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.

An award-winning journalist breaks through the wall of secrecy to reveal how the world's most powerful company really works and how it is transforming the American economy.

Research Paper (undergraduate) from the year 2006 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1.0, Western Carolina University, course: Marketing Management & Mature Consumers, language: English, abstract: Wal-Mart, the largest retail company in the world, specializes in the operation of mass merchandising and supermarket stores. The company operates through three segments, namely the Wal-Mart stores, Sam’s Club, and the International segments in Asia, Europe, and South America. Wal-Mart is headquartered in Bentonville, Arkansas. Wal-Mart recorded total revenues of $287.9 billion during the fiscal year ended January 2005, an increase of 11.3% over fiscal 2004. The company recorded a net income of $10.2 billion in fiscal 2005, an increase of 13.4% over 2004. There are several issues that impresses me about this company and of course some that I find unimpressive. First of all, a question that I asked myself for so many times was: How could it be that it is so easy to get in but so hard to get out? I can imagine that ever since they built a “super” WALMART here in Cullowhee, the place has really livened up (I can not tell how it was before. I just spent a year in Cullowhee as an international student). I mean where else can a guy go at 2 o’clock in the afternoon and find more people than there are open registers. It is literally amazing to me for the simple fact that every experience is a new one. You walk in and there is just as much hustle and bustle as Santa’s workshop, or Hugh’s Mansion. So you grab a cart and immediately jump in the fast lane. Not a good move in my opinion, once I had a fender bender with an elderly woman. She rammed into the back of my leg in a motorized cart and before I could say excuse me she said, “That’s how people get run over.” But as usual I kept on truckin’ and the first place I go is to the toiletries section. I always go there first because no matter what you always need something. From that point on, you are infected with the Wal-Mart virus. This infection deteriorates the bankbook and can result in permanent financial trauma. My advice is to practice safe Wal-Mart spending and bring somebody who has no money. The worst part of the whole experience comes upon exiting the building when you have to pass the security checkpoint at the door wearing a rubber glove. I really hate this part because it makes you feel like you did steal something. The person politely asks for your receipt and looks at it to make sure you got everything. What are they going to do, look at it and say “excuse me sir are you aware that you stole this?”

Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.

Strategic Management: Concepts 2e by Frank T. Rothaermel combines quality and user-friendliness with rigor and relevance by synthesizing theory, empirical research, and practical applications in this new edition, which is designed to prepare students for the types of challenges they will face as managers in the globalized and turbulent business environment of the 21st century. With a single, strong voice that weaves together classic and cutting-edge theory with in-chapter cases and strategy highlights, to teach students how companies gain and sustain competitive advantage. OneBook...OneVoice...OneVision

During the 1990s, a new type of controversy began occurring across the United States: controversies over the siting of superstores, also known as big box stores. In these disputes, which often involved Wal-Mart, the world's biggest retailer, local citizens mounted organized opposition to the proposed siting of a superstores in their town or neighborhood. Opponents criticized Wal-Mart superstores for putting local independent merchants out of business, siphoning money from the local economy, providing substandard jobs, disrupting residential neighborhoods, contributing to the "McDonaldization" of society, inducing sprawl, destroying downtowns and Main Streets, and undermining local uniqueness and small town charm. More generally, these David-and-Goliath controversies represented particularly stark examples of the conflict of interests between local communities and large corporations that have become common in contemporary society. Small Towns and Big Business uses fieldwork and archival sources to comprehensively examine these controversies and the underlying issues. While Wal-Mart is usually able to site its stores at its preferred locations, in some cases local opponents have been able to thwart its plans. Using detailed case studies of anti-superstore controversies in six small cities in five states, Halebsky employs a comparative-historical approach to construct an explanation of how some of these local social movements managed to prevail against Wal-Mart. This explanation is then extended to provide the basis for a model of the general conditions under which local communities may be able to constrain unwanted corporate action. Thus, this is both a study of social movement outcomes and an investigation of community-corporate conflict. Small Towns and Big Business provides insight into the potential of the local state to control large corporations, the inherently problematic nature of corporate retailing, the possibilities for resisting McDonaldization, and the fate of local anti-corporation activism. Book jacket.

Over the past decade, increasing competition has created immense opportunities for businesses globally. As such, it important to research new methods and systems for creating optimal business cultures. Cases on Quality Initiatives for Organizational Longevity is a scholarly publication that examines cases on practices in organizations and how they have facilitated transformation over the years. Featuring coverage on a broad range of topics such as customer loyalty, benchmarking, and employee training, this book is geared toward business owners, managers, entrepreneurs, professionals, researchers, and students seeking current and relevant research on contemporary cases in the field of business quality management.