Many other stakeholders are simply not addressed in Wal-Mart's mission or vision at all. The environment is not addressed. The company's stakeholders in China are not addressed, although the firm's strong relationship with the Chinese government must place that government as a major stakeholder in Wal-Mart's enterprise. Although Wal-Mart does have stores in China, it is not nearly the factor for Chinese consumers as it is for American ones, although it is a net creator of manufacturing jobs rather than a net destroyer of them in that country.

Wal-Mart's vision is that from giving the consumers want they want -- and assuming that low prices is what they want -- that the needs of other stakeholders will be met. The company certainly has its mission set to consumers as one stakeholder group. Indeed, for direct employees of Wal-Mart its mission functions well also, as the company now employs two million people. The mission for a long time also delivered value to the company's shareholders. However, Wal-Mart appears to be faltering with respect to delivering value for shareholders. The company is moving into a mature phase but has failed to return shareholder equity in the form of dividends. The company's mission needs to include an explicit promise to shareholders rather than just an implicit one. For many of Wal-Mart's suppliers, the company's mission works as well, as they are able to improve their businesses by adopting Wal-Mart's mission for themselves.

The company's mission is therefore focused on these key stakeholders. However, Wal-Mart downplays any need to meet the needs of other stakeholders. As a result, the company often fails to meet their needs. The low cost strategy causes harm as well as good, something that Wal-Mart seems to ignore. In addition, even some of the stakeholders that do benefit...

The mission should be more inclusive on all stakeholders -- as of now Wal-Mart merely implies that by fulfilling a single basic mission it will meet the needs of its other stakeholders as well and this is not the case.
Works Cited:

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Bianco, a.(2007). Wal-Mart's Midlife Crisis; Declining growth, increasing competition, and not an easy fix in site. Business Week. New York, April 30, 2007, Issue 4032,-page 46. http://proquest.umi.com/pqdweb?index=2&did=1260663161&SrchMode=1&sid=5&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236357424&clientId=29440

Bianco, a., Zellner, W., Brady, D., France, M., France, M., Lowry, T., Byrnes, N., & Zegel. S. (2003). IS WAL-MART TOO POWERFUL? Low prices are great. But Wal-Mart's dominance creates problems -- for suppliers, workers, communities, and even American culture. Business Week. New York: Oct 6, 2003., Iss. 3852; pg. 100 http://proquest.umi.com/pqdweb?index=2&did=1260663161&SrchMode=1&sid=5&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1236357424&clientId=29440

MSN Moneycentral: Wal-Mart. (2010). Retrieved June 23, 2010 from http://moneycentral.msn.com/investor/invsub/results/statemnt.aspx?Symbol=WMT

Fishman, C. (2003). The Wal-Mart you don't know. Fast Company. Retrieved June 23, 2010 from http://www.fastcompany.com/magazine/77/walmart.html

Hopkins, J. (2003). Wal-Mart's influence grows. USA Today. Retrieved June 23, 2010 from http://www.usatoday.com/money/industries/retail/2003-01-28-walmartnation_x.htm