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The Street

Fidelity maps out a retirement paycheck step for steady income

September 5, 2026 MMN Editor Filed Under: Uncategorized

For decades, employers managed the routine mechanics of saving, withholding taxes, and depositing funds on a fixed schedule with little action required from workers. 

Retirement replaces that system with a collection of accounts, tax rules, and withdrawal decisions that most people have never practiced making.

A framework from Fidelity, published in the firm’s guide “How to recreate your paycheck in retirement,” outlines six steps for turning retirement savings into a reliable income stream.

The guide covers familiar territory, from expense inventories to withdrawal sequencing. But it places unusual emphasis on one often-skipped operational step: automating recurring transfers from retirement accounts directly into a checking account.

That single move addresses two problems at once: unpredictable cash flow and the risk of failing to meet required minimum distributions.

Most retirees skip the step that Fidelity’s framework singles out

A 2025 survey from the TIAA Institute and Nuveen found that just 22% of 401(k) participants had thought “a lot” about how they would actually draw down their retirement accounts.

Even among late-career participants who expect their 401(k) to serve as their primary retirement income source, just 26% reported meaningful withdrawal planning.

Fidelity recommends scheduling automatic transfers from retirement accounts to a checking account, timed to align with bill due dates so income arrives predictably.

Nancy Anderson, director of wealth planning programs and initiatives at Key Private Bank, told Kiplinger that routing money to a checking account on a recurring schedule helps retirees resist the urge to sell during downturns.

Having that liquidity bucket and then transferring money on a monthly basis to a checkbook is very helpful and can help people stay invested in the long term,

Many custodians, including Schwab and Vanguard, now offer automated required minimum distribution services that calculate the annual amount and distribute it in installments.

How the IRS penalizes missed required minimum distributions

The compliance stakes behind that automation are steep. Starting at age 73, the IRS requires annual distributions from tax-deferred accounts, including traditional 401(k)s and traditional individual retirement accounts.

The penalty for falling short is 25% of the amount not withdrawn. That rate drops to 10% if the retiree corrects the error within two years by filing Form 5329 and withdrawing the missed sum.

More Fidelity:

Fidelity breaks down IRA rules that catch heirs off guard

Fidelity says retirement health costs just hit a new high

Fidelity warns Roth IRA conversions can backfire

A Vanguard analysis of its client base found that 6.7% of traditional IRA holders at required distribution age made no withdrawal in 2024. Their average required distribution was $11,600, exposing them to potential penalties of $1,160 to $2,900.

A 73-year-old uses a distribution period of 26.5, but that figure drops to 16.0 by age 85, forcing a larger share of the account into taxable income annually, Schwab’s required minimum distribution reference guide shows.

Missed required minimum distributions can trigger IRS penalties of up to 25%, creating costly tax consequences for retirees.PIKSEL / Getty Images

The setup needs annual revisiting: tax brackets and withdrawal order

The automated transfer schedule addresses cash flow and RMD compliance, but the amounts and account sources behind it shift every year alongside tax law, balances, and spending needs.

Bob Peterson, senior wealth advisor at Crescent Grove Advisors, told Kiplinger that the moment a retiree’s paycheck disappears is often the best time to act, because the tax bracket typically drops significantly during that transition.

Hayden Adams, director of tax and wealth management at the Schwab Center for Financial Research, wrote in Schwab’s retirement guide that smoothing out income spikes from required distributions can reduce total taxes paid across retirement. 

Adams and Peterson both point to the window between retirement and the start of required distributions at age 73 as the most flexible period for a retiree to manage taxable income.

That initial bracket drop is only the first shift, as tax brackets change with inflation and account balances fluctuate with markets. Spending needs also evolve as retirees age into Medicare or face changing housing, healthcare, and other costs.

A withdrawal that stayed within the 22% bracket one year could reach the 24% bracket the next. That makes Adams’s smoothing strategy effective only when annual brackets and account balances are regularly reassessed.

How retirees sequence those withdrawals also changes the math. Fidelity’s traditional approach draws from taxable brokerage accounts first, then tax-deferred accounts, and reserves Roth accounts for last. 

The proportional approach draws from all three account types each year, helping stabilize annual tax bills and potentially lower lifetime taxes. It can also reduce the impact of required distributions on Social Security taxation and Medicare premiums.

Both sequences affect how much enters adjusted gross income annually, which is why the automation settings that looked right at 65 may need recalibrating at 73 and again at 80.

What Fidelity’s retirement paycheck framework means for your withdrawal setup

Anderson emphasized that maintaining one to three years of spending in liquid reserves before setting up monthly transfers gives retirees a buffer to stay invested through a volatile period.

Automation cannot determine which accounts to tap or in what proportions; that decision is shaped by guaranteed income and monthly expenses. It also depends on how much is held in pre-tax versus after-tax accounts and how close the IRS-mandated withdrawal floor is.

Those ratios change year to year, which is why Fidelity’s final step tells retirees to revisit the plan annually rather than treat the initial setup as permanent.

The automation step anchors Fidelity’s framework: recurring transfers timed to bill cycles convert retirement accounts into predictable monthly income while preventing missed RMDs and their 25% penalty.

Related: Schwab warns of a retirement risk easy to overlook

Costco kills a perk that was growing faster than its stores

September 5, 2026 MMN Editor Filed Under: Uncategorized

Costco usually makes its decisions with members in mind.

That’s especially important because membership fees account for a huge share of the company’s profit.

“Costco’s membership fees contributed some 72% to its operating income last year,” according to Retail Dive.

That makes gaining and retaining members pretty important, if not the most important, business metrics for the warehouse club.

Costco has done both of these well.

In the third quarter, the warehouse club reported membership fee income of $1.373 billion, an increase of $133 million or 10.7% year over year. Adjusting for FX, the increase was 9.9%, according to CFO Gary Millerchip, speaking during the company’s Q3 earnings.

That makes it somewhat surprising that the warehouse club recently killed a popular member service.

Costco killed Costco Next with no notice

Costco Next, which lets members access items the warehouse club does not stock, sort of like Amazon’s Marketplace, expanded product availability for Costco members. Products offered there were vetted by Costco’s team but were delivered by third-party partners.

It’s not a new service; it has technically been around since 2017. But Costco does not promote the offering, and it’s something I, and like many members, did not know about.

More Costco:

Costco keeps discontinuing popular products

Discontinued Costco member favorite returns to shelves

Costco’s new service beats Amazon at its own game

That service was closed in early September with no notice.

Visitors to the Costco Next web page got a terse message from the company.

“Access to Costco Next store fronts is no longer available. Please refer to the list below for contact information for vendors with active return policies. For eligible returns and warranty inquiries, contact the vendor directly,” the company shared.

That was followed by a long list of company names with their contact information.

Costco Next, before its abrupt closure, gave members up to 40% off on select products not offered in the chain’s warehouses. The program featured items from a specific list of vendor partners, ranging from home goods and luggage to electronics.

Costco Next was a curated digital marketplace.Shutterstock

Costco Next was fast-growing

It was not that long ago that Costco CFO Gary Millerchip was bragging about Costco Next’s quick growth.

“Costco Next, our curated marketplace, also continues to grow nicely. And we added eight new vendors in Q3, bringing the total to 75,” he said during the chain’s third-quarter 2024 earnings call.

Millerchip also made it clear that Next was different than other marketplace offerings.

“I think the difference for us on that would be, of course, that we are with Costco Next. It’s just being very curated for the members. So, we’re unlike a traditional marketplace that is about maybe just sheer volume. For us, it’s about making sure the members are getting something that truly is unique and valuable and consistent with who we are,” he added.

At the time, the CFO expressed strong support for the program.

“And it’s a tremendous upside opportunity there in that regard,” he said.

Costco has not commented on the shutdown and did not answer a request from TheStreet for comment.

Costco recently celebrated Costco Next’s success

“Costco Next, our curated marketplace, also continues to show healthy year-over-year growth. In Q3 fiscal year 2025, our sales on Costco Next equaled our total sales for all of fiscal year 2022, and we are excited about the pipeline of new vendors and development for future rollout,” CFO Gary Millerchip said during the company’s third-quarter 2025 earnings call.

Products are offered from hand‑selected suppliers chosen for the quality of their merchandise and strong customer service, expanding the variety beyond typical warehouse inventory.

The platform helps Costco offer higher‑margin discretionary items (e.g., electronics, appliances, goods sold directly from vendors) while leveraging member pricing perks.

The impetus for Costco Next is to strengthen e‑commerce and mobile growth by offering discounted deals from trusted brands that complement warehouse inventory.Source: Costco website (now removed)

“Separate from what members will find in the warehouses or at Costco.com, Costco Next showcases products from some of Costco’s suppliers that have been selected for the quality of their merchandise and their exceptional customer service,” Costco General Merchandise Manager Cheryl Smeby said on Costco’s website.

Costco abandons an area that’s growing for rivals

Costco’s decision is particularly notable because marketplace models have become an increasingly important part of e-commerce.

Next expanded the selection of items available at warehouse club-style prices for Costco members while also featuring the company’s stamp of approval.

That’s different from most marketplaces. For example, companies such as Amazon and Walmart offer fulfillment services to vendors not stocked in their stores, but do not make the extensive curation effort Costco does.

Amazon’s Marketplace has been a sales driver for the online retailer.

“According to Marketplace Pulse estimates based on Amazon disclosures, first-party sales reached $255 billion and third-party marketplace sales reached $575 billion, with both segments growing at nearly identical 9% rates. This marks a continuation of the 6-10% growth range Amazon has maintained since 2022, returning to steady expansion after the exceptional 46% surge during the 2020 COVID peak,” Marketplace Pulse shared based on 2025 Amazon numbers.

An SEC-filed presentation from marketplace investor Ian Friedman delivered in 2021 shows just how many companies have leaned into marketplace offerings.

“Ten years ago, there were really only two marketplaces of scale, Amazon and eBay. Today, we’ve seen an explosion of other marketplaces. Walmart, Target, Google, Facebook, Instagram, Kroger, and others have gotten into the mix, where third-party online marketplaces have become an important part of their growth strategy,” he shared.

Many of these offerings, he noted, have been successful.

“These additional marketplaces are also seeing significant growth. For example, Walmart marketplace sales grew 80% year over year in 2020. Third-party marketplaces are currently 30% of U.S. e-commerce sales and are expected to grow to 41% of e-commerce sales in the U.S., over half a trillion dollars by 2025,” he added.

The data, at least at the time, suggest that Costco may have walked away from an opportunity.

“So at 30% of all e-commerce today, growing nearly two-and-a-half times faster than first-party e-commerce, the implications for brands are that most realize that not selling on third-party marketplaces means a lost opportunity to capture consumers where they love to shop,” he shared.

ALSO READ: Kroger, Publix, and regional grocery chains face pricing problem

Kalshi, Polymarket bets are big problem for NFL

September 5, 2026 MMN Editor Filed Under: Uncategorized

When sports leagues like the NFL accepted sports betting as a justifiable way to increase revenue and exposure, they did so with the idea that betting companies would partner with them.

But sports betting was always a Pandora’s box, and no league, not even one as powerful as the NFL, could control what came next.

Prediction markets, including Kalshi and Polymarket, are the next inevitable iteration of America’s suddenly mainstream gambling culture. But the NFL is quickly learning that it does not have the same pull with the new guys as it has with its official gambling partners.

This week, the NFL sent a letter to Kalshi and Polymarket asking them, once again, to stop offering bets that the league finds objectionable.

NFL sends letter to Polymarket, Kalshi

ABC News obtained a letter from NFL Chief Compliance Officer Sabrina Perel, addressed to Polymarket and Kalshi, asking the prediction markets to “prohibit offering objectionable bets that threaten the integrity of our games.”

According to the letter, this isn’t the first time the league has contacted them with concerns about the prediction contracts they offer. But with the NFL kickoff game less than a week away on Wednesday, Sept. 9, the league seems to be doubling down on its request to rein in the bets being offered.

“It is deeply concerning that bets within the objectionable categories that we identified months ago have been and continue to be listed as contracts on exchanges,” the letter stated, according to ABC News.

“Continuing to list these objectionable contracts threatens the underlying integrity of our games and creates significant risks for our players, coaches, and officials, as well as for those participating on your exchanges.”

Which prediction-market bets does the NFL find objectionable?

Kalshi and Polymarket get around being regulated like sports betting companies by insisting that they are only peer-to-peer prediction markets where participants trade contracts against each other based on real-time probabilities.

Sports betting, on the other hand, involves placing a static wager against a house with fixed odds.

The U.S. Supreme Court will soon decide whether that distinction is enough to keep them unregulated, Reuters reported. In the meantime, they have a lot of latitude to offer “objectionable bets” (the NFL’s words) that FanDuel and DraftKings can’t.

Related: Polymarket’s public ledger may be leaking military secrets

Contracts having to do with player injuries, fan safety, and player misconduct threaten the integrity of the game, according to the NFL.

Some contracts are so potentially easy to manipulate by one person that the NFL is asking Kalshi and Polymarket to stop offering several kinds of bets:

Whether a kicker will miss a field goal

Whether a quarterback’s first pass will be incomplete

Whether a receiver’s first target will be incomplete

Whether a running back will rush for fewer than a certain number of yards on his first attempt

The NFL also asked the prediction markets to stop offering predictions on officiating, such as how many flags with be thrown.

Neither Polymarket nor Kalshi immediately responded to a request for comment from TheStreet.

The NFL has again asked Kalshi and Polymarket to stop offering “objectionable bets.”Aaron M. Sprecher / Getty Images

Kalshi, Polymarket starting to overtake DraftKings, FanDuel

During the NFL and College Football seasons, it may seem as though every other advertisement on television or your phone is promoting sports gambling. But according to the American Gaming Association (AGA), sports gaming ad spend is falling, while prediction-market advertising is exploding.

Digital ad impressions for online sportsbooks fell by nearly 14% in 2025. On the other hand, prediction market ads accounted for nearly 20% of the digital sports betting ads seen by consumers. And they’ve only become more prominent in 2026.

“As ‘prediction markets’ continue aggressively promoting their sports betting business, more than half of sports betting ads seen by consumers this year did not need to comply with state responsible gaming regulations,” the AGA said.

The AGA estimates that $29.5 billion will be bet with domestic sportsbooks during the NFL season, only a 0.3% increase from last season’s total. Growth has been slowing for months now, as the period from last September through May only saw 4% growth this year after growing by 14% during the previous nine-month period.

Rotowire is projecting a record $32.3 billion will be wagered via legal U.S. sportsbooks during the upcoming NFL betting season in what it describes as a “marginal increase from last season.”

Meanwhile, prediction markets are projected to trade $36.8 billion on NFL outcomes, more than double what they handled last season.

Related: Kalshi imposes stark new rule for certain traders

T-Mobile adds hidden phone plan for customers after price hikes

September 5, 2026 MMN Editor Filed Under: Uncategorized

T-Mobile is quietly offering a new low-priced phone plan after it recently frustrated customers with a series of price increases and discount changes. 

For instance, earlier this year, the carrier raised a monthly billing fee and doubled the rate customers pay to make calls while traveling outside the U.S.

By June, T-Mobile had discontinued several legacy wireless plans and migrated customers to more expensive options. The following month, it added new limitations to its Keep and Switch and Family Freedom promotions, both of which help customers pay off devices from their previous carriers. 

It also retired its KickBack discount, which deducted $10 off each wireless line on accounts that used less than 2GB of mobile data per month.

T-Mobile launches Super Essentials Saver plan at Walmart

After rolling out these changes, T-Mobile has quietly introduced a Super Essentials Saver wireless plan, which targets price-conscious customers.

According to recent posts on social media platform Reddit, the plan, which was photographed being advertised at Walmart, is $25 per line per month for a “limited time,” with the autopay discount applied (it is $30 per line per month without it). 

This plan is cheaper than T-Mobile’s Essentials Save 2.0 plan, which is $50 per line per month with autopay. 

Signs advertising Super Essentials Saver also state that it offers up to two lines of service and is a “Walmart exclusive.” It officially launched on Aug. 6 and is only available to new T-Mobile customers. 

The new plan contains unlimited 5G data and 50GB of premium data, plus unlimited text, talk, hotspot, and 3G hotspot. Additionally, customers can enjoy coverage in Canada and Mexico, unlimited texting to over 215 countries, T-Mobile Tuesdays perks and the company’s Scam Shield feature. 

To further lure in customers looking for savings, the plan also touts a waived activation fee and doesn’t require a port-in. 

T-Mobile has quietly introduced a Super Essentials Saver wireless plan at Walmart, following price increases.Helen89/Shutterstock

T-Mobile faces pressure to win price-conscious customers

The new plan comes as T-Mobile doubles down on offering more affordable wireless plans to customers. 

This shift comes after it revealed in its fourth-quarter 2026 earnings report that its postpaid phone churn (the percentage of postpaid phone customers who ended their service) reached 0.93% in 2025, up from 0.86% in 2024. 

Since then, T-Mobile has launched new lower-priced phone plans this year, such as “Better Value,” which starts at $140 per month for three lines with autopay, and “Experience More with Appreciation Savings,” a retention plan priced at $75 per month for one line.

More recently, T-Mobile introduced four new wireless plans in August: Essentials Saver 2.0,  Essentials 2.0, Experience More 2.0, and Experience Beyond 2.0, which all offer wireless service for $50, $60, $85 and $100 per line per month, respectively, with autopay activated. 

More T-Mobile News:

T-Mobile customers face new restriction when paying bills 

T-Mobile excludes 2 generous customer perks from new phone plans

T-Mobile faces backlash over new customer support restriction

That same month, T-Mobile also rolled out its Student Perks plans, which offer students their own wireless line for as little as $30 a month. 

T-Mobile’s decision to offer more lower-priced phone plans also comes amid intensifying wireless competition. Rival carriers have recently ramped up their discounts and promotions, and added more affordable wireless plans to attract and retain customers. 

According to recent data from Cita, the average cost of an unlimited mobile service plan dropped by over 10% in 2025 as wireless competition heats up nationwide. 

“We’re seeing all of these carriers sort of expand to serve more segments,” said Mike Tarr, general manager of data and insights at Navi, in a recent Fierce Network report. 

“Not that they’re necessarily flipping and not serving their old segments, but it’s more that everybody is now serving the value end and a more premium, more feature-rich end of the market,” he continued. “So more choice for consumers is kind of the way that we see it.” 

Against this competitive backdrop, T-Mobile expects higher customer losses and slower postpaid account growth in the third quarter of this year, due to its decision in June to retire several older wireless plans. 

“As part of our full-year plan and guidance, we anticipated our Q3 (third quarter of 2026) rate plan modernization would result in a temporary elevated account churn profile and expect Q3 net postpaid account additions to be approximately 250,000,” said T-Mobile Chief Financial Officer Peter Osvaldik during the company’s earnings call in July.

Related: T-Mobile suffers a loss as competition for customers intensifies

Schwab Dividend ETF holders: Compare it to Vanguard dividend ETF

September 5, 2026 MMN Editor Filed Under: Uncategorized

The dividend ETF world has its usual suspects. If you ask investors to name a dividend ETF, chances are you will hear the same handful of tickers. VIG, VYM, DGRO, and SCHD have earned their place as household names. But familiar does not always mean best.

The Schwab US Dividend Equity ETF (SCHD), the one your uncle, who calls himself a “value investor,” has been talking about for three years, is closing in on the Vanguard Dividend Appreciation ETF (VIG) for the top spot in the category.

SCHD held $113.2 billion in net assets as of Sept. 3, while VIG sits at $130.9 billion, Morningstar reported. The gap is narrowing fast.

SCHD has returned 29.99% year to date, outpacing the S&P 500’s 13.18%, according to Morningstar. VIG has returned 11.54%. Both carry 3-star Morningstar ratings. Both yield very differently — SCHD at 3.1% and VIG at just 1.5%.

So which one actually belongs in your portfolio? The answer, as with most things in investing, is that it depends on what you need it to do.

What SCHD is, and why it has run so hard this year

SCHD tracks the Dow Jones U.S. Dividend 100 Index, which screens companies on four financial quality metrics: cash flow to total debt, return on equity, dividend yield, and five-year dividend growth rate. 

Entry requires 10 consecutive years of dividend payments. The top 102 qualifying stocks are selected and weighted based on Schwab‘s fund disclosures.

That process has produced a portfolio edging heavily toward healthcare, consumer staples, energy, industrials, financials, and technology as top holdings, according to Morningstar.

The top holdings tell the story: Merck, Amgen, Abbott Laboratories, Coca-Cola, Chevron, ConocoPhillips, Verizon, UnitedHealth, Procter and Gamble, and Home Depot. 

I see them as cheap, cash-generative, lower-volatility businesses that got overlooked during the AI-fueled mega-cap tech run of 2023 and 2025, but that are now getting their turn.

More Schwab U.S. Dividend Equity ETF:

Schwab SCHD draws $679M as dividend ETF climbs 2.39%

Schwab SCHD holders are missing its ideal dividend ETF match

One dividend ETF makes $1,000 a month possible

A recent March portfolio reconstitution pushed SCHD even further into healthcare while trimming energy stocks. All of that, combined with a market that has rewarded defensives and value in 2026, explains most of the 29% run.

The honest caveat is that at roughly 19 times earnings and a 3.1% yield, according to Yahoo Finance, SCHD is no longer the dirt-cheap fund it was two years ago. The easy money from the “cheap value fund becomes a crowd favorite” repricing has largely happened. 

YCharts shows that the 10-year Treasury currently yields around 4.7%. So an income-focused investor can get more current yield from government bonds without equity risk than from SCHD’s dividend alone. 

That does not make SCHD a bad holding. It just means new buyers are getting a different deal than early holders got.

SCHD Dividend ETF held $113.2 billion in net assets as of Sept. 3, while VIG Dividend ETF sits at $130.9 billion.Hadayeva Sviatlana Via Shutterstock

What VIG is, and why the lower yield is intentional

VIG tracks the S&P U.S. Dividend Growers Index, which requires companies to have increased their dividends for at least 10 consecutive years and excludes the top 25% highest-yielding qualifiers to eliminate yield traps. 

That sets it apart from SCHD, which tracks the Dow Jones U.S. Dividend 100 Index and focuses more heavily on fundamental financial strength and current dividend yield. 

The result is that VIG’s portfolio is tilted toward high-quality companies with a stronger history of dividend growth, rather than simply maximizing higher current yields.

Related: S&P 500 investors are quietly making a huge shift

VIG’s top holdings include Broadcom at 4.62%, Apple at 4.44%, Microsoft at 4.33%, JPMorgan at 4.06%, and Eli Lilly at 3.92%, according to Morningstar data.

The fund’s sector breakdown shows Technology at 25.97%, Financial Services at 21.84%, Healthcare at 17.85%, and Industrials at 11.34%.

That technology and financials weighting is why VIG has returned only 11.54% in 2026 versus SCHD’s 29%. When the market rewards defensives, VIG underperforms. When mega-cap tech resumes leadership, VIG tends to hold up better.

The 1.5% current yield is the tradeoff. VIG is designed for investors who want dividend growth compounding over decades, accepting a lower starting income in exchange for broader sector diversification and historically lower volatility.

Which one actually wins for your portfolio?

The assets under management (AUM) race is a fun headline. But it is not a buy signal for either fund. Why? The real framework is purpose.

SCHD earns its place for investors drawing income now or approaching retirement. The worst situation in retirement is to be running out of money — the 3.1% yield and quarterly distributions do meaningful work. 

But there’s a concentration risk to watch. SCHD is more dependent on healthcare today than it has been historically, and sector rotation could hurt it in a growth-led market.

VIG earns its place as a long-term compounder for those seeking quality exposure, a dividend growth engine, and lower sector concentration. The tradeoff is modest current income and underperformance in value-led markets like this one.

Neither VIG nor SCHD is obviously wrong. But investors in either fund should also know that VYM offers a broader, higher-yielding alternative and DGRO provides a dividend-growth screen without SCHD’s current pharma-heavy tilt.

The biggest fund in a category is not always the best investment. It is just the most popular one. Popularity and performance are different things, and in dividend investing, knowing which you are chasing matters most.

Related: Dividend ETFs paying 2% to 3.7% for your portfolio

Walmart is selling a 2-in-1 tablet and laptop for only $85

September 5, 2026 MMN Editor Filed Under: Uncategorized

TheStreet aims to feature only the best products and services. If you buy something via one of our links, we may earn a commission.

Why we love this deal

There’s no device better suited for a productive day than a traditional laptop, but a smartphone is more convenient for everyday entertainment, whether you prefer to binge-watch shows on Netflix, stay connected with family on social media, or play irresistible mobile games. A tablet with a keyboard blends the best of both worlds, giving you a more spacious and easy-to-navigate touchscreen for your downtime needs while providing a better typing experience for work and school tasks.

You don’t need to break the bank to add this handy electronic to your collection, because the Antemper 2-in-1 Tablet and Laptop is an extra 11% off with a deal at Walmart. At its regular price of $96, this device was a popular pick for its powerful performance and affordability, but it’s even more budget-friendly at just $85 now. The 10.1-inch Android 14 tablet would be a bargain on its own, but you’ll also get a Bluetooth keyboard, wireless mouse, stylus pen, protective case, and all the cords and cables you’ll need with this purchase, making it an unbeatable value.

Antemper 2-in-1 Tablet and Laptop, $85 (was $96) at Walmart

Courtesy of Walmart

Shop at Walmart

Why do shoppers love it?

The shopper-approved selection is backed by perfect five-star ratings from 67% of reviewers. One shopper who purchased it for the office loved how it has “everything you need all in one box,” which includes the 10.1-inch tablet and all the accessories you’d usually have to purchase separately. They added, “We bought six total, if that tells you what we think of them!”

This two-in-one tablet and laptop gives you the superior functionality of a laptop without the high price tag. Running on the Android 14 operating system and equipped with a high-performance octa-core processor, it’s a reliable, powerful, and user-friendly device that offers access to your favorite apps, like Facebook, WhatsApp, Roblox, or YouTube. The 10.1-inch high-definition display offers crisp visuals with rich colors that bring movies and photographs to life. Additionally, you’ll enjoy a better viewing experience, as the tablet comes with eye-protection technology that filters out harmful blue light. 

Related: Walmart is selling a $400 Android tablet for 73% off

“Great processor, awesome picture quality, strong, sturdy build, and it handles mid-level games well too,” one shopper raved. Since the tablet comes built with 8 gigabytes (GB) of RAM and 128 GB of ROM, you’ll have no problem with basic tasks and switching between applications. Compared to other tablets, this one is just as impressive, with the reviewer reporting, “I have a Samsung as well, and it’s difficult to distinguish between the two.”

Pros and cons of the $85 Antemper 2-in-1 tablet and laptop

Pros:

It works as a mini laptop: By adding the Bluetooth keyboard to the tablet, you’ve essentially turned it into a mini laptop. 

It comes with everything you need. This electronics bundle comes with a tablet, keyboard, mouse, stylus, protective case, screen protectors, charging cable, and adapter.

It’s an exceptional value: For just $85, you’ve got a full-functioning tablet that can be converted into a laptop for basic tasks.

Cons:

It’s not for advanced computing: While this tablet does come with more memory than many, it won’t have the power to work with large data files or perform advanced gaming.

It’s a smaller tablet: It’s larger than your standard smartphone, but this tablet is on the smaller side.

Shop more 2-in-1 tablet and laptop deals

Aeezo 10.1-Inch Tablet and Keyboard Set, $75 at Walmart

Tabureto Android 15 with Bluetooth Keyboard, $105 at Walmart

Headwolf 2-in-1 Android Tablet and Keyboard, $100 at Walmart

Upgrade your everyday electronics setup with the Antemper 2-in-1 Tablet and Laptop for just $85 at Walmart. The best Walmart deals typically sell out, so don’t wait to secure this tablet and keyboard for yourself.

Disney World quietly makes another costly move

September 5, 2026 MMN Editor Filed Under: Uncategorized

Some things or experiences in life come with a notoriously high price. Certain consumers, however, find the experience invaluable. So much so that they’re willing to go into debt for it.

Chief among these experiences is a trip to the most magical place on Earth: Disney World. 

Forty-five percent of parents with young children who have visited Disney have gone into debt to do so (24% of Disney-goers overall report going into debt for a trip), according to a June 2024 LendingTree survey. 

“The memories are worth the debt for most parents. Among parents of young children who’ve gone into debt for a Disney trip, 59% say they have no regrets. Overall, parents of young children took on an average of $1,983 in Disney-related debt,” reveals the survey. 

Over the years, Disney’s prices have come under a magnifying glass. In 2025, the Wall Street Journal wrote that “some inside Disney worry that the company has become addicted to price hikes and has reached the limits of what middle-class Americans can afford.”

The Walt Disney Company CEO Josh D’Amaro continues to acknowledge that visiting Disney World or Disneyland is “a meaningful investment for families,” according to Disney Tourist Blog. 

Now, that meaningful investment is going to get higher. 

Walt Disney World raises its resort prices for 2027.Melvyn Longhurst / Getty Images

Walt Disney World raises its resort prices for 2027

Disney isn’t introducing one massive overnight price increase. Instead, its room rates have continued to rise year over year. This trend was recently highlighted in a report by the theme park news site Inside the Magic. 

Disney’s own 2027 room rates, compiled by the longtime Disney-rates tracker MouseSavers.com, show a standard room at Pop Century running $291 to $362 a night during the late-February-to-mid-March season, with  March 19–April 1 priced at a flat $354 a night. A modest five-night stay now costs roughly $1,455 to $1,810 just for the room.

Longtime guests of Disney’s Pop Century Resort remember when rooms in this budget-friendly “Value Resort” cost under $100. 

“The definition of ‘value’ at Walt Disney World has simply changed,” Inside the Magic’s Andrew Boardwine points out. 

The increases aren’t limited to Value Resorts. Disney’s Moderate properties are also approaching prices that many families might associate with a much more expensive hotel category.

March 2027 rates are:

Disney’s Pop Century Resort: $291–$362 during the relevant Spring 2 periods; $354 for March 19–April 1 Easter.

Disney’s Port Orleans Resort – Riverside: $384–$421 during Spring; $457 during Easter. 

Disney’s Coronado Springs Resort: $360–$398 during Spring; $444 during Easter.

Disney’s BoardWalk Inn: $955–$1,040 during Spring; $1,042 during Easter.Source: MouseSavers 

Deluxe Resorts are pricier, of course. A stay at Disney’s BoardWalk Inn runs $955 to $1,040 per night depending on the week, per MouseSavers’ 2027 rate calendar. A seven-night stay during peak spring weeks can reach up to $7,280 for the room alone, before adding park tickets or food. 

How much more expensive is it really? 

TheStreet’s examination of the full MouseSavers 2025, 2026, and now 2027 Room Rate Charts shows that rack rates vary significantly depending on the calendar season and day of the week. For comparison purposes, we found spring season prices in 2025, 2026, and 2027 on MouseSavers.

Rates can vary by date, room type, view, promotions and availability, so the figures are intended as comparisons rather than estimates of what every guest will pay. Rates reflect the Spring periods listed by MouseSavers for each year; dates vary slightly by year, so the comparison is directional rather than perfectly like-for-like.

Disney Resort HotelComparable 2025 Spring-period rateComparable 2026 Spring-period rateComparable 2027 Spring-period rateDisney’s Pop Century Resort (Value)$235 – $327 / night$250 – $341 / night$291 – $362 / night ( $354 over Easter)Disney’s Coronado Springs Resort (Moderate)$338 – $375 / night$341 – $378 / night$360 – $398 / night (up to $444 over Easter)Disney’s Port Orleans Resort – Riverside (Moderate)$367 – $403 / night$375 – $411 / night$384 – $421 / night (up to $457 over Easter)Disney’s BoardWalk Inn (Deluxe)$889 – $952 / night$918 – $1,001 / night$955 – $1,040 / night (up to $1,042 over Easter)

While the table above focuses on standard March rates, consumers planning vacations around major holidays will face significantly higher baseline costs:

Holiday peak surcharges: During high-demand travel periods (such as Thanksgiving and Christmas), rack rates hit their absolute ceiling. For example, standard rooms at Pop Century reached $392 in 2025 and $396 in 2026. The Deluxe BoardWalk Inn spiked to over $1,150 per night during Christmas week in both 2025 and 2026.

Weekend fees: Disney applies surcharges for Friday and Saturday night stays, adding $15 to $80+ per night depending on the resort tier.

Room views and upgrades: The lowest prices represent standard views. Upgrading to a Pool View, Preferred Room, or Club Level pushes totals hundreds of dollars higher per night.

Related: Marriott finally fixes an annoying part of hotel rooms

How families can lower Disney World’s cost

When guests start multiplying those nightly prices across an entire vacation, even relatively small increases make a big difference. 

Boardwine points out that Coronado Springs is still considered a Moderate Resort property by Disney, but when a standard rate gets close to $400 per night, it “certainly doesn’t feel like the middle ground that some guests might expect from that category.” 

For a seven-night stay at Port Orleans — Riverside, guests could potentially spend $2,690 to $2,950 on the hotel alone.

Fortunately, there’s some good news.

Disney uses date-based pricing. This means rates fluctuate depending on the season and crowd levels. Consumers might also find financial relief closer to their travel dates. 

Disney often releases seasonal promotions or Annual Passholder deals.

However, for budget-conscious families, these prices matter as they need to plan ahead while hoping for a better deal closer to their trip.

Moreover, guests can consider the option of staying outside the Disney gates even though staying at the Disney hotel comes with its own convenience and perks.

Despite the price tags, Walt Disney World has continued to draw around 50 million visitors annually, according to MagicGuides. 

Disney World’s prices over the years 

Despite years of hiking prices, Disney continues to attract massive crowds and deliver record financial results: for the fiscal quarter ending June 27, 2026, both park attendance and per-guest spending continued to grow. 

Higher gate prices and in-park spending haven’t deterred visitors.

Disney’s Experiences segment, which includes its theme parks, cruise line, and consumer products, generated a record $10 billion in revenue in the quarter ended June 27, 2026, up 10% year-over-year, with domestic park attendance up 3% and domestic per-capita spending up 4%, according to Disney’s Fiscal Q3 2026 earnings report.

Single-day admission rates by theme park (2024–2026)

Magic Kingdom: Climbed from $124–$189 in 2024 to $139–$199 in 2025, before expanding to $139–$209 in 2026 as peak holiday dates crossed the $200 threshold.

EPCOT: Rose from $114–$179 in 2024 to $129–$194 in 2025, settling into a range of $129–$199 for 2026.

Disney’s Hollywood Studios: Scaled from $124–$179 in 2024 to $139–$194 in 2025, reaching $139–$204 by 2026.

Disney’s Animal Kingdom: Shifted from $109–$159 in 2024 to $119–$174 in 2025, continuing up to $119–$184 for 2026.Sources: WDWMagic, WDW Magazine, TouringPlans

“When it comes to how we think about pricing, we focus on offering a wide range of options at different price points so that families can visit in ways that work for them, whether that’s during a value season or taking advantage of multi-day ticket savings or even special offers,” D’Amaro said. 

Ultimately, as long as families remain willing to go into debt for Disney trips, the company retains significant pricing power, and the freedom to redefine what “value” means.

Related: Delta Air Lines CEO signals major shift in what travelers pay

Walmart, Target, and Kroger face new retail crime issue

September 5, 2026 MMN Editor Filed Under: Uncategorized

When people talk about shoplifting and organized retail crime (ORC), they tend to focus on the bottom-line impact on businesses. That makes sense because the numbers aren’t small, according to the National Retail Federation’s (NRF) The Impact of Theft & Violence 2026 report.

“The 2026 report demonstrates a concerning shift as criminals move beyond traditional shoplifting to more sophisticated external theft schemes, with retailers reporting higher rates of repeat offenders (50%), ORC-related incidents (40%), and walkout or pushout theft (37%). Fraud is also rising, with phone scams (69%), loyalty fraud (51%) and gift card theft or fraud (42%) increasing,” the data showed.

The NRF, however, does not focus on how theft and thieves impact frontline retail workers.

A new report from HALOS, a bodycam company used by Walmart, Target, Kroger, TJ Maxx, H&M, and Aldi, shows that it does, and that the impact is quite severe.

Here’s why frontline retail workers might quit

“Two-thirds of frontline workers have experienced customer aggression acutely enough that they’ve considered leaving their job,” according to HALOS’ study of 2,500 frontline employees.

The report found that nearly two in five of the surveyed workers said customer abuse is treated as “just part of the job” where they work. And nearly 40% say customer aggression has increased over the past 12 months.

In addition, the study found that 57% of frontline workers experienced customer abuse or know a colleague who had during a typical four-week period.

Other key findings included:

Nearly 30% of survey respondents said they did not report the last serious customer aggression incident they experienced.

Of those, 32% said they did not believe the incident was serious enough, 28% believed nothing would happen if they reported it, and 13% worried about potential repercussions.

When incidents were reported, only 43% said action was ultimately taken.

“The research also found weaknesses in reporting processes themselves. Nearly one-third of respondents said reporting takes too much time during an active shift, and only 55% believe reporting leads to meaningful action,” according to HALOS.

Technology can help prevent aggression against workers.Shutterstock

Management has to play an active role in worker safety

Back when I ran a large toy store in Manchester, Conn., I occasionally had to deal with aggressive customers. Usually, it was older male shoppers making inappropriate comments to younger, female workers.

In one case, an older man became quite abusive and told multiple workers they were “stupid” because we did not sell the items he was looking for.

As the manager, I stepped in, spoke to the customer, and told him that if he spoke to my employees that way, he would be asked to leave the store. He calmed down for that visit, but then on a future trip repeated his abusive comments and was escorted out of the store.

Dick’s Sporting Goods, in 2024, changed how it handled aggressive customers. Under the past policy, every effort was made to appease the customer.

In the past, Dick’s managers would respond to customer conflicts by apologizing to the customer “whether or not we did anything wrong,” Dick’s Chief People Officer Julie Lodge-Jarrett told HRM Executive Network’s People + Strategy Podcast.

“Step two would be to remove the front-line employee from the situation and do anything possible to please the customer,” she added.

That was not a popular policy with workers, and the company now uses a new script.

“Sir, I can tell you’re unhappy, and I would like to do everything I can to help you get what you came in here for today. But I want to start by saying that at Dick’s Sporting Goods, we don’t tolerate a lack of respect, and we expect that everyone’s treated with the dignity that they deserve. And how you’re treating my teammate is unacceptable. So we’ve got two choices. You can choose to be civil, and if you do, I’d love to help you get what you came here for. Or if you don’t think you can do that, I’d politely ask you to leave.”

That’s a change from apologizing to the customer “whether or not we did anything wrong,” Lodge-Jarrett said, and the move helped improve worker satisfaction.

Related: Costco shuts down member service with no notice

Losing workers is expensive

A study conducted by The Josh Bersin Company and UKG showed that while 80% of all jobs are frontline workers, 75% of the people in those positions felt “burned out,” and 51% felt “like a number, not a person.”

That’s an opportunity companies are missing out on because even small improvements have a big impact on the bottom line.

“For example, the report reveals that even a 1% improvement in retention can yield up to 100X savings in cost, training, and performance — a powerful case for investing in a truly frontline-first technology platform that delivers a seamless, positive worker experience,” the data showed.

UKG showed two key ways companies can cut down on frontline worker churn.

Leading companies recognize the importance of this workforce segment. They offer above-average wages, high degrees of flexibility, safe and productive workplaces, and career development opportunities.

Invest in frontline management. Top companies prioritize developing new leaders and equipping them with the tools to lead effectively. This includes workforce planning, work scheduling, recruiting, development, engagement, and lots of peer support so managers can learn from one another. They also establish carefully defined management principles that everyone can follow.

Protecting workers from aggressive customers goes a long way toward worker retention, according to HALOS CEO Alan Ring.

“Customer aggression is no longer simply a security issue. It’s affecting whether frontline employees feel safe, supported, and willing to remain in their jobs. Employers need to make incidents easier to report, respond consistently, and give staff clear evidence that their concerns lead to action,” he said.

Walmart, Target, Kroger, TJ Maxx, H&M, and Aldi did not confirm that they use HALOS or any other bodycam technology. None of the chains contributed to this article.

ALSO READ: Costco shuts down member service with no notice

Meta stands to gain as Mark Zuckerberg makes shocking decision

September 5, 2026 MMN Editor Filed Under: Uncategorized

The White House has been working on a plan to create the first national AI regulator.

Before any of it went public, the president called one of the world’s most powerful tech executives to talk about it. The executive told him he was against it.

Meta CEO Mark Zuckerberg told President Donald Trump during the week of Aug. 17 that he opposed a proposal to establish a new federal AI oversight body, according to people familiar with the call.

Trump placed the call. The exchange, which has not previously been reported, shows how directly the biggest names in tech are shaping AI policy through private conversations at the top, Politico reported.

What the proposed AI regulator would actually do

The proposal has been championed by Nobel Prize-winning Google DeepMind co-founder Demis Hassabis, who wrote a July essay arguing the U.S. should create a new AI standards body modeled after the Financial Industry Regulatory Authority, or FINRA.

FINRA is the private, nonprofit body that writes and enforces rules for more than 3,000 brokerage firms and around 630,000 registered representatives. It is funded by member fees and operates under Securities and Exchange Commission supervision, with rule changes subject to SEC review.

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The proposed AI version would work similarly. It would review advanced AI models, test them for potential risks and create common criteria for assessing systems before they are deployed more broadly.

Hassabis briefed White House officials about the concept this summer. White House officials had separately previewed the plan with Trump and with major AI companies, including Meta, OpenAI and Anthropic, in mid-August.

Supporters of the idea argue it would bring in the technical talent needed to conduct meaningful evaluations. It would also establish unified standards that currently do not exist.

Critics, mainly on the industry side, worry that voluntary pre-release review could eventually become mandatory. A model held up in testing is a model not generating revenue.

What Zuckerberg told Trump and why it matters

When Trump called Zuckerberg, the Meta CEO said he opposed the proposal. He did not ask Trump to reverse course. But he did say that anyone appointed to such a body should reflect Trump’s own preference for a light-touch approach to AI, according to a person familiar with the conversation.

A Meta spokesperson declined to comment. A White House spokesperson said the administration “is committed to balancing innovation and security in AI policymaking.”

The call is the second time this year that a tech executive has used direct access to Trump to shape federal AI policy. In May, former White House adviser David Sacks called Trump on the morning of a planned signing ceremony and persuaded him to cancel a sweeping AI executive order, according to Politico.

In August, Zuckerberg published an essay arguing that any policy slowing an AI model’s release, even by a month, would meaningfully damage U.S. competitiveness against China. His public position and his private call with Trump point in the same direction.

Mark Zuckerberg says speeding up an AI model release is crucial in competing with China.COM & O / Getty Images

Why Sacks and Musk want a different model

Sacks, who served as Trump’s AI and crypto czar, has been openly critical of a government AI regulator. He has called the idea a “DMV for AI,” where models queue up waiting for approval.

His preferred alternative is a voluntary industry group modeled on the Motion Picture Association, which administers the film-rating system. Ratings like PG-13 and R are not laws. They are industry standards the studios adopted to head off federal content regulation.

“What the MPA did then was promote standards that then forestalled more intrusive, heavy-handed government action,” Sacks said on his All-In podcast in August.

Elon Musk has reportedly backed that approach as well. He did not respond to a request for comment.

On the other side, Anthropic co-founder Jack Clark posted favorably about the FINRA model on X in July. Anthropic declined to comment on its formal position. OpenAI and Google also did not respond to requests for comment.

What the debate means for Meta stock and AI investors

The regulatory question has real stakes for Meta specifically. The company has built its AI strategy around open-weight models, releasing the weights of its Llama systems publicly. A pre-release testing regime could complicate open-weight releases in ways that would not affect closed models from OpenAI or Anthropic the same way.

That commercial reality sits underneath Zuckerberg’s policy argument. He may be right that slower model releases hurt U.S. competitiveness against China. He also has a direct financial reason to prefer voluntary standards over a regulator with the authority to delay or block a release.

The proposal is still under active discussion in the White House. It has not been shelved because of Zuckerberg’s call. The White House has not indicated a timeline for a decision.

But the pattern is now clear. On AI regulation, the largest tech companies are not waiting for Washington to decide. They are calling the president directly to shape what gets decided.

That is a different policymaking process than the one described in civics textbooks. It is the one that appears to be operating.

Related: Mark Zuckerberg sends shocking message to Meta employees

Delta workers could get $2,000 for kids’ accounts

September 5, 2026 MMN Editor Filed Under: Uncategorized

Many parents eventually run into the same uncomfortable math.

The money you put aside for a child does the most work in the years when you have the least of it to spare. Time is the asset. Cash is the constraint.

A dollar deposited in a baby’s first year outruns several dollars deposited in that child’s teens. Almost nobody manages it, because the first year of a child’s life is also the most expensive one you have had so far.

Workplace benefits were never really built to solve that problem. Your 401(k) match helps you. Your health plan keeps your family upright. Your flexible spending account gets raided by December.

Very little in a standard benefits package puts money into an account that belongs to your child, sits in an index fund, and does not get touched for 18 years.

That changed for a slice of American workers this summer, when a new federal savings account went live and roughly 50 companies lined up to pour money into it. This week it changed at the country’s largest airline by revenue.

Delta Air Lines (DAL) said Sept. 2 that it will match the federal government’s $1,000 opening deposit into Trump Accounts for eligible employees’ children, according to a statement on Delta News Hub.

What Delta is putting into eligible employees’ accounts

The mechanics are simple. Children born on or after Jan. 1, 2025 who qualify for the government’s $1,000 seed money get a second $1,000 from Delta, for a $2,000 starting balance before any family money goes in.

Delta framed the match as one line item inside a much larger number.

The airline expects to spend an estimated $18 billion on employees this year through its Total Rewards program, which also covers $1.3 billion in profit sharing paid in February and a 4% base pay raise that took effect in June, according to Delta News Hub.

“Delta people have made it clear they want to take advantage of every opportunity to build a solid financial foundation for themselves and their families,” said E.V.P. and Chief People Officer Allison Ausband, in the same statement.

Why 2 major airlines matched within 48 hours

American Airlines announced its own $1,000 match on Aug. 31, two days before Delta. Two of the four largest U.S. carriers committed to the same benefit inside a single week, which is not how airline benefits usually move.

The pattern started on Wall Street. Goldman Sachs and Morgan Stanley confirmed matches on July 2. By the weekend, dozens of employers — including BlackRock, Chipotle, Comcast, Intel, JPMorganChase, Micron, and Robinhood — had made similar commitments, reported CNBC.

That is the competitive read on Delta’s timing. Airlines fight over the same mechanics, pilots and flight attendants, and a benefit aimed at young families is a recruiting tool pointed squarely at the workers airlines are hiring most.

What $2,000 turns into if nobody adds another dollar

Here is where the number gets less impressive than the announcement suggests. This is the part I would want a Delta employee to understand before celebrating.

The White House Council of Economic Advisers projects that the federal $1,000 alone, with no further contributions, grows to roughly $5,800 by the time a child turns 18 under average U.S. stock market returns.

Doubling the seed doubles that outcome and nothing more. When I ran Delta’s match through the CEA’s own return assumption, the $2,000 starting balance lands near $11,600 at age 18. My analysis applies the same growth rate the administration used to twice the principal.

That is a used car, not a college fund.

The CEA’s eye-catching $303,800 figure assumes a family pays in the full $5,000 every single year for 18 years, which is the part of the projection that has drawn scrutiny from FactCheck.org.

The full contribution stack looks like this:

$1,000 one-time federal seed for U.S. citizen children born in 2025 through 2028 with a Social Security number, according to the IRS

$1,000 Delta match for eligible employees’ children, according to Delta News Hub

$2,500 annual cap on tax-free employer contributions under Section 128, according to the Federal Register

$5,000 total annual contribution cap from all sources combined, according to the Council of Economic Advisers

$5,800 projected age-18 balance from the federal seed alone, according to the Council of Economic Advisers

Delta said Sept. 2 it will match American Airlines’ $1,000 benefit for eligible employees’ children.d3sign / Getty Images

The payroll piece Delta has not announced yet

American Airlines paired its match with something Delta’s announcement does not mention. The carrier plans to let eligible workers route up to $2,500 a year of pretax pay into their children’s accounts starting in 2027, once Treasury finalizes its rules, as covered in TheStreet’s report on the American Airlines match.

That payroll feature is the one that actually compounds. A one-time $1,000 is a nice gesture. An automatic annual contribution is what closes the distance between $11,600 and a number worth planning around.

More Airlines & Aviation:

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Delta has not said whether it will add one. The airline’s release describes the match alongside its Emergency Savings Program and profit sharing, with no reference to a payroll deduction option.

Critics have also argued the design favors workers who already have room to save, since employer matches concentrate at large, higher-paying firms, a concern TheStreet examined when the program launched.

Delta’s workforce of roughly 100,000 is broader than a bank’s, which makes it a more useful test of that argument than Goldman Sachs was.

What Delta parents should check before the money moves

None of this reaches your child automatically. The account is opt-in, and the federal deposit requires an affirmative election on IRS Form 4547, plus account activation through the Trump Accounts app or TrumpAccounts.gov, according to the U.S. Department of the Treasury.

An employer match cannot land in an account that does not exist. That is the failure mode I would watch for at a company with 100,000 employees spread across hubs and shift schedules, where benefits news competes with everything else in an inbox.

So the practical move for a Delta parent is unglamorous. Confirm the account is open and activated, confirm the pilot election was made, then ask human resources what the match requires and when it posts.

Then decide whether you are going to feed it. The $1,000 from Washington and the $1,000 from Delta are the only parts of this account somebody else pays for.

Everything after that is yours, and it is the part that decides whether your kid opens this thing at 18 and finds a down payment or a nice surprise.

Related: Why Delta trades less like an airline and more like a loyalty business

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