GUIDE to GROCERY & PHARMACY DELIVERY SERVICES Aldi, Costco
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Covid-19 Vaccine Locations
DISCLAIMER: The following is for information purposes only and is not AVAILABILITY: COVID-19 VACCINE affiliated with or endorsed by the City Ages 65 and older of Carson. Supplies and appointment except where indicated availability vary by location. Any site LOCATIONS may become unavailable at any time. The Forum Vaccines: Pfizer Ralphs Pharmacy #111 Vaccines: Moderna 3900 W Manchester Blvd, Inglewood, CA 90305 2201 W Redondo Beach Blvd, Gardena, CA 90247 DPH Mega POD (Drive-through Only) Mon 11am-4pm, Tues-Sun 9.30 am-4 pm Ralphs Pharmacy #120 Vaccines: Moderna Currently booking up to 1-29-21. 1413 Hawthorne Blvd, Redondo Beach, CA 90278 Sessions full but cancellations may become available. Appointments: myturn.ca.gov Ralphs Pharmacy #110 Vaccines: Moderna 3455 Sepulveda Blvd, Torrance, CA 90505 LA County Office of Education Vaccines: Pfizer Costco Pharmacy #1202 Vaccines: Moderna 12830 Columbia Way, Downey, CA 90242 2640 Lomita Blvd, Torrance, CA 90505 DPH Mega POD (Drive-through Only) Mon 11am-4pm, Tues-Sun 9.30am-4pm Currently booking up to 1-29-21. Sessions full but cancellations may become available. Vons Pharmacy #3517 Vaccines: Moderna Appointments: myturn.ca.gov 24325 Crenshaw Blvd, Torrance, CA 90505 Kaiser Permanente (ages 75+) Vaccines: Pfizer Vons Pharmacy #1623 Vaccines: Moderna Kaiser Permanente Carson Medical Offices 4001 Inglewood Avenue, Redondo Beach, CA 90278 18600 S. Figueroa St., Carson, CA 92048 Appointments: Ralphs Pharmacy #88 Vaccines: Moderna Kaiser Members: 5035 Pacific Coast Hwy, Torrance, CA 90505 kp.org Non-Kaiser: 1-833-574-2273 El Camino College Vaccine Clinic Vaccines: Moderna 3400 Manhattan Beach Blvd, , Gardena, CA 90249 PHARMACIES/CLINICS Thu-Mon, 9am-4pm. -
Acme Markets - Have Reserved the Hours of 7 A.M
Acme Markets - have reserved the hours of 7 a.m. to 9 a.m. Monday through Friday at all stores for senior citizens and other at-risk customers. There are three Acme locations in the Trenton area: Hamilton Square (953 Route 33), Yardville (4400 S. Broad St.) and Bordentown (260 Dunns Mill Road). Aldi - stores across the country will be open from 9 a.m. to 7 p.m. daily. Some stores may have limited hours to accommodate restocking and cleaning. Aldi has five locations in the Trenton area: Bordentown (262C Route 130), East Windsor (440 US Highway 130), Ewing (1650 N. Olden Ave.), Hamilton (2735 S. Broad Street) and Hamilton Square (1250 Route 33). All BJ’s Wholesale Club - locations are opening one hour early for members who are age 60 and older. People ages 60 and up can use a designated entrance, from 8-9 a.m. daily. BJ’s members can shop in-club, on BJs.com or through the BJ’s mobile app, as well as through its same-day delivery service. BJ’s has one location in Mercer County: 900 Marketplace Blvd., Hamilton. Phone: (609) 581-4501. Costco - (4100 Quakerbridge Road, Lawrence) is limiting the number of shoppers in its warehouses, and has asked shoppers and employees to practice social distancing. A queue forms outside the warehouse doors to control the crowd inside it. Costco has increased our protocols in sanitizing surfaces, including shopping cart handles, merchandise shelves, front-end belts and registers. Limits have been implemented on certain items. Shoppers 60 and older gain early access to Costco warehouses Tuesdays and Thursdays from 8 to 9 a.m. -
1 Venditore 1500 W Chestnut St Washington, Pa 15301 1022
1 VENDITORE 1022 MARSHALL ENTERPRISES 10TH STREET MARKET 1500 W CHESTNUT ST INC 802 N 10TH ST WASHINGTON, PA 15301 1022-24 N MARSHALL ST ALLENTOWN, PA 18102 PHILADELPHIA, PA 19123 12TH STREET CANTINA 15TH STREET A-PLUS INC 1655 SUNNY I INC 913 OLD YORK RD 1501 MAUCH CHUNK RD 1655 S CHADWICK ST JENKINTOWN, PA 19046 ALLENTOWN, PA 18102 PHILADELPHIA, PA 19145 16781N'S MARKET 16TH STREET VARIETY 17 SQUARE THIRD ST PO BOX 155 1542 TASKER ST 17 ON THE SQUARE NU MINE, PA 16244 PHILADELPHIA, PA 19146 GETTYSBURG, PA 17325 1946 WEST DIAMOND INC 1ST ORIENTAL SUPERMARKET 2 B'S COUNTRY STORE 1946 W DIAMOND ST 1111 S 6TH ST 2746 S DARIEN ST PHILADELPHIA, PA 19121 PHILADELPHIA, PA 19147 PHILADELPHIA, PA 19148 20674NINE FARMS COUNTRY 220 PIT STOP 22ND STREET BROTHER'S STORE 4997 US HIGHWAY 220 GROCERY 1428 SEVEN VALLEYS RD HUGHESVILLE, PA 17737 755 S 22ND ST YORK, PA 17404 PHILADELPHIA, PA 19146 2345 RIDGE INC 25TH STREET MARKET 26TH STREET GROCERY 2345 RIDGE AVE 2300 N 25TH ST 2533 N 26TH ST PHILADELPHIA, PA 19121 PHILADELPHIA, PA 19132 PHILADELPHIA, PA 19132 2900-06 ENTERPRISES INC 3 T'S 307 MINI MART 2900-06 RIDGE AVE 3162 W ALLEGHENY AVE RTE 307 & 380 PHILADELPHIA, PA 19121 PHILADELPHIA, PA 19132 MOSCOW, PA 18444 40 STOP MINI MARKET 40TH STREET MARKET 414 FIRST & LAST STOP 4001 MARKET ST 1013 N 40TH ST RT 414 PHILADELPHIA, PA 19104 PHILADELPHIA, PA 19104 JERSEY MILL, PA 17739 42 FARM MARKET 46 MINI MARKET 4900 DISCOUNT ROUTE 42 4600 WOODLAND AVE 4810 SPRUCE ST UNITYVILLE, PA 17774 PHILADELPHIA, PA 19143 PHILADELPHIA, PA 19143 5 TWELVE FOOD MART 52ND -
Tandur Media-The Founders
The Founders: The Patel Brothers After owning many franchise restaurants over the past decade, the Patel brothers decided it was time to indulge their true passion and create a place of their own. Besides, they were craving good Indian food, and it is hard to nd. So H.P. and J.T Patel sought one of the most famous Indian chefs in the world, Hari Nayak. Hemanshu “H.P.” and Jatin “J.T.” Patel were born in Gujarat, India and grew up in Knoxville, Tennessee. They co-own several restaurants in three markets, and they are six-time award winners for best franchise operations. As part of the growth of Salsarita’s since its early days, the Patels have gained valuable insights from restaurant industry leaders as part of their “business tuition.” The Patels consulted with designers, restaurant industry experts, chefs, and food marketers to execute their vision through every detail of the dining experience. With investors from the hospitality industry backing their passion, they have the expertise, the vision, expert consultants, and the capital to make a serious entry in new territory. Their team has developed its recipe for success: Foods that satisfy the market’s appetite for bold, ethnic avors with fresher, less common, and more wholesome ingredients. Served in a place that meets industry demand for a ner version of fast-casual restaurant – a more authentic dining experience with more ambience. And, yes, it’s Eco-friendly, too, right down to real plates made of 50 percent bamboo and plant-based napkins. The Patels looked at Knoxville and other markets in three states to decide where they would begin and where they might expand. -
'Always Low Prices': a Comparison of Costco to Wal-Mart's Sam's Club
26 Academy of Management Perspectives August Decency Means More than “Always Low Prices”: A Comparison of Costco to Wal-Mart’s Sam’s Club Wayne F. Cascio* Executive Overview Wal-Mart’s emphasis on “Always low prices. Always” has made it the largest retail operation in history. However, this unrelenting mission has also created a way of doing business that draws substantial criticism regarding the company’s employment practices, relationships with suppliers, and the company’s impact on local economies. This paper focuses on a company that delivers low prices to consumers, but in a fundamentally different way than its competitor, Wal-Mart. That company is warehouse-retailer Costco. In the following sections we will begin by providing some background on the company, including its history, its business model, its ethical principles, core beliefs, and values. Then we will consider some typical Wall Street analysts’ assessments of this approach, followed by a systematic comparison of the financial performance of Costco with that of Sam’s Club, a warehouse retailer that is part of Wal-Mart. o be sure, Wal-Mart wields its awesome power source of unrelenting criticism. As Fishman for just one purpose: to bring the lowest possi- (2006) notes, the company’s core values seem to Tble prices to its customers. Sam Walton, affec- have become inverted, for they now sometimes tionately known as “Mr. Sam” by Wal-Mart asso- drive behavior that is not only exploitive, but in ciates, embodied a number of admirable values some cases, illegal as well. Consider the pressure that he instilled in the company he founded: hard on store managers to control labor costs. -
2011103) Wausau Open Ended Comments (3
Open ended comments: What shopping or service businesses would you like to see locate in the City? "BREAD SMITH" (MILW & APPLETON) ??? 1. CURLING SPORTING GOODS STORE CLOSEST IS STEVES CURLING SUPPLIES IN MADISON. COULD BE ? 2. CHUCK E CHEESE CLOSET IS GREEN BAY RIGHT IN THE NEW CURLING CLUB. 3. CRAFT STORE DOWNTOWN RED LOBSTER. A BARTER (GOODS EXCHANGE) STORE TO HELP ALL. NOT A PWEN OR THRIFT STORE. ENABLES LOW INCOME TO EXCHANGE & WEALTHY TO "RECYCLE". A big box store on old Wausau metal property A BIGGER GROCERY STORE ON THE EASTSIDE. A BIGGER NICER MALL OR ZOO. A DOWNTOWN WALGREEN'S OR SIMILAR STORE. A DRIVE UP GROCERY STORE HAD THEM IN ILLINOIS‐LOVED IT. A GROCERY ON THE SOUTH‐EAST SIDE. A MANED COMMUNCATION CENTER FOR SIMPLE JOBS, BABY SITTING, MOWING, SHOVELING ETC. A@EDICATED CITY MARKET. ACTUALLY WE NEED MORE PLACES TO EAT OUT! additional restaurants (Panera Bread, Pei Wei, Sonic, etc), Target (on west side of city), Burlington Coat, more indoor activities for kids (roller skating, rock wall climbing, laser tag, etc) ALL "B" STORES IN THIS AREA DUMP THE DOWNTOWN ‐‐ TOO MUCH SPENT TO KEEP A DYING AREA!! ANOTHER WALMART‐NORTH. ANTIQUE MALL. ANYONE WHO WOULD PAY TAXES AND MAKE AREA BETTER. anything not in Rib Mt. How about 6th Street? BABIES 'R' US, TOYS 'R' US, BURLINGTON COAT FACTORY. BAGELS,BAKERY/SANDWICH SHOP BASS PRO SHOP Better grocery stores ‐ Whole Foods or Trader Joes. Fewer "big box" retailers. BETTER RESTAURANTS. A GOOD BAKERY. BETTER SPORTING GOODS STORES. BIG & TALL MANS SHOP. BIG LOTS BIGGER HEALTH FOOD STORES BIGGER STORES B'J'S OR COSTCO BURLINGTON AND TGIFRIDAYS Burlingtons Businesses on the East Side of town. -
Meijer Renewable Energy Strategy
Meijer Renewable Energy Strategy Client: Meijer Inc. Master’s Project Final Report April 2018 A project submitted in partial fulfillment of the degree of Master of Science (School for Environment and Sustainability) University of Michigan School for Environment and Sustainability Student Team: Chun Yin Anson Chang, Xiaodan Zhou, Geoffrey Murray Advisors: Professor Greg Keoleian Michael Elchinger, National Renewable Energy Laboratory Abstract As one of the largest energy consumers in the Midwest, Meijer is seeking opportunities to decrease its fossil fuel based electricity consumption. The SEAS MS project team worked to identify and evaluate opportunities to expand Meijer's renewable energy portfolio by understanding the current state of energy consumption, benchmarking Meijer with their competition, and developing a tailored renewable energy strategy to meet Meijer's sustainability goals. The scope of this project included understanding the baseline of Meijer's electricity consumption, evaluating on-site generation opportunities, evaluating off-site procurement opportunities, and developing a pre-development guide tool to be used to analyze specific projects before making investments into project development. The project resulted in a per year prioritization list that considered the economic benefit of potential projects at every store site given annual budgetary constraints and project NPVs, an analysis of off-site Power Purchase Agreement opportunities, a comprehensive renewable energy strategy for on-site and off-site renewable energy generation, and an excel based pre-development guide to further analyze specific projects. Executive Summary The School for Environment and Sustainability (SEAS) team worked with Meijer, Inc. to continue the work of improving energy sustainability at Meijer. The 2014 SNRE team that previously worked with Meijer identified energy consumption as the sustainability category with the greatest environmental impacts (SNRE Team 2015). -
Trader Joe's Vs. Whole Foods Market
MIT Students Trader Joe’s vs. Whole Foods Market: A Comparison of Operational Management 15.768 Management of Services: Concepts, Design, and Delivery 1 Grocery shopping is more diversified and evolved than ever before. Individuals across the nation have access to everything from exotic products to unique delivery services. Often, specialty stores have limited locations whereas specialty services have a limited reach. However, two retailers have expanded to hundreds of locations while adhering to unexpected market positioning for previously untargeted market segments. Whole Foods Market and Trader Joe’s have become household names while also innovating beyond regional and national traditional chains. Despite comparable size in terms of locations, each store’s growth has operated using a very different model. This document will address the various facets for both Whole Foods Market and Trader Joe’s in order to understand how each business model has won a piece of the market pie and share of wallet. Whole Foods Market Background and History In 1978, John Mackey had a vision to build a store that would meet his desire for whole, natural foods as part of the movement away from artificial, processed foods. Mackey was a college dropout, but against all odds he was able to borrow $45,000 in capital financing and open his first store for what would become Whole Foods in Austin, Texas.1 By all accounts it has been an incredible success and the most recent annual report (2009) reveals that there are 284 stores across most of the United States with a handful in Canada and Great Britain.2 2009 2008 2007 2006 Sales (000s) $8,031,620 $7,953,912 $6,591,773 $5,607,376 1 http://www.wholefoodsmarket.com/company/history.php 2 Whole Foods Market Annual Report (2009), pg. -
The Us Grocery Industry in the 2020S
Global Journal of Business Disciplines Volume 3, Number 1, 2019 THE U.S. GROCERY INDUSTRY IN THE 2020S: WHO WILL COME OUT ON TOP? Maamoun Ahmed, University of Minnesota Duluth ABSTRACT The world of grocery retail is constantly shifting. Competition continues to intensify driven by two main players: Amazon and Walmart. The two American giants are dominating the brick- and-mortar and online realms. However, they are being challenged by a German underdog, Aldi. Aldi’s business model is built around slashing cost without compromising quality. A typical Aldi store is 12,000 square feet, and carries a limited selection of mostly inexpensive private brands (1,000 SKUs). Merchandise is often stacked in the aisles and sold straight from the cardboard box it was shipped in. Basically, Aldi is a grocery store that's the size of a convenience store. Consequently, the deep-discount grocer has been able to appeal to a growing price-sensitive segment and continues to win over American consumers. Aldi U.S. has grown from one store in 1976 to almost 2,000 stores in 36 states in 2019, and has plans to expand to 2,500 stores by the end of 2022. There is no doubt the nimble “underdog” has disrupted the $700 billion grocery industry, and giants like Amazon, Kroger, and Walmart have no choice but to up their game. The retail behemoths are aggressively lowering prices and continuously refining online ordering and home delivery programs to respond to the threat Aldi poses. Selling groceries in America has never been harder. Can U.S. -
On Every Level Exceptional
EXCEPTIONAL ON EVERY LEVEL THE PROPERTY The Braun on Belt Line designed by award- winning Gensler Architects is an illustrious four story Class A office building. The interior of the building features a tasteful mixture of stone and wood finishes providing a warm, upscale design. Each floor has floor-to-ceiling glass letting in an abundance of natural light. The floor plan design also features minimal column interruption, which allows for an efficient use of the space. The exterior combines iron, steel and wood textures, as well as seamless indoor- outdoor spaces and amenities at your doorstep. The lushly landscaped areas create additional square feet of outdoor and open space for tenants to socialize. THE ULTRAMODERN WORKSPACE DESIGNED TO ACTIVATE PRODUCTIVITY TENANT SPACE CO-WORKING LOBBY CAFE 168,000 RENTABLE SQUARE FEET The floor plans are designed to accommodate a wide range of tenant flexibility in office layouts. From an open and collaborative style, to a traditional private office use, the floor plates at The Braun will help create the ideal spatial use for every company. A VIBRANT DESTINATION EFFORTLESS ACCESS DFW TO TO AIRPORT COPPELL LAS COLINAS MINUTES MINUTES MINUTES DIVIDEND DRIVE TO LOVE FIELD TO SOUTHLAKE AIRPORT PLANO MINUTES MINUTES MINUTES TO TO TO DALLAS FRISCO FORT WORTH HACKBERRY ROAD BELT LINE ROAD BELT MINUTES MINUTES MINUTES CYPRESS WATERS BLVD. WATERS CYPRESS INTERSTATE 635 COPPELL HIGH SCHOOL 3,124 STUDENTS COPPELL AMENITIES 41,100 Population 14,285 Households $127,667 Median Income 1. Grapevine Mills Mall 54th Street 2 2. Tom Thumb 33. Walmart STATE HIGHWAY 121 3. -
NEW RETAIL in EASTVALE Updated 06.2021
NEW RETAIL IN EASTVALE Updated 06.2021 THE STATION EASTVALE GATEWAY Located on Cantu-Galleano Ranch Road and Hamner Avenue Located on Limonite Avenue and Hamner Avenue BUSINESS NAME DATE OPENED BUSINESS NAME DATE OPENED Costco June 2018 Eastbrew Café Winter 2020 Yoshiharu Ramen August 2020 European Wax Center March 2021 Chick-fil-A January 2021 Fire Wings June 2021 Vita Cane Summer 2021 EASTVALE MARKETPLACE Altura Credit Union Summer 2021 Located on Limonite Avenue and Sumner Avenue Devil’s Kitchen Summer 2021 99 Ranch Market Fall 2021 BUSINESS NAME DATE OPENED Cravings Food Hall Fall 2021 Dutch Bros Fall 2021 Meet Fresh Fall 2021 Organic Nail Bar Fall 2021 CLOVERDALE MARKETPLACE Located on Hamner Avenue and Limonite Avenue Sport Clips Fall 2021 Sunright Tea Studio Summer 2021 BUSINESS NAME DATE OPENED NEW DAY CHRISTIAN CHURCH Jinya Ramen Bar February 2021 Located on Schleisman Road and Hamner Avenue THE MERGE BUSINESS NAME DATE OPENED Located at the northeast corner of Archibald Avenue and Limonite Farmers & Artisan Market April 2021 Avenue BUSINESS NAME DATE OPENED THE MARKETPLACE AT THE ENCLAVE Located on Schleisman Road and Archibald Avenue Sprouts Farmers Market Fall 2020 Chevron Fall 2020 BUSINESS NAME DATE OPENED Starbucks Fall 2020 Wabi Sabi April 2021 Pure Barre March 2021 HAMNER PLACE Capriotti’s Summer 2021 Located north of Silver Lakes, off Hamner Avenue and Dentistry 4 Kids Summer 2021 Schleisman Road Dog Haus Biergarten Summer 2021 BUSINESS NAME DATE OPENED The Vale Summer 2021 Tae Kwon Do Summer 2021 Heroes Restaurant & Brewery Winter 2021 American First Credit Union Summer 2021 Plant Power Fall 2021 Noodle St. -
Safeway Fact Book 2006
About the Safeway Fact Book This Fact Book provides certain financial and operating information about Safeway. It is intended to be used as a supplement to Safeway’s 2005 Annual Report on Form 10-K, quarterly reports on Form 10-Q and current reports on Form 8-K, and therefore does not include the Company’s consolidated financial statements and notes. Safeway believes that the information contained in this Fact Book is correct in all material respects as of the date set forth below. However, such information is subject to change. May 2006 Contents I. Investor Information Page 2 II. Safeway at a Glance Page 4 III. Retail Operations Page 5 IV. Retail Support Operations Page 8 V. Finance and Administration Page 12 VI. Financial and Operating Statistics Page 25 VII. Directors and Executive Officers Page 28 VIII. Corporate History Page 29 Note: This Fact Book contains forward-looking statements within the meaning of Section 27A of the Securities Exchange Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Such statements relate to, among other things, capital expenditures, identical-store sales, comparable-store sales, cost reductions, operating improvements, obligations with respect to divested operations, cash flow, share repurchases, tax settlements, information technology, Safeway brands and store standards and are indicated by words or phrases such as “continuing”, “on going”, “expects”, “plans”, “will” and similar words or phrases. These statements are based on Safeway’s current plans and expectations and involve risks and uncertainties that could cause actual events and results to vary significantly from those included in, or contemplated or implied by such statements.