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Did Wal-Mart Wake Up? - The Arthur Page Society

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effects these practices had on employees and small business owners. A study on the<br />

impact of <strong>Wal</strong>-<strong>Mart</strong> supercenters in rural communities found that small towns can lose up<br />

to 47 percent of their retail trade as soon as 10 years after the establishment of a <strong>Wal</strong>-<br />

<strong>Mart</strong>. 4<br />

<strong>Wal</strong>-<strong>Mart</strong> soon found itself witnessing the repercussions of this negative<br />

coverage. By November 2006, <strong>Wal</strong>-<strong>Mart</strong>’s stock was down 30 percent since 2000, and its<br />

sales growth slowed to 1.5 percent in the third quarter, compared to the 4.6 percent<br />

growth of competitor Target. 5 (See Appendix B) A confidential report for <strong>Wal</strong>-<strong>Mart</strong> by<br />

McKinsey & Co. that was soon publicized by <strong>Wal</strong>-<strong>Mart</strong> Watch also found that 2 to 8<br />

percent of consumers no longer wanted to shop at the store due to the negative press they<br />

have encountered. 6 <strong>The</strong> growing opposition to <strong>Wal</strong>-<strong>Mart</strong> was quickly becoming<br />

detrimental to the growth of the company, not only externally, but internally as well. It<br />

was imperative that <strong>Wal</strong>-<strong>Mart</strong> take matters into its own hands and handled these issues<br />

through effective communication and strategic organization, as its very reputation and<br />

image depended on it. This particular case study details exactly how <strong>Wal</strong>-<strong>Mart</strong> used an<br />

effective strategic communication function of corporate reputation management (CRM)<br />

to quell the negative press it has been facing for almost the past decade. It will recount<br />

the measures taken by <strong>Wal</strong>-<strong>Mart</strong> to salvage its relationships with its employees and<br />

customers and reverse a tarnished reputation becoming indelible in the perceptions of its<br />

many stakeholders.<br />

4

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