Wal-Mart is committed to environmental protection & preservation of our natural resources. “Acres for America” preserves on acre of critical wildlife habitat for every acre Wal-Mart has developed & will develop until 2015. Acres for America has permanently conserved 410,000 acres in the United States. Increasing fuel efficiency of its fleet by 25%, reducing packaging with suppliers & creating better driving routes that reduce miles driven. Sell more organic produce than the average retailer
Offers free information on budget, credit issues & questions, for both associates & customers. PhilanthropyWal-Mart Stores, Inc. and the Wal-Mart Foundation are proud to support the charitable causes that are important to customers and associates in their own neighborhoods.
Through its programs and partnerships, the Wal-Mart Foundation supports initiatives focused on creating opportunities in education, workforce development, environmental sustainability, and health and wellness. In 2007, Walmart, Sam’s Club and the Wal-Mart Foundation gave $296 million to communities across the United States. Disburses $415 million in cash and in-kind merchandise annually to 100,000 charitable organizations around the world
We feel that Wal-Mart is an ethical company based on these factors: Since 1962, Wal-Mart has been committed to maintaining an environment in which their associates are proud to work, their suppliers and other business partners know they are being treated fairly, and the shareholders can invest in Wal-Mart with confidence.
They have a 24/7 Global Ethics office & an open door policy to raise both ethics & non ethics related issues. Wal-Mart audits more factories than any other company in the world, 14,400 audits were conducted in 9,175 factories in 2007. Audits are conducted by Ethical Standards & approved third party service providers. Wal-Mart has been working with industry peers to form the Global Social Compliance Program, a program designed to promote uniform & acceptable working conditions at the highest standards for global sourcing.
If we were looking for a job, we would apply at Wal-Mart.They offer competitive wages & bonuses.
Wal-Mart waives the fees for the hundreds of thousands of paper checks they cash for associates every payday, and also offer all U.S. associates the MoneyCard for free with direct deposit, crediting them the initial $3 fee with no monthly fees and free direct deposit reloads
Every Wal-Mart employee gets a 10% store discount, while an additional 4% of wages go into profit-sharing and 401(k) plans .
Job security from being part of a winning teamFlexible schedules, with paid vacation and reasonable opportunities for leaves-of-absence or breaks in continuity
Walmart associates are given fair opportunities to advance in a company that does not require you to have any formal education.
Wal-Mart encourages people to raise concerns & to speak up. Wal-Mart uses the “10 foot rule” to better interact with Customers and to help them meet their needs. Introduced the RFID (radio frequency identification) & EPC (electronic product codes) which tracks products, reduces cost and improves the customer experience.
Interpersonal styleLeadership role they practice servant leadership, they strive to have managers who listen to their teams in a way that will lift morale & help the group accomplish the overall goal. Informational
Monitor role they are involved in the community & aware of what is happening to better serve the people. DecisionalDisturbance Handler- handles recalls , unforeseen problems, customer relations issues are solved in a timely manner.
Style of managementWalton’s management style was popular with employees and he founded some of the basic concepts of management that are still in use today. After taking the company public in 1970, Walton introduced his “profit sharing plan”. The profit sharing plan was a plan for Wal-Mart employees to improve their income dependent on the profitability of the store. Sam Walton believed that “individuals don’t win, teams do”.
Employees at Wal-Mart stores were offered stock options and store discounts. These benefits are commonplace today, but Walton was among the first to implement them. Walton believed that a happy employee meant happy customers and more sales. Walton believed that by giving employees a part of the company and making their success dependent on the company’s success, they would care about the company. Strategic: 1-5 yrs CEO,VP,general managers
pay attention to environment outside the organization, be future oriented, deal with uncertain & highly competitive conditions Pricing strategy delivered a record year. Management team began implementing a new capital efficiency model & is now trying to be more accurate in deciding the projects to pursue & how those projects drive value for their shareholders. introduced a new focus on customer segments, such as upscale suburban and ethnic urban shoppers. It has also launched a major remodeling of 1,800 stores in 18 months, is shifting staffs to better match customer flows, and is emphasizing “value” instead of simply the lowest price.
On that note was the demotion of Mr. Smiley, the cutesy “Have a Happy Day,” price-slashing, bouncing yellow ball with eyes that has infected Wal-Mart ads for years. Labor unions and environmentalists, meanwhile, blasted Wal-Mart’s business practices and encouraged shoppers to turn elsewhere. Wal-Mart’s traditional field structure to decentralize control over merchandising and to free area managers from issues like human resources. All store employees also now see bonuses tied to their outlet’s performance. price leadership is the core of everything we do.”
Now the chain is targeting selective shoppers who come for cheap prices on toilet paper and food but don’t cross the aisle for clothes and electronics–getting them to shop the “rest of the box.” Apparel is getting more designer clothes, including additions from George, a line Wal-Mart acquired with a British chain, more private designer labels like Metro 7 clothes for women, and Exsto, targeting the young urban male.
Tactical: 6-24 months product line managers, depart managers implement policies & plans of top management, supervise & coordinate activities of 1st line managers, make decisions w/o clearly defined information procedures move to reduce inventory (box). Besides saving money, cutting inventory also means fewer boxes on risers looming over customers. “Inventory clutters stores,”
Operational: 1-52 weeks team leaders,1st line supervisors direct daily tasks on non managerial personnel, decisions often predictable, following well defined set of routine procedures. Wal-Mart exceeded 100 billion in sales for the 4th quarter of 2008- a 1st for any global retailer.