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WalMart Problems Essay

Essay 1

Walmart is a big corporation with many problems. It is very little they do to make things better for their employees, and Walmart workers are some of the most underpaid people in America. Even though Walmart is one of the largest corporations in the world, they still refuse to pay their employees enough money so that they can live comfortably and feed themselves and their families without needing food stamps or welfare just to survive. The wal mart wage gap literally means that women at wal mart stores earn less than men even if they have more experience and work just as hard as everyone else!

Walmart is a large American retail business founded in 1962 by Sam Walton. It runs big department shops and warehouses where goods are sold at a discount (Kneer 21). It is the world’s third biggest publicly owned firm. Walmart operates in a number of countries, including the United States, Brazil, Argentina, and Canada. Because of its poor treatment of workers, Walmart has been on the receiving end for a long time.

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According to the website, supporters of the campaign believe that Walmart’s reputation is not what it should be and wish to help restore its good name. The reasoning behind Walmart’s allegedly bad reputation is said to be a result of low pay and cheap pricing. Analysts have claimed that despite criticisms, Walmart has a beneficial influence on the economy and people’s lives (Kneer 53). It has over 2 million employees and is the world’s largest private employer.

Walmart faces several issues, including stiff competition, a poor reputation, limitations on business deals and joint ventures, and stringent cultural values in foreign markets (Kneer 25). There is fierce rivalry from other retail businesses that have adopted a low-price strategy. They’re facing a lot of stiff competition in North America, especially in Canada and Mexico. ShopKo, Giant tiger, Soriana, Costco, Meijer, Kmart, and Comercial Mexicana are among their competitors (Knee 27). Small grocery and retail shops have managed to compete with Walmart in several countries by establishing their own niche. In addition, overseas market competition is fierce.

Because there was so much competition, it has only been able to take control of 2% of the German food market due to strong opposition from other established sellers and supermarkets (Roberts and Berg 29). Despite having opened in South Korea in 1998, Walmart was unable to dominate the market and withdrew in 2006 as a result of fierce competition. Walmart has a bad reputation as a result of its low pay, low pricing, and sexual abuse. Several incidents of employee exploitation have been reported. Sex bias is common in all of Walmart’s shops across the world.

The problem of sexual exploitation has made it difficult for Walmart to enter certain countries with stricter cultural values and customs (Roberts and Berg 33). This problem has caused difficulties for them in terms of management, which has effectively stymied their expansion plan. The low pay has also created a negative image for the company. Even though they employ millions of individuals, their salaries are so low that they can barely support employees with large families. The firm’s management has been hesitant to raise wages. Other issues include stringent government rules in foreign markets, disrupted relationships with vendors, cultural differences, and difficulties in acquiring other firms (Kneer 31).

Strategic and operational analysis

Walmart utilizes a low-cost, high-volume approach (Roberts and Berg 45). The foundation of the strategy is to satisfy clients by offering low prices and excellent customer service. Because its running costs are lower than the typical industry rates, the firm is able to provide inexpensive pricing. Its superior distribution channels give it an edge over competitors (Roberts and Berg 46). Because of low prices, committed employees, and a highly developed data management system, it is able to offer exceptional customer service.

The management ensures that the business maintains a competitive advantage by providing a diversified product offering to clients (Roberts and Berg 46). As a result, Walmart provides clients with the opportunity to purchase anything they want all in one place. They have an operational strategy that involves selling their services in various nations across the world. It runs almost 4,000 retail locations in the United States alone.

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In order to provide a greater variety of items, the firm is changing its operation approach by converting some of its retail shops into supermarkets (Roberts and Berg 47). In addition, it is increasing its operations by establishing tiny boutiques in metropolitan areas. To reach out to additional consumers and advertise its stores, it has turned to social media and technology.

Ethics and sustainability issues

Walmart has a long and checkered history when it comes to ethics and sustainability. Several establishments around the world have experienced sexual and gender discrimination incidents. It’s also been charged with preventing workers from forming unions (Roberts and Berg 55). Management is concerned that employees would fight for higher pay if they were permitted to organize. It’s wrong to pay low wages when profits are so high. Walmart faces a variety of environmental issues as well.

In addition to the previously mentioned variables, consider the following: the goal of a corporation’s management is to address these concerns in order to assure their long-term sustainability in the global market. It has three aims in mind when it comes to its market sustainability. These include using renewable energy at its stores, producing no waste, and selling goods that do not pollute the environment (Roberts and Berg 58).


Walmart should concentrate on enhancing its Human Resource to counteract the negative image resulting from sexual prejudice. To enhance its presence in other countries, it must first repair its public image. It will be easier for it to enter foreign markets if its reputation improves.

Many countries have strict environmental sustainability guidelines in place. For example, the company should consider increasing salaries and allowing workers to form unions as a method of addressing ethical concerns. Another important modification is for the firm to pay more attention to long-term viability. Many nations have stringent environmental preservation laws in place.

In order to achieve sustainability, a business should make environmental protection and long-term viability its top concern. The corporation’s activities and goods should promote environmentally responsible behavior. Finally, the firm should consider growing into smaller markets in order to serve more consumers. This might include opening tiny retail outlets in areas with a high concentration of low-income residents. This will expand the company’s customer base, increase productivity, and boost income and market presence.


Walmart is the world’s largest company, having been established in 1962. It has overcome a variety of challenges and problems to become the world’s largest private employer. Competition, government regulation in foreign markets, and cultural differences are all obstacles that the firm has faced. For a long time, it has dominated the retail market through its operational method.

Walmart, on the other hand, follows a low-cost and high-volume approach. The strategy’s fundamental idea is to satisfy clients by providing cheap prices and excellent customer service. Walmart provides cheap items at a high level of quality customer service. In order to better position itself as a retail worldwide giant, Walmart should consider raising salaries, encouraging labor unions, and promoting environmental responsibility in its operations. This will improve its reputation as a major commercial player on the global stage.

Essay 2

People have been going to Wal-Mart frequently or perhaps once. People appreciate the way in which Wal-Mart operates. Their prices are reasonable, and we can locate a wide range of products owing to their low cost. For approximately 53 years, Wal-Mart has been operating. It is excellent because it demonstrates that people adore the location. Not every retail business may endure for a long time and make large money.

They claim to have over 260 million clients throughout their outlets, including stores in 28 countries. In addition, Wal-Mart has more than 2.2 million employees worldwide, with 1.4 million workers in the United States. However, Wal-Mart’s CEO, Douglas McMillon, recently stated that the company will close 269 stores in the United States and worldwide locations. In other words, more than 16000 individuals, including 10 000 persons in the United States, will be affected by this measure.

This essay will attempt to resolve the problem ethically, using alternative methods. First and foremost, there is a question that arises: Why does Wal-Mart have to close so many stores? In McMillon’s statement, he stated that they want a smarter business. They want to grow their company by eliminating underperforming or losing money-making units. This was perfectly acceptable for a corporate leader to make this decision.

Essay 3

It’s no secret that Wal-Mart is the world’s largest retail company. Recognizing that rapid development may only go so far, without change, Wal-Mart made it clear from the outset that they were prepared to make major industry transformation advances in their operations. Its operational improvements have kept Wal-Mart at the forefront of technology and supply chain management, giving it an industry leading competitive edge. It has taken its organizational structure and culture slowly to address worker dissatisfaction and bad client service, however.

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Between 1972 and 1992, through a series of innovative breakthroughs that produced lower operating expenses and prices than its rivals, Wal-Mart grew from $44 million in sales to $44 billion. (Hammer, 2016) From straight forward cast registers to POS inventory systems at the registers, reinventing its purchasing operations and distributions, and supply chain management, Wal-Mart was reinventing its purchasing operations and distribution while it was moving from cast registers to POS inventory systems at the registers.

Cross-docking is one of their most cost-effective improvements. Cross-docking has been around since the 1930s, however, Wal-Mart perfected it and is now known as the “cross-docking king.” For Wal-Mart, cross-docking is a method of moving goods from suppliers to a distribution center before being immediately sent to trucks destined for their retail outlets without ever being placed in storage. (Hammer, 2016)

Wal-Mart’s organizational structure is its skeleton or core, and culture is its heart and soul. Wal-Mart has a two-feature structure that serves as both a hierarchy and a functional structure, which is known as a “hierarchical-functional organizational structure.” From the top of the organization, all communication, directives, and mandates begin with the hierarchy structure and are disseminated down to operations via a stringent chain of command.

The organization’s structure, in its most basic form, is described by the functional aspect. These are only a few of the departments that make up the company: personnel, information technology, sales and marketing. Since its foundation, Wal-Mart’s culture has been centered on three key principles: service to customers, respect for the individual, and striving for excellence. Wal-Mart’s long-term success has been the successful integration of its organizational structure and culture. (Lombardo, 2017) However, recent concerns have arisen about the number of Wal-Mart employees on government assistance due to low pay and persistent customer service issues.

In light of the numerous complaints regarding “service to consumers and low pay for rank-and-file workers,” it appears that Wal-Mart’s organizational structure no longer respects the culture that has been the heart and soul of the organization since its inception. The organization’s complex structure, in which all levels are highly hierarchical, prevents quick communication and a lengthy approval process between the top executives and the retail operations managers.

Another option may be for retail operations to have more open lines of communication from the top-down, allowing issues to be addressed more quickly rather than waiting days for permission to act. Another approach would be for Wal-Mart to increase its entry salaries and decrease the criteria for medical insurance so that most of its staff do not need government aid. Employees are frequently unaware of the departments within which they are placed.

This is frequently the case as a result of scheduling limitations forced upon managers. If more emphasis were placed on cross-training employees so that they may be competent for the posts to which they are being assigned, the Assistant Managers would not be scrambling to locate appropriate people and consumers would receive better service from educated workers instead of being greeted by someone with no knowledge of the department to which they have been assigned for the evening.

Assistants need to be able to perform a wide range of tasks and that is where they differ from more entry-level occupations. Assistants must have a thorough understanding of their departments as well as the goods within those departments in order to do many jobs effectively. Providing Assistant Managers with additional information and freedom to make decisions on the fly can help alleviate some of these issues.

In conclusion, for Wal-Mart to maintain its competitive advantage, it must return to the fundamentals of its fundamental beliefs: customer service, respect for individuals, and striving for excellence. They also need more open lines of communication so that problems may be addressed in a timely manner amid this ever-changing fast-paced retail environment. Especially with rivals like Amazon breathing down their neck. They can’t afford not to be more flexible and open within their organizational structure now that rivals are operating in the e-commerce market.

Essay 4

The ethical issues surrounding Wal-Mart are many, which is why the superstore has consistently been the focus of ethical concerns. For years, Wal-Mart has been mired in ethical disputes, including wages, benefits, product quality concerns, and even bribery. I’ll go through these problems, how they’ve impacted the company, and what management actions have resulted from them in the next few pages.

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To begin, we must first define predatory pricing. To understand what predatory pricing is, consider the following example: A business owner offers a discount to customers who bring in their old or broken products for recycling (Miles, 2012). “Workers are forced to labor in 120-degree heat with no fan, vomit and get bleeding noses as a result of the heat and pollutants, and are compelled to work without clean water or regular rest periods while using faulty, hazardous machinery, according to an essay published on The Huffington Post” (Miles, 2012).

In Arkansas, 100 Walmart employees demonstrated outside of Wal-Mart express, demanding higher wages and better working conditions. One protester, Larry Born, called Wal-Mart a “predatory employer” that pays slave wages. Mr. Born also said that he had been asked to work eight or nine days in a row on several occasions (Rezin, 2013). This demonstration took place at the same time as another one happening in Illinois for the same reasons.

Locally, there have been a number of issues with local communities. Individuals are delighted to hear that a Wal-Mart is being constructed in their area. They envision employment, cost savings, convenience, and one-stop shopping, and while this is all true, studies show that Wal-Marts may have devastating impacts on the places where they are established.

Essay 5

Walmart began with a focus on growth and expansion, and it set ambitious future growth targets from the start. While the retail sector was developing, such a plan worked well, but now that retail markets in most industrialized countries are saturated and competition grows more fierce, it is no longer viable.

Walmart has increased its market share at the expense of competitors in several categories. Walmart’s growth is due to its aggressive expansion and penetration strategy, which continues to be employed today. When the US retail market became saturated, Walmart targeted the e-commerce sector, and when this industry got more competitive, Walmart opted to boost international presence. In fact, one may argue that because Walmart was a late entrant into the worldwide retail business in 1992, it is still a newbie today.

But, beyond the United States, Walmart’s shipments are growing fast. In 2013, they accounted for 30% of total sales. This progress was successful in some countries but not so much in others because Walmart was able to enter several markets rather successfully while losing money in other places. In reality, Walmart is currently facing fierce opposition from domestic businesses in the nations where global expansion is planned.

Domestic retailers use a variety of competitive tactics such as internal growth, merging with larger firms, simultaneous international expansion, and so on. However, Walmart has gained considerable expertise in international development and now operates in over 30 countries. Walmart’s two key strategies for growth are acquisition and organic growth. In 2013, Walmart opened 497 new stores overseas, many of which will be part of future global expansion efforts.

In the long term, Walmart’s plan to expand in developing countries and cut costs at breakneck speed is unsustainable. The strategy of rapid development and significant cost reduction adopted by Walmart is not viable in the long run. Expanding into mature markets has already been tough owing to saturation and the fact that most worldwide retailers are also accessible there.

The advantages of internet sales are limited by Walmart’s capacity to control delivery of items and optimization in a remote environment, but online growth still has potential. Furthermore, expanding into developing countries comes with its own set of problems – low costs may be viewed as prohibitively expensive in low-income areas, and Walmart may be unable to compete with local merchants on price. In addition, difficulties in the developing world’s political and economic environments may slow down growth, while cultural disputes and a disconnect between Walmart’s culture and foreign cultures might cause some efforts to fail.

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