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Essay / Research Paper Abstract
A 3 page paper discussing public relations issues before Wal-Mart in the face of discrimination charges. Discrimination can be difficult to prove, but Wal-Mart’s employment of fewer African Americans and many fewer Latinos than make up the US population is a matter of Wal-Mart’s own record. Its predatory actions in small towns are recorded and proved by others. Wal-Mart has been getting away with its weak defenses, largely because its detractors and accusers are fragmented and disorganized. It needs to create and implement solid programs to increase diversity and contribute to local communities, however. Examination of Wal-Mart’s employment of African Americans and Hispanic Americans, and its record of pricing behavior in small towns will be enough to negate any other current Wal-Mart defense that the company cannot quantify. Bibliography lists 6 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSwalMrtTarget.rtf
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Unformatted sample text from the term paper:
nature of business that "everyone" takes aim at the leader. Competitors within the industry seek to unseat the industry leader for the purpose of becoming the industry leader.
Wal-Mart holds the distinction of not only being the worlds largest retailer, it recently became the worlds largest company of any kind, competing in any industry. As such, it
comes into the sights of more than only the competitors in its industry. Official response to charges of discrimination, predatory practices and every other charge leveled at Wal-Mart consistently
takes the form of puzzled bewilderment that any organization bringing jobs to local economies, offering residents low prices and significantly adding to the local tax base would be questioned in
its motives. The purpose here is to assess the validity of some of the claims. Sam Waltons Legacy Wal-Marts founder wrote, "If
youre interested in how Wal-Mart did it," this is one story youve got to sit up and pay close attention to" (Walton and Huey, 1993; p. 32). Here Walton
refers to the lesson he learned in pricing before Wal-Mart became Wal-Mart, when he still was managing a Ben Franklin store in Arkansas. The lesson was one that other
retailers were learning at the same time, but that Wal-Mart learned to apply better than most. When Walton was able to buy an item for 80 cents, "I found
that by pricing it at $1.00 I could sell three times more of it than by pricing it at $1.20" (Walton and Huey, 1993; p. 32).
The lesson, of course, was that the store could make more money by selling at lower prices in greater volume. This is the principle to which
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