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      Target Tests an A.I. Tool to Help Its Workers Aid Shoppers

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      The retailer is rolling out a chatbot to help workers answer questions from shoppers — and workers.Target is the latest retailer to put generative artificial intelligence tools in the hands of its workers, with the goal of improving the in-store experience for employees and shoppers.On Thursday, the retailer said it had built a chatbot, called Store Companion, that would appear as an app on a store worker’s hand-held device. The chatbot can provide guidance on tasks like rebooting a cash register or enrolling a customer in the retailer’s loyalty program. The idea is to give workers “confidence to serve our guests,” Brett Craig, Target’s chief information officer, said in an interview.Target is testing the device in 400 stores and plans to make the app available to most workers across its nearly 2,000 locations by August.As the retail industry experiments with generative A.I., some see its potential to eventually make in-store shopping feel more like online shopping, said Roy Singh, the global head of Bain & Co’s advanced analytics practice who works with retailers on generative A.I. initiatives.Retailers have personalized online shopping for customers with things like predictive technology, which suggests items to buy. Shoppers also see e-commerce as more convenient than having to walk in a store and track down workers. The Target app is meant to help workers assist shoppers with their questions faster.Mr. Craig is often asked if these sorts of tools will replace workers, he said. “I believe the relationship between people and technology is so very important,” he said. “We’re here to make sure that they get the right tools to do their work.”Walmart recently expanded access to the A.I. tool it had started using in its corporate offices last summer for use in its retail stores, rolling it out to 13,000 managers of its Sam’s Club stores.While there is significant investment and hype around generative A.I., some retailers have also rolled back experiments with the technology that have failed.“We are still in that growth curve — learning, failing and relearning — and trying to get through adoption at scale,” said Duleep Rodrigo, who leads the U.S. consumer and retail sector for KPMG. More

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      Martha’s Vineyard Will Have Enough Pot This Summer

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      For the island’s cannabis dispensaries, a sudden change in regulations came just in time.Until recently, Geoff Rose, the proprietor of a cannabis business on Martha’s Vineyard, believed he was in for a bleak summer.That was because his marijuana dispensary, Island Time, had run out of product — and it seemed as if he would be unable to replace it during the busy tourist season on the 96-square-mile Massachusetts island that has long been a haven for vacationers.But on Thursday, state regulators issued an order that would allow cannabis products to be transported across the ocean to licensed businesses.Mr. Rose closed his shop — temporarily, as it turns out — on May 14. At the time, the display cases were empty. No gummies. No tinctures. No pre-rolls. The only item of interest to some of his customers was the chocolate.“I believe there were 14 chocolate bars left,” Mr. Rose said in a phone interview. “They were the last to be sold. More than 14 people came in. Some were disappointed: ‘I don’t want chocolates.’ But some said, ‘OK, I’ll take it.’”The shortage, first reported by The Associated Press, had to do with conflicting laws surrounding the sale and transport of marijuana.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Companies Counter Pushback on Price Increases With Promotions

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      “The consumer was a fat pig — now there’s nothing left, and they need to feed the pig again,” one banker told DealBook.The president of McDonald’s USA, Joe Erlinger, pushed back on “inaccurate” reports this week that said the chain had more than doubled its prices on some items over the last decade. But his retort wasn’t exactly reassuring: The average price of a Big Mac is up 21 percent from 2019.Erlinger’s rebuttal underlines the heat that some companies are facing as the news media, politicians and consumers focus on steadily rising prices. Whether persistent price increases reflect price gouging, or simply companies’ own rising costs, is a matter of fierce debate. Either way, one thing is clear: Consumers are becoming fed up.McDonald’s first-quarter earnings fell short of analyst expectations on sales, as “consumers continue to be even more discriminating” with their dollars, the chain’s chief executive, Chris Kempczinski said. Starbucks, Target and Yum Brands, the parent company of Pizza Hut and KFC, also reported earnings misses, each acknowledging increasingly cautious customers among other factors like the war in the Middle East.Consumer spending remained surprisingly resilient in the face of stubbornly fast inflation, but now savings from the coronavirus pandemic have dried up, economic growth has slowed and many companies are working to counteract the belief that their prices have gotten out of control.As one banker told DealBook: “The consumer was a fat pig — now there’s nothing left, and they need to feed the pig again.”The message: Consumers have hit their limit. During periods of rapid inflation, companies tend to push to see how far they can raise prices. “We’re taking smaller, more frequent price increases because it gives us the flexibility to be able to see how consumers are reacting and then adjust if or when necessary,” Kevin Ozan, the chief financial officer of McDonald’s, told analysts in 2022.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Who Was Bruce Nordstrom? The Force Behind the Multibillion-dollar Empire

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      Bruce Nordstrom was both the force behind his family’s multibillion-dollar retail dynasty and a stealth godfather to the fashion trade.“Nice” tends to be dirty word in business. The cliché holding that nice guys finish last has seldom seemed more true than in the landscape of contemporary retailing, where business is dominated by corporate consolidation, monopolistic practices and shareholder returns as the ultimate value.Yet nice, as it turns out, may not be altogether pejorative — at least judging by the career of Bruce Nordstrom, who died May 18 at age 90. It may even be a key to success.For decades, Mr. Nordstrom helped lead the Nordstrom retail empire, which was founded in Seattle in 1901 by his grandfather, an immigrant from Sweden. The fashion retail colossus began as a shoe store, and ultimately expanded to include 150 locations worldwide.Publicly traded since the 1970s and still family-run, the Nordstrom chain was predicated on an ethos of decency and niceness, Robert Spector wrote in “The Nordstrom Way,” his 1996 book about the company’s vaunted reputation for customer service.“I came at the reputation with skepticism,” Mr. Spector said by telephone from his home outside Seattle. “I wish it were more complicated, but they are who they say they are, decent and humble and focused on the customer first.”The Nordstrom culture of customer care is not only real, it originated from a family tradition of bottom-up managerial training. Bruce Nordstrom may have run a multibillion-dollar company, but he never forgot his beginnings sweeping floors and breaking down boxes for 25 cents an hour. “It may be the biggest competitive advantage they have,” Mr. Spector said of Nordstrom’s unusual company structure.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Bruce Nordstrom, Who Helped Lead His Family’s Retail Empire, Dies at 90

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      Though he was the company’s president, he opted for joint leadership with family members as they made Nordstrom, starting as a string of shoe stores, into an international fashion retail brand.Bruce Nordstrom, who along with three other members of the Nordstrom family transformed a small chain of Pacific Northwest shoe stores into an international fashion retail giant with more than 150 locations worldwide, died on Saturday at his home in Seattle. He was 90.His death was confirmed by a company spokeswoman.As a grandson of John W. Nordstrom, the company’s Swedish immigrant founder, Mr. Nordstrom was part of the third generation of the family to run the company jointly, sharing power and making decisions by consensus, an unusual but successful Nordstrom tradition that continues to this day.He shared leadership with his cousins John N. Nordstrom and Jim Nordstrom, who were brothers, and Jack McMillan, who was married to their cousin Loyal Nordstrom.Management by committee is considered a business school formula for disaster, but the Nordstrom family, starting with Bruce’s father, Everett, and Everett’s brothers Elmer and Lloyd, decided that they could be more effective as co-leaders of the company, which was founded in 1901 in Seattle.When Lloyd Nordstrom called 30-year-old Bruce into his office in 1963 and named him president of the company, the younger Mr. Nordstrom accepted the post but soon decided that he would emulate his father’s generation and share leadership with his three relatives.“Obviously, the arrangement worked out great,” Bruce Nordstrom wrote in a 2007 autobiography, “Leave It Better Than You Found It.” “It was marvelous for them and it was marvelous for me because it felt like a weight had been taken off my shoulders.”We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Walmart Is Shutting Health Centers After Plan to Expand

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      The 51 locations, next to Supercenters, proved too costly to be profitable, the retailer said.Walmart, the world’s largest retailer, said Tuesday that it was shutting down its health care centers, a network that only last year it said it planned to expand.The retailer said in a blog post that its 51 health centers across five states would close. The centers were next to Supercenter locations. The plans won’t affect the more than 4,600 pharmacies and more than 3,000 vision centers within Walmart stores.Walmart started the health-care clinic initiative in 2019 in Dallas, Ga., with centers providing primary care, labs, X-rays and electrocardiograms, counseling, and dental, optical and hearing services. Many were in smaller towns where customers might lack access to quality care, and the company had said it was focused on affordability. In 2021, Walmart started offering a virtual option when it acquired MeMD, a telehealth provider.“This is a difficult decision, and like others, the challenging reimbursement environment and escalating operating costs create a lack of profitability that make the care business unsustainable for us at this time,” the company said Tuesday.Walmart said it was still deciding when it would close each center. In addition to Georgia, centers are in Arkansas, Florida, Illinois and Texas. Workers within the centers will be paid for 90 days and will be eligible to transfer to other Walmart or Sam’s Club locations, the company said.Offering health care is more difficult than selling consumer goods like laundry detergent and car parts, said David Silverman, a retail analyst at Fitch Ratings, noting the layers of government and insurance providers involved.“The attempts to enter these spaces and some of the failures of doing so really underscore the challenges and complexities of operating in the U.S. health care space,” Mr. Silverman said.In March 2023, Walmart said it planned to double its health center locations. It said that by the end of 2024, it expected to have more than 75 Walmart Health Centers and expand to states like Missouri and Arizona.In 2021, Amazon, Berkshire Hathaway and JPMorgan Chase ended their high-profile joint health care venture, which sought to explore new ways to deliver health care to their employees. In March, Walgreens said it had closed 140 of its VillageMD clinics and planned to close 20 more. More

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      One in Five Milk Samples Nationwide Shows Genetic Traces of Bird Flu

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      There is no evidence that the milk is unsafe to drink, scientists say. But the survey result strongly hints that the outbreak may be widespread.Federal regulators have discovered fragments of bird flu virus in roughly 20 percent of retail milk samples tested in a nationally representative study, the Food and Drug Administration said in an online update on Thursday.Samples from parts of the country that are known to have dairy herds infected with the virus were more likely to test positive, the agency said. Regulators said that there is no evidence that this milk poses a danger to consumers or that live virus is present in the milk on store shelves, an assessment public health experts have agreed with.But finding traces of the virus in such a high share of samples from around the country is the strongest signal yet that the bird flu outbreak in dairy cows is more extensive than the official tally of 33 infected herds across eight states.“It suggests that there is a whole lot of this virus out there,” said Richard Webby, a virologist and influenza expert at St. Jude Children’s Research Hospital.Dr. Webby said that he believed it was still possible to eradicate the virus, which is known as H5N1, from the nation’s dairy farms. But it will be difficult to design effective control measures without knowing the scope of the outbreak, he said.The findings also raise questions about how the virus has evaded detection and where else it might be silently spreading. Some scientists have criticized the federal testing strategy as too limited to reveal the true extent of viral spread.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More

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      Three London Fashion Brands Coming to the U.S.: Hunza G, Rixo and Me + Em

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      Three beloved London brands are making their way across the Atlantic to stake a bricks and mortar presence in the United States.Looks, left to right, from Rixo, Hunza G and Me+Em, three British brands that are coming to the United States.RIXO, Hunza G, Me + EmBritain’s fashion brands have long looked to the United States for a chance to supersize sales — with varying degrees of success. For every Boden, there is a Topshop, Ted Baker or Hunter Boots that failed to successfully crack the market. After all, the United States is much larger, more diverse and already has plenty of fashion labels to choose from. Garments with an appealing English eccentricity or appeal in their home market may feel out of touch in major American shopping hubs.But the pandemic led many Americans to spend more time online seeking out new brands, including ones from across the Atlantic. Now, three cultish London brands that experienced new popularity during that time have decided to set up shop on the East and West Coasts.What can they bring to the market that no one else has? The founders of Hunza G, Rixo and Me+Em explain their rationale for planting their flags on American soil.Hunza swimwear is made in a knitted seersucker fabric that molds to fit women who are different sizes on top and bottom.Sydney KrantzHunza GYou may not have heard of Hunza G, but chances are you’ve seen the label’s signature wrinkly-crinkly, super-stretchy Lycra swimsuits on the likes of Rihanna or Hailey Bieber or Kim Kardashian.Established in 1984 by the designer Peter Meadows, Hunza was known for tight and bright dresses that were a fixture on the 1980s club scene. Whitney Houston wore a lilac tank style for the “I Wanna Dance With Somebody” video, and Julia Roberts wore a blue and white cutout version for her first scenes in “Pretty Woman.” Almost 30 years later, in 2015, and after a period out of fashion favor, the label was revived under a new co-founder and creative director, Georgiana Huddart.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber? Log in.Want all of The Times? Subscribe. More