Walmart Social Media Strategy for Workers and Global Markets
This paper examines two core challenges undermining Walmart's productivity and global competitiveness: worker rights violations and the failure to adapt to customer expectations in foreign markets. Drawing on Herzberg's two-factor motivation theory and Adler's model of cultural diversity, the paper proposes specific social media technologies — including employee blogs, wikis, intranets, and discussion groups — as practical solutions. An implementation plan, policy framework, and cost-benefit analysis are provided. The paper argues that by fully leveraging its existing social media presence both internally and externally, Walmart can improve employee engagement, reduce costly labor disputes, and avoid the market-entry failures experienced in South Korea, Germany, and China.
- Introduction: Two core problems framed: worker rights and foreign markets
- The Organization: Walmart's structure, culture, and social media presence
- The Problem: Worker Rights and Customer Needs: Labor violations and failed international market entries
- Proposed Solutions Using Social Media: Blogs, wikis, and intranets applied to each problem
- Implementation Plan and Policy: Five-month rollout timeline and social media policy framework
- Discussion: Benefits and Drawbacks: Cost-benefit analysis of proposed social media tools
- Conclusion: Social media adoption improves productivity and global competitiveness
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What makes this paper effective
- Clearly frames two distinct organizational problems and traces each through problem identification, solution, and evaluation sections, giving the paper a logical and disciplined structure.
- Grounds recommendations in named theoretical frameworks — Herzberg's two-factor theory and Adler's model of cultural diversity — lending academic credibility to practical proposals.
- Balances advocacy with critical awareness: the discussion section honestly enumerates drawbacks alongside benefits, avoiding one-sided argumentation.
Key academic technique demonstrated
The paper demonstrates applied theory-to-practice reasoning. Rather than simply describing Walmart's problems, it selects relevant management theories and maps them directly onto specific technology solutions (e.g., wikis addressing hygiene factors; the synergistic cultural approach justifying regional social media pages). This technique — anchoring practical recommendations in scholarly frameworks — is characteristic of strong business management writing at the undergraduate level.
Structure breakdown
The paper opens with a problem-framing introduction, followed by an organizational background section covering Walmart's structure, culture, and existing social media presence. Two problems are then analyzed separately. The solutions section proposes distinct tools for each problem. An implementation timeline and social media policy section follow. A discussion evaluates benefits and drawbacks, and the conclusion synthesizes the argument. This problem–solution–evaluation arc is well-suited to business case writing.
Introduction
Operating in over 27 countries, Walmart is one of America's largest retailers. The company is also billed as the world's largest enterprise on the basis of revenue. Since its establishment in 1965, Walmart has spread its operations across the world and is today regarded as the world's largest private employer. Additionally, the retailer was ranked 20th in the world's most valuable brands listing as of 2015. Research indicates that two issues impact the productivity as well as competitiveness of the retailer: workers' rights and customer needs when expanding into foreign markets.
In seeking to address these concerns, a number of well-considered solutions will be proposed. It is important to note that Walmart has in the past been criticized by civil rights organizations as well as labor unions for a number of worker rights violations — particularly with regard to work hour and wage violations. The company has, in fact, been taken to court by its employees over these violations. Lawsuits and payback actions divert the company from its business course and demotivate employees, leading to productivity problems. Is there a way the company could ensure that the needs and concerns of employees are addressed in good time? Can Walmart make use of social media to foster better relations with its employees?
Additionally, the retailer has in the past been forced to pull out of some key foreign markets due to its failure to embrace a business model responsive to local realities — that is, the expectations and needs of customers in those markets. Prominently reported pullouts include, but are not limited to, China, Germany, and South Korea. Failure to adopt an effective communication strategy in the markets it enters may have contributed to these setbacks. It is important to note that Walmart maintains a number of social media platforms from which it frequently interacts with customers worldwide. The question remains, however, whether the company is making optimal use of these platforms. This paper discusses how social media can be utilized to address productivity problems at Walmart.
The Organization
Walmart is the world's largest retailer. Currently, the company has approximately 11,000 stores spread across 27 countries, with the U.S. serving as its headquarters. Established in 1965, the retailer was initially family-owned — with founder Sam Walton as the family patriarch. Over the years, the company has outlived its "family enterprise" reputation to become one of the largest companies in the world. It is regarded as one of the world's most valuable brands and was ranked 20th on that list for 2015 (Forbes, 2015). Fundamentally, Walmart is a low-cost retailer; its winning strategy is the provision of goods and services at prices other retailers find difficult to match. The company reported $485.65 billion in sales revenues for 2014. As posted on its website, Walmart aspires to offer its global clientele everyday low prices in an effort to improve the quality of life of its customers (Walmart Annual Report, 2014). This customer focus was formulated by founder Sam Walton and continues to inform the retailer's official mission. Consider this statement:
"If we work together, we'll lower the cost of living for everyone … We'll give the world an opportunity to see what it's like to save and have a better life." (Walmart Inc., "Our Story," 2016)
It is for these pocket-friendly prices that the company continues to be favored by price-sensitive customers from around the world, particularly in America. Walmart's core operations are spread across three key segments: Walmart U.S., Sam's Club, and Walmart International (Walmart Inc., 2016).
Walmart maintains what can be described as a flat organizational structure — one with minimal positions between top management and lower-tier managers. The core divisions currently operated are the U.S. division, the International division, and Sam's Club. The company's chief executive officer is Doug McMillon, deputized by Greg Foran, David Cheesewright, and Rosalind Brewer for each of the three divisions respectively.
Walmart's flat organizational structure benefits the company, particularly in facilitating communication between the three key management levels, as reporting levels are significantly reduced. Communication technologies further facilitate coordination among division managers, who are located at the company's headquarters, and district managers in the field (Brunn, 2006). Individual stores are managed by general managers, who are assisted by assistant managers and co-managers based on store size. The reduction of reporting levels also enhances employee access to higher-level managers, effectively boosting organization-wide communication. The company additionally maintains an open-door policy intended to improve lower-level employees' access to top managers.
Walmart's organizational culture, according to the Walmart Diversity Report (2014), rests on four components: service to customers, respect for the individual, striving for excellence, and acting with integrity. Although well-defined, this culture may not always effectively enhance collaboration and communication between associates and managers. Managers have been accused of not always being available for consultation. As Brunn (2006) recounts, one Walmart associate who raised concern about her heavy workload and missed breaks was told by her supervisor that if she could not handle the job, the retailer could easily replace her with someone who would be glad to have it.
On the social media front, Walmart maintains significant presence on platforms including Foursquare, YouTube, Flickr, Twitter, and Facebook (Walmart Inc., "Policies Section," 2016). The company has a following of more than 26 million fans on Facebook and uses these platforms to engage customers, partners, and for marketing purposes. Its Facebook page, for instance, includes a feedback tab that permits customers to post complaints and ideas. One notable limitation, however, is that the retailer's social media strategy tends to lean toward external stakeholder engagement at the expense of internal communication, networking, collaboration, and employee engagement.
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