No quick fixes for Wal‐Mart: Will radicalism reenergize retail giant?

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoint 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

There was a time when for retailers to stand and fight against Wal‐Mart was tantamount to being considered insane. As Wal‐Mart's corporate story was written across America, Wal‐Mart would move onto the edge of down, and the downtown stores would either close up shop quickly or die a longer, lingering death. The truth was that the local consumers, and those for many miles around, would flock to Wal‐Mart. They may not admit it in public, but for many the lure of wide, wide product range and low, low prices was simply too alluring. Years of custom and practice, maybe even loyalty, would be swept away. When the weekend came around the family would be found in one of Sam Walton's big box stores.

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

(2007), "No quick fixes for Wal‐Mart: Will radicalism reenergize retail giant?", Strategic Direction, Vol. 23 No. 10, pp. 6-8. https://doi.org/10.1108/02580540710824239