Wal-Mart
Case Study: Wal-Mart
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Management and Strategy
Webster University
May 15, 2013
Table of Contents
Introduction
Every business organization in the contemporary world continues to face serious challenges and turbulences. Such challenges and turbulences have called on to business enterprises to re-structure and re-engineer their strategic plan in order to establish effective strategic initiatives. Dynamisms and increased competition are some of the challenges that business enterprises continue to face. One example of a business enterprise that has had to re-structure and re-engineer its strategic plan amidst increased dynamisms and competition with Wal-Mart. Late in 2005, Wal-Mart announced a series of sweeping new strategic initiatives. Such strategic initiatives are aimed at enhancing the position of the business within the industry and the market as well as performances.
This case study provides an in-depth analysis of Wal-Mart in respect to its current strategy and challenges. Analysis of the threats and challenges coupled with priorities that Wal-Mart CEO, Lee Scott set in the address on “Twenty-first century Leadership” on October 24, 2005 form part of this case study. The analysis also includes the 2005 retreat proposals by Wal-Mart Board in respect to meeting specific challenges. A discussion of the initiatives as outlined in the “Supplemental Benefits Documentation: Board of Directors Retreat FY06" also forms part of the analysis. The additional damage done to Wal-Mart by the leaking to the public of the Board Benefits Strategy Document as well as two recent Wal-Mart initiatives from the standpoints of strategy and personal relations are discussed in this analysis. Lastly, this paper provides a discussion of the Wal-Mart’s strategic social challenges from the standpoint of Bonini, Mendonca, and Oppenheim (2006) besides providing a concluding remark to the analysis.
Wal-Mart’s Threats and Challenges
???????
Management and Strategy
Webster University
May 15, 2013
Table of Contents
Introduction
Every business organization in the contemporary world continues to face serious challenges and turbulences. Such challenges and turbulences have called on to business enterprises to re-structure and re-engineer their strategic plan in order to establish effective strategic initiatives. Dynamisms and increased competition are some of the challenges that business enterprises continue to face. One example of a business enterprise that has had to re-structure and re-engineer its strategic plan amidst increased dynamisms and competition with Wal-Mart. Late in 2005, Wal-Mart announced a series of sweeping new strategic initiatives. Such strategic initiatives are aimed at enhancing the position of the business within the industry and the market as well as performances.
This case study provides an in-depth analysis of Wal-Mart in respect to its current strategy and challenges. Analysis of the threats and challenges coupled with priorities that Wal-Mart CEO, Lee Scott set in the address on “Twenty-first century Leadership” on October 24, 2005 form part of this case study. The analysis also includes the 2005 retreat proposals by Wal-Mart Board in respect to meeting specific challenges. A discussion of the initiatives as outlined in the “Supplemental Benefits Documentation: Board of Directors Retreat FY06" also forms part of the analysis. The additional damage done to Wal-Mart by the leaking to the public of the Board Benefits Strategy Document as well as two recent Wal-Mart initiatives from the standpoints of strategy and personal relations are discussed in this analysis. Lastly, this paper provides a discussion of the Wal-Mart’s strategic social challenges from the standpoint of Bonini, Mendonca, and Oppenheim (2006) besides providing a concluding remark to the analysis.
Wal-Mart’s Threats and Challenges
References: BOD Retreat FY06: Benefit Strategy. Supplemental benefits documentation by Board of Directors Retreat FY06, Wal-Mart Stores, Inc. Bonini, S. M., Mendonca, L. T., & Oppenheim, J. M. (2006). When social issues become strategic. McKinsey Quarterly. 2006 no. 2 Head, Simon (2004). Inside the Leviathan. The New York Review of Books. 51(20) Lee Scott on why Wal-Mart is playing nicer. Business Week. 03 Oct 2005. 94/5. Payton, P. (2005). “Wal-Mart Experimental Stores: Environments of scale.” European Retail Digest, 48; 7-12, 6p. Rugman, A. M., Dossett, A. (2005). “Wal-Mart and Carrefour as Home-Region Multinationals.” European Retail Digest, 48; 61-65.