Wal-Mart is the world's largest retailer, and it has been significantly affected by the forces of globalization. This paper will consider those forces in the context of both the company's vision and in terms of organizational theory.
Globalization
Wal-Mart has been opportunistic in its approach to globalization. The company famously has become the subject of studies on globalization not just for its retail reach but for its supply chain management. Wal-Mart's vision and mission relate to delivering low prices to the consumer. The company feels that the promise of low prices will attract consumers to its stores. Thus, Wal-Mart follows through with its "everyday low prices" mantra by sourcing goods from the lowest-cost producers it can find. While for its first few decades this meant finding goods from American suppliers, Wal-Mart has seen in the past couple of decades a shift towards overseas production. All of this is done through second-party suppliers, but Wal-Mart exerts a high level of influence throughout its supply chain, to the point where it can guide the actions of its suppliers, leading them overseas. The globalization of Wal-Mart's supply chain has therefore become integral to its strategy, as its moves overseas combined with other elements of the supply chain management have allowed Wal-Mart to deliver, more or less, on its promise of lower prices.
Wal-Mart has also grown into a player in a number of markets around the world. Rugman & Girod (2003) argue that Wal-Mart is essentially a regional retailer within NAFTA, but this is to ignore the company's substantial presence in the Chinese market. In addition, Wal-Mart utilizes other brands in Europe, although it has been less successful on that continent. That said, the company does derive a significant amount of its sales in Mexico and Canada, which along with China provide close to a quarter...
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