Wal-Mart in 2005
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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BSTA112 |
Electronic Format: Rs.
500;
Courier (within India):Rs. 25 Extra
Themes- |
| Case Length |
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15 Pages |
| Period |
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1962 - 2004 |
| Organization |
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Wal-Mart |
| Pub Date |
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2005 |
| Teaching Note |
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Not Available |
| Countries
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USA |
| Industry |
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Retailing |
Abstract:
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The $256.3 billion Wal-Mart, the world's largest retail chain, operates 1,478 Discount stores, 1,471 Supercenters, 538 SAM's clubs, 64 Domestic Neighborhood markets, and 1,355 International Units. Wal-Mart has emerged as a global player with operations in North America, Asia, Europe and South America. The Wal-Mart of 2005 is very much a reflection of what Sam Walton wanted it to be. The stores look the same, but are bigger in size and technologically more advanced. The culture is as vibrant and compelling as it had been in founder Sam Walton's days. However, following the spectacular growth of the past two decades, Wal-Mart faces human resources and public relations problems. The company has launched various initiatives to address these concerns.
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Contents:
Keywords:
Wal-Mart, Retail chain, Wal-Mart's business model, Sam Walton, Wal-Mart Discount City, David Glass, Michael Duke, Business leadership services, Wal-Mart's store format, Discount stores, Supercentres; SAM's Club, Wal-Mart Neighbourhood market, Lee Scott, Thomas Coughlin
Samsung Electronics in 2004
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