Wal-Mart tests direct-to-fridge; Amazon ups restaurant game

September 21, 2017 in Latest News

(Reuters) – Wal-Mart Stores Inc is testing a service to stock groceries directly to customers’ refrigerators as it seeks to take on e-commerce giant Amazon.com.

The delivery of groceries and meal kits is emerging as the next frontier of competition among retailers.

The world’s biggest brick-and-mortar retailer said on Friday it is partnering with August Home, a provider of smart locks and home accessories, to test the service with certain customers in the Silicon Valley. (bit.ly/2ffqqvT)

The grocery business is set to be upended through Amazon’s acquisition of upmarket grocer Whole Foods last month and the online retailer is also entrenching itself more deeply in the restaurants business.

Amazon Restaurants on Friday teamed up with online food ordering company Olo whose network of restaurants includes Applebee’s and Chipotle.

The partnership will help Olo’s restaurant customers connect with Amazon’s delivery services.

The competition in the meal-kits business is also heating up. Supermarket operator Albertsons Cos Inc said it would buy meal-kit delivery service Plated while rival Kroger-owned Ralphs started selling meal kits in stores this week.

ONE-TIME PASSCODE DELIVERY

As part of the test, Wal-Mart delivery persons gain access to a customer’s house using a pre-authorized one-time passcode and put away groceries in the fridge and other items in the foyer.

Homeowners would receive notifications when the delivery is in progress and could also watch the real-time process from their home security cameras through the August Home app.

The Bentonville, Arkansas-based retailer has been exploring new methods of delivery and in June said it was testing using its own store employees to deliver packages ordered online.

Source: Reuters

How Amazon, Walmart And Whole Foods Are Losing To Mom-And-Pop Grocers

May 1, 2017 in Latest News

Once upon a time, mom-and-pop grocers could succeed with the basics: standard product offerings, a good location and decent customer service. But as leading grocery chains and e-retailers like Whole Foods, Walmart and Amazon continue to innovate, they are rendering many independent grocery stores obsolete. To survive, these local players within small markets are stepping up their game to compete.

“For truly independent grocers, there’s so much great competition from existing grocers,” Weitzman executive managing director Bob Young said. “Small format grocers used to be able to offer better levels of service.”

Weitzman leases more than 44M SF and manages more than 22M SF of retail space throughout Texas with a focus on grocery-anchored centers. Across that space, Young has seen many chains offer new services aimed at customer convenience and many small operators struggle to keep up.

Grocery shoppers have never had such an abundance of options from which to fill their pantries and refrigerators. Busy consumers can order groceries online from e-commerce retailers like Amazon Fresh and Thrive Market, or opt for delivery from local grocers using Instacart or Shipt. Then there are the big-box chains like Walmart that have a pool of shipping and distribution resources, usually resulting in cheaper products.

This shift in customer preference toward online convenience is a costly expense that forces independent grocers to charge higher prices than the big chains, decreaing their appeal and ability to compete.

Competing With A Niche Concept 

It is for this reason that local staples like Ann Arbor, Michigan-based Zingerman’s are carving out a space for themselves in the market.

“Strengths lead to weaknesses,” Zingerman’s Community of Businesses co-founding partner Ari Weinzweig said. “Every grocery store now has high-quality olive oils and goat cheese, and when that’s more widely available, [we’re forced to] compete with everyone.”

When Zingerman’s first opened its doors as a corner grocery in 1982, many of its specialty foods were novel. Since then, Zingerman’s has turned into a community of businesses that includes a creamery, a bakery, a deli, a coffee company and several other concept locations throughout Ann Arbor.

“If a grocer goes in a neighborhood where large grocers already are, they have to have a merchandising niche that’s specific to their area, and then they must have the wherewithal to operate the store well,” Weitzman’s Young said.

For example, Young has seen concepts linked to a cultural group, such as an Asian market with fresh fish and imported goods, succeed in a trade area matching its demographics.

The Definition Of Great Shopping

Sevananda Natural Foods Market general manager Ahzjah Simons said that though her Atlanta store competes with chains like Whole Foods and Sprouts, they also have somewhat of a symbiotic relationship.

“Now that some of the major stores carry some specialty items we’ve been carrying for years, it’s more competitive,” she said. “But we sometimes tell customers to look at the chains for things we don’t have, and Whole Foods does the same for us.”

Sevananda and Zingerman’s focus on things that set them apart.

“If your definition of great [grocery shopping] means free delivery, then there’s Amazon for you,” Weinzweig said. “If your definition of great [grocery shopping] is having a conversation with a store owner, tasting the product and learning where it came from, that’s us.”

A renewed interest in healthy eating has simultaneously revitalized interest in many small natural grocers, spurring the creation of more healthy options from national grocers.

A Sense Of Community

Both Sevananda and Zingerman’s have worked hard to attain something most big grocers lack: a sense of community. Sevananda’s distributes a magazine for co-op owners and hosts public programming and workshops for the community, while Zingerman’s hosts events such as food tours and baking classes through sister businesses for local residents.

Despite troubling retail trends, Sevananda is on the upswing. The consumer-owned store has been around for more than 40 years and has about 3,800 member owners. In addition to other perks, a board can vote to pay owners returns.

“Over the last five or six years, we weren’t profitable and did not pay our owners,” Simons said. “We’ll be back in a position do to that soon. Sales have returned to where they were and are starting to surpass that.”

Source: BISNOW

How Zombie Retailers Are Dragging Down The Industry

March 20, 2017 in Latest News

Zombie retailers—companies that are living on the edge of bankruptcy—such as Sears Holding Corp. (SHLD), Payless Shoesource Inc. and J.Crew Group, Inc. are undermining the margins of healthier companies such as Macy’s Inc. (M) by keeping significant amounts of uncompetitive, brick-and-mortar capacity alive while more traditional retailers struggle with their online competitors, according to The Wall Street Journal.

The fraction of retailers whose debt Moody’s Investors Service has rated as either speculative or worse—currently standing at 13.5% of the retailers it rates—has surged since the end of 2011, when it stood at 5.6%, and is currently nearing the figure of 16% reached during the financial crisis, the Journal reported.

A Republican proposal to tax imports could make the situation worse, according to CNBC. Stephen Sadove, who is on the board of the National Retail Federation, described this potential policy as “the biggest threat” that retailers have seen in years during a CNBC interview. The retail industry could also suffer should the United States pull out of the North American Free Trade Agreement (NAFTA).

Retailers on Life Support

Amid these treacherous conditions, some companies have been harnessing creative financing techniques, for example taking part in distressed-debt exchanges, the Journal reported. Investors, who take a haircut by agreeing to these exchanges, have simply refused to throw in the towel in some cases. Many of them are holding onto hope that the retail industry is suffering not as a result of secular decline, but because of more temporary factors.

By enabling troubled retailers, investors are contributing to the oversupply of brick-and-mortar locations that have been hurting the margins of stronger retailers such as Sears, according to the Journal.

Is This Only the Beginning?

While a large number of more traditional retail stores have been impacted by electronic commerce (e-commerce), the widespread impact that e-commerce has had thus far may only be the beginning, Tenpao Lee, interim dean and professor of economics at Niagara University, told Investopedia in an interview. He noted that while Amazon.com, Inc.‘s (AMZN) sales represent a small fraction of Wal-Mart Stores Inc.‘s (WMT) sales, Amazon could easily enjoy robust sales growth going forward.

Past that, Lee offered some broader trends. While 20% of retail sales are currently online and 80% take place through brick-and-mortar stores, this ratio could soon change to 40-60.

As for which large retailers suffer the most as online retail transactions proliferate, he specifically singled out Ralph Lauren Corp. (RL) and Michael Kors Holdings Ltd. (KORS). Lee emphasized that these luxury retailers can only reduce their price so much in the face of competition if they want to stay true to their brand. He said that in the current global economy, businesses are having a harder time distinguishing themselves.

 

Source:  Investopedia

Retailers: Ups And Downs Heading Into 2017

December 27, 2016 in Latest News

escalatorThe good news for U.S. retailers this holiday seasons is that revenues are expected to rise by about 4% and same-store sales are figured to increase by 1%. The less-good news is that profits for the fourth quarter (ending in January) are expected to fall 1.8%.

Heavy promotional pricing began earlier this year and retailers essentially faced a race to the bottom in an effort to maintain sales. But store traffic has not improved; in fact it’s weakened. And Amazon.com Inc. continues to take sales and profits from brick-and-mortar stores.

The result is likely to be that supposed and announced store closures will go ahead as planned and may even increase for some retailers. According to an estimate made last June from Green Street Advisors, about 25% of all U.S. department stores need to close in order for the industry to return to the sales-per-square-foot levels of 2006.

A total of 14 major retail chains have said that they will close at least 100 stores by the end of 2020. Most will reach that total by the end of 2017. In some cases, these numbers appear to be on the low side, given the difficulties some retailers are encountering.

Aeropostale. The chain filed for bankruptcy in May 2016 and said it would close 154 stores. Now it appears that the chain will close all but about 230 of its 800 or so stores.

American Eagle Outfitters Inc. (NYSE: AEO). The company plans to close 150 stores over three years.

Chicos FAS Inc. (NYSE: CHS). Planned to close 120 stores between fiscal 2015 and 2017.

The Children’s Place Inc. (NASDAQ: PLCE). Planned to close 200 stores between fiscal 2015 and 2017.

Finish Line Inc. (NASDAQ: FINL). Has said it will close 150 stores by 2020.

Hancock Fabrics. The company filed for bankruptcy in February 2016 and will close all 255 of its stores.

Macy’s Inc. (NYSE: M). Plans to close 100 stores.

Men’s Wearhouse Inc./Jos. A. Banks. Parent Tailored Brands Inc. (NYSE: TLRD) plans to close 250 stores, primarily outlet stores.

Office Depot Inc. (NYSE: ODP). At the time of its merger with OfficeMax, the chain said it would close 400 stores by the end of this year, and that appears to be the case.

Sears Holdings Corp. (NASDAQ: SHLD). Between Sears and Kmart stores, the company plans 142 store closings, with more likely.

Sports Authority. Another bankruptcy, with 140 stores closing.

Walgreen Boots Alliance Inc. (NYSE: WBA). The company planned to close 154 stores. Last week the company announced the sale of 865 Rite Aid Inc. (NYSE: RAD) stores to Fred’s Inc. (NASDAQ: FRED) in an effort to win approval for the Walgreens-Rite Aid merger.

Wal-Mart Stores Inc. (NYSE: WMT). Has said it will close 154 U.S. stores and open 300 in the rest of the world.

Wolverine World Wide Inc. (NYSE: WWW). Expected to close 100 stores worldwide.

 

Source:  24/7 Wall Street

Target Chasing Wal-Mart With Smaller Stores But Using Different Playbook

October 17, 2016 in Latest News

targetBoth Target and Wal-Mart see their growth coming from pint-sized versions of their traditional cavernous stores. But they’re each taking a unique approach to get there.

As Target on Wednesday opens a 45,000-square-foot store in downtown Manhattan, it’s cutting the ribbon on its latest effort to dive deeper into dense, more affluent markets. Fourteen of these tiny shops are slated to open by year’s end, giving the bull’s eye retailer a total of 32. Target CEO Brian Cornell has said he can eventually envision hundreds of these stores opening.

Yet the retailer remains far behind Wal-Mart, which is likewise shedding the notion that its stores only work at more than 100,000 square feet. After scrapping its smallest-store concept earlier this year, meant to compete with the dollar store chains, the world’s largest retailer is focused on building out its Neighborhood Market footprint. These nearly 700 stores average closer to 40,000 square feet.

Unlike Target’s small shops, Wal-Mart’s Neighborhood Market stores tend to be located in more rural destinations. However, they’re still closer to population centers than its superstores to appeal to shoppers who don’t want to drive all the way out to those locations for a gallon of milk. Neighborhood Market stores allow Wal-Mart to capture additional, midweek spending from existing shoppers, and potentially steal share from local grocery stores.

Target, in contrast, is using its small shops to gain entry into cities that didn’t have the available real estate to house its 100,000-plus-square-foot stores. By doing so, it’s exposing its brand to a new group of shoppers.

Whereas the average Target store has historically counted 60,000 households with a median income of $74,000 in a three-mile radius, those numbers are edging higher as it opens more small shops, according to CoStar. Over the last three years, the average Target store has expanded its reach to 172,000 households in a three-mile radius, with a median household income in the range of $79,000.

Yet no matter how they get there, it’s crucial that each retailer looks beyond their traditional formats, analysts said. Not only do these smaller stores provide more touch points for them to connect with shoppers, they enable these brands to more efficiently connect their physical and digital capabilities, such as their in-store pickup service.

“You’re able to get to places where you normally might not get,” Moody’s analyst Charlie O’Shea said. “You extend the brand and you deepen the relationship with consumers.”

Bring on the traffic

Despite their differences, Wal-Mart’s and Target’s small shops share a few similar goals, said Craig Johnson, president of Customer Growth Partners. One of those is the desire to draw frequent, repeat visits from shoppers. Because these shops tend to be located in costlier markets — and lean more heavily on low-margin products such as grocery — they’ll need that volume to churn a profit.

To bring in repeat shoppers, both small-store chains sell a mix of grocery, alcohol and high-velocity general merchandise, which needs to be replenished often, Johnson said. Most also feature pharmacies and a food and beverage component, which also drum up frequent visits. Target’s Tribeca store, for example, includes a Chobani-branded yogurt cafe.

“They’re each trying to address the small-basket shopping mission,” Johnson said.

Both Wal-Mart and Target are likewise using their small shops to tie together their bricks-and-mortar presence with their online services. That includes marketing them as pickup points for digital orders.

“I don’t think any retailer that is savvy and gets it is building new stores and not having at least almost a full one eye on where it fits in a multichannel strategy,” O’Shea told CNBC. “Everybody’s probably thinking that way and if not, they probably should be.”

Even though these stores’ small size will prohibit them from churning out the same volume as their larger counterparts — and in turn, generate a smaller return on invested capital — they can still be quite profitable, Johnson said.

Though neither retailer has shared details regarding the profitability of their respective small stores, comparable sales growth at Wal-Mart’s Neighborhood Market stores has been easily outpacing its overall figures. During the fiscal second quarter, same-store sales at Neighborhood Markets increased 6.5 percent, compared with 1.6 percent overall growth at Wal-Mart’s U.S. fleet.

Target does not break out the financials for its small stores, though it has said they generate higher sales per square foot and more frequent footfall.

Yet investors shouldn’t spend too much time comparing the performance at the company’s various store formats, O’Shea cautioned. Similar to how digital sales work in tandem with bricks-and-mortar, both of these formats serve their own role in each company’s ecosystem, he said.

In Wal-Mart’s case, if a Neighborhood Market store steals $20 million in revenue from a $100 million a year supercenter, but brings in an additional $40 million, it’s nonetheless grabbing share from a competitor.

“It’s additive overall and that’s what I think you have to focus on,” he said.

Playing to their strengths

Both Target and Wal-Mart are playing to their traditional strengths to grow their small-store footprint. Target’s “tarjay” image resonates well with urban shoppers, whereas Wal-Mart built its brand catering to deal-seeking rural customers, O’Shea said.

By locating its shops in dense, urban markets, Target has the opportunity to attract a broader swath of shoppers — in some cases with a higher income, CoStar’s senior real estate economist, Ryan McCullough, said.

“Generally speaking, urban areas are growing faster with respect to populations,” he said, adding that these communities are “really the only place that we’ve seen household incomes rise over the past 15 years on a real basis.”

Yet with that opportunity comes challenges. City space is hard to come by, thanks to limited building and supply. It’s also pricey. Though Target declined to share details on the terms of its rent, ground floor space in lower Manhattan cost an average $294 per square foot as of the second quarter, according to CBRE.

“Rents are in large part a function of store productivity,” McCullough said. “They’re able to charge higher rents because in general their tenants are doing more in sales.”

Indeed, Target’s Tribeca location is just a short walk from the reimagined World Trade Center area. Roughly 60,000 residents live in downtown Manhattan, and have a median household income of $134,756, according to the latest data from the Alliance for Downtown New York.

For Wal-Mart, the economics of large cities have so far kept it at bay, executives said at its shareholders meeting this summer. Because Wal-Mart’s value proposition hinges on offering shoppers the lowest price, it would be difficult to churn a profit in such an expensive market. As such, it has no intentions of bringing a Neighborhood Market to Manhattan anytime soon, the company said.

The world’s largest retailer has already scrapped one of its small-store concepts, Wal-Mart Express. At around 15,000 square feet, these shops were designed to compete against the rapidly expanding dollar store players.

Customer Growth Partners’ Johnson said the logistics of these small stores proved too difficult to match with the retailer’s existing supply chain, which was built upon unloading the contents of 18-wheel trucks into large stores.

Wal-Mart CEO Doug McMillon told reporters in June that the company abandoned the roughly 100-store concept, which it started piloting in 2011, to focus on its larger supercenters.

“We can’t do everything,” McMillon said.

For both retailers, the idea of small stores is relatively nascent. At Wal-Mart, supercenters still outnumber Neighborhood Markets 5 to 1. And for Target, its small stores represent less than 2 percent of its overall base.

Analysts, however, have no doubt these stores will play a more crucial role in each retailers’ financials moving forward — and eventually, cause them to compete head-to-head in multiple markets. Yet the growth of these formats won’t spell the demise of the companies’ big-box stores, Johnson said.

“I don’t think there’ll be any extraordinary closures of the large-format stores,” he said. But with new store growth skewing toward these shops, “there will be a higher representation from the smaller-format stores with each passing year.”

 

Source:  CNBC

There’s Only One Grocer In The U.S. More Beloved Than Publix

April 25, 2016 in Latest News

grocery storesMarket Force last week unveiled a ranking of U.S. grocers by composite loyalty index. Consumers were asked to rate their satisfaction with their most recent grocery shopping experience and their likelihood to refer that grocer to others.

With a score of 76 percent, Wegmans Food Markets, based in Rochester, N.Y., took the top spot. Lakeland, Florida-based Publix was just behind at No. 2, with a score of 75 percent.

Publix’s top competitors, Kroger Co. and Wal-Mart Stores Inc. ranked well below the top five. Kroger was No. 8; Walmart came in dead last at No. 15.

The findings are the result of an online survey conducted in February across the U.S. There were 10,025 respondents from a broad spectrum of income levels, with 54 percent reporting household incomes of more than $50,000 a year.

It was the first time in four years that Trader Joe’s did not rank No. 1. The specialty grocer came in third this year. Aldi, which is growing its presence throughout Florida, came in at No. 5.

“It found that Publix and Wegmans led in most areas, including the ability to find desired items, cleanliness and specialty department service,” Market Force said in a news release.

 

Source:  SFBJ

Walmart Aims To Be One-Stop Shop For Health Care

August 11, 2014 in Latest News

walmart healthcareWalmart has opened five primary care clinics in Texas and South Carolina, with plans to open seven more by the end of the year in an effort to become a primary medical care provider.

The retail giant is opening the primary care clinics first in medically-underserved areas and hopes to expand if the model succeeds.

 

Source:  NY Times

Amazon Ramps Up $13.9 Billion Warehouse Building Spree

September 9, 2013 in Latest News

amazon warehouseAmazon.com Inc. is stepping up a warehouse building spree, signaling the urgency of getting products to customers more quickly amid rising competition from EBay Inc. and Wal-Mart Stores Inc.

Consider Amazon’s center in Chattanooga, Tennessee, which opened in 2011 after about 10 months, compared with as much as two years for older warehouses. Boasting more space and technology that makes it easier to find items, the building is part of Amazon’s almost $13.9 billion spending binge on 50 new facilities since 2010. That’s more than the company spent on warehouses in its lifetime and brought the total to 89 at the end of 2012. Amazon has announced five more in the U.S. this year.

“We’ve standardized them in such a way that opening them and replicating them happens very fast,” Dave Clark, vice president of worldwide operations and customer service, said in an interview at the Chattanooga building.

The warehouse strategy carries risk. Fulfillment has become Amazon’s top operating expense, squeezing profit margins and contributing to a $39 million loss at the Seattle-based company last year. Yet Chief Executive Officer Jeff Bezos is under pressure to move more quickly as rivals including EBay and Wal-Mart devise their own faster ways to deliver products.

“What Wal-Mart and EBay are working on is, can they be faster than Amazon,” said Matt Nemer, a San Francisco-based analyst at Wells Fargo & Co. “It might not be the highest margin sale in the world, but they can potentially get something to you in an hour.”

Wal-Mart Online

At stake is leadership in the growing market for products that can be ordered online and then delivered to a customer’s door or a nearby store within hours. EBay has rolled out same-day delivery in some cities. And Wal-Mart is increasingly moving its $482 billion in estimated fiscal 2014 sales online. The retailer has more than 4,700 stores across the U.S., most just a few miles from consumers’ homes.

Some competitors are either buildi! ng their own delivery networks or relying on third parties, such as United Parcel Service Inc. Amazon charges $3.99 and up for same-day and one-day delivery for users of its of Prime program, which includes unlimited two-day delivery for $79 a year. Non-Prime customers pay $8.99 and up.

So far, investors are giving Bezos the benefit of the doubt on the spending rampage. Amazon’s stock, which rose less than 1 percent Monday to close at $285.57, has more than doubled since the start of 2010.

Amazon’s spending on fulfillment jumped more than 40 percent annually from 2010 to 2012, compared with 24 percent in 2009, according to data compiled by Bloomberg.

Margin Squeeze

The spending is crimping Amazon’s margins. The company’s trailing 12-month operating margin of 0.95 percent lumps it in the bottom 3 percent of peers in the Standard & Poor’s 500 Index — even though it ranks among the top 10 percent of that group by sales, according to data compiled by Bloomberg.

And the margin pressure is rising as the price tag associated with warehouses is set to increase. The company said last month that it’s adding more than 5,000 full-time jobs in 17 U.S. warehouses. Those new hires will join more than 20,000 employees. Amazon said it’s also bringing on 2,000 staff for customer service, including part-time and seasonal workers.

Amazon executives said the costs are necessary amid a crowded e-commerce landscape.

“As we get closer and closer to customers with fulfillment, we have seen growth,” Chief Financial Officer Tom Szkutak said on a July 25 conference call.

 

Source: DBR

Walmart Adds Non-Walmart Retail Space To Miami Project

January 15, 2013 in Latest News

Walmart Retail Liner BuildingWalmart has filed an amended Class II Permit application with the City of Miami that adds an adjacent building with street-level retail space along Midtown Boulevard. Midtown Opportunities, LLC, an adjacent property owner, will develop the liner retail building, which will include more than 16,000 square feet of space designated for independently-operated shops and restaurants.

“Throughout this process, we have remained engaged with the surrounding community to discuss ways our plan could best serve local residents,” said Steven Restivo, senior director of community affairs for Walmart.  “Our plan now allows for additional retail that will not only compliment our store but also offer customers more choices for their shopping needs.  Plus, we think the opportunity to activate an empty parcel will add an additional economic boost to the surrounding area.”

The revised plan, which remains in line with the master-planned vision for Midtown Miami, will activate the now dormant stretch of Midtown Boulevard between northwest 31st street and northwest 29th street.

Created by global architecture firm Gensler, the design for the Walmart Supercenter will have glazed brick, metal canopies and awnings, and a glass storefront. Zyscovich Architects, the firm which created the master plan for Miami’s Midtown, has been engaged by Midtown Opportunities, LLC, to design the new retail liner project along Midtown Boulevard.

“The spirit of The Midtown Miami Master Plan has come alive with a variety of residential, commercial and retail establishments,” said Bernard Zyscovich, President and Managing Partner of Zyscovich Architects. “The new project designs will ensure that the urban character of the district will be retained with new shops along Midtown Boulevard that will incorporate a modern design.”

The Midtown Miami Walmart is projected to create about 400 construction jobs and 350 retail positions. The retail liner building will bring 4 to 6 new stores and/or restaurants. Pending City approval, a hiring center will open 90-120 days prior to the store tentatively opening in 2014.

Walmart Gets Greenlight For New Supercenter

December 24, 2012 in Uncategorized

walmart-supercenterWalmart announced plans last week to open a Supercenter in Northwest Miami-Dade, bringing approximately 300 new jobs and more affordable grocery options to the surrounding neighborhood.

The permit application has received final approval from the Miami-Dade County Community Zoning Appeals Board, giving Walmart the green light on plans for the new store, with construction scheduled to begin in 2013 and an anticipated opening in 2014.

Located at NW 32 Ave and 79 Street, the new supercenter will activate a vacant site that has not been developed in over a decade. Easily accessible via public transit, the new store will sit steps away from the Northside Metrorail station.

“Walmart’s investment is a vote of confidence in this community and will bring a much needed economic boost to an area that hasn’t experienced major development in a long time,” said Miami-Dade County Commissioner Jean Monestime, who represents Northwest Miami-Dade. “For the many residents who live in the neighborhood, the new employment opportunities and affordable prices at the Walmart Supercenter are welcome.”

The 186,000 square foot Supercenter will feature a full line of groceries as well as a bakery, a deli, a frozen food section and meat, dairy and fresh produce sections. General merchandise areas include pharmacy, apparel and accessories, electronics, home, fine jewelry and health and beauty.

“We look forward to bringing a new store to a community that is in need of access to more affordable groceries and jobs,” said Steven Restivo, Senior Director of Community Affairs at Walmart. “We think Walmart will not only bring expanded access to fresh food, but also spur economic development, while hopefully attracting additional businesses to the area.”