Q & A: Michael
Bergdahl Answers Your Questions
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 How
do you feel the 10 Rules Sam Walton followed while building
Wal-Mart allowed it to overtake retailing behemoths
like Kmart, Sears, Woolworths, Service Merchandise and
Montgomery Ward?
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Sam Walton's 10 Rules must have had strong
implications on your role as Director of People at Wal-Mart's
corporate HQ. How did they guide you personally during
your tenure with the company?
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Why do you think Wal-Mart is under so much
fire these days? Is it because the current Wal-Mart
leadership has strayed from Mr Sam's 10 rules?
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Are the challenges that Wal-Mart faces today
similar to those you faced when you were Director of
People there?
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One criticism of Wal-Mart is that it's so powerful
it forces suppliers to bend to its will or suffer. What
would Sam Walton have said to this?
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Six of the 10 Rules are about how to treat
people but among the harshest criticisms that Wal-Mart
faces today is that it exploits employees. Why do you
think this has happened?
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 Why
do you think Wal-Mart is so reviled? Do you think the
criticisms are fair?
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The world is a very different place today from
when Sam Walton came up with his 10 rules. How applicable
are they still?
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Can small merchants remain viable in the current
retail environment?
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In this competitive environment, why do so
many small retailers fail or simply close?
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As a small retailer, what are the keys to staying
afloat and succeeding?
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here to read Michael Bergdahl's answer
How does Wal-Mart get its field organization
to execute its corporate standards & policies and
procedures, with so many stores in remote areas and
new markets?
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What are some things retailers can do to compete
effectively?
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Internationally, how does "Wal-Mart"
take into account local market preferences while planning
its product lines: what's the share of "local"
brands?
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