Wal-Mart: Nonmarket Pressure and Reputation Risk (B) A New Nonmarket Strategy
2006 | Case No. P52B
In 2004 and 2005, Wal-Mart began to implement a nonmarket strategy to respond to detractors and improve its image. This case details the many steps that Wal-Mart took, from becoming politically involved to creating community relations offices to working with special interest groups. Wal-Mart ran ads in various newspapers, launched a major environmental initiative, extended health care benefits, set up a diversity task force, and announced support for local businesses in communities in which it planned to open new stores. Study questions set up a discussion of Wal-Mart’s actions.
This material is available for download by current Stanford GSB students, faculty, and staff, as well as Stanford University alumni. For inquires, contact the Case Writing Officeopen in new window.
Available for Purchase