Findings and Implications Concerning Reputation- Excerpts from Meeting with Corporate Relations Team

Results from benchmarking on competitiveness of wages

Results from benchmarking on competitiveness of benefits

Results from benchmarking on associate experience

Highlights from external interviews and attitudinal segmentation research; high level recommendations

Ensure familiarity with existing fact base and high level implications/recommendations discussed amongst executive team

Discuss and agree on next steps
Corporate Affairs Team Action Plan
Broader Corporate Change Initiative

Wal-Mart universally credited for providing low prices and good value

Sincere concerns exist that Wal-Mart is not treating its employees well, is too aggressive, and is hurting local communities

Challenge is likely only to intensify
Size and prominence attracting attention and increased scrutiny
Growth increasingly in communities different from traditional base
Opposition more vocal and organized

Current efforts largely defensive and insufficiently resourced/focused to make meaningful impact
Not getting full credit for current initiatives (fragmented, low credibility)
Lack compelling facts in key areas
Lack ‘on the ground’ presence to build local relationships

Focus on elevating concerns and building support from two attitudinal segments
Take meaningful actions against key negative perceptions
Develop fact base and identify credible spokespeople/partners to help communicate messages
Re-align spending and initiatives  against three reputation drivers (cares about employees, works with communities, has positive impact on local economies)

Become much more local; 
Integrate market level responsibility for developing community relations into the regional operating structure
Invest time and spending to build relationships with local communities, leaders and media

Take a proactive stance; shape the external debate by becoming a role model on a significant societal issue (e.g. healthcare, workplace education)