Introduction

Walmart’s history and development are well documented but remain one of the leading retailers that influence operational effectiveness and profit margins. The global growth of the firm and the successful integration of technology into its routine services put the Company at the top of the wish list of any shopper. This is not by chance.
Globalization and technology The waves of globalization have surrounded the world to all aspects of today’s business
life. In many ways, globalization, in opposition to the traditional models, is simply a transformation in an organization to focus on borderless operations. The process of a foundation or organization operating in a particular country extends its operations across the frontiers of its state can also include globalization. Ideally, it refers to the way the Company integrates into international markets to achieve higher profits. This allows the Company to take advantage of increased exchanges of views of the global market, product sales, new business ideas and other
essential aspects.
On the other hand, technology is a diverse collection of equipment, methods, techniques and methods employed by organizations to produce goods or provide certain services to achieve preset goals. Generally, technology constitutes the knowledge of such technologies and processes incorporated into the necessary equipment, equipment and machinery. These are then operated by people with detailed knowledge of the work required to achieve the required results.

Walmart’s enormous success is due to its constant willingness to adapt to new situations while offering its clients the personalized high quality of products and services. This was greatly influenced by high technological standards, while the worldwide operations took advantage of high potential markets and increased annual sales significantly (Altman, 2006). Walmart has become the leading global expansion company ever, which has made it possible to bully the market for high-quality products with unbeatably low prices. The Company benefits from economies of scale at this point. The annual collective savings for Walmart customers were estimated at around US$ 263 million in 2004 and made available through efficient supply chains, lows of delivery costs and low salary for customer requirements (Global Exchange, 2000). The report on the finances. This resulted in a visit of at least 85% of the population in the United States once a week. Only with the promise of more, globalization builds on a stable basis.
Walmart has benefited beyond expectations from the effective use of technology. Walmart now runs around 6,000 stores around the world with over 30,000 products suppliers,  xpanding into several promising communist countries. All these are, however, managed based on a single information system with global, and home operations centralized to use standard source codes. This gives the enterprise a competitive edge by maintaining one of the world’s lowest retail spending structures (Lundberg, 2002). Walmart is distinguishing itself from the rest of its package by decreasing several cost items by ensuring that other stores cannot compete with them.

Above-average returns

The use of industrial organizations models in the operations of a company, which builds upon the theory of the Company by examining the market structure and firms, is one of the sure ways to obtain above-average returns. Introducing market complications in the real world, such as limits on information, entry barriers and transaction costs, complicates the fully competitive market model. These are often related to imperfect, more real-life markets (Pepall, Richards, & Norman, 2005). This can be done using a descriptive approach where the model is used to give

the organization an  verview before recommending how production can be improved to produce
higher than average returns. Microeconomic modelling can be used as an alternative to explain the internal company organization as well as its market strategy and how to achieve required returns (Carlton & Perloff, 2004). The aim of operating at an above-average point could also be achieved with the resource model to gain a competitive advantage compared to its competitors. However, the real challenge is to ensure a continuous transformation from short-term to longer-term, since it requires the use of various resources that may not be available for the majority of companies. As the name suggests, this model relies on the resources available to develop road maps for performance. Often, resources are heterogeneous and still, but, because it is precious, they cannot be replaced or imitated without having a significant impact on the production process (Barney, 2001). Walmart should, therefore ensure that these conditions remain in place, so that heterogeneous and immobile heterogeneous and immobile resources are used for business and that its returns are consistently higher than average. The Company has about 30,000 suppliers from different parts of the world. This happens. This resource immobility required its production in localized
areas, which means the Company has to incur transport costs fully covered by its large order numbers and sizes.

Vision and mission statement

Walmart was distinctly right to Sam Walton, the mission and vision of his founder, for a company which existed since 1962 and grew beyond the wildest dream of the founder. This was achieved in particular by a cost-leader generic strategy based on Porter’s model and aggressive market penetration and growth-supported development. Consequently, the vision and mission statements form the basis of critical strategic decision-making.
Walton’s dream is dissipated by the success of the Company’s vision statement, with the change in management over the year and eventual publicity doing nothing. In the Company’s vision statement, “To be the best dealer in consumers or employees’ hearts and minds,” Walton emphasizes the ideals. It brings the concept of the classification of consumers more strongly than any other retail store. The Company’s success is a direct credit to Walmart’s vision statement, with several other stores placed off the premises where a store is introduced. Walton dreamed
about placing Walmart in the retail stack, and there are no doubts about him 53 years later. The next step is to grave yourself in people’s hearts and minds. It takes some struggles to overcome. It couldn’t have been closer to the truth to save people money so they could live better. This statement of mission has already become very clear, with Walmart now a price reduction synonym. The Company has seen its extensive supplier network sell significantly less than its competitors, with annual savings of over 263 million dollars in 2014 worldwide unparalleled by
any other company. Supported “Save money. Save money. Live better’ slogan; it cannot be denied that it was a well-executed business plan.

Impacts of stakeholder categories

Despite all the success the Company has enjoyed, its efficiency in satisfying its various stakeholder groups remains a mere 50 per cent. As stakeholders influence the strategic decisions of the Company, it is hard to see why this figure is too low. Investors Investor  of the Company are a high priority for all stakeholder groups, although profit is
their primary interest. Investors need Walmart so that they can get more dividends, to make as much profit as possible. They are the least likely to cause problems when they realize profits and pay dividends.

Clients

Their interest is to have low prices that keep their money’s purchasing power and  maximize their usefulness (Jansen, 2000). Also, product quality should be permissible and is one of the leading groups since Walmart is in business.

Employees

In Walmart’s, they are an essential part of the corporation’s management decision-making process as they have two significant interests. While they want to be paid higher rates, the working staff also need assurances of the security of their tenure, which is usually of guarantees from the employer.

Conclusion

Since its inception, the Walmart stores have grown remarkably, and much credit has to be paid to their willingness to change and adapt. The Company has no choice but to comply and adjust with technological and globalization issues relevant in the business of the 20th century to stay ahead of the competition. But these are not the only issues since corporate policy and stakeholder participation in corporate management surveillance has consistently highlighted
several management concerns which otherwise would not be reported.

References

Altman, D. (2006, October 25). The New York Times. Retrieved from Managing globalization: Is      
Wal-Mart a win-win model? – Business – International Herald Tribune:

http://www.nytimes.com/2006/10/25/business/worldbusiness/25iht- glob25.3277611.html?_r=0

Barney, J. B. (2001). Is the resource-based theory a useful perspective for management research? Yes. Academy of Management Review, 26(1), 41-56.
Carlton, D. W., & Perloff, J. M. (2004). Modern industrial organization, Overview. Handbook of Industrial Organization, pp. 259-327.
Global Exchange. (2000). Retrieved from Walmart: Leading the race to the bottom: http://www.globalexchange.org/sweatfree/walmart
Jansen, M. C. (2000). Value maximization and stakeholder theory. Harvard Business School. Lundberg, A. (2002). CIO. Retrieved from Wal-Mart: IT inside the world’s biggest company:

http://www.cio.com/article/2440726/it-organization/wal-mart–it-inside-the-world-s- biggest-company.html

Pepall, L., Richards, D. J., & Norman, G. (2005). Industrial organization: Contemporary theory and practise. Thomson/ South Western.