and Europe. Founder Sam Walton's heirs own about 38% of Wal-Mart.
             The difference between Wal-Mart and KMart is very telling. In 1991, Joseph Antonini, then Kmart's chief executive officer, spent some $80 million on an advertising campaign to convince consumers that he and the company believed in customer service. Few consumers believed him, however, and Kmart's sales increased by only 3 percent. During the same year, sales at Wal-Mart, which not only brags about its customer service but also actually provides it, increased by 26 percent. In 1993 and 1994, Kmart spent $3 billion on capital renovations, hoping to entice customers back. This was ill-spent money. Customers didn't flock to Kmart; they went to its competitor, Wal-Mart, which had undergone no expensive renovations, preferring instead to continue to provide the best possible service to its customers. Kmart's dismal bottom line is directly related to its lack of customer service and its out-of-co
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