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The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company

von Don Soderquist

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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.… (mehr)
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From a capitalist standpoint, Wal-Mart is one of the greatest stories ever told. With a ruthless penchant for efficiency and low prices, Wal-Mart arguably has made the biggest impact for the average person. Is it a good or a bad impact?

This is a story told by the retired Vice Chairman and Operating Officer, Don Soderquist. He began with Sam Walton in 1980 and watched the growth of Wal-Mart rise to be the largest retailer in the world. In the light of all the recent bad publicity of Wal-Mart, it was difficult to accept everything Don said.

I do know it’s difficult to please everybody. How do you please a company of 1.6 million associates? When you have a company that size, is it really possible to pause to look at each person as a person? With a company that size, how can you have knowledge of what’s happening on the front lines? Wal-Mart’s technological prowess is legendary but even it can’t find an answer to stop the anti Wal-Mart detractors.

I think that a lot of the problems are rooted in the fact that Wal-Mart is the biggest dog in the retail world. When the first punches are thrown at the (perceived?) bully, all the other beta dogs gang up, bark and bite as well.

Some of the biggest complaints that I want to address here.

Wal-Mart offers slave labor wages to its associates.
There is a rumor that Wal-Mart is educating their associates on how to use welfare to supplement their income. I don’t know if there’s a way to verify this. Wal-Mart however does post their information about wages and health insurance. On their website, Wal-Mart gives an average of hourly wages of associates. What is the average wage scale of other retailers? Wal-Mart posts that 59% of their associates are insured and people complain that Wal-Mart isn’t doing enough. However, in all the detractors, I have never heard of the percentage of associates that other companies and more importantly retailers insure.

Wal-Mart destroys small businesses when they enter the market.
If Wal-Mart is doing their job well, they are taking a larger piece of the retailer pie and would take a lion’s share when they join a market. Yes, many small businesses owners will struggle or under – incidentally, maybe have to join Wal-Mart and get a pay cut. This is the nature of capitalism and I would have a bigger problem with government subsidy to keep an inferior business afloat.

The bottom line is that there are a lot of people who hate Wal-Mart, but obviously there are many more people who love to shop Wal-Mart. People do have choices on where to shop. If you don’t like Wal-Mart, shop somewhere else.

What does Wal-Mart mean to you? I have the strange paradox of being a shareholder of the company but I rarely set my foot into Wal-Mart. From an investor standpoint, I think it’s a great story and an amazing story. However, from a consumer standpoint, I would like to have more of a community store. It would be nice to go to a store where everyone knows your name and the money you spend is helping directly helping little Billy save up for his first car. Wal-Mart feels so impersonal to me but it’s what people obviously want. ( )
  wellington299 | Feb 19, 2022 |
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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.

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