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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If the average adult American (let’s say there are 200 million adult Americans) buys three deodorants per year, then Wal-Mart has single-handedly eliminated 9 billion boxes in the last fifteen years.  That’s a lot of trees! The Business Model Institute uses a proprietary eight-part business model assessment methodology to help small-to-mid-sized businesses assess and improve their business models. Thomson ReutersResidents shop at Walmart as the store prepares for Black Friday in Los Angeles, California.This week, Walmart's shares crashed after the company reported a disappointing profit outlook. And the retailer's situation is likely to get worse rather than better, according to many analysts. Until now, Walmart has been able to make huge profits by keeping worker wages low and using its size to negotiate cheaper prices than competitors, Brian Sozzi at The Street writes. As competitors like Costco, Aldi, Trader Joe's, and Family Dollar crowd the space, the idea of visiting a Walmart is less compelling to price-conscious consumers.
The retailer has been pouring billions of dollars into ecommerce in an attempt to play catch-up to Amazon. But the investments are short-term and will help the company win in the end, a Walmart representive told Business Insider. The retailer has raised its pay to a minimum of $9 an hour because it discovered it was cheaper to offer higher wages than to train new workers who left for better opportunities.
In addition to being costly, Walmart's high turnover led to complaints about customer service.
It's increasingly clear that Walmart's profit model is unsustainable, according to analysts at Stifel.


The nation's biggest and baddest for-profit prison company suddenly cares about halfway houses -- so much so that they want in on the action.
High recidivism rates mean more people behind bars, and CCA depends on more and more incarceration to make its billions. If you read Hininger's speech carefully, he hints at a long-term corporate strategy that could eventually become even more lucrative than CCA's prison business: The Walmartification of reentry.
Currently, post-prison reentry programs, such as halfway houses and day reporting centers, are largely run by local nonprofit organizations or, in some cases, smaller for-profit companies.
CCA's plan to become the Walmart of reentry may be good for its investors, but it should alarm the rest of us.
At their best, halfway houses and day reporting centers can provide much-needed support, psychological help, educational services, and substance abuse treatment during a difficult period of transition between full-scale incarceration and post-sentence release to the community.
No matter how much CCA executives protest that reducing recividism is "100 percent aligned" with the company's business model, an inherent conflict exists between CCA's duty to enrich its shareholders and this asserted commitment to successful rehabilitation: The company can keep increasing its profits only by ensuring an ever-greater flow of human beings into the criminal justice system. For the past four decades, our country has relentlessly expanded the size of our criminal justice system, allowing companies like CCA to reap tremendous profits out of human misery.
Learn more about private prisons and other civil liberty issues: Sign up for the ACLU's breaking news alerts, follow the ACLU on Twitter, and like the ACLU on Facebook. We see an exciting opportunity to drive sales today, inventA tomorrow, and ensure sustainable growth," the company said. Since when do they actually want people to do well after they get out, instead of being sucked back into the system? Is this a long-overdue acknowledgment that it's morally bankrupt to make money off of imprisoning human beings?


Hininger notes the small, local nature of reentry services in his speech -- and then claims that CCA can use its size and resources to "provide consistency and common standards" in different facilities, rapidly make new arrangements with multiple agencies "on an as-needed basis," and "scale" (i.e, grow rapidly). First, the for-profit prison industry's history of abuse, neglect, and mismanagement raises serious questions about what kinds of abuses would occur if we hand over control of even more elements of our criminal justice system to CCA and similar profit-driven companies.
But at their worst, they can fester with violence and sexual abuse as well as fail to address the serious needs of the people in their care. That flow is maintained by the same bad policies that fuel our national mass incarceration epidemic: the War on Drugs, extreme sentencing practices, and systemic failures to address problems like mental illness, substance abuse disorders, and homelessness outside of the criminal justice system.
But the ACLU is committed to ending this colossal waste of lives and taxpayer dollars -- and in the process, defeating CCA's plan for the Walmart-ification of reentry. Is the nation's largest for-profit prison company really admitting that mass incarceration has destroyed too many communities and that locking fewer people behind bars is a good thing? These claims -- bigger, faster, cheaper -- echo those often made by Walmart supporters to explain why the company is superior to local businesses.
Second, CCA fights aggressively to shield its operations from public scrutiny -- even though incarceration and rehabilitation are some of the government responsibilities where transparency and accountability are most important. Given CCA's track record, we should be worried that vital reentry services are under threat.



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