Wal-Marts Sustainability Strategy (A) Harvard Case Solution & Analysis

In October 2005, in an auditorium filled to capacity in Bentonville, Arkansas, Lee Scott, Wal-Mart President and CEO, made the first speech in the history of Wal-Mart, which will be broadcast to 1.6 million of the employees (workers) in all of its 6,000 + stores around the world and shared with our suppliers 60000 +. Scott announced that Wal-Mart was the launch of a large sustainable business strategy to significantly reduce the impact on the environment and thus become "the most competitive and innovative company in the world." He claimed that, "being a good steward of the environment and not be profitable are mutually exclusive. They are one and the same. "He also committed Wal-Mart to three aspirational goals:" To be supplied 100 percent by renewable energy, creating zero waste and selling products that support our resources and the environment. " Against this background, the case is Andrew Ruben, vice president of corporate strategy and business sustainability, and Tyler Elm, senior director of the same group. Ruben and Elm, who were selected Scott to lead the sustainable development strategy, recognized that they need to keep improving the environment are closely linked to the business value and profitability of the strategy for success. The case describes the efforts of Wal-Mart to achieve this by focusing on three primary areas of focus (seafood, electronics and textiles) and their impact on the company's relationships with suppliers, and results. It also examines how Wal-Mart will be evaluated and their ideas about the sustainability of its suppliers, partners, customers and the public. "Hide
by Erica Plambeck, Lyn Denend Source: Stanford Graduate School of Business 36 pages. Publication date: April 17, 2007. Prod. #: OIT71A-PDF-ENG

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