Wal-Mart Stores, Inc. (NYSE: WMT) is an American public corporation that runs a chain of large, discount department stores. It is the world's largest public corporation by revenue, according to the 2007 Fortune Global 500.It was founded by Sam Walton in 1962, incorporated on October 31, 1969, and listed on the New York Stock Exchange in 1972. It is the largest private employer in the world and the fourth largest utility or commercial employer, trailing the People's Liberation Army of China, the National Health Service of the United Kingdom, and the Indian Railways. Wal-Mart is the largest grocery retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the U.S., with an estimated 22% share of the toy market.
Wal-Mart operates in Mexico as Walmex, in the United Kingdom as ASDA, and in Japan as Seiyu. It has wholly-owned operations in Argentina, Brazil, Canada, Puerto Rico, and the UK. Wal-Mart's investments outside North America have produced mixed results. The company's operations in South America and China are highly successful, but it sold its retail operations in South Korea and Germany in 2006 due to sustained losses in highly competitive markets.
Wal-Mart has been criticized by some community groups, women's rights groups, grassroots organizations, and labor unions. Specific criticisms include the company's extensive foreign product sourcing, low rates of employee health insurance enrollment, resistance to union representation, and alleged sexism.
History :
Sam Walton, a businessman from Arkansas, began his retail career when he started work at a JCPenney store in Des Moines, Iowa on June 3, 1940, where he remained for 18 months. In 1945, he met with Butler Brothers, a regional retailer that owned a chain of variety stores called Ben Franklin. Butler Brothers offered him a Ben Franklin store in Newport, Arkansas.
Walton could neither come to agreement on the existing store's lease renewal nor find a new location in Newport. Instead, he opened a new Ben Franklin franchise in Bentonville, Arkansas, but called it "Walton's Five and Dime." There, Walton achieved higher sales volume by selling products with slightly smaller markups than most competitors.
On July 2, 1962, Walton opened the first Wal-Mart Discount City store. Within five years, the company expanded to 24 stores across Arkansas and reached $12.6 million in sales.In 1968, it opened its first stores outside Arkansas, in Sikeston, Missouri and Claremore, Oklahoma
Incorporation and growth
The company was incorporated as Wal-Mart Stores, Inc. on October 31, 1969. In 1970, it opened its home office and first distribution center in Bentonville, Arkansas. It had 38 stores operating with 1,500 employees and sales of $44.2 million. The company began trading stock as a publicly-held company on October 1, 1972, and was listed on the New York Stock Exchange shortly thereafter. The first stock split occurred in May 1971 at a market price of $47. By this time, Wal-Mart was operating in five states: Arkansas, Kansas, Louisiana, Missouri, and Oklahoma; it entered Tennessee in 1973 and Kentucky and Mississippi in 1974. As it moved into Texas in 1975, there were 125 stores with 7,500 employees and total sales of $340.3 million.
During the 1980s, Wal-Mart continued to grow rapidly, and by its 25th anniversary in 1987, there were 1,198 stores with sales of $15.9 billion and 200,000 associates. This year also marked the completion of the company's satellite network, a $24 million investment linking all operating units of the company with its Bentonville office via two-way voice and data transmission and one-way video communication. At the time, it was the largest private satellite network, allowing the corporate office to track inventory and sales, and send instant communications to stores. In 1988, company founder Sam Walton stepped down as CEO and was replaced by David Glass.Walton remained on as Chairman of the Corporate Board of Directors, and the company also restructured its senior management positions, elevating a cadre of executives to positions of greater responsibility.
Also in 1988, the first Wal-Mart Supercenter opened in Washington, Missouri. Wal-Mart expanded its superstore concept during the 1990s, and shortly thereafter surpassed Toys "R" Us in toy sales. The company also opened overseas stores during this period, entering South America in 1995 with stores in Argentina and Brazil. It entered the Europe in 1999, buying ASDA in the United Kingdom for $10 billion.
In 1998, Wal-Mart entered the grocery business, introducing the "Neighborhood Market" concept with three stores in Arkansas. By 2005, estimates indicate that the company controlled about 20% of the retail grocery and consumables business.
In 2000, H. Lee Scott became President and CEO of the company, and Wal-Mart's sales increased to $165 billion.[15] In 2002, Wal-Mart was listed for the first time as America's largest corporation on the Fortune 500 list, with revenues of $219.8 billion and profits of $6.7 billion. It was subsequently listed at #1 every year after 2002, except for 2006.
In 2005, Wal-Mart had $312.4 billion in sales, more than 6,200 facilities around the world—including 3,800 stores in the United States and 2,800 international stores, employing more than 1.6 million associates worldwide. Its U.S. presence grew so rapidly that there were only small pockets of the country that remained further than 60 miles (100 km) from the nearest Wal-Mart.
As Wal-Mart grew rapidly into the world's largest corporation, many critics worried about the presence of its stores in local communities, particularly small towns with many "mom and pop" stores. There have been several studies on the economic impact of Wal-Mart on small towns and local businesses, jobs, and taxpayers. In one study, Kenneth Stone, a Professor of Economics at Iowa State University, found that some small towns can lose almost half of their retail trade within ten years of a Wal-Mart store opening.However, in another study, he compared the changes to what previous small town shops faced in the past—including the development of the railroads, the advent of the Sears Roebuck catalog, as well as the arrival of shopping malls. He concluded that shop owners who adapt to the ever-changing retail market can thrive after Wal-Mart comes to their community.A subsequent study in collaboration with Mississippi State University indicated that there are "both positive and negative impacts on existing stores in the area where the new supercenter locates." (See also: Criticism of Wal-Mart: Economic impact)
Recent initiatives
In October 2005, Wal-Mart announced they would implement several environmental measures to increase energy efficiency. The primary goals included spending $500 million a year to: increase fuel efficiency in Wal-Mart’s truck fleet by 25% over three years and doubling it within ten; reduce greenhouse gas emissions by 20% in seven years; reduce energy use at stores by 30%; and cut solid waste from U.S. stores and Sam’s Clubs by 25% in three years. CEO Lee Scott said that Wal-Mart's goal was to be a "good steward for the environment" and ultimately use only renewable energy sources and produce zero waste. The company also designed two new experimental stores in McKinney, Texas and Aurora, Colorado featuring wind turbines, photovoltaic solar panels, biofuel-capable boilers, water-cooled refrigerators, and xeriscape gardens. Despite much criticism of its environmental record, Wal-Mart took a few steps in a positive direction, which included becoming the biggest seller of organic milk and the biggest buyer of organic cotton in the world, as well as reducing packaging and energy costs. Wal-Mart also spent nearly a year working with outside consultants to discover the company's total environmental impact and identifying areas where they could improve. They discovered, for example, that by eliminating excess packaging on their toy line Kid Connection, they could save $2.4 million a year in shipping costs, 3,800 trees, and one million barrels of oil.
In March 2006, Wal-Mart sought to appeal to a more affluent demographic. The company launched a new supercenter concept in Plano, Texas, intended to compete against stores seen as more upscale and appealing, such as Target.[24][25] The new store has wood floors, wider aisles, a sushi bar, a coffee/sandwich shop with free Wi-Fi Internet access, and more expensive items such as microbrew beer, expensive wines, and high-end electronics. The exterior sports the hunter green background behind the Wal-Mart letters, similar to Wal-Mart Neighborhood Markets, instead of the traditional blue color used at its supercenters.
On September 12, 2007, Wal-Mart introduced new advertising with the slogan, "Save Money Live Better," replacing the "Always Low Prices, Always" slogan, which it had used for the past 19 years. Global Insight, which conducted the research that supported the ads, found that Wal-Mart's price level reduction resulted in savings for consumers of $287 billion in 2006, which equated to $957 per person or $2,500 per household (up 7.3% from the 2004 savings estimate of $2,329).
Wal-Mart's operations primarily comprises three retailing subsidiaries. Wal-Mart Stores Division U.S., Sam's Club, and Wal-Mart International. The company does business in nine different retail formats: supercenters, food and drugs, general merchandise stores, bodegas (small markets), cash and carry stores, membership warehouse clubs, apparel stores, soft discount stores and restaurants.
Wal-Mart Stores Division U.S.
A typical Wal-Mart discount department store
A typical Wal-Mart discount department store
A typical Wal-Mart Supercenter in Madison Heights, Virginia
A typical Wal-Mart Supercenter in Madison Heights, Virginia
A Wal-Mart Neighborhood Market in Winter Springs, Florida
A Wal-Mart Neighborhood Market in Winter Springs, Florida
A typical Sam's Club store in Maplewood, Missouri
A typical Sam's Club store in Maplewood, Missouri
Wal-Mart Stores Division U.S. is Wal-Mart's largest business subsidiary, accounting for 67.2% of net sales for financial year 2006. This segment consists of three retail formats that have become commonplace in the United States: discount stores, supercenters, and neighborhood markets. The retail department stores sell a variety of non-grocery products, though emphasis has now shifted towards supercenters, which include more grocery items. This division also includes Wal-Mart's online retailer, walmart.com. On February 6, 2007, the company launched a "beta" version of its new movie download service, mediadownloads.walmart.com, which sells 3,000 films and television episodes from all major studios and television networks.
Wal-Mart Discount Stores
Wal-Mart Discount Stores are discount department stores with size varying from 100,000 square feet (9,290.3 m²) to 224,000 square feet (20,810.3 m²), with an average store covering about 102,000 square feet (9,476.1 m²). They carry general merchandise products and a selection of food items. Many of these stores also have a garden center, a pharmacy, Tire & Lube Express, optical center, one-hour photo processing lab, portrait studio, and a fast food outlet. Some stores also have gasoline stations.
The first Wal-Mart store opened in Rogers, Arkansas in 1963. It was later remodeled and expanded into a 24-hour Wal-Mart Supercenter. A similar Wal-Mart Discount City had opened in Rogers a year earlier, but all Discount City stores were later closed or converted into Discount Stores.
As of October 31, 2007, there were 988 Wal-Mart Discount Stores in the United States. In 2006, the busiest Discount Store in the world was located in Rapid City, South Dakota.
Wal-Mart Supercenter
Wal-Mart Supercenters are hypermarkets with size varying from 98,000 square feet (9,104.5 m²) to 261,000 square feet (24,247.7 m²), with an average of about 197,000 square feet (18,301.9 m²). These stock everything a Wal-Mart Discount Store does, and also include a full-service supermarket, including meat and poultry, baked goods, delicatessen, frozen foods, dairy products, garden produce, and fresh seafood. Many Wal-Mart Supercenters also have a garden center, pet shop, pharmacy, Tire & Lube Express, optical center, one-hour photo processing lab, portrait studio, and numerous alcove shops, such as cellular phone stores, hair and nail salons, video rental stores, family fun centers, local bank branches, and fast food outlets. Some also sell gasoline; distributors include Murphy Oil Corporation (whose Wal-Mart stations are branded as "Murphy USA"), Sunoco, Inc. (branded as "Optima"), or Tesoro Corporation ("Mirastar" brand).
The first Supercenter opened in 1988 in Washington, Missouri. A similar Wal-Mart Hypermart USA opened in Garland, Texas a year earlier. All of the Hypermart USA stores were later closed or converted into Supercenters. As of October 31, 2007, there were 2,419 Wal-Mart Supercenters in the United States.
Wal-Mart Neighborhood Market
Wal-Mart Neighborhood Markets are grocery stores that average about 42,000 square feet (3,901.9 m²).They offer a variety of products, which include full lines of groceries, pharmaceuticals, health and beauty aids, photo developing services, and a limited selection of general merchandise.
The first Neighborhood Market opened in 1998 in Bentonville, Arkansas. As of October 31, 2007, there were 128 Neighborhood Markets in the United States.
Sam's Club
Sam's Club is a chain of warehouse clubs which sell groceries and general merchandise, often in large quantities or volume. Sam's Club stores are "membership" stores and most customers subscribe to paid annual memberships. However, non-members can make purchases either by buying a one-day membership or paying a surcharge based on the price of the purchase. Some locations also sell gasoline. The first Sam's Club opened in 1983 in Midwest City, Oklahoma.
According to Wal-Mart's 2007 Annual Report, Sam's Club's sales during 2007 were $42 billion, or 12.1% of Wal-Mart's total 2007 sales.As of October 31, 2007, there were 586 Sam's Clubs in the United States.
Wal-Mart International
Wal-Mart store in Mexico City
Wal-Mart store in Mexico City
Wal-Mart store in Shenzhen, China
Wal-Mart store in Shenzhen, China
Wal-Mart's international operations currently comprise 2,980 stores in 14 countries outside the United States.According to Wal-Mart's 2006 Annual Report, the International division accounted for about 20.1% of sales.There are wholly-owned operations in Argentina, Brazil, Canada, Puerto Rico (while PR is technically a US territory, the company's operations there are managed through its international division, and the UK. With 1.8 million employees worldwide, the company is the largest private employer in the US and Mexico, and one of the largest private employers in Canada.
Wal-Mart has operated in Canada since its acquisition of the Woolco division of Woolworth Canada, Inc. In 2007, it operates at 278 locations, employing 70,000 Canadians, with a local home office in Mississauga, Ontario. On November 8, 2006, Wal-Mart Canada's first three Supercenters opened in Ancaster, London, and Aurora, Ontario. As of January 31, 2007, there were six Wal-Mart Supercenters in Canada.As of November 30, 2006, there were six Sam's Clubs in Ontario, located in London, Richmond Hill, Vaughan, Cambridge, Pickering, and Toronto). In December 2006, conversion of a Wal-Mart Discount Store into a Wal-Mart Supercenter began in Lethbridge, Alberta, making it the seventh in Canada and the first in western Canada.
Sales in 2006 for Wal-Mart's UK subsidiary, ASDA (an abbreviation of ASquith and DAiries), accounted for 42.7% of sales of Wal-Mart's international division. In contrast to Wal-Mart's US operations, ASDA was originally and still remains primarily a grocery chain, but with a stronger focus on non-food items than most UK supermarket chains (a notable exception is Tesco, UK's largest grocery and non-food retailer). At the end of 2007, ASDA had 340 stores, primarily ASDA Wal-Mart Supercenters, as well as ASDA Supermarkets, ASDA Living, George High Street and ASDA Essentials stores.
In addition to its wholly-owned international operations, Wal-Mart has joint ventures in China and several majority-owned subsidiaries. Wal-Mart's majority-owned subsidiary in Mexico is Walmex. In Japan, Wal-Mart owns approximately 53% of Seiyu.[37] Additionally, Wal-Mart owns 51% of the Central American Retail Holding Company (CARHCO), consisting of more than 360 supermarkets and other stores in five Central American countries: Guatemala, El Salvador, Honduras, Nicaragua, and Costa Rica.
In 2004, Wal-Mart bought the 116 stores in the Bompreço supermarket chain in northeastern Brazil. In late 2005, it took control of the Brazilian operations of Sonae Distribution Group through its new subsidiary, WMS Supermercados do Brasil, thus acquiring control of the Nacional and Mercadorama supermarket chains, the leaders in the Rio Grande do Sul and Paraná states, respectively. None of those operations was rebranded. As of August 2006, Wal-Mart operates 71 Bompreço stores, 27 Hiper-Bompreço stores, 15 Balaio stores, and three Hiper-Magazines (all originally part of Bompreço). It also runs 19 Wal-Mart Supercenters, 13 Sam's Club stores, and two Todo Dia stores. With the acquisition of Bompreço and Sonae, Wal-Mart is currently the third largest supermarket chain in Brazil, behind Carrefour and Pão de Açúcar.[39]
In July 2006, Wal-Mart announced its withdrawal from Germany due to sustained losses in a highly-competitive market. The stores were sold to the German company METRO AG during Wal-Mart's fiscal third quarter.
In November 2006, Wal-Mart announced a joint venture with Bharti Enterprises to open retail stores in India. As foreign corporations are not allowed to directly enter the retail sector in India, Wal-Mart will operate through franchises and handle the wholesale end of the venture. The partnership will involve two joint ventures; Bharti will manage the front end involving opening of retail outlets, while Wal-Mart will take care of the back end, such as cold chains and logistics.
Private label brands
List of Wal-Mart brands
Approximately 40% of products sold in Wal-Mart are private label store brands, or products offered by Wal-Mart and produced through subsidized contracts awarded to the lowest bidder. Wal-Mart began offering private label brands in 1991 with the launch of Sam's Choice, a brand of drinks produced by Cott Beverages exclusively for Wal-Mart. Sam's Choice quickly became popular, and by 1993, was the third beverage brand in the United States. Other Wal-Mart brands include Great Value and Equate in the US and Smart Price in the United Kingdom. A 2006 study talked of "the magnitude of mind-share Wal-Mart appears to hold in shoppers' minds when it comes to awareness of private label brands and retailers."
Corporate affairs
Wal-Mart's business model is based on selling a wide variety of general merchandise at, "always low prices."The company refers to its employees as "associates". All Wal-Mart stores in the US and Canada also have designated "greeters", who welcome shoppers at the store entrance.
Unlike many other retailers, Wal-Mart does not charge a slotting fee to suppliers for their products to appear in the store.[46] Instead, they focus on selling more popular products and often pressure store managers to drop unpopular products in favor of more popular ones, as well as asking manufacturers to supply more popular products. More than 70% of the goods sold in Wal-Mart are manufactured in China.
On September 14, 2006, the company announced that it would phase out its layaway program, citing declining use and increased costs. Layaway ceased to be offered on November 19, 2006, and required merchandise pickup by December 8, 2006. Wal-Mart now focuses on alternative payment options, such as increased use of six- and twelve-month, zero-interest financing. The layaway location in most stores is now used for Wal-Mart's Site-To-Store program, which was rolled out in March 2007. This program enables walmart.com customers to purchase goods online with a free shipping option, and have goods shipped to the nearest store for pickup.
Financial
In 2006, Wal-Mart was number 67 of the 100 largest corporations in terms of profitability (profits divided by total revenue), behind retailers Home Depot, Dell, and Target, and ahead of Costco and Kroger. For the fiscal year ending January 31, 2006, Wal-Mart reported a net income of $12.178 billion on $344.992 billion of sales revenue (3.5% profit margin). For the fiscal year ending January 31, 2006, Wal-Mart's international operations accounted for about 20.1% of total sales. As of Dec 6, 2007, net sales for the 43-week period ending Nov 30, 2007 was $301.5 billion, up 8.6% from the previous year's results.
Governance
Wal-Mart is governed by a fifteen-member Board of Directors, which is elected annually by shareholders. S. Robson Walton, the eldest son of founder Sam Walton, serves as Chairman of the Board. H. Lee Scott, the Chief Executive Officer, serves on the board as well. Other members of the board include Aída Álvarez, James Breyer, M. Michele Burns, James I. Cash, Jr., Roger C. Corbett, Douglas N. Daft, David D. Glass, Roland A. Hernandez, Allen I. Questrom, Jack C. Shewmaker, Jim C. Walton, Christopher J. Williams, and Linda S. Wolf.
Notable former members of the board include Hillary Clinton (1985–1992) and Tom Coughlin (2003–2004), the latter having served as Vice Chairman. Clinton left the board before the 1992 U.S. Presidential Election, and Coughlin left in December 2005 after pleading guilty to wire fraud and tax evasion for stealing hundreds of thousands of dollars from Wal-Mart. On August 11, 2006, he was sentenced to 27 months of home confinement, five years of probation, and ordered to pay $411,000 in restitution.
Competition
In North America, Wal-Mart's primary competition includes department stores like Kmart, Target, ShopKo, Meijer, and Canada's Zellers, Winners, or Giant Tiger. Competitors of Wal-Mart's Sam's Club division are Costco, and the smaller BJ's Wholesale Club chain operating mainly in the eastern US. Wal-Mart's move into the grocery business in the late 1990s also positioned it against major supermarket chains in both the United States and Canada. Several smaller retailers, primarily dollar stores, such as Family Dollar and Dollar General, have been able to find a small niche market and compete successfully against Wal-Mart for home consumer sales.In 2004, Wal-Mart responded by testing its own dollar store concept, a subsection of some stores known as "Pennies-n-Cents."
Wal-Mart also had to face a fierce competition in some foreign markets. For example, in Germany, it had captured just 2% of German food market following its entry into the market in 1997 and remained "a secondary player" compared to competitor Aldi with a 19% share.[60] In July 2006, Wal-Mart announced its withdrawal from Germany. Its stores were sold to German company METRO AG. Wal-Mart continues to do well in the UK, and its ASDA subsidiary is the second largest chain after Tesco.
In May 2006, after entering the South Korean market in 1998, Wal-Mart withdrew and sold all 16 of its South Korean outlets to Shinsegae, a local retailer, for $882 million. Shinsegae re-branded the Wal-Marts as E-mart stores.
Wal-Mart struggled to export its brand elsewhere as it rigidly tried to reproduce its model overseas. In China, Wal-Mart hopes to succeed by adapting and doing things the Chinese way. For example, it found that Chinese consumers preferred to select their own live fish and seafood; stores began displaying the meat uncovered and installed fish tanks, leading to an increase in sales.
In addition, under heavy pressure from the Chinese government, Wal-Mart accepted a form of organized labor in China. Chinese labor unions do not negotiate contracts but simply pay dues to the government, "to secure the social order." However, Chinese consumers may be more open to Americana than shoppers in Europe.[64]
Street sign for Wal*Mart Drive near Gordon, Pennsylvania
Street sign for Wal*Mart Drive near Gordon, Pennsylvania
Customer base
Each week, about 100 million customers, nearly one-third of the US population, visit Wal-Mart's US stores.Wal-Mart customers give low prices as the most important reason for shopping there, reflecting the "Low prices, always" advertising slogan that Wal-Mart used from 1962 until 2006. The average US Wal-Mart customer's income is below the national average, and analysts recently estimated that more than one-fifth of them lack a bank account, twice the national rate. A Wal-Mart financial report in 2006 also indicated that Wal-Mart customers are sensitive to higher utility costs and gas prices.A poll before the 2004 US Presidential Election indicated that 76% of voters who shopped at Wal-Mart once a week planned to vote for George W. Bush, while only 23% planned to vote for John Kerry.[69] When measured against other similar retailers in the US, frequent Wal-Mart shoppers were rated the most politically conservative.
In 2006, Wal-Mart took steps to expand its US customer base, announcing a modification in its US stores from a "one-size-fits-all" merchandising strategy to a custom-fit merchandise assortment designed to "reflect each of six demographic groups – African-Americans, the affluent, empty-nesters, Hispanics, suburbanites and rural residents." Around six months later, it unveiled a new slogan: "Saving people money so they can live better lives". This reflects the three main groups into which Wal-Mart categorizes its 200 million customers: "brand aspirationals" (people with low incomes who are obsessed with names like KitchenAid), "price-sensitive affluents" (wealthier shoppers who love deals), and "value-price shoppers" (people who like low prices and cannot afford much more).[66] Wal-Mart has also made steps to appeal to more liberal customers, for example, by rejecting the American Family Association's recommendations and carrying the DVD Brokeback Mountain, a love story between two gay cowboys in Wyoming.
Employee and labor relations
Labor unions, religious organizations,and environmental groupshave criticised Wal-Mart for its policies and/or business practices. In particular, several labor unions blame Wal-Mart workers' unwillingness to join their organizations on the company's anti-union stance. Others disapprove of the corporation's extensive foreign product sourcing, treatment of employees and product suppliers, environmental practices, the use of public subsidies, and the impact of stores on the local economies of towns in which they operate.
In 2005, labor unions created several websites and front organizations defaming Wal-Mart's public image. These included Wake Up Wal-Mart (United Food and Commercial Workers) and Wal-Mart Watch (Service Employees International Union). By the end of 2005, Wal-Mart launched Working Families for Wal-Mart, an operation managed by Wal-Mart to tell the company's side of the story. Additional efforts to counter criticism included a public relations campaign in 2005, managed through its public relations website,as well as several television commercials. The company retained the public relations firm Edelman to respond to negative media attention,and started interacting directly with bloggers by sending them news, suggesting topics for postings, and sometimes inviting them to visit its corporate headquarters.
Critics decry Wal-Mart's employee and workforce relations, low wages, poor working conditions, and inadequate health care. They also denounce what they call the company's anti-union policies, and claim that Wal-Mart's high turnover rate (about 70% of its employees leave within the first year) indicates that workers are dissatisfied with the lack of recognition and inadequate pay.
Jay Nordlinger of National Review argues that Wal-Mart is attacked simply because it is a leader of the Fortune 500 list or the largest employer in America, and a "free-market success story".Penn & Teller devoted an episode of their show to an analysis of Wal-Mart criticism as a social movement. They theorized that despite the noble rhetoric, the real motivation of "Wal-Mart haters" was rooted in human psychology. They suggested that hating Wal-Mart permits a person "to feel better about themselves" for three main reasons: They "don't run a greedy international conglomerate", they aren't Wal-Mart workers, widely considered "low-skilled, minimum wage drones", and they aren't Wal-Mart customers thought of as "toothless, welfare-getting hillbillies".
Diversity
Wal-Mart is currently facing a gender discrimination lawsuit, Dukes v. Wal-Mart Stores, Inc., which alleges that female employees were discriminated against in matters regarding pay and promotions. In February 2007, the United States Court of Appeals for the Ninth Circuit issued a 2–1 ruling which affirmed a lower court ruling to certify the case as a class-action lawsuit; plaintiffs estimate that about 1.6 million women could be included in the suit. According to a consultant hired by plaintiffs in a sex discrimination lawsuit, in 2001, Wal-Mart's EEOC filings showed that female employees made up 72% of Wal-Mart's workforce, but only 30% of its management (a 15% difference from the population ratio, 4% higher than the rest of the industry). The consultant claims this ratio was typical in 1975. On April 3, 2007, Wal-Mart reported that female employees were now 61% of its workforce and 40% of its management.
A similar lawsuit, EEOC (Janice Smith) v. Wal-Mart Stores, Inc., was filed on August 24, 2001. It accused the retailer of discriminatory hiring practices at its London, Kentucky Distribution Center, dating back to 1995.Mauldin v. Wal-Mart Stores, Inc. charges that the company's denial of health insurance coverage for birth control is unfair to female employees. In 2002, the lawsuit was granted class action status, allowing all female employees after March 2001 to file claims if they were using contraceptives.
From 2002 through 2006, Wal-Mart received steadily increasing scores on the Human Rights Campaign's Corporate Equality Index, a measure of how companies treat LGBT employees and customers. The company's rating increased from 14% in 2002 to 43% in 2004, due to an expanded antidiscrimination policy to protect gay and lesbian employees.The score increased to 57% in 2005, because of the company's new definition of family that included same-sex partners,and increased again in 2006 to a high of 65%. However, the rating for the 2008 edition dropped back to 40%, attributable to losses in two key areas: not renewing its membership in the National Gay and Lesbian Chamber of Commerce (which it joined in 2006), and a discrepancy from last year's study that was discovered in this year's answers and resulted in another 10-point loss. By comparison, Target scored 80% and Kmart 100%. As a result of the 40% rating, HRC encouraged consumers to "strongly consider other [shopping] options."
In January 2006, Wal-Mart announced that, "diversity efforts include new groups of minority, female and gay employees that meet at Wal-Mart headquarters in Bentonville to advise the company on marketing and internal promotion. There are seven so-called Business Resource Groups: women, African-Americans, Hispanics, Asians, Native Americans, Gays and Lesbians, and a disabled group.