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Hello! You can call me Dr. Binkley or Professor Binkley (he/him/his). This is my 9th year teaching full-time as a professor and my third at Loyola University Chicago!

Things I love to do: Play with my dog, Hunter, and tolerate my cat, Bud. I'm a Chicago Sky (WNBA) and Milwaukee Bucks (NBA) season ticket holder, so that keeps us busy. Recently I have launched three businesses. One of them is based in NFTs and another is an enhancement lab for athletes and performers to improve their mental health performance!

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Please use this space to tell us about Diversity, Equity, and Inclusion at one of the companies you selected in the 🔥 and ❄️ area. 

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Please use this space to tell us about Diversity, Equity, and Inclusion at one of the companies you selected in the 🔥 and ❄️ area. 

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DEI stands for diversity, equity, and inclusion and it will be a focus of this course throughout the learning units.

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Loyola University Chicago - Diversity, Equity, and Inclusion

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"At Loyola University Chicago, we have the desire and commitment to achieve what we all collectively strive for -to be part of and thrive in a truly supportive, respectful, and inclusive community."
- Winifred Williams, PhD, Chief Diversity Officer

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Diversity and Inclusion: Loyola University Chicago

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"At Loyola University Chicago, we have the desire and commitment to achieve what we all collectively strive for -to be part of and thrive in a truly supportive, respectful, and inclusive community."- Winifred Williams, PhD, Chief Diversity Officer

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Please Use This Space to Tell Us About an Organization You Think Is NOT Doing So Well Right Now

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Please Use This Space to Tell Us About an Organization You Think Is NOT Doing So Well Right Now

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Be critical, but constructive! Share an organization that you think can improve based on an experience you have had.

Feel free to attach a story, link, video, or any other digital media to your submission!

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Jewel was not so proactive when it came to responding to the pandemic. The company put its workers on the front lines with little help, protection, or additional pay. The online connectors to Instacart and their ability to offer pickup weren't realized until Fall 2020. They certainly rose to the occasion when it came to providing food for our communities. That function would have been smoother had they planned and innovated a little more the last five years. They also offered shopping hours for senior citizens which was a nice services to offer during the pandemic and lockdowns.

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Jewel-Osco Parking Lot Kiosk Takes Curbside to the Next Level

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PG tries out new concept for Albertsons banner

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Please Use This Space to Tell Us About an Organization You Think Is Doing An AMAZING Job Right Now

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Please Use This Space to Tell Us About an Organization You Think Is Doing An AMAZING Job Right Now

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Tell us who you love!

Feel free to attach a story, link, video, or any other digital media to your submission!

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ALDI SAVING ME DURING THE PANDEMIC! I was ordering my groceries through instacart and picking them up prior to spring 2020, so I was already positioned for the mobile pick up function. Aldi has not only kept up with competition but is out in front on a few ideas. Check them out further to see how they are being innovative!

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Customer enjoys savings of up to 50% on high-quality grocery items at the grand opening of the first ... [+]
AP Images for ALDI

Reports surfaced this week that Aldi plans to get into the checkout-free retail technology game. According to ChargedRetail, Aldi has "placed an international call out to tech startups specialising in computer vision and artificial intelligence," the exact technologies that power Amazon Go . While Aldi did not confirm theChargedRetail rumors and declined my request for comment as well, the plans, if true, should be commended.

For the move is likely a matter of strategic life and death.

According to its website, Amazon has roughly 30 Amazon Go stores either in operation or planned to open soon. All deploy Amazon's " Just Walk Out Technology," as highlighted in the video below. Here's how it works: customers simply scan into Amazon Go stores with their mobile phones, just like they are getting on an airplane, take whatever they want off the shelves, and then just walk out the doors and pay electronically, similar to how they would pay for an Uber or a Lyft .

While most Amazon Go sites range in size from roughly 1,000 to 3,000 square feet, some of Amazon's latest efforts, like its Amazon Go Grocery store in Seattle, can get as big as 10,000 square feet and also come stocked with fresh produce.

It is the combination of these last two paragraphs that likely have Aldi on notice.

First, artificial intelligence computer vision (AICV, for short) checkout-free technology is hard to deploy. However, the sooner retailers can implement it, the better off they will be in the long-run because the technology also gets smarter and more efficient the more often that it is used.

AICV is not all that dissimilar from how autonomous cars get trained for the rigors of the road. The underlying technology that drives both is pretty much the same thing. So, while one pilot store is an achievement, Amazon having 30 pilot stores is like giving Usain Bolt a massive head start in the 100 meter dash because Amazon's system is already training itself to handle many different driving conditions. These conditions could include everything from localized skus, lighting variances, fixture positioning, or even the number of people and products in a store at any given time.

In essence, the more Go stores Amazon has in operation, the smarter the Go system becomes.

Second, a 10,000 square foot grocery store gets awfully darn close to Aldi's overall operational ethos and operating size. According to Aldi's own website, Aldi's U.S. footprints start at 17,000 square feet, and Aldi's operating model is one of spartan-like efficiency. It is no frills shopping - just get in quickly, efficiently, and as cost effectively as possible from a consumer standpoint.

Amazon Go Grocery is not that far off Aldi's design in principle, either.

For instance, square footage-wise, Amazon Go technology is probably just a few month-long or year-long Red Bull binges of hard core engineering work away from being ready for 17,000 square feet. Moreover, Amazon Go's "Just Walk Out Technology" is designed to remove many of the same costs and friction points that Aldi's model attacks with aplomb. Similar to Aldi, Amazon Go is also about making things easy, so easy, in fact, that it doesn't even require cashiers or checklanes as part of its overall operating foundation in many states.

In essence, Amazon has the potential to do everything that Aldi can do, only better.

The other scary point is that Aldi has been on quite the growth trajectory of late within the United States. It has been rapidly growing market share within grocery. Its annual U.S. retail volume stands at $31 billion, above both Dollar General and Macy's , for perspective. And, according to , Aldi also just announced plans to open 70 new U.S. stores by year-end as part of an overall five-year plan to become the third largest grocer in the country by 2022 with 2,500 stores nationwide (for reference: Aldi has approximately 2,000 stores right now).

All of which smells like the now famous line Jeff Bezos once uttered - "Your margin is my opportunity."

To Amazon, Aldi's outsized market share growth and expansion plans must smell like chum in the water. Or, said another way, Aldi is Chrissie Watkins at the beginning of Jaws and Amazon is the great white shark. Even Amazon's rumored Amazon Go expansion plans of 3,000 stores by 2021 is oddly close to Aldi's stated growth plans, regardless of whether Amazon hits its own rumored timelines or not.

Coincidence? Maybe, but maybe not.

Regardless, it is reasonable to think that Amazon likely knows it has something in Amazon Go. Amazon Go can do everything Aldi does, only better, and in a way that doesn't require that customers stand in line at checklanes and that also has the underpinnings of Amazon Prime, speedy delivery, and its estimated 100 million plus user base already behind it.

Plus, attacking Aldi's recent success is also a heck of a lot easier for Amazon than trying to compete head-to-head with full-size grocery stores, and Amazon just might even steal some additional share or bring down a few convenience and drug store chains in the process. There could be as much as $30 billion plus in annual sales revenue sitting on the table for the taking before Amazon even ventures into Walmart 's and Kroger 's core territories.

While an Amazon spokesperson declined to comment on any of the above speculation, if only a kernel of it is true, what that kernel says is powerful.

As smart as it is for Aldi to go after cashierless technology, Aldi really does not have any other option at this point. Amazon could very well have Aldi's entire U.S. business model or more within its sights, and the only real question that remains is whether or not Aldi's effort may be too little, too late.

... Read More

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Aldi Is Wise To Invest In Amazon Go Style Checkout-Free Technology

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Reports surfaced this week that Aldi plans to get into the checkout-free retail technology game. According to ChargedRetail , Aldi has "placed an international call out to tech startups specialising in computer vision and artificial intelligence," the exact technologies that power Amazon Go .

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Hi, I'm Kelly! I'm a sophomore at Loyola and I'm studying Marketing with a minor in Nonprofit Management.

I love small businesses and nonprofit organizations, so I would love to either own my own sb/nonprofit someday or contribute to the success of an existing one. One of my favorite activities is getting to know the local businesses in my hometown of Omaha, Nebraska-especially family owned restaurants! I also do a lot of volunteer work at home and in Chicago. I am on the hotline staff for the National Runaway Safeline, based here in Chicago, who youth who are in crisis or who have runaway from home can call for help finding resources. I also work with newly housed refugee children and have done extensive work in hospitals as both a volunteer and nurse assistant.

Outside of business, I love to sing and was in lots of choirs in high school. I also am into fashion and all things beauty. I love my two dogs and my cat and hanging out with my family. Nice to meet you all!

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Every day, we celebrate our employees and customers who come from different backgrounds and have different experiences. We want everyone that walks through our doors to feel welcome. To do that, we must build on our guiding principles of diversity, equity and inclusion (DE&I) and continue to do our part to create lasting change in our communities.

One of our core values at ALDI is responsibility. To demonstrate that we live this value, we must invest in understanding the ways in which our society is not fair or open to all our customers and our colleagues. And where we see unfairness in our stores, teams or communities, we have a responsibility to address it. And we are taking action to do that.

Equality. Respect. Responsibility.

At ALDI, we believe understanding, respecting and valuing the uniqueness of our customers, employees and partners makes us stronger. That's why we are committed to fostering an inclusive culture that values diversity in all forms across our business.

As part of this commitment, we've updated our anti-harassment policy: "Equality. Respect. Responsibility." This policy reinforces our assurance that all ALDI stores, warehouses and offices are inclusive and respectful for everyone. This discrimination and harassment policy applies to our customers, employees, suppliers and all third-party partners.

To make it clear that we absolutely do not tolerate harassment, discrimination or mistreatment of our people, and that we condemn it in all forms, the following signage is visible at the entryway of all of our store, warehouse and office locations:

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ALDI's Commitment to Diversity, Equity & Inclusion | ALDI US

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Every day, we celebrate our employees and customers who come from different backgrounds and have different experiences. We want everyone that walks through our doors to feel welcome. To do that, we must build on our guiding principles of diversity, equity and inclusion (DE&I) and continue to do our part to create lasting change in our communities.

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Hi, I'm a sophomore majoring in finance. I hope to find a career in financial analytics after college. In 2021 I had a full time nanny job in LA for the entire summer, and joined a sorority (KKG) in the spring semester of freshman year. In 2022 I plan on getting an internship to start my business career, and also plan on finding an apartment with my best friend.

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Hi! My name is Emilia Moliva (she/her/hers). I am a junior at LUC pursuing a psychology major and a human resources minor.

Things that I love to do: I love to play with my dog Luna and nap with my cats Dipper and Mabel. I like to watch a lot of Netflix and drawing mandalas is one of my favorite pastimes.

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Of course my dog had to get into the Disney spirit :)

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Hi everyone! My name is Alyssa Votava (she/her/hers) and I am a sophomore majoring in Business Management. I hope to minor in French and Marketing as well. Later in my life, I hope to just be working for a company where I am passionate about their mission (preferably the Walt Disney Company).

In my freshman year, I was working part-time at a Taekwondo studio as an instructor and I taught the little kiddos (3-5 years old). Additionally, I joined Delta Phi Lambda Sorority, Inc. during my spring semester. I hope that my sophomore year has more real-world experience regarding internships and other ways that I can have more experience regarding management!

For some of my facts and interests, I love: Disney and Disney World, Taekwondo, dogs (any dog, they are all so cute), exploring the city and new places, and seeing my friends and family! Nice to meet you! :)

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Organization - Emma Sponholtz - Whole Foods

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Organization - Emma Sponholtz - Whole Foods

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I believe that Whole Foods is doing a great job now, especially since they have a drop off delivery service for food with Amazon. I really enjoy their fresh produce options, and their accessibility for getting groceries.

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Hello! My name is Sophia Werneke (she/her/hers). I am majoring in Environmental Science, and am minoring in economics. I am from Naperville Illinois which is about 55 minutes away without traffic, or if you are driving with someone who isn't afraid of dying.

In my free time, I mainly read, but I also like to watch tv with my roommates. I have two dogs at home and one dog with me in Chicago. She's 14 and doesn't really do much but I would die for her.

In the future, I hope to go into environmental consulting so I can help big corporations lower their carbon footprint.

Looking forward to the semester with you all!

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Organization - Emilia Moliva - Trader Joes

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Organization - Emilia Moliva - Trader Joes

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My all time favorite grocery store since I moved to the United States in 2019 is Trader Joes. As a college student, I struggled finding a place that sold healthy food at a reasonable price near me and Trader Joes completely met that need. Not only does Trader Joes provide good food at a good price, the workers thee provide excellent customer service every time I go there. They are up-to-date with the current food trends so there is always something new to try every time I go!

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Trader Joe's is an unorthodox grocer. They took many standard practices of the grocery industry and threw them out. Trader Joe's can be compared to your friend that has their life together. Because Trader Joe's works so hard to keep their "house" in order they have more energy for fun and whimsy. They are the high-functioning fun friend you love to be with!
The Smart Psychology Behind Trader Joe's Customer Experience
They've got the grocery business operations side down to a science, and it allows them to have fun with products and customers. The secret sauce is their operations model, where they looked at the grocery business and thought, "well that makes no sense." A few of these uncommon practices held by Trader Joe's include a truck-to-shelf model, where inventory is not stored in the back but goes directly to the shelves in order to keep it fresh. Trader Joe's doesn't allow for supplier favoritism where suppliers pay for a prime spot on a grocery shelf. Trader Joe's is extremely conservative about variety, and keep it simple for customers. You won't find 200 types of pasta sauce but only 18 or less. The products that Trader Joe's carries depends on the raw materials of the season, and if a material goes up in price Trader Joe's might discontinue the product in order to not drive up the price to the customer.

They also take experiences that customers don't like and simply make them more pleasant. For example did you ever realize how much fun you have in the freezer aisle at Trader Joe's? You are pulling out ice cream cones and frozen indian meals and delicious looking pizzas. You physically reach into the freezer much more than at other grocery stores. Why is that? Normally browsing in the freezer aisle is unpleasant. To find new items you need to keep a large cumbersome door open and frankly, it's cold! It's not easy to see what is available. Trader Joe's threw out all the freezer doors. There is no barrier between a customer and their dinner-an interactive and easy freezer experience where customers can easily pull items out and try new items without making themselves into a contorted icicle.

Trader Joe's competes on thoughtfulness-they really think through the customer's journey through their store, and make it one that's simply better.
2.Trader Joe's Doesn't Deliver And Customers Don't Care
Trader Joe's has a cult-like following from customers because of how they invest heavily in customer experience. Trader Joe's is meant to be more than a trip to the grocery store, but an experience. Customers can play with products, trying any item in the store by simply asking an employee. You can sip free coffee and eat samples while you shop-always very unique flavor combinations of their products. They bring the best, most exotic flavors from all over the world, at an unbeatable price and with personality and good service. If you listen to the Trader Joe's podcast you will learn the distances Trader Joe's goes to continually bring customers exotic, fun and flavorful new products from distant lands. Trader Joe's employees travel around the world and bring customers the world's most delicious cuisines. They even have one person in charge of the spice aisle, and work to bring hard-to-get spices to customers at an unbeatable price.
3.Trader Joe's Products: Artsy With Weird Names
Trader Joe's wants to look like a homey, lovable small business. Trader Joe's doesn't want to let its 505 locations and billions of dollars in revenue make you think it isn't your corner grocer with a big personality. Trader Joe's has artists at every location that hand-draw every price tag, which means over one million unique price tags all over the stores. You will find the name of the item and the price in big bubbly letters, but you will also get advice on how to consume it and/or a picture. Another example of how Trader Joe's does not want to act or look like a big corporate grocery conglomerate. The names of the global products and categories are zany-from Trader Jose (Mexican food) to Trader Jacque's (French food), to Trader Joe-San (Japanese food), to Trader Ming's (Chinese food), to Baker Josef's (flour and bagels), the company doesn't shy away from having fun with their labels, and 86% of Trader Joe's products are sold directly by Trader Joe's.
4.How Trader Joe's Staff Create Its Unique In-Store Service Experience
Trader Joe's staff give off a stress-free, whimsical air-with Hawaiian shirts, quirky playful products, tons of staff to serve, and an appealing personality. Even the people who work at Trader Joe's need personality to get hired there, and the job application has three questions including, "Do you possess a sense of adventure?' 'Do you like to make people smile?' 'Do you like to eat?'" Whether it's having a hidden toy in the store for kids who are given a lollipop for finding it, employees at Trader Joe's are unique. Trader Joe's pays their staff competitively and give them health benefits. Employees are given the freedom and resources to brighten a customers day, like one employee who gave a pint of ice cream and a spoon to a girl who was broken up with, or a frozen chicken tikka masala to a guy preparing for a stressful job interview, or a bouquet of sunflowers to a teary-eyed customer whose husband had just died. Employees actually seem like they want to talk to customers, and take the time to do so - not like at other grocers and retailers where you can't find a person.
6.How and Why Is Trader Joe's So Cheap, And Still So Good?
Trader Joe's was created in the 60s after the founder (and original Trader Joe) Joe Coulombe saw what happened after the GI Bill turned out many overeducated, underpaid Americans. He saw the opportunity to bring exotic, specialty food to the masses. With his Stanford Business degree he re-wrote the recipe for running a successful grocery business. Trader Joe's recipe for success includes innovating products, cutting out the middleman and competitive pricing and service. If one piece of that was changed, the recipe would no longer work.
7.In Many Ways Trader Joe's Is At Odds With Futurist Predictions For Grocery Delivery. How Are They Still Successful?
A futurist comes up with possible scenarios for what could exist tomorrow. For over twelve years I've focused on educating the business community on the value of putting the customer at the heart of everything they do. Only now are people finally understanding the importance of customer experience, and the link to stock price. But that doesn't mean your business needs to invest in technology. Good customer experiences can still simply come from the human element. A recent PwC report on technology said customers want more human interaction in the future not less. People are looking for authentic experiences. Grocery across the board is guilty of putting bad technology between themselves and their customers. Trader Joe's does not have a membership or loyalty program-they are not looking at this data. They have no idea that I might be a mom because of the foods that I buy. They don't care. They do focus on their strengths and don't try to be everything to everyone. Customers are willing to brave Trader Joe's notoriously terrible parking lots, no delivery service and long check-out lines for their incredible products and the overall in-store experience, innovative products and unbeatable prices.
Final Thoughts And Room For Improvement On Trader Joe's Customer Experience
There are two areas Trader Joe's can improve. One is sustainability. Trader Joe's is making efforts to create more sustainable packaging. In 2019 Trader Joe's announced they were removing one million pounds of plastic packaging from their stores. They also in the past have tried to remove unsustainable seafood and take other steps to cater to customers that care about environmental impact. However they can do even more. The second area for improvement I continue to hear about a lot is parking lots. Many Trader Joe's locations are decades old, and their parking lots need to be redesigned for the traffic of modern life, but somehow customers keep going to them anyway.
Blake Morgan is a customer experience futurist, keynote speaker and the author of the bestselling book The Customer Of The Future. Sign up for her weekly newsletter .

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7 Reasons Customers Are More In Love With Trader Joe's Than Ever

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Trader Joe's is an unorthodox grocer. They took many standard practices of the grocery industry and threw them out. Trader Joe's can be compared to your friend that has their life together. Because Trader Joe's works so hard to keep their "house" in order they have more energy for fun and whimsy.

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Organization - Emma Sponholtz - AMC Theaters

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Organization - Emma Sponholtz - AMC Theaters

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With our day of technology advancements and streaming services, going to the movies is not a common thing anymore. We have access to seemingly every and any movie or show we want to watch so its very uncommon for people to leave their homes to go see a movie now.

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Hi I am a sophomore majoring in Advertising with a minor in marketing. I am hoping to get an internship in the city this summer in advertising.

I love to play with my dog Cocoa, watch TV with my roommates, I joined Chi Omega sorority last year. Nice to meet everyone!

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J Crew in my opinion was already suffering before the pandemic, but the pandemic just made it worse. J Crew has become notorious for its fairly plain but overly expensive clothing that, in my experience, isn't of that much of a higher quality than something like Gap or even Zara. It wasn't justifiable for many people to spend that much on new J Crew clothes, especially when last season's clothes that were in thrift stores looked similar to current seasons. When the pandemic hit and demand for nicer clothing went down, J Crew was definitely hit even as they tried to introduce luxury loungewear collections. They did do their best to treat employees well during the pandemic.

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Hello, my name is Lorin Drazenovic. I am a sophomore looking to major in finance and to minor in INFS.

I am not all too sure what career aspiration I have as of now, but like everyone else I would love a job that I enjoy going to everyday that makes me a good career in the long run. Perhaps I financial analyst, not too sure.

As for areas of growth from 2021 I would say working with others as well as being independent as we were all online working on our own. Plans for growth in 2022, I would say communicating with others especially in person. I am dying to go back to class and meet new people.

Looking forward to this semester!

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Hi! My name is Olivia Martel (she/her) and I am a sophomore majoring in Marketing with minors in Spanish and Political Science. I can see myself in lots of different positions in the business/marketing industry but I have a particular interest in digital marketing.

Some interesting things about me … I am currently interning at a non-profit called GirlForward which is an organization I really love and has taught me a lot! I’m an animal lover and my family has three dogs, three cats, a bunny, fish, and chickens back home. I am also currently obsessed with playing sudoku on my phone. One goal I have for 2022 is to start to uncover what exactly my interests are in the business world and what type of career specifically that could transition into for me. I have an internship over the summer with a commerce agency that I think will be really helpful for that!

Excited to meet everyone in person :)

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Hello, my name is Andres Logrono (he/his/him). I am from the Dominican Republic. Currently, I am majoring in Finance and Accounting. This is my second semester in Chicago and so far I really like it a lot the city. For my hobbies, I would play soccer, table tennis, or tennis. Sometimes I go to the gym to release stress. I'm a big Marvel fan but DC not so much. In the future I hope to learn more about NFTs and the Metaverse and perhaps understand how this all works and make sense into it.

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I think Chipotle has done a great job in tailoring itself to be fit for the pandemic. They put in a lot of new restaurants close to residential neighborhoods and added the drive-thru pickup option. They also ramped up their online ordering system. This allowed people who were sick of cooking to have the ability to easily drive to their local chipotle for fast, fresh, and healthy alternatives to fast food while staying safe. The new restaurants provided new jobs for people who found themselves without work as well.

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Chipotle employees can now earn a debt-free degree from one of the oldest historically black colleges in the nation: Paul Quinn College.

The college is the most recent addition to Chipotle's debt-free degree college program, which launched last year. After 120 days of employment, Chipotle employees - including part-time restaurant workers - are eligible to earn an associate or bachelor's degree in 75 types of business or technology programs, at no cost to the employee.

More than 8,000 employees have already taken advantage of the benefit. Chipotle leaders say they adopted the program to help employees meet their personal and professional goals.

"Financial barriers can be one of the biggest obstacles for not furthering their education," said Marissa Andrada, chief diversity, inclusion and people officer at Chipotle. "Ensuring we provide inclusive benefits and a support system for our employees will continue to aid in our efforts to...provide employees with the tools to achieve their full potential."

Fifty-six percent of U.S. employers currently offer a tuition reimbursement benefit or student loan repayment benefit, according to the Society for Human Resource Management. As the cost of college increases and student loan debt has ballooned to $1.6 trillion in the U.S., employers are recognizing the need to provide employees with debt relief and financial wellness benefits.

Chipotle's debt-free college benefit is provided by Guild Education - a higher education benefits company. Through Guild's program, Chipotle employees also have the option of attending The University of Arizona, Bellevue University, Brandman University, Southern New Hampshire University and Wilmington University. The company added Paul Quinn College, located in Dallas, to their offerings to provide an option that would appeal to diverse employees.

"Chipotle's Cultivate Education program continues to thrive, giving employees the opportunity to achieve enhanced economic mobility," said Rachel Carlson, CEO and Co-Founder of Guild Education. "By expanding the program to include Paul Quinn College, Chipotle is offering employees a more comprehensive, inclusive benefit."

Employees who want to attend a college, or earn a degree that's not included in the debt-free program are eligible for $5,000 in tuition reimbursement. Chipotle has offered college tuition reimbursement benefits since 2016.

The company reports their education benefits have done wonders for their retainment and advancement rates. Employees who are enrolled in the college benefits are three and a half times more likely to stay with the company, and are seven times more likely to be promoted to a managerial position. Some employees say they wouldn't be able to earn a degree without this program.

"I had two majors with a number of credits and was debating whether or not to go back and pursue my degree," said Brice Widger, a Chipotle crew member in New York City, in a previous report. "The accelerated program with Bellevue University combined with Chipotle's tuition assistance made the decision easy. It is convenient as I am able to take classes in the evening, which I really appreciate."

Last year, Chipotle introduced a new bonus program where individual restaurants have the opportunity to earn up to a month's extra pay if they meet quarterly sales goals. In the first quarter of the program, Chipotle paid out $700,000 in bonuses to restaurant workers. Employees also have access to free English-as-a-second-language classes, fitness discounts, financial wellness, mental health and healthcare benefits.

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Chipotle ramps up D&I initiatives with free tuition to historically black college

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Chipotle employees can now earn a debt-free degree from one of the oldest historically black colleges in the nation: Paul Quinn College. The college is the most recent addition to Chipotle's debt-free degree college program, which launched last year.

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Organization - Hanna Winter- Trader Joe's 

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Organization - Hanna Winter- Trader Joe's 

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I think that Trader Joe's is a great organization that I have come to love over the past years. The employees are extremely nice and helpful whenever you walk in the store and make it feel like you are at home. Trader Joe's responded very well to the pandemic with masks being required, social distancing, and only allowing a certain number or people in the store at a time. They have a wide food selection for a good price and offer a lot of food variations for diets.

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Hello, my name is James and I'm currently a sophomore at Loyola. When I first came to Loyola, I wanted to major in biology in route to becoming a dentist. I quickly found out that I did not want to do that. As of right now, I am undecided but I am thinking of majoring in accounting with either a double major or minor in information systems. For my career, I just hope to find a job that makes me happy; in other words, I want to be able to wake up everyday wanting to go to work. In 2022, I plan on gaining new experiences by getting an internship.

Outside of school, I love to watch sports. I'm a huge Chicago Bulls fan and I'm pleased with their success this season.

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Organization - Emilia Moliva - Whole Foods

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Organization - Emilia Moliva - Whole Foods

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Whole foods is a very popular grocery store but due to their prices and the lack of variety, it has been going downhill. Yes, the items are organic, but the prices are very out-of-reach of a large part of the population since the beginning of the pandemic.

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By now the news of supermarkets switching things up because of the coronavirus pandemic is pretty common knowledge. More people are opting for ordering online and heading to the store less. Although product shortages have come and gone, some of the effects are starting to show. Several grocery stores have filed for bankruptcy this year, including Earth Fare, Lucky's Market, Kings Food Markets, and more. Whole Foods is struggling, too. While it is one of the country's top grocery store chains, there are a few things happening to the store right now that could affect it for years to come.

Company leaders say the chain is doing fine - in fact, they opened 10 new locations just this year. But here are some reasons Whole Foods is struggling more compared to previous years, and why it could cause lasting damage. (And for more on changes at the grocery store, here are 8 Grocery Items That May Soon Be in Short Supply.)

Whole Foods was named the safest grocery store to shop at during the pandemic in September. Employees wearing masks, cleaning high traffic areas, and lots of social distancing markers helped it take the top spot among others. That same month, though, there were 25% fewer customers in the store compared to the same time last year, according to Yahoo! Finance.

In the wake of more online orders, Whole Foods Just Launched This Brand New Grocery Store dedicated solely to delivery orders. While total sales since March are up by about 10%, Whole Foods is lagging behind. Bloomberg says some grocery chains have seen profits go up by over 20%.

People on-the-go love Whole Food's buffets for convenience and access to salads, vegetables, and other lunch or dinner foods. But with safety measures in place to prevent the spread of COVID-19 and most people forced to work from home, the buffets are not in full use. It's no surprise, but the prepared meals put in to replace buffets aren't as popular as the real thing. The demand for these meals has fallen 75%, according to Business Insider.
Related: 7 Major Changes to Expect at Whole Foods Moving Forward

Whole Foods is known to have higher prices for their products. One Yahoo! Finance anchor jokes it has the nickname "Whole Paycheck." But when a pandemic hits and some have to watch what they spend, one way to save at the grocery store is to go to one with cheaper products.

You may have heard that Whole Food's 365 brand is a great way to save a buck or two compared to its brand name twin. But did you also know that kids get a free apple, an organic fruit leather, or natural animal crackers at Whole Foods? Thankfully there are more money-saving tips where these came from. Here are the 25 Best Ways to Save Money at Whole Foods.

This reason Whole Foods is struggling is all in its name. The store is known for its healthier options. Studies prove that those foods are around $1.50 more than "unhealthy" products. Time is also money, and for some, it is simply easier to run by a fast-food restaurant than shop in a grocery store and cook.

If you do decide to make food at home, here are 20 Time-Saving Cooking Hacks.

Interestingly enough, Whole Foods is owned by the same company it is competing against for customer's attention. Amazon sells food through Amazon Fresh, as well as other products on the website separate from the grocery chain.

Amazon also controls how much the public knows about Whole Food's exact profits by keeping them secret, according to Bloomberg. With no significant growth changes made to the store since Amazon acquired it over three years ago, the Washington Post says it's pretty clear that Amazon isn't as concerned with Whole Foods. This is hard to argue since Amazon's New Launch Will Make Grocery Shopping Take Mere Seconds.

Time will tell if Whole Foods will see customers back in the store. But in the meantime, for more grocery store news, sign up for our daily newsletter!

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5 Reasons This Massive Grocery Store Chain May Not Survive - Eat This Not That

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By now the news of supermarkets switching things up because of the coronavirus pandemic is pretty common knowledge. More people are opting for ordering online and heading to the store less. Although product shortages have come and gone, some of the effects are starting to show.

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I know so many people that easily eat chick-fil-a at least once a week. People have grown crazy over the chick-fil-a sauce as well as there chicken. I myself am also one of these people. Not only is the food good, it is at a reasonable price which allows more people to buy fast food from them. Chick-Fil-A also has a lot of rewards set up for loyal customers, which I believe is a great thing they have created as it gives them more business by making customers return frequently to claim their rewards and perhaps free food depending on which reward they are given.

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I think that HBO did a great job adapting to the pandemic. They were able to secure the rights to a lot of big-name movies that came out in 2020-2021, and in doing so, they boost their subscription rate to HBOmax. For 2020 their subscriptions rose to 69.4 million from around 67.5 million. And in 2021 they had a revenue of 179.47M  which is an overall 258.46% increase.

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Hi, my name is Noah Dreyer(he/him), I am a sophomore here at Loyola, originally from Michigan, and I am studying marketing with a minor in history. I one day hope to work in advertising, either creating content for the food or technology industries. Over 2021 I worked at a local golf course in the summer. I enjoy watching and talking about movies. One that I saw recently that I really liked was  "Hail; Caesar!". I am very much looking forward to this semester.

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At AMC Networks being diverse, equitable, and inclusive is more than a business imperative that spurs creativity and drives innovation. It's at the heart of who we are and what we believe. We think, operate, and create using DEI as a lever for positive change in three critical areas: Our Talent & Workplace, Our Content, and Our Greater Purpose.

Telling authentic stories starts from within - by forging a diverse, equitable and inclusive workforce and culture that recognizes, celebrates, and empowers everyone. This means we work to increase our pipeline of underrepresented talent and create more equal pathways for development and advancement. It means we ensure equity in our pay and people practices. And it means we provide everyone with the resources they need to make a positive impact at our company and in society.

of our employees identify as women

of our employees identify as people of color

of our leadership team identify as women or people of color

Globally, we have ERGs that form communities through shared interests and experiences around nine areas, including Asian American, Visible & Invisible Disabilities, Emerging Leaders, Parents & Caregivers, LGBTQIA+, Black, Hispanic and Women. Our ERG members are a vital part of everything we do, and create a culture of belonging for our employees. They facilitate networking and connections with peers; support the acquisition of diverse talent internally and externally; act as a valuable sounding board for content development and programming; provide an avenue to facilitate leadership and skill development; and increase the organization's overall cultural competency.

We are passionate about telling authentic stories that connect with audiences in meaningful ways and that entertain, with vivid characters and worlds that show a full spectrum of the human experience. Ensuring diverse and inclusive voices and points of view - on our screens, on our sets, and in our writer's rooms - is fundamental to our creative process. It is how we understand, reflect, and speak with insight and authenticity to the wide range of audiences we reach every day.

We have a long track record of championing and supporting independent and diverse voices and using our platforms to bring these storytellers` vision to life.

ALLBLK

Launched in 2014 as Urban Movie Channel, ALLBLK is the first subscription streaming service created for Black TV and film. Dedicated to featuring content that is inclusively and unapologetically for, by and about Black people, ALLBLK has a diverse lineup that spans genres and generations with fan favorite titles such as A House Divided, Double Cross, Social Society with Kendall Kyndall, Millennials, and more.

WE tv

With a slate of compelling, can't miss unscripted shows, such as Growing up Hip Hop, Braxton Family Values, and more, WE tv consistently ranks among the top networks in cable for women of color and will always be dedicated to developing and presenting programming focused on positive, diverse female voices.

Disability Storytelling

AMC Networks has been widely recognized for scripted storytelling spotlighting and celebrating people living with disabilities including BBC America's CripTales, AMC's Fear the Walking Dead, Critics' Choice Award-winner Push Girls and Sundance Now's Peabody Award-nominee This Close.

Recognitions

Actress Sandra Oh from BBC America's Killing Eve won the Golden Globe for Best Actress in a Drama TV series for her role, making her the first woman of Asian descent to win that award. Our shows have also been recognized by the NAACP Image Awards and GLAAD Media Awards for performances and series including, most recently, IFC's Sherman's Showcase, IFC Films' Farewell Amor, Killing Eve and more.

61ST STREET

A propulsive courtroom drama that follows a promising, black high school athlete who is swept up into the infamously corrupt Chicago criminal justice system; from BAFTA-winner Peter Moffat and executive producers J. David Shanks, Michael B. Jordan, and Alana Mayo.

DARK WINDS

A psychological thriller based on the iconic Leaphorn & Chee book series by Tony Hillerman executive produced by Robert Redford and George R.R. Martin that follows two Navajo Police Officers in the 1970s Southwest, as their search for clues in a grisly double murder case leads them deeper into the mysticism of Navajo spirituality and closer to the sins of their past. Dark Winds is created by a Native American writer, its episodes will be written primarily by Native American writers with the writers room made up of over 50% writers from underrepresented groups, and it will star a Native American cast, led by actor Zahn McClarnon.

HORROR NOIRE

A showcase for stories of Black horror from Black directors and screenwriters for Shudder and AMC+ featuring new work from established and emerging talents expanding on the legacy of Black genre filmmaking whose first hundred years was explored in Shudder's critically acclaimed documentary, Horror Noire: A History of Black Horror.

INTERVIEW WITH THE VAMPIRE

A story that has captivated readers around the globe for decades, Interview with the Vampire, based on Anne Rice's bestselling novel, is a new series that will premiere on AMC+ and AMC next year created, written, and produced by Rolin Jones (Perry Mason, Friday Night Lights) and overseen by Mark Johnson (Breaking Bad, Halt and Catch Fire) featuring a writers room made up of over 50% writers from underrepresented groups.

We work with leading industry organizations to ensure there is greater inclusion in the stories we tell. Through these partnerships, we celebrate and empower the next generation of storytellers who reflect the full spectrum of our world.

Inclusion Rider

We've signed on to #ChangeHollywood in partnership with Color of Change, Pearl Street Films, and Endeavor Content to use inclusion riders on every AMC Studios production, a process for hiring and casting that will expand our candidate pools and increase representation for historically underrepresented talent. We view the rider as an opportunity to move beyond intention and focus on expectations and actions that should come along with our commitment. Learn more.

Coded for Inclusion

We're proud to be a part of the launch of Coded for Inclusion, a game-changing job matching platform from Staff Me Up for the crews of scripted and unscripted television productions designed to help change the way hiring happens in Hollywood and remove the barriers to entry for job seekers from historically underrepresented groups (BIPOC, women, LGBTQ+, people with disabilities and active military/veterans). Learn more.

High-Octane Episodic Directing Series

We've partnered with the Alliance of Women Directors, a collective of over 400 professional women-identifying and gender nonbinary directors, to launch a masterclass for emerging and mid-career directors. The series will consist of five classes centered on directing action and thriller content in scripted television, featuring directors, showrunners, and department heads from AMC's The Walking Dead, Creepshow, The Terror, and NOS4A2, among others.

In addition to promoting diversity, equity, and inclusion within our hallways, in our productions and on our screens, we are a source for change and support in our communities. Through philanthropic efforts, community outreach and strong and lasting partnerships, we support causes that make a difference, that advance a culture of inclusivity and amplify everyone's voice.

And we're looking at expanding relationships and launching new ones with organizations doing important and impactful work across the spectrum of diversity, equity, and inclusion.

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At AMC Networks being diverse, equitable, and inclusive is more than a business imperative that spurs creativity and drives innovation. It's at the heart of who we are and what we believe. We think, operate, and create using DEI as a lever for positive change in three critical areas: Our Talent & Workplace, Our Content, and...

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I think the Walmart's overall store is very outdated and whenever you walk it is not welcoming and the employees are not always the nicest. Walmart is also known for not treating their employees right by discriminating against elderly and disabled employees, wage theft, and not providing good healthcare to their workers.

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https://www.traderjoes.com/home/diversity-inclusion

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Trader Joes is a company that I believe is all around good. Trader Joes aims to provide a good experience for both workers and customers by being safe, welcoming and inclusive to all people. The store attempts provide ingredients and food for people of all backgrounds and being a foreigner, I really like this. Their executives come from a wide range of backgrounds and they attempt to donate a large amount of food that goes unsold, something a lot of grocery stores do not do.

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Hi! My name is Adam Beles and I am a sophomore majoring in Accounting, with a minor in Finance. In the future, I hope to find a position as a financial accountant.

During the summer of 2021, I worked a night shift at an Amazon distribution center. In Fall 2021, I joined Delta Sigma Pi Business Fraternity. I hope to find an internship in 2022 involving either accounting or finance to learn more about those areas!

Outside of school, I like watching the Blackhawks. I also like waterskiing and wakeboarding when it is warm enough outside. I have a dog named Stella who we got during the pandemic from a rescue shelter.

Looking forward to meeting all of you this semester!

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Netflix is slowly becoming worse due to its lack of new films and exclusives. Other streaming services such as Disney plus are overtaking the streaming service. Take disney plus exclusive Bobba Fett that is now on going. Netflix does not have as many exclusives that hold as much weight as this streaming service. Yes, Netflix sure does have some exclusives that allow them to gain subscribers, but in comparison Netflix is lacking and needs to make some changes if they don't want their subscriber rate to plummet as it is now.

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Netflix reported fourth-quarter earnings after the bell on Thursday. The streamer beat on profit and was in line with expectations on revenue, but shares plunged more than 20% in after-hours trading, to the lowest levels since June 2020, on slowing subscriber growth.

Here are the key numbers:

Earnings per share (EPS): $1.33 vs82 cents expected in a Refinitiv survey of analysts.

Revenue: $7.71 billion vs $7.71 billion expected, according to Refinitiv.

Global paid net subscriber additions: 8.28 million vs 8.19 million expected, according to StreetAccount estimates

Netflix added 8.28 million global paid net subscribers in the fourth quarter. Analysts had expected the company to add 8.19 million, according to StreetAccount estimates. But that's fewer than the 8.5 million subscribers Netflix added in Q4 2020, the same figured it had forecast for Q4 2021, and its outlook was worse.

Netflix said it expects to add 2.5 million subscribers during the first quarter of 2022, far below the 3.98 million it added in Q1 2021. Meanwhile, analysts had expected 6.93 million in the first quarter, according to StreetAccount estimates.

Netflix said it plans for a more back-end weighted content slate in the first quarter, with big premieres set for March.

But that's similar to the image Netflix had painted heading into Q4. Netflix and analysts had anticipated a large jump in consumers at the end of 2021 when the company released new TV shows and movies that had been pushed to the back half of the year. During the quarter, for example, Netflix released high-performing content such as "Emily in Paris," "Don't Look Up," "Red Notice" and "You."

Netflix said increased competition from other companies was one reason for the slowdown, though in the past it had said companies like Apple and Disney wouldn't materially affect growth.

"Consumers have always had many choices when it comes to their entertainment time - competition that has only intensified over the last 24 months as entertainment companies all around the world develop their own streaming offering," Netflix said. "While this added competition may be affecting our marginal growth some, we continue to grow in every country and region in which these new streaming alternatives have launched."

Disney and Roku shares also dipped more than 4% in after-hours trading.

Netflix, wanting to attract the 800 million to 900 million households that use either broadband internet or pay-TV, said it's still early days when it comes to reaching that number.

"It's definitely frustrating for us, the current slower growth," co-CEO Reed Hastings said during a pre-taped earnings interview. The company reported 222 million paid memberships in the fourth quarter.

"It's a dynamic market for sure, it may not be as steady as people think about it in terms of we're gonna add X number every quarter, every month, every week, but there's no question that's the direction the business is going in," co-CEO Ted Sarandos added.

Netflix announced price increases in the U.S. and Canada last week. In the United States, the monthly cost for the basic plan rose $1 to $9.99. The standard plan jumped from $13.99 to $15.49 and the premium plan rose from $17.99 to $19.99.

Netflix's strategy is to increase prices as customers become even more entrenched in the company's exclusive content. Price increases can help offset waning customer growth.

Netflix also updated investors on its push into gaming. The company has been releasing games based on its popular titles to its subscribers. The new games may help it gain insight into which characters are most popular, which could eventually help shape its content.

"We're now really getting to learn from all of those games," COO Greg Peters said.
Correction: Netflix beat on profit and was in line with expectations on revenue. An earlier version misstated the results.

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Netflix shares fall 20% on slowing subscriber growth

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Netflix reported fourth-quarter earnings after the bell on Thursday. The streamer beat on profit and was in line with expectations on revenue, but shares plunged more than 20% in after-hours trading, to the lowest levels since June 2020, on slowing subscriber growth.

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Based off my experience, Costco seems like its doing an amazing job right now. Every time I go in, everything feels organized and the employees are always doing their job with a smile on their face. Costco has a little bit of everything for a great price which is why I love going there.

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For an at home work-out app and bike they really missed the mark during the pandemic. The list of things going wrong is immense, and app issues is the least of their worries. They used covid to hide bad management. They did not plan for the eventual end of loose money and people going back to normal lives. And to top it all off, the CEO made his wife an executive which . In 2021 they company came out and said they predicted a 6% drop in subscriptions and losses of between $425 million and $475 million in 2022. To top all that off, the Dow is down 1,000 points, which doesn't happen often, but is unfortunately, happening to them.

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SILVER SPRING, Md. - Peloton suffered its worst day as a publicly traded company Friday after telling investors that it will likely lose more money than it had expected in fiscal 2022.

Peloton thrived during the pandemic, recording its first and only profitable quarters with Americans unable to hit the gym, instead setting up places to work out at home. Sales of its high-end bikes and treadmills soared, as did subscriptions for its online, interactive classes.

Those sky-high sales have stalled, however, since the rollout of COVID-19 vaccines. Gyms have re-opened, with some restrictions, and people are beginning to spend money on other things, like travel and restaurants.

Late Thursday, the New York City company said that it expects those lucrative subscriptions to drop 6% and losses in 2022 of between $425 million and $475 million. That's a lot more red ink than its previous guidance of $325 million in losses.

Peloton has other problems. It's wrestling with the same snarled global supply chains that have plagued manufacturers this year as economies reopen. What's more, gyms that had closed during the pandemic began offering their own virtual classes, further encroaching on one of the company's greatest strengths.

It is also recovering from a recall of its treadmill machine, something it had fought, after it was linked to a death of a child and numerous injuries.

"Given the unprecedented circumstances presented by the global pandemic, we said last quarter that modeling the exit from COVID and the massive growth we saw in fiscal 2021 would be a challenging task, and that has certainly proven to be true," CEO John Foley told investors on a conference call.

Shares tumbled 33% to $60.14 Friday, the worst trading day for the company just 10 months after shares hit an all-time high above $171.

Peloton's early success also brought new competition, companies that offered cheaper bicycles and exercise equipment. In August, the company cut the price of its Peloton Bike - its marquee technology - to $1,495 from $1,895.

Industry analysts were quick to cut expectations for the company Friday, with one citing "rapid deterioration" in Peloton's guidance for next year.

Scott Devitt of Stifel said he had believed Peloton would continue to grow even with the worst of the pandemic seemingly in the rearview mirror. He is recalibrating that opinion.

"Now, given the materially lower expectations, we expect it will take several quarters to determine a more normalized pace of growth, or more skeptically, whether or not the revised outlook is an indication that the core product may be closer to maturity in existing markets than previously thought," Devitt wrote to clients.

Peloton reported sales of $805 million for the first quarter of fiscal 2022, close to most Wall Street targets. But Wall Street focused on what's to come. The company lowered its sales expectations to a range of $4.4 billion to $4.8 billion in 2022, well below the $5.3 billion analysts had forecast.

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After sprinting through the pandemic, Peloton's stock hits the wall

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SILVER SPRING, Md. - Peloton suffered its worst day as a publicly traded company Friday after telling investors that it will likely lose more money than it had expected in fiscal 2022. Peloton thrived during the pandemic, recording its first and only profitable quarters with Americans unable to hit the gym, instead setting up places to work out at home.

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Organization - Walt Disney Company (Alyssa Votava)

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Organization - Walt Disney Company (Alyssa Votava)

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When I think about an organization that, I believe, did a good job at handling the pandemic and adapting, I lean towards talking about the Walt Disney Company. Though I disagree with some of the actions they had done at the beginning of the pandemic (ie... laying off a multitude of workers) and later in the pandemic (ie... making social distancing mandates and park capacity restrictions more lax), I believe that they still did a good job at continuously adapting. Most notably, I believe they did an amazing job at making sure that Disney Plus was ready to go. Without a streaming service with all of my favorite Disney shows and movies, I am not sure how I would've remained entertained through the pandemic. Additionally, they made sure that their online shopping platform was both efficient and effective for everyone who still wanted to purchase items without having to go into the store. Though there were some things that I disagreed with on how Disney handled the pandemic, I would still say that, all around, they did a pretty good job.

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disney is still getting hammered by the pandemic

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Disney is still getting hammered by the pandemic, but Disney+ remains a star

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Disney kicked off its 2021 fiscal year much as it spent most of 2020, with the pandemic hammering many of its businesses. But Disney+ continues to be the star of the company.

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Netflix is making big efforts to boost its abilities to include everyone in terms of diversity ,equity, and inclusion. Netflix does not want any individuals to feel outcasted and they understand this by spending a very large sum of $100 million to improve in this aspect. As Netflix has grown its popularity across the globe its important for them to include everyone no matter who they are.

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Netflix released a first-of-its-kind diversity study Friday to analyze the makeup of Netflix's on-screen talent, as well as the behind-the-camera creators, producers, writers and directors.

The report shows that the company has made progress, but still has more work to do to close diversity gaps. The company says it's committing to an "inclusion lens" to its work, which co-CEO Ted Sarandos says means asking questions like, "Whose voice is missing? Is this portrayal authentic? Who is excluded?"

The company also announced the creation of the Netflix Fund for Creative Equity, which will invest $100 million over the next five years in organizations that help underrepresented communities train and find jobs in TV and film. Netflix also committed to releasing an update on this study every two years through 2026.

"I think it's important that the content reflects the people that are watching it," Sarandos told CNBC's " Squawk Alley" in an interview Friday. "I think the way people can connect with content, with a great movie or a great series, is that they see something of themselves in that, either that it's very relatable, that it might look like them, or it reflects a life experience that they've also experienced."

The study was conducted, at Netflix's request, by Stacy Smith, who has a PhD in communications and human development and is the founder and director of the USC Annenberg Inclusion Initiative. The USC Annenberg Inclusion Initiative produces regular reports on diversity in film and television. Smith's team examined all of the films and series Netflix commissioned between 2018 and 2019. Of the 22 inclusion indicators (such as racial identities, LGBTQ+ and disabilities), 19 showed improvement over the two-year period.

Netflix's strengths in diversity are around women. The study found gender equality in leading roles across films and TV series. Smith also found that Netflix is outpacing the industry in hiring women and people of color as directors. Netflix was also found to exceed proportional representation of Black leads and main cast.

But the report also found that other racial and ethnic groups were underrepresented relative to the U.S. population. LatinX characters were just 4% of leads, despite being 12% of the population, and just 3% of creators and producers were LatinX.

The study also found that LGBTQ+ characters were rare: just 4% of leads in film and 1% in TV series. And while the study says that 27% of the U.S. population identifies as having a disability, fewer than 1% of series leads, and just 5% of series main cast were characters with disabilities.

"Dr. Smith's years of research - including this new study - confirm that inclusion behind the
camera exponentially increases inclusion in front of the camera, and that both depend on ensuring that the Netflix executives commissioning these stories are also diverse," Sarandos wrote in a blog post about the report. "Doing better means establishing even more opportunities for people from underrepresented communities to have their voices heard, and purposefully closing capacity and skill gaps with training programs where they are needed."

Friday's news and the company's fund is the latest in a series of commitments to diversity.

In January, the company released its first Inclusion Report about Netflix's employee ranks. And in June, Netflix made a $100 million commitment to support Black communities by putting 2% of its cash holdings into Black financial institutions serving low- and moderate-income communities.

Netflix founder and co-CEO Reed Hastings has also made a personal commitment to diversity. In June, Hastings and his wife donated $120 million to historically Black colleges and universities.

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Netflix will spend $100 million to improve diversity on film following equity study

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Netflix released a first-of-its-kind diversity study Friday to analyze the makeup of Netflix's on-screen talent, as well as the behind-the-camera creators, producers, writers and directors. The report shows that the company has made progress, but still has more work to do to close diversity gaps.

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Organization- Adam Beles- Dunkin' Donuts

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Organization- Adam Beles- Dunkin' Donuts

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I think Dunkin' Donuts is doing a great job recently. They have an app for mobile ordering that is quick and easy, and they always seem to be adding new products for people to try. A lot of their products are inexpensive, and the deals that they have on the app make it cheaper.

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While the company itself is crashing and burning, they seem to be committed to their cooperate social responsibility. They have a 4 year $100M pledge to help fight racial injustice and inequality. They are working to make their products more accessible to everyone and increase the wages of their workers. They have updated their DEI team and are working to make their company and products more diverse and welcoming to everyone.

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The Peloton Pledge is our commitment to building an antiracist company from the inside out. Here's how we're getting started.

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Cloud Forest by the Marina Bay Sands Hotel in Singapore

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Hi, my name is Rebekah Couturier (she/her/hers) and I'm a sophomore majoring in information systems and minoring in supply chain management.

My favorite thing to do is travel around the world. I plan on studying abroad next fall in Seoul, South Korea. My favorite places I've been to (so far) are Singapore and Shanghai, China.

In terms of career aspirations, I hope to work in data analytics and/or data visualization in the fashion industry while living in East Asia.

Other activities I enjoy are: hanging out with friends, playing with my cat, trying new cuisines, tennis, indoor cycling, and writing.

Some fun facts about me: I've ridden an ostrich illegally, I can't roll my Rs, I got floor seats to a BTS concert for free, and I'm adopted from China! I also love a good meme so feel free to share :).

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I got Hulu as part of a Spotify subscription, but I personally think it is doing worse than other streaming services. It is hard to find good/popular shows on Hulu that you can't find on other streaming services. I think they could improve by showing the top 10 shows and movies, similar to what Netflix does. That way, it is easier to find the best shows on Hulu.

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At Dunkin’ Brands, we believe that diverse backgrounds, experiences and ways of thinking add immeasurable value to our teams and help drive our brands forward.

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Hi, I am Bianca Viver, and I am a sophomore majoring in Finance. I would love to work for a consulting firm such as EY in the future. In 2021, I graduated from high school, got an internship with a non-profit named Mindot, and applied to college. I experienced a huge personal change working on having a growth mindset in the same year.

In 2022, I moved from my hometown, Guayaquil-Ecuador, to Chicago to realize my dream of studying abroad. I am very excited about this semester!

Outside the classroom: I love to hang out and listen to music. Also, I enjoy cooking new recipes with my friends while catching up.

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When I first walked down the magical aisle that had both vegan tikka masala and raw almond butter, I knew I was in a special place.

With Trader Joe's whimsical products, affordable prices, and above-and-beyond staff, it quickly become my staple grocery destination. I admire their customer service, especially at the checkout. They don't believe in the fake, one-note dialogue with customers and go the extra mile such as offering free flowers if you've had a bad day. Trader Joe's also provide its workers pay raises, health insurance and retirement benefits, and above-industry standard wages.

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Why You Spend So Much Money At Trader Joe's

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Throughout the pandemic, many stores, especially in malls, have gone bankrupt and closed—JCPenny being one of them.

Compare to other retailers such as Nordstrom, Bloomingdales, and Macys, JCPenny has been the 'after-afterthought' of places to get your shopping needs. The pandemic obviously didn't make things better for JCPenny.

Since May 2020, 156 JCPennys have closed permanently due to significant decline in sales (more so than before).

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J.C. Penney has already shuttered 156 stores permanently after filing for bankruptcy last year. Eighteen more will close in the next two months.

J.C. Penney, which filed for bankruptcy last year, plans to close 18 U.S. stores on May 16. For 15 of those stores, the closures are coming two months later than originally planned, USA TODAY reported Wednesday, joining three others.

The retailer announced in May 2020 it planned to close almost 30% of its 846 stores as part of a restructuring under bankruptcy protection. Since then, 156 stores have permanently closed. A federal bankruptcy court in November approved J.C. Penney's purchase by Brookfield Asset Management Inc. and Simon Property Group.

Here is the list of May 16 closures.
Enterprise Shopping Center Kingman Square Shopping Center
700 Broadway Ave. E Ste. 1

Massachusetts

North Carolina

10101 E Independence Blvd

Pennsylvania

South Carolina

Saint Johnsbury, VT 05819
Virginia Center Commons Mall
Washington
Sequim Village Shopping Center
651 W Washington
Sequim, WA 98382

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18 more J.C. Penney stores closing soon. Here's the list.

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J.C. Penney has already shuttered 156 stores permanently after filing for bankruptcy last year. Eighteen more will close in the next two months. J.C. Penney, which filed for bankruptcy last year, plans to close 18 U.S. stores on May 16.

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Microsoft offers close to 50 community groups across the company for career development, support, networking opportunities, mentoring, community participation, product input, and assistance in activities that promote cultural awareness.

Microsoft continues to strengthening its DEI. For example, 27.1% of women in their global workforce are managers, 22.0% of directors, and 21.1% of partners + executives. While representation of women executives went down 0.6 percentage points from 2019 to 2020, it increased by 1.0 percentage points in 2021, resulting in executive representation of 25.0%.

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Asians at Microsoft

Representing 17 ethnicity groups, the mission of the Asians employee resource group is to accelerate the advancement of Asian employees at Microsoft, increase the community's influence, and build a network of camaraderie and support within the community and with allies.

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Representing 17 ethnicity groups, the mission of the Asians employee resource group is to accelerate the advancement of Asian employees at Microsoft, increase the community's influence, and build a network of camaraderie and support within the community and with allies.

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Organization- Southwest Airlines (Alyssa Votava)

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Organization- Southwest Airlines (Alyssa Votava)

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I would like to use my personal experience when I talk about how Southwest Airlines handled the pandemic. In 2020, they did not maintain proper social distancing when people were boarding or de-boarding the plane. Though they would continuously remind everyone to maintain some sort of social distancing, they would not uphold themselves or others to the reminders. Though they had implemented different sorts of precautionary measures, the lack of following through with them made it seem as though they were not prioritizing the health and safety of their customers.

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Southwest Airlines has resumed its traditional boarding procedures, ditching a pandemic policy of boarding passengers in smaller groups to promote social distancing.

The nation's largest domestic carrier, which doesn't assign seats, began boarding passengers in groups of 30 on March 15. It had been boarding passengers in groups of 10 since it unveiled its "Southwest Promise'' health and safety protocols in May.

"The majority of our customers are familiar with Southwest's standard boarding style and have an expectation for the normal boarding process as they return to travel,'' Southwest spokeswoman Brandy King said in a statement.

Travel, which has been decimated by the coronavirus pandemic, is showing strong signs of life this month as more Americans are vaccinated and coronavirus case count trends improve in many areas of the country. U.S. airport passenger counts have topped 1 million a day for 12 consecutive days and 17 days total in March, according to Transportation Security Administration screening statistics. Passenger screenings, which topped 2 million a day before the pandemic, fell below 90,000 in April and did not top 1 million again until mid-October.

Spring break surge: Millions board flights in March

King noted that Southwest, like all airlines, continues to have "physical distancing" reminders at the airport and requires passengers to wear masks at the airport and on its planes.

The nation's largest domestic carrier is not the first airline to revert to pre-pandemic boarding procedures. In early March, JetBlue stopped boarding passengers from back to front and resumed its traditional boarding procedures by groups.

"We continue to work within public health guidelines and take clinical guidance from our own medical experts to ensure we are doing everything we can to keep our customers and crewmembers safe in this next phase of our 'new normal,''' JetBlue spokesman Derek Dombrowski said in a statement. "With these resources as our guides, we are returning to our grouped boarding process.''

United and Delta still have pandemic boarding policies in place. American Airlines never changed its boarding procedures.

The boarding changes follow most airlines' moves to stop blocking middle seats, a policy that was popular early in the pandemic. Southwest stopped blocking middle seats on Dec. 1.

Delta Air Lines is the only carrier still limiting seat sales in economy class, a policy in effect through April 30.

Social distancing has been a struggle for airlines during the pandemic and especially as travel has resumed, with crowds gathering at check-in, at the gate and in aircraft aisles despite reminders to spread out.

Deplaning has been particularly chaotic, with passengers standing up as soon as the plane parks at the gate.

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So long, social distancing: Southwest Airlines resumes pre-pandemic boarding

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Southwest Airlines has resumed its traditional boarding procedures, ditching a pandemic policy of boarding passengers in smaller groups to promote social distancing. The nation's largest domestic carrier, which doesn't assign seats, began boarding passengers in groups of 30 on March 15.

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I think Starbucks is doing really well right now! I am a big Starbucks fan and I think they have adjusted to the pandemic well, especially since they already had a well-established mobile ordering system. Their customer rewards program is also super user-friendly and addicting to customers because there are so many ways to earn points through challenges and day-to-day ordering. They also pulled a really fun and effective marketing move partnering with Taylor Swift in late 2021 that I think has boosted their image as well! While I could definitely think of complaints for the company (increasing prices, shortages -- not really their fault), overall I think Starbucks is maintaining their reputation and even drawing in bigger crowds.

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"We are never, ever, ever getting a regular caramel latte again." Starbucks announced a partnership Friday with Taylor Swift in coordination with both Starbucks Red Cup season and the pop superstar's release of her own version of her 2012 album, Red. Now Starbucks lovers and Swift fans can order Swift's favorite drink, "Taylor's Latte" or "Taylor's Version:" a grande caramel nonfat latte.

Starbucks customers will be able to celebrate this collaboration by asking for a free customized "Taylor's Version" drink sticker when ordering in stores or via drive-thru in U.S. and Canada Starbucks locations through Jan. 3. In the Starbucks app, customers can order the drink via a shortcut: click the Taylor app card and "order now" to order "Taylor's Version" for delivery or pickup.

Related: Starbucks Rewards to partner with external brands, and 4 more key earnings takeaways

Starbucks will also be celebrating by playing solely Taylor Swift music this weekend in stores (here's the Spotify playlist) and have released a Starbucks-inspired egift card via the Starbucks app themed with the lyrics "Autumn Leaves Falling Down."

In the days leading up to the celebrity partnership announcement both Starbucks and Swift herself were teasing the collaboration via Easter eggs on social media:

This could be a new era of celebrity endorsements bolstered by social media and fan-forward collaborations: Dunkin' saw major success with its collaboration last year with TikToker Charli D'Amelio when she promoted her favorite drink, "The Charli" a medium cold brew with whole milk and three pumps of caramel flavor swirl. Just like this Dunkin' collaboration, Taylor's Latte is nothing new -the grande caramel nonfat latte was always on the menu-- but it is just being rebranded to hype up Starbucks and Swift fans.

Earlier this year, McDonald's partnership with K-pop group BTS exploded as part of the quick-service chain's Famous Orders collaboration series that also featured Saweetie, J. Balvin and Travis Scott. Unlike the Starbucks and Dunkin' collaborations, McDonald's did bring something new to the counter: Fans could order for a limited time McDonald's BTS merch and the band's signature meal, a 10-piece Chicken McNuggets, medium fries, medium coke, and Sweet Chili and Cajun dipping sauces, which were previously only available in South Korea.

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Starbucks customers can now order Taylor Swift's favorite coffee drink

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"We are never, ever, ever getting a regular caramel latte again." Starbucks announced a partnership Friday with Taylor Swift in coordination with both Starbucks Red Cup season and the pop superstar's release of her own version of her 2012 album, Red.

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Victoria's Secret as a company has really taken a hit in the past few years, and I agree with why. They have received a lot of backlash for their lack of size inclusivity and problematic views about "who their customer base should be." I think this brand is a really good example of a company not knowing how to change over time and adapt to current trends and perspectives. If you look into a Victoria's Secret store, much of their merchandise looks exactly like it did 10 years ago. Not to mention they advocate for diet culture and imposing harsh standards of beauty, excluding huge groups of consumers who have decided to shop elsewhere.

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While browsing through the mall with my mom this past weekend, we shopped at all my top stores: Express, H&M, and my most favorite, Aerie. I loved every single thing they had at Aerie-it was practically impossible to choose what to buy. As my mom and I made our way around the mall, we came across Victoria's Secret. My mom suggested we take a look in there, but I quickly shut her down. My reasoning? To put it bluntly, Victoria's Secret has a pretty bad reputation. I, along with many other people, refuse to shop at Victoria's Secret anymore. Instead, I look towards more inclusive and comfortable brands, such as Aerie.

Victoria's Secret has a long history. The brand was launched in 1977 by Roy Raymond, with the goal to create a store that was a safe space for men to buy their wives scandalous pieces of lingerie. The brand was built on what men would like to see their wives wearing, but this didn't have the happy ending that was planned - by 1982, Victoria's Secret was on the brink of bankruptcy. Leslie Wexner acquired the brand and tried to save it, creating pieces of lingerie that were catered specifically towards women, for women. For the time being, this was successful and the brand was on the rise once again.

On August 1, 1995 the first Victoria's Secret Fashion Show hit the stage. At first, it was used as a marketing tactic but it soon became so much more. To sum it up, uber thin models walk down a runway wearing scandalous pieces of lingerie, extravagant costumes, and the highest heels I've ever seen. While at first the fashion show was a smashing success with record breaking views, it didn't take long for controversy to arise. In my opinion, the controversy that makes me the most angry is their lack of inclusivity. In 2017, Ed Razek (chief marketing officer for L Brands, Victoria Secret's parent company) said "If you're asking if we've considered putting a transgender model in the show or looked at putting a plus-size model in the show, we have ... Shouldn't you have transsexuals in the show? No. No, I don't think we should. Because the show is a fantasy. It's a 42-minute entertainment special. That's what it is." This quote sparked outrage, rightfully so. Razek was basically saying that transgender and plus size women can't serve the same fantasy as thin women. Viewership for the following fashion show in 2017 dropped from 5 million viewers to 3.3 million.

Since 2017, the brand has shut down a multitude of stores. In 2020 alone, 250 locations closed their doors for good. This year, Victoria's Secret has tried to implement a new face of models, including "... trans model Valentina Sampaio, British plus-size activist Paloma Elsesser and US footballer Megan Rapinoe," as The US Sun reported. I can't help but to wonder: Is this all just a performative act to save their brand and increase sales? It took a long time for Victoria's Secret to even scratch the surface of inclusivity, so I'm a little bit skeptical of their rebranding.

Aside from past controversy, I speculate that the reasoning for their decline in performance is the rise of more inclusive and comfortable brands, such as Aerie. I believe women today shop for comfort and style, not just one or the other. Aerie has done an amazing job at combining sexiness and comfort, with their clothes and store environment-this is something Victoria's Secret lacks. Ever since I was a teenager, I always found the Victoria's Secret store intimidating and I felt as if I didn't belong. Their apparel is unconventional and the store environment is very dark, scandalous, and mature. In comparison, Aerie's main objective is to include everyone and make their customers feel welcome. Their stores are bright, laid back, and have an overall positive vibe.

While I don't know what holds in the financial future for Victoria's Secret, I do know that as a woman, I cannot support this brand. The lack of inclusivity, the blatant disrespect towards women that look even slightly different than a classic Victoria's Secret Angel, and the intense environment turn me away. It will always be a right turn back into a positive and welcoming atmosphere, like Aerie.
is an Opinion column written by a current female student to discuss issues surrounding women, whether it be feminism, current events, personal experiences at Stevens or in life, and more.

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While browsing through the mall with my mom this past weekend, we shopped at all my top stores: Express, H&M, and my most favorite, Aerie. I loved every single thing they had at Aerie-it was practically impossible to choose what to buy. As my mom and I made our way around the mall, we came across Victoria's Secret.

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In researching DEI at Starbucks, one thing I found super fascinating is that the company has recently made a pledge to increase fair-change hiring practices, particularly in the area of people with prior convictions.

Many people have different opinions on whether or not Starbucks' general DEI objectives have been successful or pushed hard enough, but it is important to recognize some of the goals they have set. One goal I read about is that they have set the expectation of having 30% BIPOC representation in their corporate operations and an even higher percentage in retail. While this could be even better, it is a big goal for them to publicly announce. A couple years ago, Starbucks actually closed over 8,000 stores, sacrificing a lot of profit, to conduct anti-bias training.

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Slack and Starbucks Hire Employees With a Criminal History. Here’s Why You Should Too

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Diversity and inclusion remains a top business priority for 2022, but a new report shows employers continue to look past one neglected population.

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Pfizer is a research-based organization that discovers, develops, manufactures, sells, and distributes biopharmaceutical products. Moreover, their vision is to make the world a healthier place. The company was founded in New York, United States, in 1849. Since then, Pfizer has worked to make a difference for all who rely on them.

In 2020, the company launched its vaccine to fight against the covid-19 worldwide pandemic. The company has increased its profit significantly and has helped the entire world fight the pandemic. For example, the company generated $9.2 billion in vaccine sales in the second quarter of 2021 compared to $1.2 billion in the same period last year. Pfizer is doing a great job.

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I think Starbucks has done a phenomenal job at making its organization grow and expand. Its product seem to never disappoint the customers. Even now the organization has reached to my hometown, Santo Domingo. I love to always get up in the morning and drink a nice frappuccino!

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Hey, I'm Lindsey Dopke! I'm a junior majoring in International Business, minoring in marketing (for now). I plan on studying abroad next semester in either Europe or Japan. I speak a little bit of Japanese and French.

I love traveling, fashion, trying new local restaurants, autumn, working out, chillin with my cats, expanding my playlists, retail therapy-ing, and cheese (I'm lactose intolerant).

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I believe Netflix is not like before. Before there used to be lots of new movies and series but that isn't the case now. They only add new shows/movies from Netflix itself if not they would add new things moments later than its released date. They should be like Disney+ since I feel it is much more organized and they would put on movies with just a few months after hitting theaters. In my country is even worst since the options are limited and it is not like the US Netflix which bothers me a lot.

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Starbucks is known to be one of the top organization nowadays. Each store is pure and welcomes any human being. Not only for customers but they accept any human who is willing to work for them. They don't want to just create opportunity, but equal opportunity. They just want everyone to enjoy their stores with a good smile with the people they love :)

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I have a couple of friends that work at FedEx and based off what I was told, its not so great. I was told that employees don't care about what's inside the packages and they just toss them around whether its filled with feather or glass. I was also told they overwork their employees and sometimes won't even give them time to use the restroom.

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L’Oréal Groupe: Promoting Diversity, Equity & Inclusion

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We believe that stronger companies and stronger communities are created when people of every culture, background and lifestyle are accepted and valued.

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Pfizer ensures a diverse, equal, and inclusive environment for its team every day. Moreover, they keep working on improving and innovating. For example, In 2019, they announced that by 2025 women would represent 47% and minorities the 23% of the workforce.

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DIVERSITY & INCLUSION
AS DIVERSE AS THE PATIENTS AND COMMUNITIES WE SERVE OUR PURPOSE AT PFIZER IS CLEAR: ACHIEVING BREAKTHROUGHS THAT CHANGE PATIENTS’ LIVES. We realize that means not just attracting the best and brightest talent. But also ensuring our colleagues can thrive in an environment and…

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After some research on the company's history in preparation for a master class, I was surprised to find that L'Oreal is one of the most sustainable companies globally. This has been a part of their mission statement since the 80's, before it became a corporate trend. Additionally, their COVID response was pretty comprehensive. They supported their frontline manufacturing workforce, donated to numerous nonprofits, and provided hygiene products to their workers.

From their website:
"Our Group has implemented a European solidarity programme to support the fight against coronavirus by all stakeholders. Hospitals, care homes and pharmacies who are at the front-line in striving to curb the propagation of coronavirus; food distribution stakeholders, who guarantee the essential needs of consumers; hair salons, perfume stores and suppliers of VSE/SMEs, who are particularly exposed to the economic crisis resulting from this epidemic; and lastly partner non-profit organisations who are committed to combating insecurity, who are in need of support now more than ever."

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During the pandemic, all companies suffered. Moreover, as travel declined, Hertz company which rents cars, suffered. In addition, car sales plummeted, and debt obligations plied up. Hertz had an accumulated debt of $18 billion by 2020, so the organization was not prepared for the pandemic. In sum, due to their inefficient management of the company, they declared bankruptcy on May 22, 2020.

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TOPLINE

Hertz, one of the largest car rental companies in the U.S., filed for bankruptcy Friday after the coronavirus devastated its business, making it another major company that has filed for bankruptcy amid the pandemic.

An hertz logo seen at the Gdansk Lech Walesa Airport.
Photo by Mateusz Slodkowski/SOPA Images/LightRocket via Getty Images

KEY FACTS

Hertz will file for Chapter 11 bankruptcy, but will remain in business during the proceedings using its $1 billion cash on hand.

Hertz's Europe, Australia and New Zealand operations aren't included in the bankruptcy filing.

The company attributed the move to the abrupt decline in revenue and future bookings due to plummeting travel demand.

The company said it tried to get aid from the federal government, but "access to funding for the rental car industry did not become available."

Before the filing, Hertz had already laid off 12,000 workers and furloughed 4,000 more during the pandemic.

Legendary investor Carl Icahn owns the majority of Hertz's shares, nearly 39%.

crucial quote

"With the severity of the COVID-19 impact on our business, and the uncertainty of when travel and the economy will rebound, we need to take further steps to weather a potentially prolonged recovery," Hertz President and CEO Paul Stone said in a statement. "Today's action will protect the value of our business, allow us to continue our operations and serve our customers, and provide the time to put in place a new, stronger financial foundation to move successfully through this pandemic and to better position us for the future."

NEWS PEG

The transportation business is in dire financial straits because of the pandemic. Hertz competitor Avis as well as ride-hailing giants Uber and Lyft have had to lay off thousands of workers to keep afloat. Retailers JC Penny and Neiman Marcus also filed for bankruptcy in recent weeks because of the coronavirus.

Key background

The company was founded over 100 years ago with a dozen Ford Model Ts as its first fleet. Walter Jacobs, who founded the company in Chicago, sold it to John D. Hertz in 1923.
Full coverage and live updates on the Coronavirus

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Car Rental Company Hertz Files For Bankruptcy

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Hertz, one of the largest car rental companies in the U.S., filed for bankruptcy Friday after the coronavirus devastated its business, making it another major company that has filed for bankruptcy amid the pandemic. Hertz will file for Chapter 11 bankruptcy, but will remain in business during the proceedings using its $1 billion cash on hand.

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With concerts and ticketed events coming to a halt during peak pandemic, StubHub has and continues to face hardship. Consumers purchased about $5 billion for shows that were postponed/cancelled as a result of the pandemic. StubHub did not have the money to repay these consumers, and simply provided them with a credit for future purchases.

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View of the company logo and office entrance for online ticket exchange company StubHub at its ... [+]
Getty Images

I've written so many stories about StubHub over the years. There is a common thread among them. StubHub is the OG of ticket resale. Their platform normalized buying tickets from the internet, built trust among consumers and laid the foundation for the complete upheaval of how tickets are distributed.

The founders, Jeff Fluhr and Eric Baker were right in their timing and concept, then split in how they thought the company should progress. Fluhr pushed out Baker and aligned the company with eBay which had the capital to make StubHub dominant in resale. Baker, to everyone's surprise, replicated StubHub in London and built a global enterprise under the name Viagogo. The only hole in his empire was North America. That hole was plugged in late February 2020 when Viagogo's parent company Pugnacious LLC paid eBay $4.06 billion cash for StubHub. Approximately 3 weeks later the Coronavirus pandemic lockdown of events worldwide blew a hole into all of live entertainment, upended Baker's plan for world-wide domination in ticketing and put the $2 billion investment by Bessemer Venture Partners and Madrone Capital Partners into the StubHub acquisition at serious risk.

StubHub's problems grew worse as the United Kingdom's Competition and Markets Authority which had already tangled repeatedly with Viagogo over its marketing practices decided Viagogo combining with StubHub would be a very bad idea and blocked the merger. At the same time, consumers who had purchased approximately $5 billion annually from StubHub clamored for refunds of the tickets they had bought for shows which were postponed or cancelled as a result of the pandemic shutdown. StubHub did not have the money to repay these consumers who were forced to take credits for future purchases.

My theory has long been that the only way StubHub will be capable to deliver tickets redeemed will be to sell five new tickets for every ticket they have to provide from a voucher claim, using the profits from the new sales to pay for the ticket they will have to purchase to provide the voucher holder. This entire plan centers on ticketing returning at a scale greater than the $5 billion annual run rate for StubHub's gross sales and StubHub's ability to continue to sell tickets at a 22-24% gross margin based upon their sell fees attached to the price of the ticket.

As 2020 comes to a close with resale ticketing still off approximately 95% from its prior "normal" run rate, what could go wrong with planning for revenue to return to what it was once vaccines are well distributed and events resume?

If history teaches anything, and in my experience, it teaches everything, innovation is always a threat to any business. Whenever there is a dinosaur, burdened with overhead, legacy debt and no discernable competitive advantage, there is an opportunity for someone new to change the model. Buggy whips became nearly obsolete as Henry Ford's Model T car removed the need to drive horses. Elon Musk's electric dreams have created a company more valuable than all the major automakers combined.

I am hearing that in Q2 of 2021 Sports Illustrated will be the brand name fronting SITix.com a new ticket resale marketplace which will be trying to take on StubHub. What is their competitive advantage? First, they have a great brand name well established with people who love sports. Second, they won't owe any refunds, so they're not in the hole to voucher holding consumers $1 - 2 billion. And, most painfully for StubHub, instead of slapping a 22%+ fee onto every ticket sold, SITix will be charging a flat $10 fee.

Let's run the math: Decent ticket to see an NBA or NFL game - $400. StubHub fee at 22%: $88. SITix fee: $10. Billie Eilish concert ticket: $500. StubHub fee at 22%: $110. SITix fee: $10. Coachella wristband $650. StubHub fee at 22%: $143. SITix fee: $10. Uh oh.

If SITix is able to launch, they'll be fully supported by the ticket brokers who know that volume will flow quickly through their platform, so ticket supply should not be a problem. Consumers aren't dumb and they have access to social media. Word will get out, and fast. Should this play out like I think it may, StubHub is dead. The bankruptcy I predicted for them at the onset of the pandemic shutdown will become inevitable.

Kenny Rogers live on March 21, 1992 (Photo by Mark Reinstein/Corbis via Getty Images)"
Getty Images

Sometimes, song lyrics are guideposts to truth. In this situation, I think we should remember the great Kenny Rogers who outlined exactly how to analyze this situation:
Every gambler knows That the secret to survivin' Is knowin' what to throw away And knowin' what to keep 'Cause every hand's a winner And every hand's a loser And the best that you can hope for Is to die in your sleep You got to know when to hold 'em Know when to fold 'em Know when to walk away And know when to run You never count your money When you're sittin' at the table There'll be time enough for countin' When the dealin's done The Gambler - Kenny Rogers
I applaud Eric Baker for taking the swing. But, when you swing for the fences, the ball doesn't always clear. Sometimes the fielder gets a glove over the fence, sometimes the pitcher outfoxes you and once in a rare while the universe simply slaps you for no conceivable reason. No matter how it happens, you are out. You will get another turn in the batter's box, but first you must take that long public walk back to the dugout where you will wait your turn to go again. I think for StubHub's leadership team it is about time to start walking. As for Madrone and Bessemer - you have options too. I know what I would do in your situation. That could be an interesting conversation to start the new year.

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Will 2021 Become StubHub's Nightmare Year?

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I've written so many stories about StubHub over the years. There is a common thread among them. StubHub is the OG of ticket resale. Their platform normalized buying tickets from the internet, built trust among consumers and laid the foundation for the complete upheaval of how tickets are distributed.

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Nike Purpose: Diversity, Equity & Inclusion

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We're committed to building a diverse talent pipeline - one that reflects the diversity of the athletes we honor, the people who love our products and the communities we serve.

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Hey! I'm Thomas and I'm a sophomore majoring in Marketing at Loyola. Some hobbies that I like to do are play sports (soccer and breakdancing), make content and media on Photoshop, and sometimes draw. This year, I'm looking forward to taking my marketing course and to do more research on my field. I'm also looking forward to finding an internship for marketing/media positions!

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I believe the eyewear company Warby Parker is an organization making a positive impact for people who need affordable glasses because the company's principles are considerate of the customer's needs. More specifically, the company makes their glasses in-house which effectively makes their product cheaper. In addition, the company has a similar principle to Bombas where for every pair of glasses bought, the company gives a pair for free to people who need them most.

https://momentumtelecom.com/social-feature-warby-parker/#:~:text=The%20company%20100%25%20carbon%20neutral,and%20purchasing%20carbon%20offsets%20accordingly.

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Hi Everyone! My name is Amani Pittman and I am a sophomore majoring in Accounting. I want to pursue a minor but I'm not really sure what I want to do yet. Career wise I want to either work for a Big Four Accounting Firm or go into a Mid-sized firm but all in all I want to work somewhere that I love and can grow within the company. This summer I actually have an internship with Ernst & Young one of the Big Fours, so I'm excited to start there.

I've lived in Chicago my entire life (but oddly wasn't born here), and I love the city and exploring different areas as well as trying new restaurants all over the city. In my free time I like to read, watch Netflix, nap and go out with friends and my sister.

Can't wait to meet everyone and work with some of you guys this semester!

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Hello, my name is Logan! I’m a sophomore majoring in marketing. I hope to one day work for a marketing agency that deals with fashion. Fashion and clothes are some of my favorite things, and I’d love to incorporate that into my career one day. I love coffee, making and getting it; I drink multiple coffees a day. I’m a huge dog person, and I also really like cars and am super interested in the auto industry. In 2021 I grew way more independent, and hope to build more upon my skill sets and knowledge in 2022.

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In general, fast fashion companies don't leave a positive footmark for society and the environment. For instance, Gap is a clothing brand that practices fast fashion methods. The company is accused of violating many labor regulations that are suppose to protect workers. In addition, resources such as water become heavily polluted and wasted in producing large quantities of product such as clothes.

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Warby Parker was founded with a mission: to inspire and impact the world with vision, purpose, and style. This starts with our brand, workplace, and communities-and we've always strived to celebrate the diverse backgrounds and perspectives of our employees, customers, and partners. To amplify our commitment to fostering inclusivity, equity, and diversity within the company and beyond, we have created a plan specifically focused on advancing racial equity. You can find a more comprehensive update to this report in our 2020 Impact Report.
View the plan

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Warby Parker was founded with a mission: to inspire and impact the world with vision, purpose, and style. This starts with our brand, workplace, and communities-and we've always strived to celebrate the diverse backgrounds and perspectives of our employees, customers, and partners.

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I think the company Zoom is doing a fantastic job right now. With the age of the pandemic, they were able to adapt super quickly and make communication online a lot easier and more accessible. Even though online classes and video calls were around before covid, zoom has become one of the main tools for online schooling worldwide. Zoom has heavily influenced the business world as it has given many companies the ability to work from home; I think zoom (along with the pandemic) has forever changed the business world, and we will continue to use platforms like zoom after the pandemic (hopefully) ends!

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Even with the struggles of Covid and everyone being in quarantine the company has thrived as they have taken new measures to accommodate shoppers. With remodeling stores, offering a set time for the elderly to shop, launch of their app to easily shop online and do an order pick up either by drive-in or in person, as well as new forms of delivery with a partnership with Shipt for same day delivery and other platforms.

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Even before Covid the home goods company was struggling to stay open and the pandemic finished it off with sales shrinking even more and major losses. The company filed for bankruptcy and were trying to find buyers to maintain the chain with no luck, and they were bought at a bankruptcy auction by Retail Ecommerce Ventures (REV), a start-up company that relaunches distressed or defunct store brands as online retailers.

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Diversity, Equity & Inclusion | Target Corporation

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We champion a more inclusive society through creating an inclusive guest experience, having an inclusive work environment, ensuring we have a diverse workforce and leveraging our influence to drive positive impact on society.

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As a huge coffee fan, I go to many different places to get coffee. In my experience, Dunkin has recently been disappointing. The lack of consistency and professionalism is very evident. Compared to its most significant competitors like Starbucks, Dunkin seems never to make my drink the same, and their stores, for the most part, aren’t super clean and well kept. Lower prices are a competitive advantage for Dunkin as an organization; however, with a cheaper price tag comes the inconsistent customer experience, which is essential.

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Zoom, as a company, has multiple ways they include DEI. Starting with the ability for users to display their pronouns in their display name in meetings. They include live transcription on their meetings which the host can enable; this allows for people to read the content in the discussion if unable to hear it.

“Our core value as a company is to care – we care for our community, our customers, our company, our teammates, and ourselves. Damien embodies this key part of our culture. Not only does he care deeply, he puts it into action, building programs and relationships, and developing initiatives that reflect that value. Diversity and inclusion are everyone’s responsibility, but I know that Damien will work with all of us to make Zoom an innovator in this area, which will make our culture, platform, and communities even stronger,” said Eric S. Yuan, CEO of Zoom.

Zoom hired its first Chief Diversity Officer in 2020 to computer to improve inclusion and diversity in their company. Demien Hooper has 15 years of experience with DEI working for Uber, Google, and eBay.

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Tech Industry Veteran to Lead Expansion of Global Diversity and Inclusion Strategy

Zoom today announced that Damien Hooper-Campbell will join the company as its first Chief Diversity Officer, effective June 1, 2020. Damien brings over 15 years of expertise in diversity and inclusion, leadership and management coaching, recruiting, community engagement, and finance to this role. He was most recently the Chief Diversity Officer for eBay, and previously was Global Head of Diversity for Uber and a Diversity Strategist at Google. Damien will lead the design and implementation of Zoom's global diversity and inclusion strategy with a focus on its current and future employees and its products. He will also be responsible for establishing Zoom's university recruiting program and initiatives.

Zoom is committed to maintaining an equal, respectful, and inclusive environment on its platform for all users regardless of background. The company is equally invested in ensuring that diversity and inclusion are central to its internal culture and organization. Damien will help Zoom build on its foundational efforts to date, which include company-wide inclusion education, employee resource groups, and inclusive hiring initiatives.

"Our core value as a company is to care - we care for our community, our customers, our company, our teammates, and ourselves. Damien embodies this key part of our culture. Not only does he care deeply, he puts it into action, building programs and relationships, and developing initiatives that reflect that value. Diversity and inclusion are everyone's responsibility, but I know that Damien will work with all of us to make Zoom an innovator in this area, which will make our culture, platform, and communities even stronger," said Eric S. Yuan, CEO of Zoom.

"I was first drawn to the virtual, yet authentic and human connections that Zoom's platform is enabling around the world. It is this level of human connectivity that sits at the heart of diversity and inclusion. In spending time with the Zoom team, I can tell that this is a group of people who place the value of caring for their communities, their customers, and each other at the forefront of the decisions they make for Zoom and its products. This value of care is a key component to the empathy and vulnerability needed to drive meaningful diversity and inclusion efforts. There is an opportunity to not only help make the organization more diverse and inclusive, but also to make the Zoom platform one that acknowledges and incorporates the needs and backgrounds of the hundreds of millions of participants who use it daily. I look forward to partnering with the rest of the Zoom team and valued external partners to make this a reality," Damien said.

About Damien Hooper-Campbell

Damien Hooper-Campbell is the first Chief Diversity Officer at Zoom. Prior to joining Zoom, Damien was a Vice President at eBay where he served as the company's first Chief Diversity Officer. In this role, he led the design and implementation of eBay's global strategy for embedding diversity and inclusion across its workforce, workplace, and marketplace. He also led eBay's University Recruiting & Programs team and was a member of the eBay Foundation's Board of Directors.

Prior to eBay, Damien served as Uber's first Global Head of Diversity & Inclusion, where he drove the company's foundational Diversity & Inclusion strategy and led its community engagement efforts with the City of Oakland, CA. Before Uber, he advised Google's senior leaders and built partnerships across communities as a Diversity Strategist. Prior to Google, Damien was a Vice President in Goldman Sachs' Pine Street Leadership Development Group, where he coached the company's most senior leaders. Previously, he led underrepresented minority outreach for Harvard Business School's Admissions Board and empowered Harlem's non-profit community as an Associate Program Manager at the Upper Manhattan Empowerment Zone Development Corporation (UMEZ). Prior to UMEZ, Damien was an Investment Banking Analyst in Morgan Stanley's Consumer Products and Retail Group.

Damien has served on the Board of New Jersey Needs You and as a mentor in Morehouse College's Executive Mentorship Program. Damien graduated with a BA in Economics from Morehouse College and an MBA from Harvard Business School, where he was both a Bert King and Morgan Stanley Fellow.

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Zoom Hires Damien Hooper-Campbell as Chief Diversity Officer - Zoom Blog

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Zoom today announced that Damien Hooper-Campbell will join the company as its first Chief Diversity Officer, effective June 1, 2020. Damien brings over 15 years of expertise in diversity and inclusion, leadership and management coaching, recruiting, community engagement, and finance to this role.

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Hi, my name is Jack McDonnell. I am a sophomore accounting major from Haddonfield, New Jersey, which is right outside of Philadelphia. After college I hope to get a job as an accountant at a big firm such as a EY or KPMG. Throughout 2021 I gained more confidence in skills such as public speaking, and I want to continue to get better at that and other skills in 2022.

In my free time I like to play and watch basketball and golf, and I also enjoy watching baseball and football. I'm a huge Philly sports fan. I like to play with my dog Coco, watch movies, and go out to restaurants. Last semester I joined the Delta Sigma Phi Fraternity.

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Organization - Triple A Auto (Jack McDonnell)

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Organization - Triple A Auto (Jack McDonnell)

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I think that AAA does a great job as a company because they are always reliable. Every time something has happened to my car or someone I knows car, AAA is always there promptly and provides good service. They always seem to have enough workers to help with the cars too which I think is important today.

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I don't think Walmart is a good company because every time I go there something goes wrong. Sometimes they don't have what I need even though it says it is in stock at the store on the website. Sometimes I will ask the workers where things are and they will tell me they don't know and to figure it out myself. Sometimes when I get deliveries there are missing items or items are broken.

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"We are committed to creating a workplace where all employees, regardless of background, or characteristics, are engaged, feel they belong, and can grow and develop long careers with our organization."
AAA is committed to giving people equal opportunities no matter what their background is. They hire people based on skill and are even committed to training people to work for them.

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DEI at the Walt Disney Company (Alyssa Votava)

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DEI at the Walt Disney Company (Alyssa Votava)

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I believe that the Walt Disney Company has done a nice job integrating the principles of DEI into both their workplace and the products they put out. Focusing in on their workplace, the website I included a link goes in depth on how they make each community feel both valid and welcome. Though they still have a way to go in regards to improving, I believe that them listing the statistics helps the company realize how they can improve.

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At Disney, inclusion is for everyone.

Reimagine Tomorrow is our way of amplifying underrepresented voices and untold stories as well as championing the importance of accurate representation in media and entertainment. Because we are all greater than a single story and we all deserve to feel seen, heard, and understood.

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Reimagine Tomorrow - Disney's commitment to Diversity, Equity, and Inclusion.

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At Disney, inclusion is for everyone. Reimagine Tomorrow is our way of amplifying underrepresented voices and untold stories as well as championing the importance of accurate representation in media and entertainment. Because we are all greater than a single story and we all deserve to feel seen, heard, and understood.

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Hi everyone, I'm Mary or Mari is my actual name but when I moved to America, Mary was easier for people. I'm an Advertising major with a Marketing minor. I hope to work for some major companies like Apple or Google in the future, but am currently trying to find some internships.
I moved here from Georgia (the country) 10 years ago and have lived in Chicago ever since.
Outside of the classroom: I love going to the gym, I also work as a full-time nanny, and I love hanging out with my friends & my dog.

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Organization - Mary Chagatai - Patagonia 

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Organization - Mary Chagatai - Patagonia 

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Patagonia is an outdoor apparel and lifestyle brand that emphasizes simplicity and sustainability. The brand is constantly looking for ways to minimize its impact on the environment, and they are passionate about people and nature. They are just such an amazing company. Their core mission is to save the planet. They use recycled materials and organic cotton. They use solar panels on their buildings. They treat their employees very well and donate their sales to various organizations that help preserve and restore our environment. They also partake in activism.

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Organization - Mary Chagatai - Forever 21

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Organization - Mary Chagatai - Forever 21

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I would be lying to you if I didn't say I am shocked that Forever 21 still exists. With online shopping on the rise, there are so many better competitors out there. Forever 21 used to be known as the fast-fashion empire. They went through so many scandals. They didn't focus on e-commerce when the world was transferring to the digital world. They didn't move toward sustainability when the world was moving forward. I think they're outdated at this point.

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Forever 21 is selling to a group of buyers for $81 million. Here’s how it went from a fast-fashion powerhouse to bankruptcy and a troublesome future.

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Forever 21 plans to sell its business to a group of buyers after its September bankruptcy filing. We traced the teen retailer’s rocky history.

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Big thanks to all of the attendees for their participation and help with this story: Allison Rowe, Dean Carter, Shannon Ellis, Corley Kenna, Sam Murch, Eugénie Frerichs, Cory Bayers, Lisa Hall, Liz O'Donnell, Brooks Scott, Justin Roth, Cheryl Endo, Alyssa Kessler, Rahni Ragins, Deanna Lloyd, Kenji Haroutunian, Scott Briscoe, Jordan Chatman, Angelou Ezeilo, Aparna Rajagopal-Durbin, Ava Holliday, Len Necefer, Cianna Walker, J.Chinedu Ezeilo, Teresa Baker, Tyrhee Moore, Leah Evans and Whitney Conner Clapper.

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A Gathering for Diversity, Equity and Inclusion with Teresa Baker - Patagonia

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Big thanks to all of the attendees for their participation and help with this story: Allison Rowe, Dean Carter, Shannon Ellis, Corley Kenna, Sam Murch, Eugénie Frerichs, Cory Bayers, Lisa Hall, Liz O'Donnell, Brooks Scott, Justin Roth, Cheryl Endo, Alyssa Kessler, Rahni Ragins, Deanna Lloyd, Kenji Haroutunian, Scott Briscoe, Jordan Chatman, Angelou Ezeilo, Aparna Rajagopal-Durbin, Ava Holliday, Len Necefer, Cianna Walker, J.Chinedu Ezeilo, Teresa Baker, Tyrhee Moore, Leah Evans and Whitney Conner Clapper.

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i am a sophomore finance major at Loyola. i have a digital marketing internship and i like to go to the gym. i watch a lot of TV and movies. I'm originally from LA. i also like cats. idk.

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the CTA has done an amazing job responding to Covid, they came up with the phrase, 'when your ready, we're ready'. they clean the busses and trains a few times a day and provide free masks, they kept the mask mandate even when not required, and they have put out anti drunk/high driving ads to promote the CTA and to lower intoxicated driving

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Our #1 goal is to provide a healthy, comfortable commute

Since the start of the pandemic, we at the CTA have worked tirelessly to provide the essential transit service that you and others throughout the region rely on.

As the region slowly reopens, we are ready to get you where you need to go-back to the office, back to school, back to festivals, back to museums, back to farmers markets...back to all the things that make our city great.

CTA buses and trains have been running throughout the pandemic, providing service to essential workers and those needing to make necessary trips. Now, as the city embarks on the "Open Chicago" reopening plan, we are a vital part of those efforts.
When you're ready to get back to normal, we're ready to get you there.
What we're doing

Every day, we are committed to providing you the best possible customer experience and we're doing so in a number of ways:

Extensive cleaning-buses, trains and stations cleaned multiple times each day

Efficient air circulation-air on buses and trains is filtered and exchanged about every minute, and doors frequently open to bring in fresh air

Rider tools-we have created Ridership Dashboards to help you determine the least-crowded times to travel

Mask requirement-per federal and state mandate, masks are required for all CTA customers and employees, regardless of vaccination status. We currently provide free masks on buses and in rail stations. We've also distributed nearly 30,000 Travel Healthy Kits, with a reusable cloth mask, hand sanitizer and healthy travel tips.

What you can do

Public transit works best when we are all considerate of one another. While we continue promote and encourage prudent behaviors, there is a level of personal accountability and common-sense behavior that will be required on the part of you and other customers. Please join us in providing the best commute for everyone!

Transit is essential to the region's recovery. Here's what some leaders are saying:

The Chicagoland Chamber of Commerce is committed to helping Chicago safely reopen so we can bring employees back to the worksite and get our economy back on track. We must ensure our workers have safe, affordable, and reliable transportation options, and the Chamber is proud to partner with the CTA, see them make transit safe again, and support riders returning to transit.

Jack Lavin, President & CEO, Chicagoland Chamber of Commerce

The region's major employers and our economic recovery depend on a safe, reliable, and accessible transit system. We need to make everyone's commute a positive experience. This is a unique moment for CTA and other transportation agencies to recommit to these fundamentals while embracing innovative solutions to make our transit system better coordinated, more efficient, and more equitable.

Kelly Welsh, President, Civic Committee of the Commercial Club of Chicago

The CTA plays a critical role for the City, connecting residents and visitors alike to the various neighborhoods, attractions and businesses that drive the economic viability of Chicago. The pandemic was extremely difficult, but the CTA performed admirably throughout. While other major cities shut down services, the CTA remained operational, serving as a critical resource to transport medical, first responders and other essential workers through the City. Now, as vaccine rates increase and the City reopens, the CTA remains at the center of it all with safe, clean and effective service that is ready to meet the vibrancy and excitement of riders returning to normal.

Kent Swanson, Executive Vice President, Riverside Investment and Development

CTA has earned the American Public Transportation Association's (APTA) Health & Safety Commitment seal-recognizing our efforts of fulfilling the highest industry commitments for keeping transit safe during the COVID-19 pandemic. Learn more

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Our #1 goal is to provide a healthy, comfortable commute Since the start of the pandemic, we at the CTA have worked tirelessly to provide the essential transit service that you and others throughout the region rely on.

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Hilltop is a gas station outside Azel (outside fort worth) Texas. during covid they 4x there price for hand sanitizer. they never enforced masks inside and the casher never wears one. the one and only covid precaution is the protective plastic shields.

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the CTA only uses disadvantaged business to have as contractors to mend there lines or for office help. they have vowed to only hire impoverished people and to give them fair pay and good benefits.

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CTA Expands Workforce and Disadvantaged Business Enterprise Efforts

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The Chicago Transit Authority (CTA) has launched a series of innovative new outreach programs that will help create and expand opportunities for minority-owned companies and further diversify the workforce on large CTA construction projects.

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hi everyone !! my name is alley neary ! im a junior marketing major with a journalism minor. i play field hockey at loyola (im on the right) and im vice president of the team !

im from ann arbor, mi (all of my friends from elsewhere bully everyone that lives in michigan for being able to show where they live on their hand) im planning on taking the lsat this semester and applying to law schools in the fall. in my free time i love listening to music ! :)

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King Soopers, a Colorado-based food supply store, is owned by parent Kroger Co. Over 8,000 workers went on a three-week strike to demand higher wages.

More than 3/4 of the company's employees experience food insecurity, while 14% of Kroger's workers face homelessness. As 29% of the company's live at or below the poverty line, Kroger's CEO made $22 million dollars. This demonstrates the company's blatant disregard of its employees' wellbeing and safety, which is particularly astounding after the company's workers have shifted into becoming front-line workers during the pandemic.

The company's Kroger Edge involves replacing traditional shelf-edge tickets with digital ones, modernizing the shopping experience.

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The company and law firm names shown above are generated automatically based on the text of the article. We are improving this feature as we continue to test and develop in beta. We welcome feedback, which you can provide using the feedback tab on the right of the page.

Jan 12 (Reuters) - More than 8,000 workers at nearly 80 King Soopers stores went on strike for better wages on Wednesday as negotiations stalled, but the stores stayed open as the Kroger Co-owned (KR.N) Colorado chain hired temporary staff and promoted online ordering.

The strike started at 7:00 a.m. ET and would go on for three weeks, the UFCW Local 7 union said. The striking workers are employed at King Soopers stores in the Denver metropolitan area, Boulder, Parker and Broomfield cities of Colorado, among others.

The strike is the latest of its kind in the United States, following similar demonstrations at Kellogg Co's (K.N) cereal plants and Deere & Co (DE.N) as rising Omicron infections and inflation push workers to demand better working conditions and higher pay.

At King Soopers, workers have sought an increase in wages of at least $6 per hour for all. The company's "last, best and final offer", made on Tuesday, proposed raises of up to $4.50 per hour based on job classification and tenure.

The proposal, which came after the union rejected two previous offers, provides for investment of $170 million in wages over the next three years, more healthcare benefits and a starting pay of $16 per hour.

That was lower than the $18 per hour King Soopers advertised for replacement workers at various locations including Denver, Evergreen, Golden and Littleton.

UFCW Local 7 President Kim Cordova said the latest offer was "worse than the previous offers in many ways", noting the new base pay was still only pennies above Denver's minimum wage and asked for more concessions. read more

To limit the impact of the strike, Kroger said the grocery chain has brought in workers from across the country and hired temporary staff.

It also encouraged customers to shop online by reducing delivery fees to $1 for orders worth over $35 for a limited time, while also opening up alternative "offsite" pickup locations such as a parking lot in Lakewood, Colorado.

POLITICIANS SUPPORT STRIKE

The strike has received support from politicians, including U.S. Senator Elizabeth Warren and Colorado State Senators Chris Kolker and Jessie Danielson, according to their social media comments.

"Huge grocery chains like @Kroger have made billions by jacking up consumer prices. And they're using those profits to reward executives instead of raising wages so workers can make ends meet. I stand with Kroger workers in their fight for a fair contract," Warren tweeted.

A Kroger spokesperson said wages have grown before and during the pandemic with the grocer raising its average hourly rate of pay to $16.68 from $13.66 since 2017.

While many customers have also called for a boycott of Kroger, several others worried that increased wages could lead to higher product prices.

"I've been a King Soopers customer since 1962. I join striking union workers by not shopping there until they agree to the new contract which satisfies the workers," Denver resident Mark Simmons said.

IMPLICATIONS

King Soopers operates more than 110 stores and is the No. 1 grocer in Colorado by market share, but its parent Kroger does not disclose its sales.

According to investment research firm CFRA, the King Soopers/City Market stores in Colorado accounted for about 5% of Kroger's annual sales of $132.5 billion.

The strike will affect product availability and market share as Walmart Inc (WMT.N) and Albertsons Cos Inc (ACI.N) are the top rivals in Colorado, CFRA analyst Arun Sundaram said.

"We've already been seeing more out-of-stocks across supermarkets due to worker absenteeism and supply chain constraints caused by the Omicron variant," he said.

"The strike will make it even more difficult for Kroger to replenish inventory on the shelves."

Reporting by Siddharth Cavale and Praveen Paramasivam in Bengaluru; Editing by Aditya Soni, Devika Syamnath and Arun Koyyur

Our Standards: The Thomson Reuters Trust Principles.

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Workers at nearly 80 Kroger's King Soopers go on strike as talks stall

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The company and law firm names shown above are generated automatically based on the text of the article. We are improving this feature as we continue to test and develop in beta. We welcome feedback, which you can provide using the feedback tab on the right of the page.

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Salesforce believes in Equality for All. Join us in building a workplace that reflects society.

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Equality is a core value at Salesforce. We believe that businesses can be powerful platforms for social change and that it is our responsibility to further Equality for all.

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Hello, my name is Armando Menendez (he/him) and I am a junior majoring in finance and see myself working in either financial advising or in asset management. I'm currently rushing for Delta Sigma Pi and part of the Rambler Investment Fund. My plans for the summer are to find an internship to have first hand experience in the industry. Outside of school, I enjoy boxing, soccer and going to the gym.

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Hello! My name is Abbe Baker (she/her/hers) and I am a junior studying Accounting here at Loyola Chicago. I am interning as a tax summer associate with PwC this upcoming summer, and hope to continue with them after graduating and getting my CPA in 2023. I grew up in a small town in Indiana about 4 hours south of here. I currently live in an apartment close to Water Tower Campus with my Bernedoodle puppy, Wrigley (you can make fun of me for naming my puppy that if you please...). In my free time, I enjoy exploring the city and new neighborhoods, taking Wrigley to the lake, traveling, and spending time with my friends and family. In 2021, I experienced a lot of professional growth by networking and securing a job. I achieved many goals in my personal life in 2021 as well. In 2022, my main goals are to indulge in new opportunities and build meaningful relationships and connections within my workplace.

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Hi! My name is Arianna and I am a sophomore here at Loyola. Right now, I am planning on doing a double major in International Business and Supply Chain Management. I love to travel, spend time with my friends and family, and eat sushi. At Loyola, I am a part of Chi Omega, LoyolaTHON, Italian Club, and I have played intramural volleyball. Looking forward to meeting you all in class! :)

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Organization - Armando Menendez - Costco

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Organization - Armando Menendez - Costco

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Costco is my favorite place to shop, and I believe that it is a great organization. From the moment you walk in, you're greeted with a warm smile and a hello! In spite of my personal biases, Costco is often cited as one of the most ethical companies in the world. As a result of its company practices and treatment of employees, it has been called a "testimony to ethical capitalism.". The company pays 40% more than Walmart and Target and provides more comprehensive health and retirement benefits, saving the company a lot of money when it comes to employee turnover. By preventing layoffs, investing in training, and allowing employees considerable autonomy, the company avoids layoffs. Overall, I believe that Costco is doing a great job in both the ethics department and consumer savings!

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McCormick & Company's Purpose Led Performance has greatly defined the company's sustainability practices. Lawrence Kurzius, CEO at McCormick & Company, describes sustainability as " a necessity for doing business." McCormick's Grown for Good program helps improve farmer livelihoods by establishing farmers as Co-Ops which allows farmers to receive higher pay.
CEO Magazine ranks McCormick & Company as the sixth most sustainable company in the world.

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Strong brands are thinking daily about delivering affordable and accessible products to consumers that will allow the consumer to feel better about themselves as human beings. The key is the brand has to own making this easy and affordable so the consumer isn't paying a significant premium to act on their values.

In fact, according to a new 2021 "Purpose Action Gap" consumer study between Barkley and Jefferies, 95% of consumers agree that environmental, social and governance (ESG) measures around sustainability are as important or more important than they were before COVID. This is a significant shift in consumer attitudes in a very short and turbulent time period.

According to Steph Wissink at Jefferies, "The new research highlighted that there is a real and quantifiable gap between consumers expectations of a brand and its CSR actions."

In an effort to learn more I spoke to Lawrence Kurzius, CEO at McCormick & Company to get his views on how these consumer shifts are impacting their business strategy.

Jeff Fromm: What differentiates McCormick's sustainability approach and Grown for Good initiative from other certification programs in the Industry? Will farmers actually see the benefits?

Lawrence Kurzius: McCormick sources over 14,000 ingredients from 80 countries around the world. Many of our most iconic flavors like Vanilla, Red Pepper, Cinnamon, Oregano and Black Pepper are grown in farming communities that are vulnerable to natural disasters, extreme weather conditions and poor living conditions. While some may see sustainable practices as a "nice to have," we believe it's a necessity for doing business. Sustainability is a core component of our Purpose Led Performance commitment of doing what's right for communities where we live, work and source, and it is fundamental to our future.

Grown for Good, our third-party verified sustainability standard for suppliers, is the first-of-its-kind in the herbs and spices industry. Unlike other sustainability certification programs, Grown for Good goes above and beyond to also help improve farmer livelihoods. We are cutting out the middlemen, creating farmer Co-Ops and going more direct which is more economical for McCormick and allows farmers to receive higher pay. This framework includes metrics that drive community resilience, including economic stability for farmers, gender equality and women's empowerment, as well as biodiversity conservation and regenerative farming practices. Farmers will see increased skills, income, access to financial services, education, and nutrition and health, all of which benefit these communities - and our supply chain - as a whole. Today McCormick is positively impacting the lives of over 21,000 farmers with a goal to reach 35,000 by 2025. The standard is currently being leveraged in Vietnam, Indonesia, India and Brazil, and will soon be available in other countries.

This approach is holistic and thorough, tackling critical social and environmental issues through audits and clear requirements outlined in our Supplier Code of Conduct. In short, it's a new, higher standard for the industry.

Fromm: How has the pandemic shaped your thinking about ethics in your supply chain? Do consumers want to know more about the farmers that grow your iconic flavors? If so, why?

Kurzius: The pandemic, as well as increased expectations from ESG investors, customers, consumers, employees and society around having an ethical supply chain provided McCormick with an opportunity to highlight our sustainability practices. Consumers want to buy from companies that are doing what's right and they want to know that the food and flavors they eat are safe and grown sustainably. We've found that the more we inform them of our efforts, the higher their loyalty to our brands.

Further, the strong relationships we've built at the farm level helped us maintain critical supply of our products during the pandemic. From better quality products and higher-yield harvests from our suppliers, to better overall relationships with farmers and partners, we've achieved a greater competitive edge by putting people and sustainability first. McCormick's farm-to-facility Grown for Good standard and our overall approach to sustainability will allow us to achieve even better transparency and visibility into our global supply chain - to the benefit of farming communities and consumers.

Fromm: Are you still predicting continued growth in eating at home, and how do you think sustainability will impact consumer purchase behavior going forward?

Kurzius: We are seeing sustained demand for our products as the long-term trend of cooking and eating at home continues. Even through the pandemic recovery, the cooking skills and habits that consumers formed are sticking and aren't forecasted to change anytime soon. In fact, we found in a recent consumer survey that 68% of U.S. consumers say they are cooking more today than pre-pandemic, and 78% claim they would maintain or increase their level of cooking at home as things return to normal. We have seen similar results in other countries around the world.

Younger consumers, particularly Millennials who are cooking more at home than prior generations, are focused on sustainable and responsible business practices in making their brand choices. A recent online survey found that U.S. Consumers seeking flavor experimentation has grown by 71% with Millennials indexing higher than all adults. This demand can't be ignored: these generations are going to increasingly dominate the grocery aisles and seek out brands with purpose.

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McCormick Is Building A More Sustainable Brand

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Strong brands are thinking daily about delivering affordable and accessible products to consumers that will allow the consumer to feel better about themselves as human beings. The key is the brand has to own making this easy and affordable so the consumer isn't paying a significant premium to act on their values.

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https://www.costco.com/sustainability-employees.html

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Thriving Organization- Whole Foods, Arianna Caruana

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Thriving Organization- Whole Foods, Arianna Caruana

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In my opinion, I think Whole Foods is doing a fantastic job right now. The fresh produce, great products, and tasty foods are not the only things that are helping Whole Foods thrive. Whole Foods partnered up with Amazon in order to provide online ordering that can be delivered which is a safe and easy way to access groceries during COVID with n o contact. Another feature that I find very helpful with Whole Foods is their return policy with Amazon. If I needed to make a return all I would have to do is bring the product that I ordered off of Amazon and the staff takes care of the rest. Since I am there I normally just plan on buying groceries as well. Whole Foods continues to make shopping for groceries as well as returns easier. The staff at Whole Foods is constantly helpful every time I go in. Overall, my experiences at Whole Foods have only been positive and I will continue to be a loyal customer.

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Get grocery pickup and delivery with Prime. Order catering and meals. Shop gift cards.

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Thanks to the pandemic, Uber Eats (along with other food delivery apps) are doing quite well. The pandemic has increased business for food delivery apps like Uber Eats over double. Additionally, apps like Uber Eats have helped many restaurants stay in business during the global shutdown. Food delivery apps allowed many restaurants to keep their doors open and keep profits coming in even though customers could not physically be in their restaurants.
It is questionable how long the success of Uber Eats can be maintained once we return to old ways of life as Covid numbers seize.

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According to Best Buy, supply chain disruption from the Coronavirus was factored into its guidance, but it did not quantify it. It said COVID-19's effects would be concentrated in the second half of the year. However, it did not consider potential changes in customer behavior, citing that as too difficult to predict.

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Best Buy CEO Corie Barry said the pandemic has forever changed the way consumers shop - and the retailer is not waiting to adapt.

On Thursday, she laid out how Best Buy will transform its workforce, store fleet and sales strategy to focus more on e-commerce. The company is laying off thousands of employees and reskilling others for digital roles. It is testing new stores with a smaller sales floor and more space for fulfilling online orders. And it is considering shrinking the footprint of its nearly 1,000 stores across the country.

"Customer shopping behavior will be permanently changed in a way that's even more digital and, of course, puts the customers entirely in control to shop how they want," she said on a call with reporters. "We believe our strategy needs to embrace that reality and lead in the space, and not follow."

Online sales in the U.S. grew 89% to $6.7 billion in the fourth quarter ended Jan. 30 and made up 43% of its total U.S. sales for the three-month period.

Barry said she expects a larger percentage of Best Buy's overall sales will take place on its website and app rather than in its stores. It anticipates digital sales will represent about 40% of total U.S. sales this fiscal year. That compares with 19% two years earlier and 5% a decade ago.

Even with this rapid growth, Barry said, the company's brick-and-mortar footprint will still play a key role. Stores will have products on display and staff to help customers, but they will also increasingly serve as warehouses where employees pick and pack e-commerce orders and convenient spots where shoppers can quickly retrieve an online purchase in the parking lot.

New kind of store

As Best Buy pivots, its stores may become less numerous and smaller.

Barry said the company will sign shorter lease agreements for its stores going forward and have a higher bar when they come up for renewal. She said about 450 leases are coming up for renewal in the next three years.

Best Buy has closed about 20 large-format stores in each of the past two years - and Barry said she anticipates it will close a larger number of stores this year.

The consumer electronics retailer, historically known for its vast sales floor and eye-catching displays of gadgets, has a new look at some stores near its Minneapolis headquarters. It remodeled the stores in November as part of a pilot.

"We're testing our hypothesis that stores might act a little bit more as primary fulfillment hubs," she said.

This is something other retailers such as Target are doing to help make online orders more profitable.

At some Best Buy stores, it cut its shoppable square footage nearly in half - to 15,000 from an average of 27,000 square feet, Barry said. The smaller sales floor features only the more popular items, with a fuller assortment that's stored behind the scenes and still available for purchase.

In some stores, it is also testing a hub for the Geek Squad, a team of employees who install and set up tech and do repairs.

So far, she said, the company likes how the smaller stores have freed up more room to stage curbside and in-store pickup of online orders and ship some e-commerce purchases.

A smaller workforce

The company's workforce has already gotten smaller to reflect the different way it will operate.

Best Buy began the most recent fiscal year with 123,000 employees and ended the year on Jan. 30 with about 102,000 - a decline of roughly 17%, Barry said on a call with investors and analysts. She said most of that reduction came from attrition.

Earlier this month, Barry said the company laid off and gave severance to about 5,000 employees, most of whom were full-time. It is hiring people for about 2,000 part-time positions.

"Decisions like these are never easy or taken lightly, but they position us to be more responsive and flexible, as we continue to refine our operating model going forward in response to the incredibly rapid change in how customers want to shop with us," she said.

She noted that the company is giving pandemic-related bonuses to employees. Full-time workers will get $500 and part-time workers will get $200, including those who are losing their jobs. And, she added, it wants to train employees for new kinds of roles, like providing tech support to customers by video chat.

Some employees have criticized Best Buy for the layoffs - especially at a time when many are already struggling with other stressors such as finding child care during virtual learning, coping with illness in their family or dealing with the financial strain of the recent Covid-induced recession.

A group of them are circulating an online petition, calling for retroactive pay for workers. The petition says that even those who still have jobs at Best Buy are having trouble paying their bills because of reduced hours.

Finding inspiration

Also important to Best Buy's future growth is having the right mix of products. Barry said technology will continue to gain importance in people's lives.

She said the retailer sees health as a growth area, as more people use wearables to track home workouts or use telemedicine to meet virtually with a doctor.

The large number of people working from home has inspired new products, from high-tech chairs to standing desks, she said. And she added, its tech services are a sales driver and differentiator.

Online and off, she said, customers look to Best Buy for the same things, such as researching products, finding inspiration and getting tech support.

"We must be ready to serve all of these needs at all times in all channels," she said.

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Best Buy is speeding changes to adapt to a post-pandemic consumer: Smaller-and fewer-stores ahead

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Best Buy CEO Corie Barry said the pandemic has forever changed the way consumers shop - and the retailer is not waiting to adapt. On Thursday, she laid out how Best Buy will transform its workforce, store fleet and sales strategy to focus more on e-commerce.