Wal-Mart is one of the largest multinational corporations that runs a chain of large, discount department stores. The company manages to maintain the leading position in the market, but it needs to cope with both internal and external threats constantly and maintain the balance of its marketing performance. In this respect, it is important to underline that the extent to which the company manages to solve its internal and external problems defines its competitive position in the market and its future prospects. It is not a secret that one of the major internal problems of the company is its relationships with employees, who are often dissatisfied with their position in the company, while their needs and interests are not met by the administration of the company that raises a number of ethical issues associated with employer-employees’ relationships (Frank, 2006). On the other hand, Wal-Mart still remains one of the largest employers in the world that forces the company to focus on flexible strategies in order to adapt employees working at the company in different countries of the world to norms and standards established within Wal-Mart.
In such a situation, the company successfully implements the strategy of international marketing expansion, which occurs in the context of globalization. The latter facilitates the marketing expansion of Wal-Mart due to elimination of fiscal barriers and development of free trade.
On the other hand, globalization raises the problem of cultural diversity which the company needs to take into consideration in relation to customers and employees. In addition, the rapid progress of technologies forces the company to introduce innovations and new technologies, providing employees with larger autonomy through delegation. In such a way, today, Wal-Mart, being the leader in its industry, has to adapt to new strategies and approaches to maintain its highly competitive position.