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Many managers wrongly think of business process reengineering only in terms of automating paperwork to cut costs and headcount. But the methodology can also be used to create sets of superior business processes that together produce unique goods and services their customers value highly. In the following cases the companies have achieved important competitive advantage because their customer‐serving processes—and all the business processes sub‐routines—are seen as the means

In the past more than three years, Wal-Mart has been embroiled in incidents of public scandals. In part, they pertain to Wal-Mart’s global strategy of growth and expansion, where the company’s senior managers have been implicated in using illegal bribery and corruption to secure business and to conceal this information from regulatory authorities. Another issue, albeit longer running, has been the incidents of fire and resulting deaths and injuries of hundreds of people, most notably in Bangladesh, but also in other countries where low-skill, low-wage manufacturing predominates, and where foreign multinationals have been accused of condoning and profiting from sweatshop-like exploitation of workers.

The authors use Wal-Mart as a microcosm of corporate conduct which provides a prism through which to examine the exploitation of negative externalities, i.e. engaging in illegal and unethical behavior by using their bargaining power and market control these companies, pressure host countries to condone environmental degradation, violation of country laws in terms of wages, working conditions and operating in sweatshop-like conditions to maximize their profits at the expense of other factors of production, i.e. labor and resources.

The authors contend that Wal-Mart’s unique business model, which focuses on everyday low price, absolute growth and market share expansion by any means possible and everyday low cost, has led to the company’s enormous success since its founding and has made it one of the world’s largest corporations by revenue. At the same time, this model seriously impedes the company’s ability to improve unit-based profit margins and thus forces it to take short cuts in achieving lateral growth and low-cost production.

The authors also examine in some detail the large gap that exists between Wal-Mart’s pronouncements of the company’s commitment to ethical and socially responsible conduct and its actual business practices. They demonstrate that the company’s communications and claims for ethical conduct are mostly aspirational and fail the test of accuracy, specificity, materiality and verifiability through independent, externally provided integrity assurance.

Finally, the authors outline a number of measures that would need to be taken by Wal-Mart, industry groups that depend heavily on outsourcing from low-skill, low-wage countries for their products and host country governments and the governments of Western industrialized nations whose corporations and consumers are the primary beneficiaries of the exploitative sweatshops that fatten their companies’ bottom lines and enrich their denizens with ample amounts of inexpensive goods.

Sam Walton opened his first Wal‐Mart discount store in 1962. Today, Wal‐Mart is not only the world’s largest corporation but also the world’s most admired company, according to a 2003 Fortune magazine poll. Wal‐Mart is competitive and successful because it has been doing many things right. This article helps shed light on the rise of Wal‐Mart and the roots of its competitiveness. Business practitioners aspiring to succeed can learn a great deal from studying the Wal‐Mart way of doing business.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Start‐up Driver's Mart applies the latest management ideas to a much maligned business.

To date few research studies exist on consumers' responses to the adoption of Wal‐Mart into towns and cities. This paper seeks to examine the expected impact of a Wal‐Mart store in a community before its arrival.

Media reviews, participant observations and in‐depth interviews were applied. Positive and negative articles relating to Wal‐Mart as exhibited in the newspapers – the Guelph Tribune and the Guelph Mercury – were reviewed. Participant observations were conducted in three different shopping areas of Guelph: the Downtown area, the Stone Road mall area and the Willow West mall area. A total of 13 participants from these shopping areas were interviewed.

Overall, this study found that the participants were receptive to the notion of Wal‐Mart coming to Guelph despite the negative publicity and strong opposition Wal‐Mart had faced in the media. Additionally, this study offered insights for this marketplace based on the consumption context of hedonic and utilitarian shoppers. The intensity of these shoppers' perceptions and beliefs were found to be different for different contexts such as retail shopping, businesses and social.

This study demonstrates the importance of wider contextual comprehension when trying to understand what values consumers hold for retailers in the marketplace. However, these findings are restricted by the limited range of opinions captured. A fully holistic view is only possible when taking into account the perspectives of local business owners, future Wal‐Mart employees and managers, activists, or politicians – all of whom have an impact on the situation of Wal‐Mart in Guelph.

Insights from this study can assist management personnel for their future expansion plans.

This study extends the application of consumers' value dimensions by focusing not only on consumers' hedonic and utilitarian values but also by incorporating the community context. Furthermore, it offers a multi‐method qualitative market research approach for discovering insights that would not have emerged from utilizing just one method of data collection. This is also the first study to assess consumer responses before a store's construction.

Wal‐Mart is the largest retailer in the world, and one of its drivers of financial success is its focus on efficient and effective supply chain management (SCM). The purpose of this paper is to demonstrate what service providers could learn from these SCM best practices.

Wal‐Mart's best practices in SCM were investigated through a literature review of secondary data.

Wal‐Mart's best practices in SCM were categorized into four segments: strategic concepts, logistics and distribution, information technology, and supplier collaboration. These practices were then applied to the healthcare industry.

Wal‐Mart's best practices were only applied to one service industry (the healthcare industry). Future research could apply these practices to other service industries such as higher education and the airline industry.

Most service providers can add value to their services by learning from some, if not all, of Wal‐Mart's best practices in SCM.

Very little past research has focused on applying the best practices in SCM of a traditional retailer or product provider to service providers. Insight into Wal‐Mart's best practices can add value to many service providers.

Discusses Wal‐Mart’s entry into Europe. Explains the factors that have contributed to the success of the company, for example an efficient logistics system, extensive internal communications, and a capacity for innovation and reinvention. Outlines Wal‐Mart’s strategy for expanding into Europe, which is based on acquisition. Details the main challenges to Wal‐Mart’s entry into Europe, namely the size of the competition and cultural differences.

When businesses become really massive global enterprises, alarm bells start to ring even among people who are firm believers in the market economy. In the UK, there has been much recent talk about the nation’s most successful supermarket chain, Tesco, whose daily profits many companies would be happy to live with as annual profits. Many observers feel the store has become an out‐of‐control juggernaut, crushing all the competition (big rivals and corner shops) as Britons turn in ever‐greater numbers to soulless superstores.

The takeover of Asda by US retail giant Wal‐Mart has created a great deal of speculation by business analysts and the media. Wal‐Mart is recognized as the world’s largest retailer and its move into the UK is creating interest in its future plans for Europe. Some consider that the move will cause a complete realignment of grocery chains across Europe and that the move will be revolutionary. Others consider that the move will simply augment and accelerate current retailing trends but will not completely change the face of supermarket retailing. This issue brings together a variety of viewpoints. First, Paul Whysall reviews and analyses the press coverage. He provides insights into the possible outcomes of the deal. The second piece is an industry insight prepared by Retail Intelligence, which is followed by an overview of the Institute of Grocery Distribution’s research document Wal‐Mart in the UK. Finally, we present a number of abstracts that offer further thoughts on the subject.