Stewart Lawrence Walton ?

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Wal-Mart Stores Inc. is a global American retailing company, which dominates a large part of the U.S. market. Wal-Mart is in the Fortune Global 500 listed on top of the largest companies in the world. [3] Wal-Mart employs over two million employees, making it the largest private employer in the world.

The turnover of Wal-Mart in fiscal 2009, climbed over the previous year by 1% to 405.6 billion U.S. dollars. The profit rose by about 7% to 14.3 billion U.S. dollars.

Major competitors of Wal-Mart, Metro, Carrefour and Tesco.

The name of the company derives from its founder Sam Walton at (Walton's Mart). On 2 July 1962 opened its first Sam Walton, Wal-Mart in Rogers (Arkansas), after he had already opened its first store in 1950, a dime store at Town Square & Nickle town Bentonville, Arkansas. Here is today next to the headquarters and a museum about the history of the company. Ten years later, in 1972, the company went public, which gave him the necessary capital for expansion. The big rise but only started in 1987 when Wal-Mart's first hypermarket supermarkets under the name USA opened, with a time over the department store average ten times as large retail space. The first store outside the United States was opened in 1991 in Polanco, Mexico City. While the Group operates successfully in Canada, Mexico and become the market leader in Britain's second-largest group after Tesco rose, his position in other international markets is difficult.

Wal-Mart now dominates much of the U.S. retail industry and with a turnover of 405.6 billion U.S. dollars (2008), the most profitable companies in the world. In an analysis of market research and consulting firm Retail Forward has been predicted in 2004 that Wal-Mart could generate up to 2010 an annual turnover of 500 billion U.S. dollars [4]. The group is also by far the largest private employer in the world with nearly two million employees (2006).

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In Germany, Wal-Mart played in 2006, ten years after the launch of almost no importance. The market leader Edeka set with over 29 billion euros more than ten times as much to like Wal-Mart. . Also, Aldi (over 24 billion) and Lidl (about 21 billion) achieved significantly higher sales [5] Germany is different than the U.S., for decades a country of cheap food; margins in the discount sector is characterized by only two percent ( see U.S. 5%). The lack of success forced Wal-Mart eventually to abandon the business in Germany. The 85 stores were sold in July 2006 to Metro AG and subsequently re-flagged to the Real brand. Wal-Mart posted an overall loss from the sale of one billion USD [6].

Wal-Mart has stores in the United States, 3702 and is also larger-scale investments in Mexico, Great Britain (Asquith Dairies), Japan (Seiyu), Canada and the People's Republic of China represented, while markets in Germany and South Korea in 2006 were abandoned. In Mexico, Wal-Mart operates through its subsidiary Walmex.

The biggest competitor, the French Carrefour group is not even half as big as Wal-Mart. Eight out of ten U.S. households buy at least once a year at Wal-Mart, every week 138 million customers worldwide to enter a business of the Group. However, the control group, only eight percent of the U.S. retail market, but in many other countries, the market leader in the area has a market share of over 30%.

In June 2011 took over Wal-Mart for 16.5 billion rand Massmart 51% of South African Trade Group, one of the largest in Africa. Among the brands include Game, Makro, Cash & Carry and Builders Warehouse

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At Wal-Mart officially exists a corporate culture that employees designated as equal partners of the company. This goes hand in hand especially in the U.S., with a strong anti-union policies of the company. Only 10 employees of a butcher's department in the eastern United States is aware that they are organized in a union. In Canada, however, concluded equating an entire Supercenter, after all the employees there had formed a union. In the U.S., earning new employees at Wal-Mart on average only two thirds of a unionized counterparts at any other supermarket. Likewise, there are no additional services such as one worn by the company health insurance. On average, the group must replace 44% of its workforce annually, which means for him every year 600 000 new jobs. On average, running at any given time about 1,500 lawsuits against Wal-Mart, which target mainly against violations of U.S. labor law.

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The group earned its money by charging very low prices with low profit margins, however, by the huge turnover and yield compared to other chains significantly lower wages and salaries still profit. However, given the employees at Wal-Mart (not as "employees" but as "associates," so loosely translated "involved parties") since the mid-1970s, a share of the profits of the whole group. It can be used to determine whether cash or equity investments should be spent. These "additional payment" shall be paid into an account and disbursed only when the employee's resignation at this with interest and compound interest. Some employees have become so over time despite low basic income millionaires. (See Sam Walton with John Huey: Made in America).

Another crucial factor is that Wal-Mart has almost no bearing on goods - a sophisticated logistics system ensures that the products are shipped directly from the truck into distribution centers and not have to be stored (just-in-time production). Wal-Mart's distribution center includes a database that is 35 times as large as that of amazon.com (The Economist, February 25, 2006). Analysts, however, complain about the low return on investment abroad. Wal-Mart moved in 2006 from the loss-making markets in South Korea (sale to Shinsegae) and Germany (see below) back. In Britain, the subsidiary acquired in 1999 not 2005 ASDA has its sales and profit goals to reach. The reason is the sole focus on price and the underestimation of organic food. [9] The net earning power is about 16 billion U.S. dollars.

Similar to the two Albrecht brothers who own the Aldi Group, the Walton family is one of the wealthiest business owners in the world. In the Forbes list of richest people in the world take Sam Walton's heirs, with assets of each of some 17 billion U.S. dollars in 2007, the seats 23 and 24.

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Wal-Mart directly and indirectly supports the proliferation of sweatshops in which Wal-Mart's own brands at very low wages and working conditions are made controversial.

The positive effects of this production on the economy of the countries of the so-called Third World, such as the increased tax revenue, are disputed by critics of the company.

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Mid-1990s, Wal-Mart tried at great expense, and in Germany to gain a foothold. In 1997, Wal-Mart 21 Wertkauf hypermarkets for € 750 million, [10] 1998 74 Inter-saving houses at a cost of 1.3 billion marks. Wal-Mart's Germany headquarters was located in Wuppertal on the grounds of the former prison Bendahl (next to the former brewery Wicküler, see Brau & Brunnen). Logistics were handled by a subsidiary under the holding in Grolsheim and Bingen-Kempten two logistics centers.
Problems

The group was in Germany only in losses of an estimated € 3 billion. In 2003 alone, fell to an operating loss of 487 million euros, following the losses, the company kept for itself. [14] The withdrawal from Germany is estimated at 863 million dollars (680 million euros, 2006) [15].

Wal-Mart never managed to adapt to the German market conditions. During the period in which Wal-Mart Germany accumulated losses, which could purchase land group in the same market segment to grow strongly.

Wal-Mart arrived in Germany on a retail oligopoly whose firms for similar business principles as they worked themselves. Consequently, the group had at the beginning of a competitive advantage. Added to this was that the Wal-Mart's corporate culture in Germany, neither employees nor was positively received by customers.
Discussions

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The internal directive issued "Statement of Ethics" gave rise to public discussion. In issuing the directive was, according to Wal-Mart noted that the country's laws take precedence over the guidelines. Contrary to the depiction in the media relations Wal-Mart employees are not prohibited as long as they do not affect the employment relationship is negative. Only the interference in personal relationships of employees is a serious invasion of privacy, and incompatible with German law, as the labor court in Wuppertal found. In the second instance, Wal-Mart also failed, the judge of the Düsseldorf Higher Labour Court Lothar Beseler said: "It reaches deep into the personal rights and violates Articles 1 and 2 of the Basic Law."
Sales at Metro

Wal-Mart CEO David Wild said Germany still on 18 June 2006 in an interview with the Welt am Sonntag newspaper that Wal-Mart "definitely not" going to withdraw from Germany. [18] Less than six weeks later, on 28 July 2006, announced the withdrawal of Wal-Mart, the 85 Wal-Mart stores in Germany went to Metro AG, which wanted to strengthen its Real chain of supermarkets.

In October 2006 the Federal Cartel Office has approved the takeover of the U.S. retail group Wal-Mart in Germany operated self-service consumer markets by Metro AG. The Metro took over the same 19 branch properties whose value, according to the Metro exceed the (undisclosed) sale price. [20] The European Commission, which would have had jurisdiction because the thresholds of the Company for the merger had on the case at the request of the participating companies The Federal Cartel Office were mentioned, as were affected by the procedure exclusively markets within Germany. The merger was approved without conditions by the Federal Cartel Office as to the affected markets would not create or strengthen a dominant position.

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End of December 2006, closed 15 stores with 1,200 employees and the Wuppertal headquarters of Wal-Mart Germany and continued the remaining 70 stores as real markets. [21] The company Wal-Mart was on the 4th April 2007 erased from the Register. [22] Alone at the headquarters were eliminated approximately 700 positions.

The branches Dusseldorf, Sigmaringen and Mühldorf were planned as closed in June 2006. [25] were further closed the stores in Aachen (in this case arose in early 2008 a shopping mall (Hirsch Center) with over 25 shops), Bergkamen, Delmenhorst (Reinersweg, become a country of purchase), Delmenhorst (Seestrasse, now an E-Center), Gelsenkirchen has now been converted into a market purchase, Günthersdorf, Hagen (soon an Kaufland supermarket), Hanover Wülfel (conversion to E-Center) Munich (branch was then only 500 meters away, despite an existing real store but acquired by Real, but closed in mid October 2009 after the expiry of the lease, now market-V), Nordenham, Pattensen (was April 2009 to April 2010 Joker Outlet, is now empty ), Ritterhude-Platjenwerbe, Salzgitter-Bad, and Wilhelmshaven, where now stands a newly built combi-consumer market. Also, the branch should fall in Jena, Thuringia first wave of closures has been a victim, but being transformed into a real market.

By mid 2009, some 2,500 former Wal-Mart employees have lost their jobs. Other unprofitable former Wal-Mart stores such as St. Pauli were transferred "for further use" (death, sale) in the fourth real hypermarket GmbH.
Resale to purchase land

The former Wal-Mart stores in Delmenhorst (Reinersweg) and Nordenham were resold by the Metro to purchase land. These two locations were remodeled in late July 2007, buying land markets. The Wal-Mart's house in Erkelenz are yet to Wal-Mart to purchase land.

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