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Wal-Mart

Wal-mart has three areas that they have to balance out: who makes the decisions for the company, performance evaluation, and compensation structure that is called organizational architecture. When these three areas of a company are not balanced then the company is not performing to their max potential. Wal-Mart.com was struggling and the person whom was in charge to make decision changed the structure of the website to bring in more consumers which made the company increase their sales. (Chew, Donald & Gillian, Stuart. 2005).
When the internet was developed companies developed websites which they sold merchandise on. This was a way for the company to market their merchandise and this allowed the customers to shop from their home. Companies that postponed developing a website had a lower rate of success from the web sales. Wal-Mart was a company that waited to develop a website (Jain, 2008).
The company was having a great of problems with the website sales and they needed to revamp it. They where ranked 43 among shopping websites. This was according to Media Metrix who did a study on websites. Wal-Mary was trailing eBay and Buy.com. Amazon.com was one of Wal-Marts big competitors. Amazon.com had 10 million online visitors and Wal-Mart.com had only 801,000 (Jain, 2008).
Wal-Mart.com had to restructure their website. They were targeting consumers that would purchase products in bulk because they would buy in bulk for their stores. Wal-Mart understood this process and so that is what they focused their website on. The company wanted to allow customer to buy products in smaller units so they teamed up with Fingerhut Business Services and Books-a-Million. Both of these companies had experiences with distributing small orders to the consumers’ homes (Jain, 2008).
Wal-Mart.com also allowed customers to purchase produced from all 25 categories which are all the categories that the stores carried. Wal-Mart.com would allow the customers to purchase produces online...