Your current and future business

David M. Palmer and William Allan Kritsonis, PhD

PhD Program in Educational Leadership

PVAMU – Member of the Texas A&M University System 

Introduction

The Ways of Knowing Through the Realms of Meaning (Kritsonis, 2007) is a philosophy for selecting the curriculum for general education. The organizational core of any school is its instruction. The curriculum and its broader objectives is a critical topic in every planning cycle or strategic performance system. Long term strategic plans, action plans, strategic thinking or SWOT analysis must have issues of curriculum and instruction Planning is reflexive and implies that schools are more than just inert pawns in the hands of socioeconomic forces (Holmes, Wootten, Motion, Zorn, & Roper, 2005).  Strategic planning in education must have as its primary goal student achievements. If this is so the approach in any strategic plan will be a unitary philosophy of the curriculum with a strategy for reference to the meaningful relationships to the other components of the curriculum. When this is the case, we right away have a postmodern understanding of what it means to give meaning to the human experience through a solid foundation established by the six patterns in the realms of meaning namely symbolics, empirics, esthetics, synnoetics, ethics and synoptics (Kritsonis & Watkins, 2007).   Since strategic planning in schools should command the attention of the curriculum then the strategic planning of the curriculum requires strategic and tactical decision making. With regard to the ordering of content, the relevant teaching materials should simplify learners’ task. The thinking should make their modes of thought less transient while at the same time allowing them to actively assimilate pragmatically and constructively throughout their student centered adventure (Dolence, 2004).                                                                                                                           

What is Strategic Planning?

            Strategic planning is a management instrument. As with any executive tool, it is used to help an institution do an improved job – to concentrate its energy; ensure that members of the organization are working toward the same goals; and to appraise and direct the organization in a changing environment.  Strategic planning is a disciplined effort to produce decisions and actions that shape and guide what a school is, what it does, and why it does it, with a focus on the future. Strategic planning has its complexities in terms of what it requires. It is aimed at an overall focus of the organization’s resources on mutually preset planned quantifiable outcomes. Useful plans include an organization’s entire resources and purpose so it must be developed calculatingly and attentively (McNamara, 2008). 

Strategic planning begins with strategic thinking. The difference is one is analysis and the other is synthesis. It is a constant, methodical thinking process that identifies a preferred future and strategies to bring it about by linking deliberate plans with medium and short term  operating programs and  budgeting controls.  Planning is getting people involved in collecting high-quality information and using it to make intelligent decisions about the future. It is the navigator and roadmap to guide a team and board to make use of an assessable plan that will bring together the priorities and maximize the performance of the school. Basically, a school undertakes strategic planning to reiterate or fine-tune its mission – why it exists, what is its rationale, what it achieves now– and to concur on its vision – what it needs to be and achieve in the future. The reason is not to decide what ought to be done in the years ahead but to decide what must be done presently to make you the most excellent school.

The real value of a strategic planning blueprint is more than just having an outline that guides prospective decisions although that is extremely important on its own. It is an effective all-inclusive approach to building harmony and inspiring support, laying out critical priorities for the board and school head who are charged with the execution of the plan, and channeling all your energies in one agreed path. Strategic planning is a continuous, organized practice that helps schools and districts to foresee and chart their annual and multi-year goals and activities by analyzing their system-specific strengths, weaknesses, threats, and opportunities, as well as those of their community (Anderson & Kumari, 2008).                     

Strategic planning should be designed to enhance organizational and staff competences, capability and resources while facilitating results. Strategic planning involves ongoing activities whereby schools and districts: develop, implement, and evaluate programs and activities designed to meet their charge, goals, and student-related outcomes; track their needs, plans, and progress over time. Strategic planning should analyzes what programs, curricula, or interventions to add, remove, replace, or add-on to existing programs, while shaping when and how to make the mid-course changes to take full advantage of these programs. It anticipates and reacts as needs arise.

 Strategic planning uses a systems approach to impact the educational process emphasizing valuable and efficient data-based forecast and decision-making, personnel and resource development and management, monetary and technological reliability, and school and community integration.  Plainly put, strategic planning determines where an organization is going over the next year or more, how it’s going to get there and how it’ll know if it got there or not. The hub of a strategic plan is usually on the whole organization, while the focal point of a business plan is more often than not on a particular service or program (Gregory, 2007).                         

There are a diversity of perspectives, models and contemporary advancements used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization’s leadership, culture of the organization, complexity of the organization’s climate, size of the organization, and proficiency of the planners.  Case in point, there are a variety of strategic planning models. Goals-based planning is maybe the most common and begins with focusing on the organization’s mission (and vision and/or values), objectives to work toward the mission, strategies to achieve the  objectives or goals, and  action planning  who will  do what and by when (McNamara, 2008). Issues-based strategic planning begins by probing issues facing the organization, strategies to address those concerns, and action plans. Organic strategic planning might start by articulating the organization’s vision and ideals and then action plans to accomplish the vision while adhering to those values. Various planners have a preference for a particular approach to planning, e.g., appreciative inquiry. Plans are scoped to a year, three years, or five to ten years into the future. Some plans include only executive information and no action plans. Lastly, strategic planning is a school’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue its strategies, including its staff and students (McNamara, 08). The best curriculum and the best staff development and campus safety programs is a must. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ) and  in the wider educational business circle PEST analysis (Political, Economic, Social, and Technological analysis) or STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors) and EPISTEL – Environment,   Political,  Informatics,  Social,  Technological,  Economic  and  Legal ( Ronco, 2007).

 What are the Benefits of Strategic Planning

 Strategic planning enables people to manipulate the future. A number of trends that already strongly affect schools include; an aging population, an increasing proportion of minority students, and growing numbers of special interest groups competing for scarce public resources (Wirth, 2009). School officials must plan for shortages of teachers, particularly in math, science, and bilingual education, and they must prepare to accommodate rising numbers of Hispanic students, many of whom will not speak English. More students of all types will keep on coming from low socio economic status. These profound demographic changes will continue to reshape the nation and its schools in the coming decades. They make strategic planning particularly important and show why it must be done in unison with a strategy, plan and policy. Change is taking place at an extraordinary pace. Era and remoteness continue to be less and less significant due to fast growth of technological tools including the Internet.           With no strategic planning, schools just drift, and are always reactive other than deliberate (Gregory, 2007). The benefit of creating vision and direction that is simple and clear gets your primary targets, the students, closer to the achievement outcomes you seek for them. That plan in essence is a good plan for it challenges assumptions, and is created with input from sources inside and outside the school. It attracts commitment and accountability and it becomes part of the culture to reflect changes in the environment. It allows effective communication using a different medium.  Too often communication is done half way. We tell  and  ask  and  suggest  and  advise  but  don’t  test  for  understanding.    To close the loop, build in ways to test at every level and area within an organization, along with an understanding of the vision.  (Mogavero, &  Lake, 2006).    At some point in the strategic planning process (sometimes in the activity of setting the strategic direction), planners usually identify or update what might be called the strategic philosophy. This includes identifying or updating the organization’s mission, vision and/or values statements. Mission statements are brief written descriptions of the purpose of the organization. Mission statements vary in nature from brief to quite comprehensive, and including having a specific purpose statement that is part of the overall mission statement. A campus improvement plan must include specifying responsibilities and timelines with each objective, or who needs to do what and by when. It should also include methods to monitor and evaluate the plan, mainly student progress which includes knowing how the organization will know who has done what and by when.         

 How are the Realms of Meaning Relevant and Applicable to Strategic Planning?  Symbolics                                                                 The first realm symbolics consists of ordinary language, mathematics, and non-discursive symbolic forms. The underpinning of education can be found in the symbolics realm. Reason and reality concerning all things is defined by and has its essence in Language. Effective communication is most critical to strategic planning because since it focuses on the curriculum as being the inner hub of the instructional core, and since the curriculum is subject to being and rightly so a unitary philosophy within the strategic plan then symbolics represent a very fundamental foundation underpinning  the path to every thing else. Symbolics is even postmodern in its congruency to planning cycle, strategic performance system, long range strategic plan, action plan, strategic thinking and SWOT analysis, these issues being critical to the success of the process. Symbolics encompasses the other constructs included in empirics, esthetics, synnoetics, and ethics and synoptic so we get analytic abstraction, comprehensive integrativeness and reinforcement from multiple interpretations in looking at the contributions, data and ideas that you get from your staff in developing it using the all inclusive approach. The integrity and moral meanings of the strategic plan is also revealed (Kritsonis, 2007).

The realms of meaning can assess the planning, implementation and amendments of the strategic plan right along the continuum for the life cycle of that plan. Language allows knowledge to be conveyed and received.  Non discursive ordinary language is one of the building blocks of the educational process. Strategic planning is a management tool. The language of the strategic plan and its components sharpens this tool expressly to produce disciplined effort towards decisions and actions that shape what a school is, what it does, and why it does it, with a focus on the future.

 Empirics

             Empirics are the second realm of meaning, dealing with facts. This realm includes the sciences of the physical world, of living things, and of man (Kritsonis 2007, p. 12). Empirics describe factual descriptions, mathematical generalizations, and theoretical formulations and explanations (Kritsonis 2007, p. 12). “The theoretical formulations and explanations are based upon observation and testing in the world of matter, life, mind and society” (Kritsonis, 2007, p. 12). Strategic planning begins with strategic thinking. In that statement lays both analysis and synthesis. The methodical thinking process required for strategic planning therefore is grounded in empirics.

            The linking of deliberate plans with medium and short term operating programs, budgeting controls, and fiscal prudence has deep empirical meanings requiring mathematics for their expression.  To know a skill is to be able to put together valid general description of matters of fact (Kritsonis, 2006), but a meta analytic process is needed to communicate rationales, vision and goals at the leadership level since outcomes are directly tied to tax-based resources.  Fiscal management requires disciplined logical thought. “The facts of empirics are framed in accordance with rules of evidence and verification” (Kritsonis, 2007, p.12).

  Esthetics

 In all things demonstrate the beauty and usefulness of esthetics. Esthetics appeals to knowledge of a singular particular form (Kritsonis 2007, p 273).  A beautiful vision that inspires a flawless inclusion climate, enhanced organizational and staff competences, programs and activities designed to meet their charge, goals, and student-related outcome, valuable and efficient data-based forecast and decision-making; personnel and resource development and management, monetary and technological reliability, and good school and community integration are all beautiful enrichments like music to the ear that deepens esthetic insight.

“Synnoetics signifies relational insight or direct awareness” (Kritsonis, 2007, p. 12). Strategic planning uses a systems approach to affecting the educational process emphasizing valuable and efficient data-based forecast and decision-making. That awareness sets the stage for us of a diversity of perspectives, models and contemporary advancements used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization’s leadership, culture proficiency of the organization and the complexity of the school as social system (Gregory, 2007).

 Ethics

 The relationship between individuals and conflict resolution in school is a sore point in many schools. Ethics is the fifth realm, and should be the foundation of our personal conduct and free conscience. Professionals and leaders often resort solutions inconsistent with integrity, professionalism ethics and dignity as exampled by the rubber room experiences of hundreds of New York teachers.  Without strategic planning, schools just drift. When that happens and with the subsequent potential effect on the learners, it becomes unethical.  An internal code of conduct, not explicitly written in a strategic plan should always guide operational plan.  Professional development for staff should be reflected in the strategic plan. 

 Synoptics

 Strategic planning is also about essential decisions and actions, but it does not make future decisions. Strategic planning involves anticipating the eventual environment, but the decisions are made in the now. This means that over time, the school must stay abreast of changes in order to make the best decisions it can at any time.

Concluding Remarks

In conclusion, strategic planning through the lens of the realms of meaning can be used to determine mission, vision, values, goals, objectives, roles, responsibilities and timelines. Strategic planning has also been described as a tool – but it is not a substitute for the exercise of judgment by leaders. Strategic planning, though described as disciplined, does not typically flow smoothly from one step to the next. It is a creative process, and the fresh insight arrived at today might very well alter the decisions made previously.  Symbolics empowers to communicate effectively. Empirics provides mathematical soundness to decisions. Esthetics promotes the beauty in accuracy.  Synnoetics, embraces relational knowledge. Ethics gives moral meaning that expresses awareness of fairness and success without question. This means we self evaluate honestly and we evaluate our strategic plan outcomes truthfully. The final realm, synoptics, refers to meanings that are comprehensively integrative. All these are relevant to a successful strategic plan.

REFERENCES

 Anderson, S., & Kumari, R. (2008). Continuous improvement in schools: Understanding the practice. References and further reading may be available for this article. To view references and further reading you must purchase this article.Ontario Institute for Studies in Education (OISE), University of Toronto, Canada.  Retrieved July 23, 2009, from http://www.sciencedirect.com/science?_ob

Dolence, M. G. (2004). The curriculum centered strategic planning model.  Research Bulletin, 10. Retrieved July 23, 2009, from the Center of Research Web sit    

            http://net.educause.edu/ir/library/pdf/ERB0410.pdf

Gregory, A.J. (2007). A systems approach to strategic management.  Retrieved July 23, 2009, from the Centre for Systems Studies, Business School, University of Hull, UK Web site:  http://journals.isss.org/index.php/proceedings51st/article/viewFile

Holmes, P., Cockburn-Wootten, C., Motion, J., Zorn, E.T., & Roper, J. (2005) Critical reflexive practice in teaching management communication. Business Communication Quarterly, 68 (2), 247-257. Retrieved July 23, 2009, from http://www.nipissingu.ca/oar/PDFS/V812E.pdf

Kritsonis, W.A. (2007). Ways of knowing through the realms of meaning: A philosophy for selecting the curriculum for general education. Houston,TX:

           National FORUM Journals.

McNamara, C. (2008). Strategic planning (in nonprofit or for-profit organizations). Retrieved July 23, 2009, from the Authenticity Consulting Web site: http://managementhelp.org/plan_dec/str_plan/str_plan.htm

Mogavero, M. A., & Lake, E. (2006). Collaborative strategic planning in a student-centered university.  Paper presented at NCCI, Edinboro, PA. Retrieved July 28, 2009, from http:// www.ncci-cu.org

Ronco, S. L. (2007). Start your planning with a SWOT: Institutional effectiveness & analysis. Retrieved July 24, 2009, from the Florida Atlantic University Web site: http://iea.fau.edu/inst/sair05.doc

Watkins, D., & Kritsonis, W. A.(2008).  Developing and designing an effective school curriculum: Enhancing student achievement based on an integrated curriculum model and the ways of knowing through the realms of meaning.  FOCUS on Colleges, Universities, and Schools, (2)1, 1-15. Retrieved July 23, 2009, from http://www.nationalforum.com

Wirth, RA. (2009). Benefits of strategic planning. Retrieved July 23, 2009, from http://www.entarga.com/stratplan/plngbenefits.htm

Introduction

Walmart is the largest retail store in the US. It has over 3, 700  stores countrywide and many others internationally. Despite these positive results, there is a need for injection of new ideas in order to ensure that the retail giant sustains its position as a market leader. The essay seeks to examine its marketing strategies in the present and possible strategies to ensure future growth. (MSNBC, 2007b)

Walmart Strategic business goals and objectives

Walmart has always aimed at increasing sales through its friendly prices. This image has stuck with the company for a very long time. Not only is the company associated with low prices, but it has a variety of items under one roof. These qualities favor the rural clientele.

The company is driven by a commitment to business excellence. This is seen by the quality of care accorded to customers once they report to their retail stores. This is ensured by the participation of employees in this business goal. The company has cultivated a culture of perfection in that they always want to be on top. The Walmart marketing manager has said that Walmart’s major business objective is to ensure that their sales are always increasing. It is one thing to get to the top but remaining there is different. The company ensures their growth rate does not stagnate. Other companies usually work on increasing their performance and once they have reached those targets, they choose to relax. However, this does not apply to Walmart; the company ensures that they always look for ways of sustaining their competitive advantage.

The Company is driven by the pursuance of technological improvements. This is achieved through the use of new technologies in service delivery. Creativity and innovation is another business objective for the company. Through the efforts of their employees, the company aims at maintaining their market positions by brainstorming and looking for new ways of attracting potential clients. (MSNBC, 2007b)

The Company also values being considered as a strategic community partner. The company’s mission is ‘saving money to live better’. This is an image that the company has worked on very well. Many people consider Walmart as a consumer friendly retailer. The company has cultivating this image through a number of ways. First of all, through their consumer friendly prices, through their satisfactory customer service, and also through their convenience as a one stop shopping centre.

Walmart uses the aspect of availability as another business objective. The Company has opened up a series of locations in different parts of the country. This means that customers are not inconvenienced when trying to locate them. Additionally, it becomes very difficult to ignore the store when one can see it in virtually all parts of the country. This aspect of availability is one of the reasons why the company has done very well in the past. (MSNBC, 2007b)

Analyzing Walmart’s situation

Walmart is dealing with attacks from a range of stakeholders in the retail industry. For instance Trade unions, human rights organizations and former employees. these groups have all accused the retailer of abusing its employee’s rights. They assert that Walmart discourages its employees from participating in trade unions. Employee rights groups argue that the company’s enumeration package does not reflect the rich profit margins that the company enjoys currently. In the year 2006, Maryland legislature passed a law that would force Walmart to spend a specified amount on health insurance. However, this law was reversed by a federal court. Additionally, some groups have been formed to specifically give anti-Walmart remarks. For instance WakeupWalmart protesters assert that Walmart’s advertisements on their corporate responsibility efforts indicate that Walmart wants to fool the eyes of the American public. Such an image could damage the company’s public relations and this could drive away certain precious clients.

The company has expanded rapidly over the past years. With its three thousand seven thousand retail chains located in the US, the retailer has saturated the market. It is difficult to get to a certain town without locating a Walmart store. This means that the company might face severe obstacles in its expansion procedures. It would therefore be wise for the country to consider other parts of the world such as China and India. However, efforts to replicate this success in other countries have not bore fruit as the country has not done very well in South Korea after recording low profits for a while, the company was forced to close its subsidiary in Germany. The company had to sell this subsidiary at a throw away price in order to stay ahead. Therefore, expansion strategies need to be done systematically (MSNBC, 2006)

The corporation is also faced with the challenge of continuously attracting clients into its stores. Clients have already decided on what they want to buy in Walmart and it is difficult to convince others to join in. This is the reason why the company’s client traffic has been reducing in 2007. The company has reached saturated levels in the US market and it is difficult to convince other individuals to continue with the company. (MSNBC, 2006)

Walmart is faced with the challenge of making its stores more convenient. The company’s representatives asserted that they may consider reducing the sizes of their stores in the future because it is difficult to navigate the stores for just one particular item. There is a need for the company to change its image from its large rural base into smaller, urban and more convenient stores. The company’s major competitors have already embraced this concept as Tesco of the UK has small stores specializing in specific products. (MSNBC, 2006)

Strategic goals for Walmart’s future growth

Walmart needs to target external markets. However, the company should change its market entry techniques. It should focus on customizing its business objectives within each country.

The retail giant needs to make product quality as part its major business strategy. Quality in this regard refers to both the customer service and the nature of the products in its stores.

The company needs to reinforce an image of a community based organization. This means that its employee practices should be enhanced and it should also maintain its low price offering. (MSNBC, 2007a)

Strategic marketing program marketing objectives, targeting and positioning

The Company needs to change its marketing objectives in such a way that they can attract a different market segment. In the past, the company has been associated with the middle class or low-income earners. Affluent clients tend to shy away from the retail giant due to the misconception that Walmart’s products are of lower quality. Most of them use the store for pharmaceutical and grocery shopping and pay no attention to the stores when it comes to other options. The Company has tried to establish this concept in the past. In the year 2006, the company opened up stores with this objective in mind. They stocked a wide range of sophisticated products such as jewelry, electronics, a sushi bar and a variety of electronics. The affluent market is crucial in the company’s efforts to secure new markets because they have saturated current ones. Almost all middle class shoppers prefer Walmart. Therefore, in order to sustain its position, the company needs to assess what competitors are doing to boost sales. Target – Walmart’s rival – has managed to attract affluent consumers. Consequently, Walmart must try and give these shoppers a reason for shopping at the company. Affluent shoppers appreciate quality and need to be assured that they can find it at Walmart. The reason why the company failed in its 2006 efforts to target these clients is because it went about implementing this goal in the wrong way. First of all, the company needs to improve the appearance of their stores through creative store displays. This is particularly important for stores allocated in affluent neighborhoods.

Walmart needs to work on the quality of its items. Some of the affluent consumers believe that Walmart has failed in this regard. In instances where the perceptions about the company are totally wrong, then the company can improve this image by marketing its products in a different way. They could talk about the quality of their items with particular emphasis on merchandise that affluent workers prefer. However, the company should be very careful about the type of products they choose to sell. In the year 2006, the company wanted to follow their rival- Target’s product portfolio. However, this did not work very well because they tried including designer labels in their apparel section. This is a very tricky item to sell and may not necessarily give positive responses. Designer items fluctuate from season to season and it may be difficult for the company to keep up with the trends. It would have been wiser if the company stuck with electronic items as these are less susceptible to change. Additionally, the company needs to make this transition slowly. All successful entrepreneurs agree that there is no need to change a winning team. Therefore, even if Walmart plans on targeting those affluent consumers. They must ensure that these changes do not scare away current clients. Walmart should do a thorough market analysis to find out the most appropriate manner of attracting these clients. Other retail stores that have made a name for themselves among these affluent shoppers have been working on this image for centuries. Consequently, Walmart should not imagine that they could do this overnight. (MSNBC, 2007b)

Additionally, the company should venture into other countries. Despite the fact that the company has done very poorly internationally: it closes one in every three stores overseas, there is need to expand operations. Since the company has reached saturated levels locally, then there is a need to tap some of the internationally resources. First of all, the company should exercise a lot of selectivity before choosing a particular country. Part of the reason why the South Korean outlet had to be closed was that the company still used the same marketing strategies applicable in the US. Different countries have different preferences, the company’s strategy of saving money to live better may not be feasible everywhere. The company should not enter international markets directly. It could collaborate with local leaders in those respective countries in order to work with a winning formula. Alternatively, the company should test an international market by beginning with fewer and smaller stores. If the response is good then it could proceed to expand. Countries chosen for expansion should be economically secure. Therefore, increasing the number of stores in China and India is probably a good idea. However, this should be done slowly and after thorough research. (Pallavi, 2007)

Marketing program

Product

The company should not abandon its idea of attracting the affluent client. However, this should be done sequentially; the Company had introduced Metro 7 stalls in 1,500 stores. These stores offered jewelry, expensive wine and other expensive commodities. The reason why this did not work very well was that the change was introduced rather drastically. The company should introduce expensive products only in stores located in affluent neighborhoods. (Pallavi, 2007)

Additionally, the company needs to exercise selectivity in the types of products chosen. The company should stay away from designer clothes or organic foods because these did not yield good results in the past. The focus should be on electronics.

The company needs to inject more creativity in its product offerings. It indicated this through its partnership agreement with Canopy furnishings. During the month of March this year, the company introduced a range of furniture items from Canopy and it is very optimistic that this would do well. The company should follow such an approach. For instance, the company should partner with other brands for household items and electronic companies. By securing well-known suppliers, the corporation can offer better quality products thus attracting the eye of the affluent clients who are particularly interested in these items.

Place

Since the Company has already saturated the local market, then the focus should be on international markets. However, entry into those international markets should be done tactfully. Walmart should choose economically secure countries. The stores found in these areas need to be located strategically. (Pallavi, 2007)

Price

The pricing aspect of Walmart’s marketing mix is part of the reason why the company has done so well so far; this is its winning formula. The company should maintain their low pricing strategies but they should merge this with product choices. They need to improve on the quality of service and their items in order to make themselves more appropriate in this scenario.

Promotion

One of the most notable promotional strategies in Walmart is the use of public relations. The company takes part in charitable events and has marketed itself as a community based institution. However, there have been a number of accusations in the media that Walmart exploits its employees. The company has had to grapple with lawsuits centering on this poor image. The company has already embarked on this program by marketing the company as a fair employer; it provides its employees with a good health insurance pan. The following issues have been highlighted in an advertisement posted in support of Walmart’s corporate responsibility

The retailer is the nation’s largest employer
Its offers affordable health plans starting from $ 23
The company contributes close to 245 million dollars in charitable events annually(MSNBC, 2007a)

Instead of using advertisements such as the one shown above, Walmart should place more effort in improving their staff management policies. The problem with such advertisements is that they take so long to change consumer opinion. As a matter of fact, they may engrain negative perceptions because clients will see that the company wants to improve a tarnished image. Instead of spending millions on such advertisements, the company could direct those funds to improve their reward systems. A good employer does not need to advertise their employment practices as they will speak for themselves. The company should boost its health insurance plans because other companies offer better health programs yet they earn less than Walmart. This will go a long way in improving company image. (MSNBC, 2007a)

In line with this argument, the Company need not convince the public that its employees are actually happy to work for the company. These employee opinions should not be communicated to the public. Walmart asserted that, it has been found that a whooping eighty one percent of the company’s staff would recommend one of their friends to become Walmart employees. This kind of approach will not work for the company because the company is adopting a defensive strategy. The accusations made against the company could be embraced and turned against the counter accusers by improving organizational policies.

Lastly, the company should embrace the idea of hospital partnerships for its retail clinics. The company already announced that it plans on expanding the number of in-store clinics from fifty five to a whooping four hundred by the year 2010. While it may be a good idea in itself (given the fact that Walmart will be enhancing its corporate image as a company that cares for the community), there is still room for improvement. Walmart has been in the news for a number of wrong reasons. One of the accusations labeled against the retail giant is the fact that their employee health insurance plans do not fit their status as market leaders. Consequently, the company needs to look for ways of improving this image through a number of avenues. First of all, they could offer their employees access to the in-house clinics. This will go long way in enhancing their employment practices. (Pamela Lewis Dolan, 2008)

Conclusion

Walmart has done a lot in the past in order to secure its position as a retail market leader. These include offering low prices, offering good customer service and constant innovation. However, lately the company has grappled with low customer traffic. Market saturation in the middle income market segment, poor international performance and bad public relations as a result of their employee practices. The company should adopt the following strategies in order to ensure future growth; adopt penetrative strategies international markets, introduce good product packages for products favored by affluent clients and improve health insurance plans within the company. These will go a long way in sustaining the company’s positions as the US’s retail leader. (Pallavi, 2007)

reference:

MSNBC (2006): Wal-Mart turns attention to upscale shoppers, The Associated Press

MSNBC (2007a):Wal-Mart to air ads countering attack, The Associated Press

Pallavi Gogoi (2007): Wal-Mart goes abroad for growth; The McGraw-Hill Companies

MSNBC (2007b): Wal-Mart considers not-so-Super centers, The Associated Press

Pamela Lewis Dolan(2008): Wal-Mart partners with hospitals to rapidly expand in-store clinics, retrieved from

http://www.ama-assn.org/amednews/2008/02/25/bil10225.htm accessed on 9th July

Talent management is increasingly becoming a critical part of the corporate business management strategy for most organizations. Talent Management is a never-ending process, that manages the start point of a new employee to the end point when termination (of either party) occurs, namely attracting, developing, and retaining talent. An expanded definition of talent management is a more comprehensive approach of trying to build those competencies.

There are 4 anchor pillars which governs Talent Management, namely recruiting, performance management, learning management, and compensation management. Hence, talent management is the end-to-end process of planning, recruiting, developing, managing, and compensating employees throughout the organization. Still, this is however, an overtly simplistic and inward looking definition.

Talent Management strategies must begin with the end in perspective. It must blend into the broad perspective of your Strategic Business Plan, supported by the long term growth of your organization, human resource management as well as Business Succession Planning. In essence, it provides the right people to drive the organization and is the bloodline of its growth.

Talent Management speaks of and breathes life into your organization. Talent Management is managing the long term expectations of employees by immersing them into the corporate culture, designing and delivering programs and initiatives to support the personal and professional development of employees which blends into the overall growth paths of your business plan. It is not difficult to see soft-indoctrination of the corporate vision, mission and passion induced into this process, supported by top management.

Stay tuned for this series of articles on Talent Management, exploring the talent management gaps and how to’s in management talent for long term top organizational performance.

Even the replica watches have good features and great look; we have to be careful when we buy it. The reckless buying will give the bad result for us. To choose the best replica watches, there are some steps. The first is, choosing the replica watches which are suitable with our needs. For example, if we need the features inside of the Rolex replica or Breitling replica watches, we can buy it. Don’t buy the watches which are useless. The second is, adjust our budget with the prices of the watches. Some people are really forced their self to buy replica watches, whereas they have not enough money. That action will prejudice us if we follow it. Don’t be easily interested to replica watches which have great look but it has also a little bit expensive prices.

The third, decide the place where we will buy those replica watches and check all about that place. It can avoid us from many frauds nowadays. If we get the fraud, we will surely be prejudiced from the finance aspect. The last, get suggestions from the people who ever buy the replica watches? From those suggestions, we will get the replica watches which are suitable for us. We have to pay attention to those steps or we will get the replica watches which are in fact useless for us.