Winning the Wal‐Mart way: Why the super‐retailer can only get bigger

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The dawn of 2009 was grim for many retailers – all over the US, Europe and other developed countries well‐established operators were calling in the administrators. Familiar clichés were being trotted out by commentators, as they do at time of recession, such as “it will get worse before it gets better”, and “only the strong will survive”. To add to this list could have been, “when the going gets tough, Wal‐Mart gets going”. Sam Walton's empire has grown and grown to become the world's biggest retailer on the back of taking advantage of other smaller retailers' failures through its comprehensive offer and “pile it high, sell 'em cheap” philosophy. And, as recession bit in the US for the first time in a generation, Wal‐Mart began a new cycle of success as consumers dug in and flocked to the one name they associated with budget‐priced goods.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2009), "Winning the Wal‐Mart way: Why the super‐retailer can only get bigger", Strategic Direction, Vol. 25 No. 4, pp. 5-8. https://doi.org/10.1108/02580540910943479