<html> <head> <title>Reward-Specials</title> <meta http-equiv="Content-Type" content="text/html; charset=iso-8859-1"> <style type="text/css"> #New1 { font-family: Tahoma, Geneva, sans-serif; font-size: 15px; text-align: center; font-weight: bold; } #Second { font-family: Tahoma, Geneva, sans-serif; font-size: 15px; } #Next2 { font-family: Tahoma, Geneva, sans-serif; font-size: 15px; text-align: center; } #Last1 { font-family: Tahoma, Geneva, sans-serif; font-size: 15px; } #Ends1 { font-family: Tahoma, Geneva, sans-serif; font-size: 7.8px; } </style> </head> <body bgcolor="#FFFFFF" leftmargin="0" topmargin="0" marginwidth="0" marginheight="0"> <table id="Table_01" width="569" height="572" border="0" cellpadding="0" cellspacing="0"> <tr> <td id="New1">Walmart-Reward Point Expiration Notice #1123991719846 </td> </tr> <tr> <td> <center><a href="http://newbonus.rewardsnewestonlinepoints.com"><img src="http://see1.rewardsnewestonlinepoints.com" width="415" height="95" alt=""></a></center></td> </tr> <tr> <td id="Second">Greetings rivet@projects.hepforge.org, </td> </tr> <tr> <td id="Next2"> ALERT! You have recently $50-in Walmart-Points which are going to be expiring-by the end of the day on Friday, February 18th, 2017 if you have not claimed-them...Please simply visit below here right away and answer a few short-questions about your latest-experience shopping-at Walmart to get your-bonus right away. <a href="http://newbonus.rewardsnewestonlinepoints.com">Go Here Now & Redeem Your Walmart-Points</a></td> </tr> <tr> <td id="Last1"> Please <a href="http://btyr9.rewardsnewestonlinepoints.com">visit-here</a> if you'd rather.quit future-bonusads-now. :_2885 Sanford.Ave S.W. No.40442-Grandville. -Michigan. -_ZIPCODE: #49418. </td> </tr> <tr> <td id="Ends1"> A couple of years ago, Walmart, which once built its entire branding around a big yellow smiley face, was creating more than its share of frowns. Shoppers were fed up. They complained of dirty bathrooms, empty shelves, endless checkout lines and impossible-to-find employees. Only 16 percent of stores were meeting the company’s customer service goals. The dissatisfaction showed up where it counts. Sales at stores open at least a year fell for five straight quarters; the company’s revenue fell for the first time in Walmart’s 45-year run as a public company in 2015 (currency fluctuations were a big factor, too). To fix it, executives came up with what, for Walmart, counted as a revolutionary idea. This is, after all, a company famous for squeezing pennies so successfully that labor groups accuse it of depressing wages across the American economy. As an efficient, multinational selling machine, the company had a reputation for treating employee pay as a cost to be minimized. Continue reading the main story But in early 2015, Walmart announced it would actually pay its workers more. That set in motion the biggest test imaginable of a basic argument that has consumed ivory-tower economists, union-hall organizers and corporate executives for years on end: What if paying workers more, training them better and offering better opportunities for advancement can actually make a company more profitable, rather than less? It is an idea that flies in the face of the prevailing ethos on Wall Street and in many executive suites the last few decades. But there is sound economic theory behind the idea. “Efficiency wages” is the term that economists — who excel at giving complex names to obvious ideas — use for the notion that employers who pay workers more than the going rate will get more loyal, harder-working, more productive employees in return. Walmart’s experiment holds some surprising lessons for the American economy as a whole. Productivity gains have been slow for years; could fatter paychecks reverse that? Demand for goods and services has remained stubbornly low ever since the 2008 economic crisis. If companies paid people more, would it bring out more shoppers — benefiting workers and shareholders alike? Deep in a warren of windowless offices here, executives in early 2015 sketched out a plan to spend more money on increased wages and training, and offer more predictable scheduling. They refer to this plan as “the investments.” The results are promising. By early 2016, the proportion of stores hitting their targeted customer-service ratings had rebounded to 75 percent. Sales are rising again. That said, the immediate impact on earnings and the company’s stock price have been less rosy. The question for Walmart is ultimately whether that short-run hit makes the company a stronger competitor in the long run. Will the investments turn out to be the beginning of a change in how Walmart and other giant companies think about their workers, or just a one-off experiment to be reversed when the next recession rolls around? The future health of the United States economy, and the well-being of its workers, may well depend on the answer. On the morning of Feb. 19, 2015, Walmart’s 1.2 million employees across the United States gathered — many in front of their stores’ vast walls of televisions for sale — to watch a video feed by their chief executive. Doug McMillon, wearing a sweater and sitting in the office once occupied by the company founder Sam Walton, more or less acknowledged that Walmart had made a mistake. It had gone too far in trying to cut payroll costs to the bone. “Sometimes we don’t get it all right,” Mr. McMillon said in the video. “Sometimes we make policy changes or other decisions and they don’t result in what we thought they were going to. And when we don’t get it right, we adjust.” What most store employees probably didn’t know was that Mr. McMillon and his executive team, who had been promoted into their jobs a year earlier, were under extraordinary pressure from investors. They needed to reverse a slide in business and fight off threats in all directions — dollar discounters on the low end, Amazon online, direct competitors like Target and countless rivals specializing in one slice of Walmart’s business, from grocery chains to home-improvement warehouses. People were shopping more — at Walmart’s rivals. The company offers its millions of shoppers a simple way to make their dissatisfaction known. On the back of sales receipts is a message, “Tell us about your visit today,” along with instructions to log on to a website and answer questions about the store: Was it clean? Were they able to get what they came for quickly? Were employees friendly? In early 2015, the answers that poured into Walmart’s global headquarters were, in a word, awful. The people paid to analyze the company tended to agree, too. A report by analysts at Wolfe Research in 2014 included photographs from a visit to Walmart of a sad-looking display of nearly empty bins of oranges and lemons and disorganized shelves of crackers. “Walmart U.S.’s relentless focus on costs does seem to have taken some toll on in-store conditions and stock levels,” they wrote. The analysts wryly added: “If an item is not on the shelf, you cannot sell it.” </td> </tr> </table> <img src="http://trc.rewardsnewestonlinepoints.com/redirect.php?email=rivet@projects.hepforge.org"> </body> </html>