The Good and Bad of Wal-Mart's Culture |
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Human Resource, Organization Behavior Case Studies 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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"All associates work for the customers who buy our merchandise. In fact, the customers can fire everybody in our company. And they can do it by simply spending their money somewhere else. The greatest measure of our success is how well we please the customer, 'Our Boss'. " - Sam Walton, Founder of Wal-Mart1 "Our commitment to meeting the needs of each individual Customer can be fulfilled only by recruiting, developing and promoting the very best people we can find around the world". - John B. Menzer, Head, Wal-Mart International Division in 2003.2 "Our family is proud of the accomplishments of our Wal-Mart Associates around the world. Without their dedication and commitment, there would be no Wal-Mart." Rob Walton, Chairman, Wal-Mart in 20033 'Good to Great'
Wal-Mart always gave more importance to volumes than margins and promised customers the lowest prices on every kind of goods. Analysts believe that culture is one of the most important determinants in making a good company a 'great' one.
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1] www.wal-martchina.com. |
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