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A Family Dollar store’s roof collapsed and killed a 68-year-old man two days after someone reported the building ‘slowly tilting’

2026-03-22 07:07:36 By David Johnson

KANSAS CITY, Mo. (AP) — Part of the roof and front facade of a Family Dollar store in Kansas City, Missouri, collapsed Sunday, killing a 68-year-old man and seriously injuring a 50-year-old woman, authorities said.

The building’s partial collapse occurred about 2:45 p.m. Sunday, the Kansas City Fire Department said. Two other people also were injured outside the building but were treated at the scene and refused further medical care, according to local television news reports.

Those television reports showed part of the roof and front facade missing at what appeared to be the main entrance of the store, with brick, stone and wood debris on the ground.

Fire Department Battalion Chief Mike Hopkins said the man who died may have been walking by the building at the time. The woman who was seriously injured remained hospitalized.

KMBC-TV reported that a public inspection record said that someone reported Friday that the building had begun “slowly tilting.” Authorities did not yet have an explanation for the collapse.

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Panera’s CEO unveiled a comeback plan—and it includes better ingredients like lettuce: ‘No one likes iceberg’

With sales stagnating, Panera Brands CEO Paul Carbone unveiled a bold plan yesterday to win back customers: make everything better.Panera, once considered the gold standard in American fast-casual dining, has fallen behind competitors like Chipotle and Panda Express, with its sales dropping 5% to $6.1 billion last year. Carbone says the goal is to reach $7 billion in annual sales by 2028 behind “Panera RISE,” a new strategy intended to undo the chain’s cost-cutting measures, which he dubbed “death by a thousand paper cuts.”The overhaul includes:Lettuce: Salads will be fully romaine again and no longer include iceberg. “No one likes iceberg,” said Carbone, who also may have been delivering a four-word review of Titanic. Salads will also have eight ingredients instead of the current five.Tomatoes: Starting next year, salads will contain sliced cherry tomatoes (rather than whole ones that were used to save money).Drinks: Frescas and “energy refresher” drinks (which have less caffeine than the ones that resulted in two wrongful death lawsuits) are in the offing.Portions: The WSJ reports that Panera is “beefing up portions” after shrinking its sandwiches.Labor: There will be more workers on hand, and the company is reinvesting in the self-ordering kiosks that haven’t been upgraded in nearly a decade.Zoom out: Panera is also looking to mimic the value offerings at establishments like Chili’s, but lacks appetizer options. “We haven’t cracked the code yet,” Carbone said.—DLThis report was originally published byMorning Brew.

Cracker Barrel’s first rebrand in nearly 50 years backfired. The company’s stock lost nearly $100 million after introducing a more minimalist look

Cracker Barrel’s new logo refresh, has sparked major backlash from critics who view it as a loss of tradition and a “woke” move, even briefly wiping nearly $100 million off the company’s market value. While some argue the change erases the brand’s Americana identity and nostalgia, branding experts say the modest update is part of a broader modernization strategy and reflects the tension between preserving tradition and staying relevant.One Americana brand isn’t getting the barrel-of-monkeys response they were hoping for when launching their new logo this week. Recommended VideoCracker Barrel—one of the most iconic restaurant chains in America, deeply rooted in Southern food and hospitality—this week revealed a new look. A tweak to the logo removes the man sitting on a chair and leaning on a barrel, and the font appears to have slightly changed. Photo courtesy Cracker BarrelAnd some people are absolutely outraged, with many going as far to say its new, simplified logo is a signal of Cracker Barrel going woke. “Cracker Barrel didn’t just lose its logo. It lost its soul,” wrote an X user called @DesireeAmerica4, whose bio section reads: “Unapologetically America First. Igniting debate. Standing tall for the everyday American.”“This isn’t modernization. It’s extermination of Americana, of warmth, of memory,” she continued. “Congratulations, Cracker Barrel. You’re now Woke Barrel. Nobody asked for this.”Cracker Barrel lost nearly $100 million in value in trading on Thursday. The stock slightly rebounded Friday, up about 0.25% in the late afternoon.Cracker Barrel didn’t immediately respond toFortune’s request for comment. The new logo is all part of CEO Julie Felss Masino’s turnaround plan for the restaurant. She said last year the chain wasn’t “as relevant as we once were,” and announced plans to update its menu and eateries. The new logo is “now rooted even more closely to the iconic barrel shape and word mark that started it all,” according to the company. “On the surface, it’s a modest refresh. But when a brand is built on tradition, even a small design change can feel like a cultural shift,” Evan Nierman, founder and CEO at crisis communications firm Red Banyan, toldFortune. “It touched a nerve because it challenged what some customers felt was sacred about Cracker Barrel.”Is the Cracker Barrel rebrand really that big of a deal?Cracker Barrel’s rebrand has really struck a chord with some people, particularly those who subscribe to a MAGA-leaning lifestyle. They argue it rids the brand of its deep Southern heritage and that the brand has become too sterile. One TikTok user satirically said in regards to the new Cracker Barrel logo: “I don’t want this woke crap. What DEI hire made this logo?”Steak N’ Shake even chimed in on the logo change and reshared the X post from @DesireeAmerica4 with a comment in a style mimicking President Donald Trump’s Truth Social posts: “Fire the CEO! Thank you for your attention to this matter!” While Cracker Barrel “took a stab at modernizing and showing cultural relevance,” Mary Delano, chief marketing officer at ad agency Moosylvania, toldFortune, it lost its old-fashioned identity. “This could potentially offend the restaurant’s core fans, who see the chain’s rocking chairs, comfort food and nostalgia as the elements that make Cracker Barrel feel like that home away from home,” said Delano, who’s helped bring iconic brands like Pink Whitney to market.Although the new logo was “more of a tweak than a total overhaul,” said Tenyse Williams, digital marketing adjunct instructor at George Washington University and the University of Central Florida, it feels bigger because of the political climate we’re in.“Cracker Barrel is nostalgia for many, especially customers in the South and Midwest who feel ownership and pride over the brand,” Williams toldFortune. “For a brand that hasn’t changed its logo since 1977, even small changes to a symbol so tied to Americana can feel magnified.”Nierman argued, however, Cracker Barrel’s new logo doesn’t erase its legacy. Rather it softens its image. “Cracker Barrel has long leaned into a version of Americana that felt frozen in time,” he said. “This update suggests the brand is finally acknowledging that the world around it is changing, and it wants to be part of that future.”Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.

Your Christmas tree may be pricier this year—but there are ways to get a deal

Artificial Christmas tree sellers in the U.S. were thrown into turmoil earlier this year when the Trump administration announced punishing tariffs on Chinese imports, including threats of 145% duties.About 85% of the 20 million or so Christmas trees being sold in the U.S. annually are artificial, and of those, about 90% are made in China. So any such tariffs threatened to send Christmas tree prices much higher in a year in which American consumers have shown themselves to be cautious and frugal.Initially, some distributors temporarily halted production in China,while others scrambled to move production to other countries as they waited to see whether the threatened tariff rates would fall. (They have, back down to a more manageable 20%.) The upshot, after those months of uncertainty, has been upward pressure of about 10% to 15% on what Americans are shelling out this year for their Christmas trees, according to leaders in the industry. “We have raised prices and I think most companies have raised prices,” National Tree Company CEO Chris Butler toldFortune. At the same time, Butler said, expectations that customers are going to be more scarce this year may create opportunities for some deals. The average owner of an artificial tree gets a new one every five years, and higher prices could convince some to hold out for one more year. Some 80% of trees are sold after Nov. 1. And the bulk of artificial trees are in the $100 to $300 range, so those tariffs are translating into real dollars in what is already a stressful holiday season for those dealing with job losses or market volatility.“We’re seeing a bit of softness early in the season for Christmas trees, and we may have to give back some of those price increases and promotions to get back to where we need to be,” says Butler, whose company sells about a million trees a year and is part of a group of 10 larger distributors that act as a de facto trade organization for artificial trees. Even before the Trump tariffs, Butler said, National Tree had already been working to diversify its supplier base to reduce dependence on China, turning to factories in Cambodia, Vietnam, and Thailand. Butler says that roughly 50% of his production is now outside China, giving him some flexibility. And large sellers like Walmart and Home Depot have already placed some orders for 2026.Butler said that his Christmas tree group has been trying to explain to lawmakers that the tariff uncertainty could cause chaos in the 2025 Christmas season and also next year’s—meeting with the U.S. Trade Representative Jamieson Greer, with faith-based organizations at the White House, and with five senators. “We’re trying to work with the administration to make Christmas affordable,” says Butler. As for the natural Christmas tree market, so far it appears to be largely unaffected by the trade wars. It consists primarily of American trees, with the bulk of imports coming from Canada. Trees from Canada are exempt from tariffs under an agreement that covers the majority of trade between the two countries. Tree farmers say business is brisk as usual, says Rick Dungey, executive director of the National Christmas Tree Association, which represents natural tree sellers in the U.S. Even in tough or uncertain economic times, few people are going to sacrifice the tradition of getting a tree, he said.“It’s about memories,” said Dungey. “It’s about feelings. And it’s once a year, right?” 

Cola lovers: PepsiCo has a prebiotic soda in the works for you—and it’s not Poppi

With the buzz around healthy sodas far from fizzling, Pepsi is doubling down on the emerging segment just months after acquiring one of its pioneers, Poppi, by launching a new innovation: Pepsi Prebiotic Cola.Recommended VideoThe product is “one of the largest new innovations in the cola category,” Mark Kirkham, CMO of PepsiCo Beverages US, told Retail Brew. Containing 5 grams of cane sugar, 30 calories, and 3 grams of prebiotic fiber, the new soda is aimed at giving consumers more soda choices, he said, as Pepsi tries to meet demand for more healthy options. It’ll be sold first online in Original Cola and Cherry Vanilla flavors for Black Friday and Cyber Monday, followed by a retail debut in February, priced at a premium to traditional Pepsi, Kirkham said.Poppi, whose acquisition was completed in May, also offers Classic Cola and Cherry Cola flavors with a nearly identical nutritional profile, but Kirkham sees the two as complementary, selling in two separate soda segments that reach different consumer sets.Kirkham broke down the new product, and how it fits into its portfolio alongside Poppi and aligns with Pepsi’s larger beverage innovation strategy.This interview has been lightly edited for length and clarity.Why did Pepsi decide to develop this product?One of the things we wanted to do is address two opportunities. One is the declining cola category. Particularly, we’ve seen occasions drop over time in the core, but especially in diet [soda], and also to look for new ways to deliver more, better-for-you functional ingredients into our core. And obviously this was early days in what has become the modern soda business, and we started working on this well over a year ago.We found…we could get to an amazing-tasting product that is no artificial sweeteners, that’s 5 grams of cane sugar, that’s got the taste of Pepsi…But also it’s got prebiotic fiber…And it’s the kind of ingredient that we’ve seen bringing new consumers into the category. The reality is, no one has that in cola, and obviously super complimentary to Poppi, who do have two cola SKUs, but that’s only 8% of their mix. We feel this is a great opportunity to: one; bring innovation to the traditional cola category; two, compliment this amazing new family member in Poppi—they are the leader in developing the modern soda category; and then three, offer choice. Offering choice to our consumers is the ultimate goal of these innovations…It’s a win-win for the consumer, and it’s a win-win for us.What are your thoughts about how similar those products are?A lot of what makes Poppi so special is it’s been built from the ground up. It always was clean label, natural ingredients. One of the biggest drivers there was always the apple cider vinegar. When you taste their cola, particularly their cherry and their regular cola, it’s a very different flavor profile than, let’s say, traditional cola, like we offer with Pepsi. We felt there are a lot of cola lovers out there that have this certain expectation of a cola flavor, particularly of Pepsi, but they also want alternatives in terms of different sweetener systems, or added benefits, or having lower sugar. Being able to address that part of the market that may not be being addressed through the cola segment within modern soda—that’s where the real opportunity is for us.The prebiotic soda space has been popping off for several years. What instigated the development of this product now?We were just listening to the consumer, and we were seeing the emergence of different segments in the category.This is about Pepsi, and Pepsi delivering a new product to address the consumers of cola, or, in the case of maybe some of the younger consumers who maybe didn’t grow up with cola like I did, right?…We’re bringing them in through the fact that this is only 5 grams of sugar, no artificial sweeteners, that it’s only 30 calories, and the prebiotic fiber gives it a new way to bring in a different audience and a new consumer.We actually think it’s a great opportunity for, let’s say, Gen X female diet cola drinkers. There’s an opportunity to really source from a broader range of consumers. This is not just a pure Gen Z play, which is very much what’s built modern soda. This is a broader play for cola lovers.How are you balancing innovating on the core versus bringing on acquisitions like Poppi?The reality is you have to do both…I like to say “core and more.” The only way you’re really going to drive growth in some of our categories is to really ensure that your core is healthy and that you’re continuing to innovate your core, but at the same time, you cannot miss out on these new and emerging categories, like what we saw in modern soda and Poppi. It’s a balanced approach that you need to take with innovation, but you must make sure that you’re doing both core and more, because we built this amazing brand for over 125 years. We’’ve helped create amazing products through our Diets, through our Zeros, but this next generation of consumer and as the category evolves, there’s opportunities to offer new innovation within the core, and that’s what we’re doing.This report was originally published byRetail Brew.Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.

Campbell’s gets a Gen X makeover — 42-year-old fashion exec joins her family at $9 billion canned-soup-and-snacks giant

The great-granddaughter of the inventor of condensed soup has joined the famat Campbell’s, the company announced this week. The daughter of late billionaire Campbell’s heiress Mary Alice Dorrance Malone will serve on the board following her mother’s death last month. The Campbell’s Company on Friday announced it had elected 42-year-old luxury fashion entrepreneur Mary Alice Dorrance Malone Jr. to its board, continuing a family legacy that has spanned more than a century. Recommended VideoMalone Jr. is filling a board seat at the Fortune 500 company that her mother, with whom she shares the name Mary Alice Dorrance Malone, held for 35 years before passing away in June 2025 at the age of 75. The billionaire was Campbell’s largest shareholder and the longest-tenured member of the board, at one point even fending off an activist attack from Daniel Loeb’s hedge fund. Malone Jr. is also the great-granddaughter of Dr. John T. Dorrance, who invented condensed soup and served as president of the company from 1914 to 1930. Her grandfather, John T. Dorrance Jr., chaired Campbell’s from 1962 to 1984. Other members of Malone Jr.’s family including Bennett Dorrance Jr. and Archbold D. van Beuren also serve on the board. Collectively, the Dorrance family holds more than 23% of the company, andForbescounts the family as among America’s richest, with a net worth valued at $17 billion. However, Malone Jr.’s appointment comes at a pivotal time for Campbell’s. The company’s stock price has dropped more than 25% year to date. It renamed itself from “Campbell Soup Company” to The Campbell’s Company in November 2024 to better reflect its other standout brands which include Cape Cod, Goldfish, Kettle Brand, Pepperidge Farm, Swanson, and V8. In recent years, the company has shifted its portfolio mix with total sales focused more on revenues from snacks and brands such as Rao’s rather than core soup operations.The board executed a CEO transition at the start of the year. Mick Beekhuizen, another Gen Xer at age 48, took the role effective in February. Malone Jr. brings with her nearly 20 years in the fashion business, having founded luxury shoe line Malone Souliers in 2014, where she serves as chief brand director. The line’s iconic “Maurene” leather mule retails for more than $600 and is handcrafted in Italy. The company has also partnered with Netflix seriesEmily in Parisand Bridgerton, according to its website. In a statement, Campbell’s board chair Keith McLoughlin welcomed her to the team.“Mary Alice’s unique blend of creative, analytical and entrepreneurial experience and deep appreciation of Campbell’s history will be an asset to the Board and the company,” said McLouglin. Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.

Gen Alpha has surpassed $100 billion in spending power from side hustles and bankrolling parents—and Roblox and Nike are among the big winners

The youngest generation, born between 2010 and now,is now generating $100 billion in direct spending power annually, according to a new report. Gen Alpha, made up of digital natives, is spending money from readily accessible e-commerce sites, but also making money by selling and reselling items on digital platforms.Members of Gen Alpha are too young to drive themselves to a store or open up a credit card in their own names—but that hasn’t stopped them from spending nearly as much as the gross domestic product of Bulgaria.Recommended VideoThe youngest generation, born between 2010 and now, has eclipsed $100 billion in direct spending power annually, according to a new report from public-relations firm DKC—and they’re driving even more spending by having an outsized influence on household purchases.The survey of about 1,000 U.S. parents of kids between 8- and 14-years-old found 42% of household spending was influenced by Gen Alpha’s opinions, a figure swelling to 49% for households earning more than $100,000 per year. This influence can range from what’s put on the dinner table to what clothes to buy and where to travel.“This generation has more spending money than you’d think,” DKC President Matthew Traub toldFortune. “Their economic influence is enormous.”Projected to be the largest generation—one day reaching 2 billion people—Gen Alpha is making early economic waves not only due to its sheer size, but also because its tech-native status opens doors to countless frictionless e-commerce opportunities. Research-based advisory firm McCrindle—founded by social researcher Mark McCrindle, credited for popularizing the term “Gen Alpha”—reported the youngsters would have $5.46 trillion in spending power by 2029.The entrepreneurial generationSo where is Gen Alpha getting all this money to spend? Like tweens of every generation, Gen Alpha kids are doing chores and mowing laws in exchange for their parents’ pocket change. While 83% of surveyed parents said they give their children an allowance, 91% of the generation is working or earning money on their own in some form, including 40% who get paid for doing “odd jobs” outside the house.Their earnings aren’t chump change. This generation of budding entrepreneurs has an average $67 to spend each week, totalling $3,484 per year. But what separates this generation from yesteryear’s latchkey kids and millennials is their “entrepreneurialism” spurred by easy access to technology, according to Traub. It’s no wonder why. The rise of TikTok and YouTube stars have led Gen Alpha to see content creators as career role models, with more than 60% of the generation looking to these social-media creators for inspirational ideas, and more than a quarter making money from their own social-media activity, according to a November 2023 report from Visa. “Digital tools allow a level of entrepreneurialism that replaces the old lemonade stand and gives you instant access to a much larger audience,” Traub said.Where Gen Alpha is spending their moneyDigital platforms aren’t just a way for today’s kids to make money; they’re a principal way in which they spend it. Gen Alpha is spending an average of more than two hours each week online shopping, according to a 2024 report from content-moderation consultancy WebPurify, with the sites frequented by the young generation transforming into de facto online shopping malls.According to DKC, Roblox and Nike are the companies Gen Alpha invoke most when talking to their parents. Amazon, Shein, Temu, and TikTok also broke into the top 10. Beyond the e-commerce giants, these brands have taken it upon themselves to vie for Gen Alpha’s money (or at least their parents’ credit cards). Roblox—with more than 25 million daily concurrent users—announced in May the ability for users to buy physical products from Roblox experiences, with their in-game avatars likewise getting items as part of their purchases. Nike has partnered with Roblox on its Nikeland experience since 2021, where users can not only play virtual dodgeball, but buy digital shoes for their avatars.“Even in these gaming platforms that have traditionally been reserved for children, e-commerce is becoming a really monetizable form,” Alex Popken, vice president of trust and safety at WebPurify, previously toldFortune. “We’re just seeing kids being inundated with this content more often.”Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.

Yves Saint Laurent was the hottest luxury brand this year, beating Coach, Prada, and Bottega Veneta: It’s a clear ‘signal of the shifting landscape’

With the luxury industry in turmoil and challenges like tariffs and rising costs facing most fashion retailers, it hasn’t been easy determining which brands are resonating with consumers this year.Recommended VideoBut Lyst’s Q3 2025 Index offers some perspective on the “hottest brands and products” over the last three months. The index, which analyzes shopper behavior from “more than 160 million annual users across thousands of brands and stores,” featured French luxury retailer Yves Saint Laurent emerging at the top of the list for the first time.In second, third, and fourth place were Miu Miu, COS, and The Row, respectively. Coach, Prada, and Bottega Veneta followed closely, snagging the fifth, sixth, and seventh spots. Rounding out the top 10 were Loewe, Ralph Lauren, and Chloé.Though Kim Kardashian’s Skims ranked lower at No. 15, the brand saw a 271% YoY increase in demand.As for Saint Laurent, its iconic Le Loafer was a standout among shoppers searching for loafers. Other products making waves this season included Havaianas’s flip-flops and COS’s chunky cashmere sweater, both of which landed among Lyst’s “hottest products.”According to Lyst, the current landscape “rewards clear creative direction and consistent execution.”“The top brands this quarter reflect what we’re seeing across the Lyst platform: Shoppers want to feel confident in their choices,” Emma McFerran, CEO of Lyst, said in a statement. “Customers are shopping with intention, wishlisting versatile pieces that work across seasons, and gravitating towards brands with a clear identity.”Although the rankings shifted since the previous quarter, retailers like Saint Laurent, COS, Coach, The Row, and Miu Miu continue to dominate, remaining in the top 10 of Lyst’s quarterly index.“Fashion fans appreciate a clear, consistent vision that is powerfully articulated by a great, recognizable product,” Katy Lubin, VP of brand and communications at Lyst, previously told Retail Brew. “Customers also increasingly care about value, and the inclusion of brands like Coach and COS alongside the luxury players who have dominated the index for years, is a signal of the shifting landscape.”This report was originally published byRetail Brew.

Walmart, once ordered to ‘eat the tariffs,’ is giving employees a year-round 10% discount to help them eat

In its largest employee perk rollout in years, Walmart is extending its 10% grocery discount to cover nearly all food categories for its 1.6 million U.S. workers—marking a significant boost to benefits at the nation’s largest private employer. Announced in a LinkedIn video by Kieran Shanahan, executive vice president and chief operating officer at Walmart U.S., the change is effective immediately and applies both in-store and online, signaling Walmart’s bid to support its workforce amid rising food prices and retention challenges.Recommended VideoIn a separate LinkedIn post, JD Mahaffey, group director and global head of executive total rewards, expanded on the new benefit: Previously, Walmart’s 10% discount for employees was limited to fresh produce and select general merchandise, and most grocery items were excluded except during the November to December holiday season. With the new policy, nearly every food category is covered year-round, including staples such as dairy, frozen foods, dry groceries, meat, and seafood. In total, approximately 95% of regularly priced items in-store are now eligible for the discount.All employees and eligible corporate staff receive a discount card after 90 days of employment. The move was prompted by persistent worker feedback that called for more comprehensive and accessible perks, particularly as food inflation has squeezed household budgets. “We’ve heard your feedback that these savings make a real difference for you and your families,” chief people officer Donna Morris wrote in a staff memo shared withFortune. In fact, she described it as “one of our most requested benefits.”Why is Walmart doing this now?The expansion comes as economic pressures weigh on households nationwide. Recent government data shows food prices for staples such as eggs and meat have jumped sharply year over year. The move also coincides with heightened concerns over new tariffs that threaten to further raise prices across major retailers, Walmart included. More than half of grocery shoppers surveyed in August cited tariffs as their top worry about food costs.By ramping up employee benefits, Walmart is responding to both external market forces and internal demand. It’s a strategic step designed to bolster recruitment and retention at a time when competition for retail talent is fierce. Analysts note the company’s efforts to improve its work culture, including earlier expansions of training programs, wage hikes for hourly staff, and the introduction of bonus programs for frontline workers.COO Shanahan explained in the company video: “We know the impact this discount has for so many associates and their families, and one consistent piece of feedback we hear is to look at how we can make our associate discount program even better.”How does Walmart compare with other retailers?With the new perk, Walmart’s benefits now align more closely with those of leading competitors. Target offers a similar 10% discount on most merchandise plus 20% off select food items, while Kroger gives staff 10% off house-brand products and other categories. Hy-Vee (a Midwest grocer) and Trader Joe’s have even more generous policies, with discounts of up to 20% for employees.The timing of the announcement is crucial, coming just days before Walmart’s quarterly earnings release and as the company grapples with both supply-chain challenges and inflation pressures. As economic uncertainty continues to roil the retail sector, Walmart’s expanded grocery discount stands out as both a smart business maneuver and a measure aimed at fostering goodwill among its massive employee base.In May, Walmart issued a warning along with its earnings report that it may have to raise prices because of the anticipated impact of President Donald Trump’s tariffs. “We’re wired to keep prices low, but there’s a limit to what we can bear, or any retailer for that matter,” chief financial officer John David Rainey told the AP at the time.Trump responded by ordering Walmart to “EAT THE TARIFFS.” This move by Walmart appears to confirm that Walmart can’t eat all of them, and it will at least be helping its employees take home something to eat for the pre-tariff prices they used to see.Walmart did not immediately respond to a request for comment.For this story, Fortune used generative AI to help with an initial draft. An editor verified the accuracy of the information before publishing. Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.

Starbucks asks customers in South Korea to stop bringing printers and desktop computers into stores as workers transform cafés into remote offices

Starbucks patrons in South Korea are setting up de facto officesat the coffee chain, bringing along their desktop computers and printers. The company implemented a new policy banning bulky items from store locations. In South Korea, where office space is scant, remote workers are using cafés as a cheap place to work.There’s getting cozy at a Starbucks to sip a latte and catch up on emails, and then there’s lugging your printer and desktop to the coffee chain to clock into work.Recommended VideoStarbucks South Korea is experiencing this exact phenomenon and is now barring patrons from bringing in large pieces of work equipment, treating the cafés like their own amenity-stuffed office space.“Starbucks Korea has updated its policy so all customers can have a pleasant and accessible store experience. While laptops and smaller personal devices are welcome, customers are asked to refrain from bringing desktop computers, printers, or other bulky items that may limit seating and impact the shared space,” a Starbucks spokesperson toldFortunein a statement.The company said it will continue to be a “welcoming third space.” The store policy change was first reported by theKorea Herald.Starbucks has been a fixture in Korea since opening its first store there, in the Edae neighborhood of Seoul, in 1999. South Korea has surpassed Japan in the number of Starbucks stores, boasting 2,050 to Japan’s 2,040 locations, despite having less than half its population.But the coffee chain’s crackdown oncagongjok, a term referring to individuals spending prolonged periods of time working at cafés, may indicate a changing attitude toward customers who may be loyal but taking Starbucks’ burgeoning efforts to become a cozy third space for granted. Starbucks South Korea is majority owned by retail giant E-Mart Inc. as of 2021. Starbucks continues to oversee its licensed business.For years, there have been pockets ofcagongjokas a result of the COVID-induced remote-work boom, as well as the rise of temporary-contract jobs following the 1997 Asian financial crisis, according to Jo Elfving-Hwang, an associate professor of Korean society and culture at Curtin University in Australia.“It’s quite a cheap way to work really,” Elfving-Hwang toldFortune. “You can just go and have a cup of coffee, work there—but people are taking it a little bit to the extreme nowadays.”Rising visibility ofcagongjokKorea has a strong tearoom culture, Young-Key Kim-Renaud, professor emeritus of Korean language and culture and international affairs at George Washington University, toldFortune.“Even when they were dirt-poor, people gathered in the tearooms to discuss things [like] literature, art, politics, or whatever, and felt that they were civilized,” she said.Butcagongjok—a portmanteau of the Korean words for café, study, and a word for a tribe that has taken on a pejorative meaning—has gained public awareness as a result of South Korea’s labor market and remote-work shift. The pandemic caused an influx of employees needing to work remotely, but as many Koreans returned to the office, government redevelopment restrictions limited how much space was available for businesses to set up their employees in office spaces—especially in South Korea’s capital of Seoul, where rent prices are skyrocketing as businesses fight over office spaces. Office vacancies in Seoul remained low last quarter at around 2.6%, according to April data from commercial real estate service CBRE, while rent for the offices increased on average 1.5% from the quarter before. Korean companies failing to find or afford office spaces has led some to let employees work in third-party co-working spaces or remotely, Elfving-Hwang said, leaving many to flock to cafés.“People just started working from home more, and [businesses] discovered that they didn’t necessarily need a space in the same way,” she said. “Part of the reason is that it’s become more of a practice that just a lot of companies discovered that they didn’t necessarily need an office of their own.”However, not all café owners are so sympathetic to changing labor culture, calling cagongjok “electricity thieves” and claiming patrons stay working at their businesses for hours while nursing just a single cup of coffee in that time.While the rise of remote workers in cafés marks the shift of coffee shops from a place of leisure to a place of work, Elfving-Hwang said, she said she believed it was only a matter of time before coffee shops itched to shift the balance back toward reputations of relaxation.“I was surprised it took so long,” she said.Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.

Elon Musk’s Tesla Diner is a next step in the beleaguered EV-maker’s plan to create an ‘all-encompassing brand,’ analyst Dan Ives says

Tesla is making its foray into the restaurant business,opening its first Tesla Diner on Monday. The concept is serving french fries and burgers, but also features charging stations, movie screens, and Optimus robots. As the EV maker continues to limp, Wedbush analyst Dan Ives said the diner is a way for Tesla to revive its battered brand.A tuna melt served in a cardboard Cybertruck box is just all part of Tesla’s recovery plan. Recommended VideoThe EV maker has ventured into the hospitality industry, opening the first Tesla Diner in Los Angeles on Monday. The retro-futuristic restaurant, complete with movie screens and 80 Tesla charging stations, will also serve up diner classics, from $12 “epic bacon” to $4 tallow-fried french fries to $13 hot dogs. The restaurant has enlisted the help of Tesla’s Optimus robots to serve popcorn to patrons. The Tesla Diner also sells a line of merchandise. Early reviews on social media have praised the food, despite waiting an hour and a half in line for apple pie and hash browns.CEO Elon Musk has already eyed expansion for the open-24/7 concept, which he called an “island of good food, good vibes & entertainment.”“If our retro-futuristic diner turns out well, which I think it will, @Tesla will establish these in major cities around the world, as well as at Supercharger sites on long distance routes,” Musk wrote on social media. Tesla electric vehicles charge as people wait in line outside the Tesla Diner in Los Angeles on July 21. The diner, located along the Historic Route 66, is located at the site of a former Shakey’s Pizza Parlor.I RYU—VCG/Getty ImagesA Tesla Optimus robot serves popcorn to a patron at the opening of the Tesla Diner in Los Angeles on July 19. The diner is complete with movie screens and 80 Tesla charging stations.Carlin Stiehl—Los Angeles Times/Getty ImagesAs other brands jump on the nostalgia-based dining concept—Cheez-It last year opened a Woodstock, New York, diner with Cheez-It milkshakes on the menu—Tesla’s foray into the restaurant business is an opportunity to build hype for a brand that’s taken a beating, according to Tesla bull and Wedbush Securities managing director Dan Ives.“It’s all about brand, and that’s everything that Musk is building in his next phase,” Ives toldFortune. “It fits very well with what they’re trying to do: They’re trying to lay out an all-encompassing brand that eventually goes from the car to the house to a restaurant to other areas of AI.”Tesla continues to struggle in California, where sales have declined for seven straight quarters, including an 18.3% crater in registrations in the state year-to-date. After launching its robotaxi pilot in Austin last month, Tesla has stoked concern for the product’s growth as the service has not yet scaled and has been subject to safety concerns following a near-accident. Musk has rested the fate of the company on the highly anticipated robotaxi, which has not yet created the returns needed to expand the company’s production of its Optimus robot.The restaurant concept, according to Ives, is “Musk building out the next leg of the Tesla growth story.” With a “cult-like following,” Tesla—a company that does not invest in advertising—can begin to incrementally attract customers.Tesla did not respond toFortune’s request for comment.Some food items at the newly opened Tesla Diner in Los Angeles are served in cardboard Cybertruck boxes.Carlin Stiehl / Los Angeles Times—Getty ImagesElon Musk: ‘War-time CEO‘Musk’s renewed focus on Tesla’s brand is what Ives had hoped for after months of pleading for the CEO to distance himself from President Donald Trump, for whom he served as “First Buddy” and ringleader of the Department of Government Efficiency (DOGE) tasked with uprooting bureaucracy and culling billions of dollars in federal spending.But Musk’s controversial role in the Trump administration alienated his eco-conscious customer base, stoking protests against Tesla and drawing ire from investors worried the CEO was taking his attention away from his flailing company. All said, in Musk’s 130-day stint as a special government employee that ended in May, he lost and gained $100 billion of his net worth, ultimately ending his tenure with $27 billion less in wealth than he had before Trump’s inauguration.In March, following Tesla recording its worst single-day sell off, losing $127 billion in market value, Ives called Musk’s proximity to the Trump administration a “brand tornado crisis moment” for Tesla. Now, Ives said the brand damage to Tesla is “contained,” albeit still here.The newly opened Tesla Diner in Los Angeles draws on a retro-futuristic look.PATRICK T. FALLON/AFP—Getty Images“Musk is now more of a wartime CEO,” Ives said. “And it’s about looking forward, not behind.”Earlier this month, Ives outlined in a note to investors how Tesla’s board can help Musk right the ship. He suggested creating an incentive-driven pay package that would give Musk a bigger stake in the company and more voting power in order to keep Musk focused, particularly on a framework to merge Tesla with xAI—a move Musk opposes. Ives also indicated the board should limit Musk’s political pursuits by setting up a committee to oversee his political ambitions, including donations.“Tesla is heading into one of the most important stages of its growth cycle with the autonomous and robotics future now on the doorstep and cannot have Musk spending more and more time creating a political party, which will require countless time, energy, and political capital,” Ives wrote.Join us at the Fortune Workplace Innovation SummitMay 19–20, 2026, in Atlanta. The next era of workplace innovation is here—and the old playbook is being rewritten. At this exclusive, high-energy event, the world’s most innovative leaders will convene to explore how AI, humanity, and strategy converge to redefine, again, the future of work. Register now.