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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.

Katy Perry scores her third new hit on the Billboard Global Excl. U.S. of 2026 as her ‘Prism’ tune “Legendary Lovers” debuts on the ranking.

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

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

“It always baffled me how some people managed to retire with significant wealth.”

Scammers are spamming job candidates with emails and LinkedIn messages with offers that are too good to be true.

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

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.

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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

Americans have become value-driven when it comes to what goes into their shopping carts at grocery chains.

“Consumers aren’t necessarily buying less. They’re becoming more strategic. With 75% indicating that they’re stressed about grocery bills (up from 73% last year), it makes sense that shoppers are looking for ways to maximize value from every trip,” according to Algolia’s The state of grocery shopping: inflation.

The survey showed that many consumers, but not a majority, have been willing to trade down.

Forty-two percent (42%) have switched to private labels to save money (up from 40% last year).

Thirty-six percent (36%) have traded their favorite brands for cheaper alternatives.

Forty-one percent (41%) have cut back on premium cuts of meat/seafood, and 39% have purchased fewer non-essential food items, like snacks and treats.

That value-seeking behavior puts traditional grocery chains such as Kroger, Publix, and Albertsons under pressure from lower-priced competitors including Walmart, Aldi, Lidl, and Costco.

Location is no longer driving grocery purchases

When I was a kid, my mother shopped at the Star Market closest to our house. No other grocery chain was convenient, so the choice was clear.

At our current home, Publix is the closest grocery option, but Walmart and Target are only a little farther away, and there’s an Aldi nearby, as well as a Whole Foods and Trader Joe’s.

Now, with more choices readily available to more Americans, value has, in many cases, trumped convenience.

“That value-seeking mindset extends to where and how consumers shop. Forty-four percent (44%) don’t necessarily have a go-to grocery store,” wrote Algolia exec Piyush Patel.

“Instead, 28% compare prices across multiple retailers to maximize value. Sixteen percent (16%) compare prices across multiple retailers before picking one grocer with the best prices overall. Twenty-eight percent (28%) have a preferred grocer but still compare prices across brands and products before deciding what to buy. Just 6% say they’ll stick with their favorite brands even when they cost more,” he added.

Loyalty is a problem for grocery chains

GlobalData Managing Director Neil Saunders thinks there’s a very clear reason why shoppers have become less loyal.

“Among mainstream grocers, the reason there’s a lack of loyalty is because there’s a lack of differentiation. A Kroger is basically replaceable by an Albertsons, which is replaceable by a Hannaford,” he wrote on RetailWire.

He noted that among traditional grocery chains, price is rarely a differentiator, as competitive prices are table stakes.

“The loyalty rates for Wegmans, H-E-B, Aldi and so forth — all players that are strongly differentiated — tell you all you need to know. But, even then, the idea that loyalty rates will return to where they were a decade or so ago is fanciful: Grocery trips are too fragmented, and consumers have too many digital comparison tools to allow for that,” he added.

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Cathi Hotka, a retail consultant, thinks that price is not the only way to differentiate your brand.

“Whole Foods and Trader Joe’s have clearly differentiated themselves from the competition and enjoy loyal customers as a result. Aldi too. Create an identity, figure out how to present it, and let customers find you. Avoid being middle of the road,” she posted on RetailWire.

Kroger’s CEO made it clear that his company needs to offer better value. Shutterstock

Kroger CEO sees the pricing problem

Kroger’s new CEO Gregory Foran admitted his company has a pricing problem

“Over time, our promotions have gotten too complicated, and our price position has not kept pace where it needed to,” he said during Kroger’s first-quarter earnings call.

His feelings on price, however, focused on lowering the gap between Kroger’s various nameplates and their rivals.

“Let me be clear on what this means. We do not need to be the lowest-priced retailer. We need to be more competitive, more consistent, and easier for customers to understand,” he added.

That’s an important admission in a market where Kroger is fighting to win more of the spend, even from customers who enter its stores. That’s because many people aren’t looking to do all their shopping in one location.

“In an effort to fulfill their unique definitions of value, consumers visit more than five separate grocery store banners on average per month despite growing omnichannel grocery shopping trends,” FMI CEO Leslie Sarasin said in The Association’s (FMI) U.S. Grocery Shopper Trends 2026 report, which was released in May.

RTM Nexus CEO Dominick Miserandino believes that Foran is right to focus on overall value, but also worries that Kroger simply can’t give some shoppers the prices they need.

“Consumers don’t make decisions exclusively [based on] price; it’s a number of factors. So he’s not entirely wrong, but the worse the economy gets, the more pricing does become a factor,” he told TheStreet.

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