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Bentonville could be an option; after all, the wealthiest person in the United States lives there and really does drive an old pick-up truck. And from the size of Fort Wal-Mart, the gargantuan office complex of the nation's largest discount retailer, I would guess that Sam Walton owns more office space in Arkansas than the state does. But chances are that Walton will not talk to tourists. Those who want to see a large office building can go to the Pentagon. It's closer to Harvard, and Colin Powell works there...

Author: By John A. Cloud, | Title: 'We Get A Lot Of Chickens Here, I Guess' | 3/5/1991 | See Source »

...Mart's relentless efforts have yielded remarkably rapid growth. Just 10 years ago, company sales of $2.4 billion were less than 12% of Sears'. But in the past three years, while Sears' North American retail sales (including those from 131 Canadian and Mexican stores) have grown only 14%, from $28 billion to $32 billion, Wal-Mart's have doubled, from $16 billion to $32.6 billion. Sears' overhead expenses still consume 29% of sales, and K mart's 23%, but Wal-Mart's burn up only 16% of sales. Wal-Mart workers are more productive than Sears': they generate an average...

Author: /time Magazine | Title: Mr. Sam Stuns Goliath | 2/25/1991 | See Source »

Sears executives bristle at comparisons with Wal-Mart. Says a spokesman: "We compete with Wal-Mart on only 30% of the goods we sell." Maybe that's part of the problem. Critics say Sears management has lost touch with its customers and its mission. As a result, several retail expansions during the past few years have failed. Examples...

Author: /time Magazine | Title: Mr. Sam Stuns Goliath | 2/25/1991 | See Source »

...contrast to Wal-Mart's high-stepping esprit de corps, a debilitating siege mentality and lackluster follow-through afflict Sears, according to employees and managers. No effort to revitalize Sears' competitiveness, they say, is likely to succeed until management communicates a clear vision for the company. Says a closely informed source who did not wish to be named: "Why are we always ending up with these losing propositions? We arrive at a strategy, but not everyone in the organization adheres to it. They hedge. There's a lack of buy-in, and you never come out with anything coherent...

Author: /time Magazine | Title: Mr. Sam Stuns Goliath | 2/25/1991 | See Source »

BUSINESS: Wal-Mart deposes Sears...

Author: /time Magazine | Title: Time Magazine Contents Page | 2/25/1991 | See Source »

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