creditors not to force them into bankruptcy in spite of the junk bond rating they had received. Kmart’s internal weaknesses include their inability to compete with Wal-Mart on price, their image, and inability to implement goals and strategies, their corporate culture, and the loss of consumer needs and wants. Kmart’s image is so negative that 49% of Wal-Mart’s customers indicated in a survey that they drive past Kmart to get to Wal-Mart. Kmart tried to start competing again with Wal-Mart on prices by spending $2 billion over two years to improve stores and supply chain management, but failing to market Kmart as a good place to shop. The reasons stated for perceiving Wal-Mart as better include perceptions that Wal-Mart’s prices are che