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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

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      ‘Brandy Hellville & the Cult of Fast Fashion’: 5 Takeaways

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      Former employees of the brand, a Gen Z fashion favorite, recount race and size discrimination in a new documentary on HBO.The clothing store Brandy Melville is known for selling diminutive, single-size pieces popular among Gen Z: linen short shorts, heart-print camisoles and sweatshirts printed with the word “Malibu.”Behind its Cali-girl aesthetic is a business that mistreats teenage employees and cashes in on young women’s insecurities, according to “Brandy Hellville & the Cult of Fast Fashion,” a documentary released on Tuesday on HBO.The documentary intersperses former employees’ accounts of racism and size discrimination while working in its stores with a broader look at the labor and environmental costs of the fast-fashion industry. The filmmakers said Stephan Marsan, the company’s mysterious chief executive, did not respond to several requests for comment.Eva Orner, the documentary’s director, said in an interview last week that it was a challenge to get former employees on camera because so many were fearful of the company. Those who were included were identified by only their first names. “I’ve done a lot of stuff in war zones, and with refugees and really life-or-death situations, and people have been more comfortable being on camera,” she said.Eva Orner, the director of “Brandy Hellville & the Cult of Fast Fashion,” said many former employees feared retaliation from the company if they participated in the documentary.Lucas Allen/HBOMs. Orner, an Australian who won an Academy Award for the documentary “Taxi to the Dark Side,” had not heard of Brandy Melville before producers mentioned the company to her in 2022 as a potential subject of investigation. The more she learned, the more she was disturbed by the brand’s cultlike following among teenage girls, who see it flaunted by celebrities like Kaia Gerber and Kendall Jenner.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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      Has the Luxury E-Commerce Bubble Burst?

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      After implosions by Farfetch and MatchesFashion — and with other blowouts possible — the future for online fashion retailers looks uncertain.Rosh Mahtani, the founder of the jewelry brand Alighieri, is celebrating the 10th anniversary of her company this year. Her handmade gold-plated pieces, inspired by Dante’s “Divine Comedy,” made her a winner of the Queen Elizabeth II Award for British Design and a mainstay of luxury e-commerce vendors.During Paris Fashion Week last month, buyers came to her showroom to select stock for the upcoming season, including MatchesFashion, a leading multibrand fashion retailer that is responsible for about half a million pounds, or $630,000, of Alighieri’s projected revenues. But there was a problem.“They had owed me 70,000 pounds [about $88,000] in unpaid invoices since October and had been asking for discounts on those bills,” Ms. Mahtani said last week. It made her uneasy, even if such bargaining was increasingly commonplace for independent brands like hers. Still, she said, she wasn’t quaking in her boots.“The team made a selection, and we talked about a capsule collection for the summer,” she said. “I don’t think any of us had a sense of what would come next.”Days later, MatchesFashion was put into administration (the British term for bankruptcy). Its owner, Frasers Group, which bought the company in December for about 52 million pounds, or $66 million, now said the operation was not commercially viable. Overnight, almost half of the staff was fired from a company that had been valued at $1 billion when it was sold to Apax Partners in 2017. Today, 200 brands are owed money and cannot access unsold inventory, and a furious customer base rages online about accessing orders or making returns.Rosh Mahtani, founder of cult jewelry label Alighieri, was owed substantial sums by MatchesFashion when the retailer was put into administration earlier this month.via Alighieri JewelryWe 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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      The Fallout From the Credit Card Swipe Fee Fight

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      A proposed settlement between Visa and Mastercard and merchants on swipe fees promises savings, but it may also alter the economics of premium credit cards.A new class-action settlement between Visa, Mastercard and merchants could affect the economics behind premium credit cards.Tamir Kalifa for The New York TimesA settlement that could scramble the credit card business A long-running fight between the credit card giants Visa and Mastercard and retailers in the United States is nearing an end, with the promise of lower fees for merchants.But the proposed class-action settlement could have wider consequences, including for the lucrative business of high-end credit cards — and for retailers.What’s in the settlement: Visa and Mastercard said on Tuesday that they had agreed to reduce swipe fees, costs associated with the use of a credit card, for about five years. Lawyers for merchants who had brought the case estimate that this could save about $30 billion worth of fees.Perhaps more important, merchants will be able to raise their prices based on the kind of card. For example, buying groceries with a higher-fee card — typically a premium card like the Chase Sapphire Reserve — could become more expensive than paying with a lower-end one.Why it matters: Swipe fees, also known as interchange fees, are a big business; the Nilson Report, which tracks the payments industry, estimates that Visa, Mastercard and card-issuing banks collected $72 billion last year alone.For card issuers, much of that money is then funneled into rewards associated with high-end cards, which entice consumers to spend more, racking up more fees for the banks (and, potentially, interest on unpaid balances).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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      Large Grocers Took Advantage of Pandemic Supply Chain Disruptions, F.T.C. Finds

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      A report found that large firms pressured suppliers to favor them over competitors. It also concluded that some retailers “seem to have used rising costs as an opportunity to further hike prices.”Large grocery retailers took advantage of supply chain disruptions to beat out smaller rivals and protect their profits during the pandemic, according to a report released by the Federal Trade Commission on Thursday.The report found that some large firms “accelerated and distorted” the effects of supply chain snarls, including by pressuring suppliers to favor them over competitors. Food and beverage retailers also posted strong profits during the height of the pandemic and continue to do so today, casting doubt on assertions that higher grocery prices are simply moving in lock step with retailers’ own rising costs, the authors argued.“Some firms seem to have used rising costs as an opportunity to further hike prices to increase their profits, and profits remain elevated even as supply chain pressures have eased,” the report read.The report’s release comes as the F.T.C. cracks down on large grocery retailers. Last month, the commission and several state attorneys general sued to block Kroger from completing its $25 billion acquisition of the grocery chain Albertsons. They argued that the deal would weaken competition and likely lead to consumers paying higher costs.The independent federal agency’s actions have helped bolster the Biden administration’s efforts to address rising prices. In recent weeks, President Biden has taken a tougher stance on grocery chains, accusing them of overcharging shoppers and earning excess profits. Although food prices are now increasing at a slower rate, they surged rapidly in 2022 and have not fallen overall. As a result, the high cost of food has continued to strain many consumers and posed a political problem for the administration.Mr. Biden has also tried to tackle the issue by fixating on food companies, denouncing them for reducing the package sizes and portions of some products without lowering prices, a practice commonly called “shrinkflation.” During his State of the Union address earlier this month, Mr. Biden again called on snack companies to put a stop to the practice.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