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FW: BL in NY Times and USA Today!  Pippa
 Jul 31, 2000 10:07 PDT 
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Prospective Dot-Com Employees Grow More Selective-----Original Message-----
From: Dave Karraker [mailto:da-@bluelight.com]
Sent: Monday, July 31, 2000 9:22 AM
To: al-@bluelight.com; Shawn Kahle (E-mail); Mary Lorencz (E-mail); Michael
Gutkowski (E-mail); Allyn Magrino (E-mail); Lauren Strain (E-mail); Rex
Golding (E-mail)
Subject: BL in NY Times and USA Today!


All--
Here are two stories this morning from the New York Times and USA Today.
BlueLight.com is hot! Check out the great picture of Abigail, Kimberly,
Paul and AJ in the New York Times.

http://www.nytimes.com/library/tech/00/07/cyber/commerce/31ecommerce.html
http://www.usatoday.com/money/mds045.htm


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          July 31, 2000


          By BOB TEDESCHI
          Prospective Dot-Com Employees Grow More Selective



                Jenny Thomas for The New York Times
                Five employees of Bluelight.com, who opted to leave failing
start-ups for the security of an established firm. From left, Adrian Kohn,
Paul Caiozzo, Kimberly Lyons, Abigail Lyons and Sasha Petrosky.
----------------------------------------------------------------


          f executives of e-commerce companies thought they were having a
hard time finding employees last year, this year's Summer of the Dot-Com
Shakeout has brought even more misery to the group.

          The number of available workers has grown, but as employees jump
off sinking ships or swim away from ones already capsized, they are being
much more selective about where they dock next. Gone are the days when
Internet retailers could dangle 10,000 stock options, utter a few words
about revolutionizing the process of buying gravel, say, and then get a
prospective employee to sign on for a galley slave's salary and 16-hour days
in close quarters with 24-year-olds and their Labradors.

          Now the words "stock options" and "revolutionize" are more likely
to set a job applicant's eyes to rolling. Recruiters and executives say
employees now want two things from prospective employers: a good salary and,
perhaps more important, good prospects for corporate longevity. In the short
term, at least, that means that traditional companies with Internet
divisions could have a substantial advantage in the recruiting wars, thereby
putting additional pressure on their dot-com competitors.

          One company that has benefited greatly from the consolidation
among Internet merchants is BlueLight.com, Kmart's online store. The company
successfully recruited employees from Petstore.com, an online retailer that
was recently purchased by Pets.com, as well the Internet Shopping Network,
which merged with Styleclick.com earlier this year.

          "At least 50 résumés per week are pouring in from Reel.com,
Homewarehouse.com and other dot-coms that have either failed or are
failing," said David Karraker, a BlueLight spokesman.

          Homewarehouse.com, an online retailer of home improvement goods,
shut down operations earlier this summer, while Reel.com recently stopped
selling DVD's, videos and other goods on its site and scaled back to an
information site about the movie industry.

          Pippa Manley, BlueLight's director of human resources, said the
shifting fortunes of Internet companies had saved BlueLight money, because
she now relies less on pricey corporate recruiters to fill jobs. "These are
very inexpensive hires for me, because if I find them, I don't have to pay
25 percent of a person's salary to a headhunter," Ms. Manley said.

          As for their demands, Ms. Manley said people were less eager to
discuss stock options as part of their compensation, even though BlueLight's
business is structured so that it could eventually sell its shares to the
public. "A lot of people are saying, 'I don't care about the options --
let's talk salary,' " she said. "So there's been more negotiations on that
point.

          Ms. Manley said such negotiations were frustrating, because she
still saw good potential for BlueLight to have successful stock offerings
someday. "But then again," she said, "I haven't been through what they've
been through, so it's easy for me to say."

----------------------------------------------------------------

                Seeking good salaries and longevity.

----------------------------------------------------------------




          Kimberly Lyons, BlueLight's manager of marketing partnerships,
joined the company in June from Xoom.com, a unit of NBCi, NBC's Internet
division. "Options weren't a big priority at all because of what happened at
NBC," Ms. Lyons said.

          She noted that the NBCi stock reached $85 on its first day of
trading last November, but has plummeted since. (The shares closed at $22 on
Friday.) "So I was more aggressive on salary," Ms. Lyons said. "Other
companies I interviewed with were still giving low salaries and trying to
compensate with umpteen options, which was so unappealing."

          Compensation aside, Kmart's online operation had its own appeal,
Ms. Lyons said: "I also knew that by coming here, I'd be getting offline
experience, which is important. And I'd be exposed to more than a desk made
out of a door, or bagel Fridays, so that was very attractive."

          Spike Anderson, a principal with Monday Technology Solutions, an
executive recruitment firm in San Francisco, said he, too, had recently been
hearing job seekers express a preference for Internet sites that are
affiliated with traditional companies. "They're hedging their bets," he
said. "They might not get as many stock options, but the chances are they'll
at least be worth something."

          Presumably, such sentiments would make it more difficult for
Internet-only companies to compete, because they cannot afford to increase
their salaries to match those offered by traditional companies. William A.
Chen, chief executive of OnePage.com, an Internet-only company that allows
users to assemble several sites on one screen, said such a prospect was more
a theory than a fact. "Over time, there may be a decline in what pure plays
can afford to pay," he said. "But for now, it's still a race to pay whatever
we can, especially to the top people."

          If the emphasis continues to be placed on salary -- and
bricks-and-mortar pedigree -- instead of equity, Mr. Chen said, "we might
have to spend more to hire better people, but then just not hire as many
people to do all the work."

          Myteam.com, an information and commerce site for people involved
in youth sports programs, recently bought air time on a Boston-area radio
station to advertise open positions.

          Elliot Katzman, the company's chief executive, said Myteam, too,
had recently seen an increase in the number of candidates who stressed
salary over stock options. But he said that change could be attributed to
the Internet labor shortage, which has been so protracted that recruiters
are more actively lobbying workers at traditional companies, where people
are less prone to jump at equity-heavy compensation packages.

          "So we've had to have more conversations about salary lately," Mr.
Katzman said. "But it still has to work in the context of the company, and
this is a start-up, so you have to be very careful about how you spend
money."

          Compensation packages with stock options also motivate workers "to
build the company's value," Mr. Katzman said. "Everyone's got to have some
skin in the game for this to work."

          Meanwhile, traditional companies with Web operations are enjoying
the fact that dot-com executives are asking to work for them, rather than
raiding them. "We take some consolation in knowing we've populated the
dot-coms," said Christopher J. McCormick, senior vice president of L. L.
Bean, which has lost senior-level executives to Send.com, Diamonds.com,
Dell.com and eToys, among others. "But I've got to tell you, it hurt morale
for people to see folks leave for stock packages worth a zillion dollars."

          More recently, the tide has turned, Mr. McCormick said, noting for
instance that the company's vice president for operations, Mike Perkins,
recently joined L. L. Bean from Amazon.com. "And we've gotten dozens of
résumés from people at dot-coms who want out because their stock is
underwater, and they see Bean's staying power and the quality of life here
in Maine," Mr.McCormick said. "I do get some pleasure out of this, to be
honest."


          The E-COMMERCE REPORT is published weekly, on Mondays. Click here
for a list of links to other columns in the series.




----------------------------------------------------------------------
          Related Sites
          These sites are not part of The New York Times on the Web, and The
Times has no control over their content or availability.


            a.. Bluelight.com

            b.. Pets.com

            c.. Reel.com

            d.. Styleclick.com

            e.. NBCi

            f.. OnePage.com

            g.. MyTeam.com

            h.. L.L. Bean

            i.. Monday Technology Solutions


----------------------------------------------------------------------

          Bob Tedeschi at tede-@nytimes.com welcomes your comments and
suggestions.

----------------------------------------------------------------------







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            07/31/00- Updated 10:58 AM ET





           Discounters get ready to storm Internet
            By Deborah Kong, USA TODAY


            If Amazon.com were to check its rearview mirror, it would likely
see a blue light, a big red bull's-eye and the substantial bulk of Wal-Mart
rapidly gaining on it.

            The major discount chains have taken a slow, cautious approach
online. Wal-Mart, for example, is still preparing its Web site for the
holiday season and won't provide many details about its strategy.

            "Right now, we don't think we're offering our customers the
level of service they deserve with Wal-Mart.com, and we're working on that,"
spokeswoman Melissa Berryhill says.

            Very little information is available about the discount chains'
online revenue, mostly because they're still building their sites. Wal-Mart
and Kmart, for example, just announced their major online initiatives this
winter.

            Since the beginning of the year, the two have opened Silicon
Valley offices and teamed with big-name venture-capital firms Accel Partners
and Softbank, respectively. Target formed a business unit earlier this year,
which teams e-commerce and its Rivertown Trading direct-marketing unit.

            While none of the companies breaks out online revenue, sales
will eventually match Amazon.com's, says Robertson Stephens analyst Bill
Dreher. Even a fraction of Wal-Mart's $165 billion business, for example,
would far outpace many online firms. "Over the longer term, Amazon and those
other strong competitors are going to have to keep their eye on Wal-Mart and
Target and Costco," he says.

            Wal-Mart and Amazon are competing for more than customers. Last
year, Wal-Mart sued Amazon, saying it hired away specific employees who knew
strategic information about the company.

            Kmart has partnered with tech juggernaut Yahoo and offers free
Internet service to almost 3 million consumers, spokesman Dave Karraker
says. It's betting those users will buy from BlueLight.com. And while a
default start page is dotted with links to BlueLight.com, Kmart won't say
how many of those ISP users are shopping at its site.

            The site will offer hundreds of thousands of items by fall, in
more colors, sizes and shapes than are available at a typical Kmart store.
It also will sell higher-end products, such as a $5,500 Panasonic 56-inch
TV, and items such as the $469 Pro Soccer table game, which are too large to
stock in stores.

            Target, which runs 10 Web sites, has a secret weapon: a
direct-marketing firm that produces the Circa, Seasons, Signals and Wireless
catalogs. Its catalog background makes the firm experienced at filling
orders on time.

            While it will offer 15,000 items online by this fall, there
won't be an entire Target store online. Some items, such as milk, don't make
sense for the Internet, says Jerry Storch, Target's head of financial
services and new businesses.

            "At the end of the day, we want to make sure (the Target
customer) can shop with us any way she chooses," Storch says. "It's the same
consumer — sometimes she's going to want to go to the store, sometimes she's
going to want to go online."


--------------------------------------------------------------------

              a.. Go to Moneyline
              b.. Go to Money front page

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            Headlines updated
            7/31/2000
            9:17 A.M.


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(E-mail);=20
Michael Gutkowski (E-mail); Allyn Magrino (E-mail); Lauren Strain =
(E-mail); Rex=20
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<DIV><FONT face=3DArial size=3D2><SPAN=20
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are two stories=20
this morning from the New York Times and USA Today.  =
BlueLight.com is=20
hot!  Check out the great picture of Abigail, Kimberly, Paul and AJ =
in the=20
New York Times.</SPAN></FONT></DIV>
<DIV><FONT face=3DArial size=3D2><SPAN=20
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<DIV><FONT face=3DArial size=3D2><SPAN class=3D084101516-31072000><A=20
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      <BLOCKQUOTE>
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          <H5>July 31,=20
          2000</H5><BR></NYT_DATE><!-- E-COMMERCE REPORT BYLINE --><IMG=20
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          <H5>By BOB TEDESCHI<A=20
          href=3D"/library/tech/reference/tedeschibio.html"><IMG =
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                width=3D250 NOSEND=3D"1"><BR><FONT size=3D-2>Jenny =
Thomas for The New=20
                York Times </FONT></TD></TR>
            <P>
            <TR>
              <TD align=3Dleft><FONT size=3D-1>Five employees of =
Bluelight.com,=20
                who opted to leave failing start-ups for the security of =
an=20
                established firm. From left, Adrian Kohn, Paul Caiozzo, =
Kimberly=20
                Lyons, Abigail Lyons and Sasha Petrosky. </FONT>
                <HR SIZE=3D1>
              </TD></TR></P></TBODY></TABLE><!-- @ =
--></NYT_INLINEIMAGE><IMG=20
          align=3Dleft alt=3DI =
src=3D"http://graphics.nytimes.com/images/i.gif"=20
          NOSEND=3D"1">f executives of e-commerce companies thought they =
were=20
          having a hard time finding employees last year, this year's =
Summer of=20
          the Dot-Com Shakeout has brought even more misery to the =
group.=20
          <P>The number of available workers has grown, but as employees =
jump=20
          off sinking ships or swim away from ones already capsized, =
they are=20
          being much more selective about where they dock next. Gone are =
the=20
          days when Internet retailers could dangle 10,000 stock =
options, utter=20
          a few words about revolutionizing the process of buying =
gravel, say,=20
          and then get a prospective employee to sign on for a galley =
slave's=20
          salary and 16-hour days in close quarters with 24-year-olds =
and their=20
          Labradors.=20
          <P>Now the words "stock options" and "revolutionize" are more =
likely=20
          to set a job applicant's eyes to rolling. Recruiters and =
executives=20
          say employees now want two things from prospective employers: =
a good=20
          salary and, perhaps more important, good prospects for =
corporate=20
          longevity. In the short term, at least, that means that =
traditional=20
          companies with Internet divisions could have a substantial =
advantage=20
          in the recruiting wars, thereby putting additional pressure on =
their=20
          dot-com competitors.=20
          <P>One company that has benefited greatly from the =
consolidation among=20
          Internet merchants is <B>BlueLight.com</B><B>, =
</B><B>Kmart</B>'s=20
          online store. The company successfully recruited employees =
from=20
          Petstore.com, an online retailer that was recently purchased =
by=20
          <B>Pets.com</B><B>, </B>as well the Internet Shopping Network, =
which=20
          merged with <B>Styleclick.com</B> earlier this year.=20
          <P>"At least 50 r=E9sum=E9s per week are pouring in from =
Reel.com,=20
          Homewarehouse.com and other dot-coms that have either failed =
or are=20
          failing," said David Karraker, a BlueLight spokesman.=20
          <P>Homewarehouse.com, an online retailer of home improvement =
goods,=20
          shut down operations earlier this summer, while =
<B>Reel.com</B>=20
          recently stopped selling DVD's, videos and other goods on its =
site and=20
          scaled back to an information site about the movie industry.=20
          <P>Pippa Manley, BlueLight's director of human resources, said =
the=20
          shifting fortunes of Internet companies had saved BlueLight =
money,=20
          because she now relies less on pricey corporate recruiters to =
fill=20
          jobs. "These are very inexpensive hires for me, because if I =
find=20
          them, I don't have to pay 25 percent of a person's salary to a =

          headhunter," Ms. Manley said.=20
          <P>As for their demands, Ms. Manley said people were less =
eager to=20
          discuss stock options as part of their compensation, even =
though=20
          BlueLight's business is structured so that it could eventually =
sell=20
          its shares to the public. "A lot of people are saying, 'I =
don't care=20
          about the options -- let's talk salary,' " she said. "So =
there's been=20
          more negotiations on that point.=20
          <P>Ms. Manley said such negotiations were frustrating, because =
she=20
          still saw good potential for BlueLight to have successful =
stock=20
          offerings someday. "But then again," she said, "I haven't been =
through=20
          what they've been through, so it's easy for me to say."=20
          <BR><NYT_INLINEBLURB version=3D"1.0" type=3D"main">
          <TABLE align=3Dleft border=3D0 cellPadding=3D0 cellSpacing=3D0 =
width=3D213>
            <TBODY>
            <TR>
              <TD height=3D32 vAlign=3Dbottom width=3D205>
                <HR SIZE=3D1>
              </TD>
              <TD width=3D8></TD>
            <TR>
              <TD align=3Dleft width=3D205><FONT color=3D#ab0000 =
size=3D+2><B>Seeking=20
                good salaries and longevity. </FONT></B>
              <TD width=3D8></TD>
            <TR>
              <TD vAlign=3Dtop width=3D205>
                <HR SIZE=3D1>
                </B></TD>
              <TD =
width=3D8></TD></TR></TBODY></TABLE><!--@--></NYT_INLINEBLURB><BR>
          <P>Kimberly Lyons, BlueLight's manager of marketing =
partnerships,=20
          joined the company in June from <B>Xoom.com, </B>a unit of =
NBCi, NBC's=20
          Internet division. "Options weren't a big priority at all =
because of=20
          what happened at NBC," Ms. Lyons said.=20
          <P>She noted that the NBCi stock reached $85 on its first day =
of=20
          trading last November, but has plummeted since. (The shares =
closed at=20
          $22 on Friday.) "So I was more aggressive on salary," Ms. =
Lyons said.=20
          "Other companies I interviewed with were still giving low =
salaries and=20
          trying to compensate with umpteen options, which was so =
unappealing."=20
          <P>Compensation aside, Kmart's online operation had its own =
appeal,=20
          Ms. Lyons said: "I also knew that by coming here, I'd be =
getting=20
          offline experience, which is important. And I'd be exposed to =
more=20
          than a desk made out of a door, or bagel Fridays, so that was =
very=20
          attractive."=20
          <P>Spike Anderson, a principal with Monday Technology =
Solutions, an=20
          executive recruitment firm in San Francisco, said he, too, had =

          recently been hearing job seekers express a preference for =
Internet=20
          sites that are affiliated with traditional companies. "They're =
hedging=20
          their bets," he said. "They might not get as many stock =
options, but=20
          the chances are they'll at least be worth something."=20
          <P>Presumably, such sentiments would make it more difficult =
for=20
          Internet-only companies to compete, because they cannot afford =
to=20
          increase their salaries to match those offered by traditional=20
          companies. William A. Chen, chief executive of OnePage.com, an =

          Internet-only company that allows users to assemble several =
sites on=20
          one screen, said such a prospect was more a theory than a =
fact. "Over=20
          time, there may be a decline in what pure plays can afford to =
pay," he=20
          said. "But for now, it's still a race to pay whatever we can,=20
          especially to the top people."=20
          <P>If the emphasis continues to be placed on salary -- and=20
          bricks-and-mortar pedigree -- instead of equity, Mr. Chen =
said, "we=20
          might have to spend more to hire better people, but then just =
not hire=20
          as many people to do all the work."=20
          <P>Myteam.com, an information and commerce site for people =
involved in=20
          youth sports programs, recently bought air time on a =
Boston-area radio=20
          station to advertise open positions.=20
          <P>Elliot Katzman, the company's chief executive, said Myteam, =
too,=20
          had recently seen an increase in the number of candidates who =
stressed=20
          salary over stock options. But he said that change could be =
attributed=20
          to the Internet labor shortage, which has been so protracted =
that=20
          recruiters are more actively lobbying workers at traditional=20
          companies, where people are less prone to jump at equity-heavy =

          compensation packages.=20
          <P>"So we've had to have more conversations about salary =
lately," Mr.=20
          Katzman said. "But it still has to work in the context of the =
company,=20
          and this is a start-up, so you have to be very careful about =
how you=20
          spend money."=20
          <P>Compensation packages with stock options also motivate =
workers "to=20
          build the company's value," Mr. Katzman said. "Everyone's got =
to have=20
          some skin in the game for this to work."=20
          <P>Meanwhile, traditional companies with Web operations are =
enjoying=20
          the fact that dot-com executives are asking to work for them, =
rather=20
          than raiding them. "We take some consolation in knowing we've=20
          populated the dot-coms," said Christopher J. McCormick, senior =
vice=20
          president of <B>L. L. Bean</B>, which has lost senior-level =
executives=20
          to <B>Send.com, Diamonds.com, Dell.com </B>and <B>eToys, =
</B>among=20
          others. "But I've got to tell you, it hurt morale for people =
to see=20
          folks leave for stock packages worth a zillion dollars."=20
          <P>More recently, the tide has turned, Mr. McCormick said, =
noting for=20
          instance that the company's vice president for operations, =
Mike=20
          Perkins, recently joined L. L. Bean from Amazon.com. "And =
we've gotten=20
          dozens of r=E9sum=E9s from people at dot-coms who want out =
because their=20
          stock is underwater, and they see Bean's staying power and the =
quality=20
          of life here in Maine," Mr.McCormick said. "I do get some =
pleasure out=20
          of this, to be honest." <!-- E-COMMERCE REPORT LINK TO INDEX =
-->
          <P><BR><B>The E-COMMERCE REPORT is published weekly, on =
Mondays. Click=20
          <A =
href=3D"/library/tech/reference/indexcommerce.html">here</A> for a=20
          list of links to other columns in the series.</B>=20
          <P>
          <P><NYT_LINKS_OFFSITE version=3D"1.0" type=3D"main"><A =
name=3D1></A>
          <HR SIZE=3D1>
          <B>Related Sites</B><BR><FONT size=3D-1>These sites are not =
part of The=20
          New York Times on the Web, and The Times has no control over =
their=20
          content or availability.</FONT>=20
          <P>
          <UL>
            <P>
            <LI><A href=3D"http://www.bluelight.com">Bluelight.com</A>=20
            <P></P>
            <LI><A href=3D"http://www.pets.com">Pets.com</A>=20
            <P></P>
            <LI><A href=3D"http://www.reel.com">Reel.com</A>=20
            <P></P>
            <LI><A href=3D"http://www.styleclick.com">Styleclick.com</A> =

            <P></P>
            <LI><A href=3D"http://www.nbci.com">NBCi</A>=20
            <P></P>
            <LI><A href=3D"http://www.onepage.com">OnePage.com</A>=20
            <P></P>
            <LI><A href=3D"http://www.myteam.com">MyTeam.com</A>=20
            <P></P>
            <LI><A href=3D"http://www.llbean.com">L.L. Bean</A>=20
            <P></P>
            <LI><A href=3D"http://www.mondaysolutions.com/">Monday =
Technology=20
            Solutions</A> </LI></UL></NYT_LINKS_OFFSITE>
          <P><!-- E-COMMERCE REPORT MAIL TO -->
          <HR SIZE=3D1>

          <ADDRESS>Bob Tedeschi at <A=20
          href=3D"mailto:tede-@nytimes.com">tede-@nytimes.com</A> =
welcomes=20
          your comments and suggestions.</ADDRESS>
          <HR SIZE=3D1>

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            <H3><FONT size=3D+2><A=20
            =
name=3DDiscounters_get_ready_to_storm_Internet></A>Discounters get=20
            ready to storm Internet </FONT></H3>
            <P>By Deborah Kong, USA TODAY</P>
            <P></P>
            <P>If Amazon.com were to check its rearview mirror, it would =
likely=20
            see a blue light, a big red bull's-eye and the substantial =
bulk of=20
            Wal-Mart rapidly gaining on it.</P>
            <P>The major discount chains have taken a slow, cautious =
approach=20
            online. Wal-Mart, for example, is still preparing its Web =
site for=20
            the holiday season and won't provide many details about its=20
            strategy.</P>
            <P>"Right now, we don't think we're offering our customers =
the level=20
            of service they deserve with Wal-Mart.com, and we're working =
on=20
            that," spokeswoman Melissa Berryhill says.</P>
            <P>Very little information is available about the discount =
chains'=20
            online revenue, mostly because they're still building their =
sites.=20
            Wal-Mart and Kmart, for example, just announced their major =
online=20
            initiatives this winter.</P>
            <P>Since the beginning of the year, the two have opened =
Silicon=20
            Valley offices and teamed with big-name venture-capital =
firms Accel=20
            Partners and Softbank, respectively. Target formed a =
business unit=20
            earlier this year, which teams e-commerce and its Rivertown =
Trading=20
            direct-marketing unit. </P>
            <P>While none of the companies breaks out online revenue, =
sales will=20
            eventually match Amazon.com's, says Robertson Stephens =
analyst Bill=20
            Dreher. Even a fraction of Wal-Mart's $165 billion business, =
for=20
            example, would far outpace many online firms. "Over the =
longer term,=20
            Amazon and those other strong competitors are going to have =
to keep=20
            their eye on Wal-Mart and Target and Costco," he says.</P>
            <P>Wal-Mart and Amazon are competing for more than =
customers. Last=20
            year, Wal-Mart sued Amazon, saying it hired away specific =
employees=20
            who knew strategic information about the company. </P>
            <P>Kmart has partnered with tech juggernaut Yahoo and offers =
free=20
            Internet service to almost 3 million consumers, spokesman =
Dave=20
            Karraker says. It's betting those users will buy from =
BlueLight.com.=20
            And while a default start page is dotted with links to=20
            BlueLight.com, Kmart won't say how many of those ISP users =
are=20
            shopping at its site.</P>
            <P>The site will offer hundreds of thousands of items by =
fall, in=20
            more colors, sizes and shapes than are available at a =
typical Kmart=20
            store. It also will sell higher-end products, such as a =
$5,500=20
            Panasonic 56-inch TV, and items such as the $469 Pro Soccer =
table=20
            game, which are too large to stock in stores. </P>
            <P>Target, which runs 10 Web sites, has a secret weapon: a=20
            direct-marketing firm that produces the Circa, Seasons, =
Signals and=20
            Wireless catalogs. Its catalog background makes the firm =
experienced=20
            at filling orders on time. </P>
            <P>While it will offer 15,000 items online by this fall, =
there won't=20
            be an entire Target store online. Some items, such as milk, =
don't=20
            make sense for the Internet, says Jerry Storch, Target's =
head of=20
            financial services and new businesses.</P>
            <P>"At the end of the day, we want to make sure (the Target=20
            customer) can shop with us any way she chooses," Storch =
says. "It's=20
            the same consumer — sometimes she's going to want to =
go to the=20
            store, sometimes she's going to want to go online."</P>
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