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...Your new Wal-Mart is being baked on the premises. The company is testing a dozen new store prototypes that have lower sight lines, woodlike fixtures and a more department-store feel in some sections. Let's not get carried away: it's still a big-box store, but that box isn't quite so stuffed anymore. The stores will use tons of recycled material and be vastly more energy-efficient. Wal-Mart has pledged to reduce energy usage at its stores 30% by 2012. It has embraced compact fluorescent lightbulbs (CFLs) and less packaging. For instance, by next...
...truth, Wal-Mart is a little desperate--it launched a price war for Christmas toys in early October and then slashed 15,000 prices storewide. It increasingly seems the company's 45-year-old business model--based on a continuously improving supply-chain loop--is better suited to developing economies like Mexico, Brazil and China, where it is doing well, than to mature markets like the U.S. and Japan, where it isn't. In the U.S., same-store sales increases are bumping along at 1% to 2% a month, while rival Target, the fashion-forward, design-centric glamour girl...
...know what? So has Wal-Mart. Under Castro-Wright's prodding, Wal-Mart is trying to become a local merchant again. It is moving managers away from the all-powerful Bentonville, Ark., headquarters and closer to the customers. It is developing snazzier and highly efficient store designs to entice existing customers to shop more broadly across the store rather than just for groceries and health- and beauty-care products. "We have enough customers," insists Scott, 57, who can boast that nearly 20 million Americans shop at a Wal-Mart every day. But while they're happily buying toys, toothpaste...
...pressure is providing impetus to attempt new things. Back at headquarters, Wal-Mart is also trying to improve its standing as a corporate citizen. The company has overhauled its wage-and-benefits package and rolled out an ambitious sustainability program that even cynics are praising. Using its negotiating muscle against rising health-care costs, the company expanded the number of drugs available in its $4 generic-prescription program to 361 drug products...
...What Wal-Mart does matters--certainly to its 1.35 million U.S. employees but also to its competitors, since Wal-Mart ends up effectively setting wage rates in retailing. And to organic farmers, whose industry has been turbocharged by the company's decision to promote organic foods; and to refrigeration manufacturers, who must create greener equipment to meet this giant customer's desire to shrink its carbon footprint. And to the economy itself: the "Wal-Mart effect" of those $4 generics is being cited as one reason drug prices are falling after years of double-digit inflation, just as its entry...