The Wal Mart Way Not Sam S Way
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¡§The Walmart Way¡ ̈ Not Sam¡¦s Way
Among the merchandise, files and customers at Walmart are the associates. The people who greet the customers and keep the shelves stocked. This book looks into the lives of the people this company will forever be connected to, like it or not. It tells of the beginning of the end of Walmart. This is the warehouse, the truck driver and the system keeping count of it all. This is a written view from the inside. It takes an in depth look at associates, individual stores, salaried management and the corporate offices of this company listed on tickers of the New York Stock Exchange as wmt. For updated info go to www.walmartassociatescentral.com
The Wal-Mart Way
Since Sam Walton's death in 1992, Wal-Mart has gone from being the largest retailer in the world to holding the top spot on the Fortune 500 list as the largest company in the world. Don Soderquist, who was senior vice chairman during that time, played a crucial role in that success. Sam Walton said, "I tried for almost twenty years to hire Don Soderquist . . . But when we really needed him later on, he finally joined up and made a great chief operating officer." Responsible for overseeing many of Wal-Mart's key support divisions, including real estate, human resources, information systems, logistics, legal, corporate affairs, and loss prevention, Soderquist stayed true to his Christian values as well as Wal-Mart's distinct management style. "Probably no other Wal-Mart executive since the legendary Sam Walton has come to embody the principles of the company's culture-or to represent them within the industry-as has Don Soderquist," Discount Store News once reported. In The Wal-Mart Way, Soderquist shares his story of helping lead a global company from being a $43 billion company to one that would eventually exceed $200 billion. Several books have been written about Wal-Mart's success, but none by the ones who were the actual players. It was more than "Everyday Low Prices" and distribution that catapulted the company to the top. The core values based on Judeo-Christian principles-and maintained by leaders such as Soderquist-are the real reason for Wal-Mart's success.
Walmart in China
Walmart and "Made in China" are practically synonymous; Walmart imports some 70 percent of its merchandise from China. Walmart is now also rapidly becoming a major retail presence there, with close to two hundred Walmarts in more than a hundred Chinese cities. What happens when the world's biggest retailer and the world's biggest country do business with each other? In this book, a group of thirteen experts from several disciplines examine the symbiotic but strained relationship between these giants. The book shows how Walmart began cutting costs by bypassing its American suppliers and sourcing directly from Asia and how Walmart's sheer size has trumped all other multinationals in squeezing procurement prices and, as a by-product, driving down Chinese workers’ wages. China is also an inviting frontier for Walmart’s global superstore expansion. As China's middle class grows, the chain's Western image and affordable goods have become popular. Walmart's Arkansas headquarters exports to the Chinese stores a unique corporate culture and management ideology, which oddly enough are reminiscent of Mao-era Chinese techniques for promoting loyalty. Three chapters separately detail the lives of a Walmart store manager, a lower-level store supervisor, and a cashier. Another chapter focuses on employees' wages, "voluntary" overtime, and the stores' strict labor discipline. In 2006, the official Chinese trade union targeted Walmart, which is antilabor in its home country, and succeeded in setting up union branches in all the stores. Walmart in China reveals the surprising outcome.