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Perplexity

Gemini

Claude

Grok

Pioneering 15% program since 1948 allows employees to spend work time on passion projects; investing $3.5B in R&D from 2025-2027 to launch 1,000 new products.

Innovation and Science

Acting with uncompromising honesty and integrity in everything we do, earning the admiration of all those associated with 3M worldwide.

Integrity

Satisfying customers with innovative technology and superior quality, value and service through differentiated solutions that improve lives globally.

Customer Focus

Committed to carbon neutrality by 2050, 50% emissions reduction by 2030, and investing $1B over 20 years in environmental goals including water reduction.

Sustainability

Building a community of individuals with diverse technical expertise, industry knowledge, mindsets, and backgrounds all working together to solve problems.

Collaboration

Developing employees' diverse talents, initiative and leadership through continuous improvement, speed, and clear accountability under the 3M excellence model.

Excellence

Five founders: Henry Bryan, Hermon Cable, John Dwan, William McGonagle, Dr. J. Danley Budd (1902)

Resurrecting a dead torrent tracker and finding 3M peers

An artwork by Banksy shredded itself after selling for $1.3M at Sotheby’s

Trello Spins Out of Fog Creek With $10.3M

3M to end 'forever chemicals' output

3M knew its chemicals were harmful decades ago, but didn't tell the public

William M. (Bill) Brown

Chairman and Chief Executive Officer

Anurag Maheshwari

Executive Vice President and Chief Financial Officer

Dr. John Banovetz

Executive Vice President, Chief Technology Officer and Environmental Responsibility

Zoe Dickson

Executive Vice President and Chief Human Resources Officer

Mark Murphy

Chief Information and Digital Officer

Jon Van Wyck

Executive Vice President, Chief Strategy Officer and Interim Group President, Enterprise Supply Chain

Chris Goralski

Group President, Safety and Industrial Business

3M Company generated $34 billion revenue in 2023 (down from $35B+ pre-litigation) navigating existential litigation crisis: $10.3B settlement June 2023 resolving PFAS 'forever chemicals' contamination (per- and polyfluoroalkyl substances used in Scotchgard stain repellent, firefighting foam contaminating U.S. drinking water, 3M stopped production 2000-2002 but legacy persists), Combat Arms military earplugs $6B lawsuits (250,000+ veterans claiming hearing loss/tinnitus from defective design, 3M filed bankruptcy subsidiary Aearo Technologies to shield parent, judge rejected 2023), and broader environmental/health litigation mounting. Founded 1902 as Minnesota Mining and Manufacturing Company by five businessmen attempting to mine corundum (abrasive mineral), failed mining pivoted to sandpaper, then transformative innovations: masking tape (1925, automotive painting), Scotch tape (1930, Richard Drew inventor, cellophane adhesive Depression-era success), Post-it Notes (1980, Spencer Silver weak adhesive 1968 'failure,' colleague Art Fry 1974 bookmark idea, 10-year development), Thinsulate insulation, N95 respirators (1972 invention, COVID-19 critical, supply shortages). Strategic advantages include diversified portfolio (60,000+ products across safety/industrial, transportation/electronics, healthcare, consumer), R&D culture (6% revenue to innovation, 15% Rule allowing scientists pursuing side projects), and essential B2B dominance (automotive, aerospace, healthcare rely on 3M materials). However, beyond litigation, challenges include healthcare spinoff (Solventum separation April 2024, $8B revenue medical/dental products carved out creating independent company), demand cyclicality (industrial/manufacturing exposure), and innovation slowdown accusations (past decade fewer breakthrough products). CEO Mike Roman (2018-2023) managed crises; William Brown became CEO May 2024.

3M's $10B PFAS 'Forever Chemicals' Settlement and Combat Arms Earplugs Litigation Threaten Century-Old Innovation Legacy

3M reaches $34B revenue as diversified manufacturer behind Scotch tape, Post-it Notes, N95 masks navigating $10B+ PFAS forever chemicals litigation and planned healthcare spinoff

TIL Mariah Carey makes $2.7-3.3M per year from All I Want For Christmas Is You

Congress now has access to unredacted versions of the approx 3M Epstein files that the DOJ has released. Trump is at the heart of the crimes.

3M to 1.4M this week

Dude won 1.3M and his first call was to his mother "mom we out the hood"

Squatter posed as financial adviser in $2.3M mansion while lived off food stamps and sent daughter to work in a bakery instead of school is back "home"

Two 3M facilities shutting down for good

Thoughts on 3M?

Why do people seem to dislike 3M ceramic films?

3M Hiring Process &amp; Thoughts

CorpoChikaPH

todayilearned

Epstein

wallstreetbets

woowDude

BeAmazed

trashy

Layoffs

WindowTint

June 13: Five businessmen. Two Harbors, MN. $5,000 capital. Mine corundum abrasive. Failed mining.

Relocates Saint Paul. Buys minerals vs. mining. Early quality struggles. Near bankruptcy.

1907: Joins age 19 bookkeeper. 1914: general manager. 1929: president. Innovation culture architect.

Richard Drew lab technician. Automotive two-tone painting solution. First major innovation beyond sandpaper.

Drew invents transparent tape. Depression-era household/office essential. 'Scotch' brand (stingy adhesive joke).

Intended strong glue. Created weak reusable adhesive. Didn't discard. Post-it foundation.

1974: Art Fry bookmark idea using Silver's adhesive. 10-year development. 1980: Yellow pads launched. Initially flopped, free samples created demand.

Forever chemicals environmental persistence. Stopped production. Legacy contamination persists decades. Water pollution.

1972 N95 invention becomes pandemic essential. Supply shortages. 3M doubled production. Healthcare visibility.

June: Forever chemicals water contamination settlement. Earplugs $6B lawsuits ongoing (250K veterans). Bankruptcy shield rejected.

April: $8B healthcare/dental carved out. May: New CEO. 60,000 products. Innovation slowdown accusations. Litigation cloud.

Joe C. Thompson Jr.

John Jefferson Green

Jere Thompson

Masatoshi Ito

Joe DePinto

A python script to check fuel prices and also lock them in

7Eleven-Python

'Hacking' a 7-Eleven Bluetooth Smart Cup | Meme?

7-Eleven-Bluetooth-Smart-Cup-Jailbreak

Intrusion Detection Systems (IDSs) and Intrusion Prevention Systems (IPSs) are the most important defense tools against the sophisticated and ever-growing network attacks. Due to the lack of reliable test and validation datasets, anomaly-based intrusion detection approaches are suffering from consistent and accurate performance evolutions.  Our evaluations of the existing eleven datasets since 1998 show that most are out of date and unreliable. Some of these datasets suffer from the lack of traffic diversity and volumes, some do not cover the variety of known attacks, while others anonymize packet payload data, which cannot reflect the current trends. Some are also lacking feature set and metadata.  CICIDS2017 dataset contains benign and the most up-to-date common attacks, which resembles the true real-world data (PCAPs). It also includes the results of the network traffic analysis using CICFlowMeter with labeled flows based on the time stamp, source, and destination IPs, source and destination ports, protocols and attack (CSV files). Also available is the extracted features definition.  Generating realistic background traffic was our top priority in building this dataset. We have used our proposed B-Profile system (Sharafaldin, et al. 2016) to profile the abstract behavior of human interactions and generates naturalistic benign background traffic. For this dataset, we built the abstract behaviour of 25 users based on the HTTP, HTTPS, FTP, SSH, and email protocols.  The data capturing period started at 9 a.m., Monday, July 3, 2017 and ended at 5 p.m. on Friday July 7, 2017, for a total of 5 days. Monday is the normal day and only includes the benign traffic. The implemented attacks include Brute Force FTP, Brute Force SSH, DoS, Heartbleed, Web Attack, Infiltration, Botnet and DDoS. They have been executed both morning and afternoon on Tuesday, Wednesday, Thursday and Friday.

CICIDS-2017-intrution-detection-

maldertves.m3u

7-Eleven breached customer privacy by collecting facial imagery without consent

A new locker system from Amazon sends your deliveries to 7-Eleven

Tokyo’s 7-Elevens and convenience stores

7-Elevens Are Becoming Lifelines for Japan's Elderly

The War Inside 7-Eleven

7-Eleven, Inc. is an American convenience store chain, headquartered in Irving, Texas. It is a wholly owned subsidiary of Seven-Eleven Japan, which in turn is owned by the retail holdings company Seven & I Holdings, a Japanese retail holding company. The chain was founded in 1927 as the Southland Ice Company, operating an ice house storefront in Dallas. Then owned by Southland Corporation, the number of convenience stores expanded and were named Tote'm Stores between 1928 and 1946. Southland Corporation changed the stores' name to 7-Eleven in 1946, reflecting expanded hours of operation. Southland Corporation started franchising its stores in 1961; in 1973, Ito-Yokado, a Japanese supermarket chain, signed a franchisee agreement with Southland Corporation to develop 7-Eleven convenience stores in Japan.

7-Eleven operated 13,000+ locations across U.S. and Canada (9,300 franchised, 3,700 corporate) as of October 2024, making it America's largest convenience store chain. Parent company Seven & i Holdings (Japan) owned 84,000+ 7-Eleven stores globally across 20 countries, with highest density in Japan (21,000 stores), Thailand (13,000), U.S. (13,000), South Korea (11,000), China (4,000). U.S. operations generated estimated $20B+ annual revenue. Average U.S. store 2,500-3,000 sq ft, open 24/7, stocked 2,500-3,000 SKUs focused on immediate consumption: beverages, snacks, prepared food, tobacco, lottery, fuel. Franchise model: franchisees pay 57% of gross profit to 7-Eleven (high vs. industry 5-15%), but 7-Eleven covers rent, equipment, inventory—lowering franchisee capital requirements to $50K-150K.

7-Eleven Operates 13,000+ U.S. Stores, 84,000 Global Locations Under Japanese Ownership

7-Eleven's fresh and prepared food category exceeded $1 billion in annual U.S. sales, representing 15-18% of in-store revenue. Offerings included hot foods (pizza, taquitos, chicken wings, hot dogs on rollers), fresh sandwiches, salads, fruit cups, bakery items. 7-Eleven branded pizza became cult favorite—whole pizza $6.99-$8.99, outselling many dedicated pizza chains on per-location basis. Hot food program drove traffic during breakfast (breakfast sandwiches, coffee) and lunch (pizza slices, taquitos, chicken). Prepared food margins 40-50% vs. packaged goods 25-30%. Fresh initiative competed with fast-food chains, grocery delis, Wawa, Sheetz. Stores with expanded kitchens ('7-Eleven Evolution' format) tested restaurant-quality offerings.

7-Eleven Fresh Food Focus: $1B+ Pizza, Sandwiches, Hot Food Sales

7-Eleven's private label program '7-Select' generated over $2 billion in annual sales across 3,000+ SKUs spanning snacks, candy, beverages, dairy, bread, frozen meals, household items. Tiers included 7-Select (mainstream quality, lower price), 7-Select Go!Smart (better-for-you options), 7-Reserve (premium coffee, wine). Popular items: 7-Select chips, cookies, energy drinks, bottled water, pizza, ice cream. Private label offered 15-25% lower prices than national brands with comparable quality. Margins 10-15 percentage points higher than national brands. 7-Select represented 15-20% of merchandise sales. Strategy mirrored successful Japanese 7-Eleven model where private label dominated (40%+ of sales).

7-Eleven Private Label '7-Select' Generates $2B+ with 3,000+ Products

7-Eleven's Slurpee frozen carbonated beverage remained iconic product 60+ years after introduction (1967), generating estimated $200M+ annual U.S. sales. Average 7-Eleven sold 400-600 Slurpees daily during summer, 200-300 year-round. Machines offered 8-12 rotating flavors (Coca-Cola, Cherry, Blue Raspberry, Mountain Dew, seasonal varieties). Slurpee represented pure impulse purchase—high margins (75-85%), low ingredient costs ($0.15-0.25 per $1.50-2.50 drink). Annual 'Free Slurpee Day' (July 11 = 7/11) drew millions of customers, driving store traffic. Slurpee became cultural icon—referenced in movies, TV shows, memes. Competitors copied format (ICEE, Slush Puppie) but Slurpee maintained brand leadership.

Slurpee: 7-Eleven's Iconic Frozen Drink Celebrates 60+ Years, $200M+ Annual Sales

7-Eleven operated fuel at 7,500+ U.S. locations (60% of store base) following $21 billion acquisition of Speedway gas stations/convenience stores from Marathon Petroleum (2021). Integration converted 3,800 Speedway locations to 7-Eleven branding by 2024. Fuel represented 60% of site revenue but just 10-15% of profit—low-margin business (2-5 cents/gallon) serving as traffic driver for high-margin in-store purchases. Average fuel customer spent additional $6-12 inside store. Fuel sites generated $3-4M total annual revenue (vs. non-fuel $1-2M). Speedway acquisition made 7-Eleven largest independent fuel retailer in U.S. (competing with Shell, BP, ExxonMobil).

7-Eleven Fuel Stations: 7,500 U.S. Locations, Speedway Acquisition Integration

Canadian convenience store giant Alimentation Couche-Tard (owner of Circle K) proposed $38.5 billion takeover of Seven & i Holdings, 7-Eleven's Japanese parent company, in August 2024. Deal would create world's largest convenience retailer with 140,000+ stores globally. Couche-Tard argued Seven & i undervalued, poorly managed, could benefit from operational improvements. Seven & i rejected offer as too low, citing regulatory concerns (antitrust), cultural fit issues, undervaluation. Activist investors supported sale. As of November 2024, negotiations ongoing with potential revised bid. If successful, acquisition would end 7-Eleven's Japanese ownership (since 1991) and consolidate global convenience market.

Canadian Billionaire Couche-Tard Bids $38.5B for Seven & i Holdings (7-Eleven Parent)

7-Eleven Dominates Convenience Store Market with 13,000+ U.S. Locations, Private Label Innovation, and Fresh Food Focus

In 2018, Tayeb Souami from New Jersey returned a $5 bottle of orange juice after his wife said it was too expensive, he used the refund to buy 2 lottery tickets and checked them at a 7‑Eleven the following day while getting his car washed and won $315 million.

[Highlight] Broncos TE Adam Trautman when asked about online criticism of QB Bo Nix: "We know what’s he made of, and we don’t really care what people have to say. So, DragonSlayer69 with his 7-Eleven Slurpee in his mom’s basement, I don’t give a shit what he has to say, right? Bo doesn’t, either."

So ayun…May cashless payment na pala sa 7-Eleven

Mother Confronts 7-Eleven Managment for Calling Her Son a "Black MotherF***er"

What’s the one thing you always buy at 7-11 in Thailand?

Anyone else like 7 eleven hotdogs

Had to make a coney at 7-Eleven

Another 7-eleven thread

I love 7-Eleven Glizzies

7 eleven: must buys

hotdogs

ThailandTourism

interestingasfuck

DigitalbanksPh

BlackPeopleofReddit

JapanTravelTips

John Jefferson Green, employee at Southland Ice Company (Dallas), began selling milk, bread, eggs from ice dock to accommodate customers outside grocery store hours. Joe C. Thompson Jr. recognized opportunity.

Thompson Jr. expanded concept to multiple Southland Ice locations, calling them 'Tote'm Stores' (totem pole as logo). Convenience retail born.

Rebranded stores as 'Seven-Eleven' to advertise extended hours: 7am-11pm, every day. Revolutionary for era when most stores closed 6pm, Sundays.

Expanded across Texas, Oklahoma, Louisiana. Reached 100+ stores. Became regional convenience leader. 24-hour operations began in select high-traffic locations.

Founder Thompson Jr. died. Son Jere Thompson became CEO, leading explosive growth era. Company operated ~1,000 stores.

Introduced franchising, allowing entrepreneurs to operate 7-Eleven stores. Franchise model accelerated expansion while limiting capital needs.

Expanded beyond Southwest to California, Midwest, East Coast. Became national brand. Reached 5,000+ stores. 24/7 operations became standard.

Launched Slurpee frozen carbonated beverage (licensed ICEE technology). Became iconic product, cultural phenomenon. Generated $200M+ annual sales by 2020s.

Japanese retailer Masatoshi Ito (Ito-Yokado founder) negotiated area development license to bring 7-Eleven to Japan. Fateful partnership that would reverse corporate hierarchy.

Ito-Yokado opened first 7-Eleven in Tokyo (May 1974). Adapted model to Japanese culture: cleaner, better food, superior service. Instant success.

Aggressive expansion reached 8,000+ U.S. stores. Southland Corporation acquired Citgo oil (1983) to vertically integrate fuel. But overexpansion and 1987 leveraged buyout created $4B+ debt.

Southland Corporation filed Chapter 11 bankruptcy (October 1990) unable to service $4B debt. 7-Eleven faced potential liquidation.

Japanese partner Ito-Yokado acquired 70% of Southland Corporation for $430M, rescuing 7-Eleven from bankruptcy. Ironic reversal—licensee became parent. Japanese management began transformation.

Invested in store remodels, fresh food programs, technology, operations. Closed underperforming locations, improved remaining stores. Reached 6,000 U.S. stores (down from 8,000 peak but higher quality).

Former PepsiCo/GameStop executive Joe DePinto became president/CEO of 7-Eleven U.S. operations. Accelerated fresh food, private label (7-Select), franchisee relations, technology.

Ito-Yokado renamed holding company 'Seven & i Holdings' to reflect 7-Eleven as flagship brand. Portfolio included 7-Eleven, Ito-Yokado stores, others.

Expanded fresh/prepared food: sandwiches, salads, pizza, hot breakfast, bakery items. Fresh food reached $1B+ sales, 15-18% of revenue. Competed with Wawa, Sheetz, fast-food chains.

7-Select private label (launched early 2000s) exceeded $2B annual sales across 3,000+ SKUs. Margins 10-15 points higher than national brands.

Pandemic drove surge in convenience store traffic as consumers avoided large grocery stores, needed quick essentials. Sales rose 10-15%. 24/7 operations reduced in some markets.

Purchased 3,800 Speedway gas stations/convenience stores from Marathon Petroleum for $21 billion—largest convenience industry acquisition ever. Expanded to 10,000+ U.S. locations.

Converted 3,800 Speedway locations to 7-Eleven branding. Integration mostly complete by 2024. Reached 13,000 U.S./Canada stores.

Ito-Yokado founder and 7-Eleven savior Masatoshi Ito died March 10, 2023, at age 98. Mourned as retail visionary who built global convenience empire.

Canadian convenience giant Alimentation Couche-Tard (Circle K parent) proposed $38.5B acquisition of Seven & i Holdings in August 2024. Seven & i rejected offer as too low. Negotiations ongoing. Deal would create 140,000-store global empire.

Operated 13,000+ U.S./Canada locations (9,300 franchised, 3,700 corporate), 84,000 globally. Largest convenience chain. Japan 21,000 stores (highest density), Thailand 13,000, South Korea 11,000, China 4,000. U.S. revenue estimated $20B+. 7,500 locations with fuel (60% of stores). Fresh/prepared food $1B+ (pizza, sandwiches, hot food). 7-Select private label $2B+, 3,000 SKUs. Slurpee $200M+ annual sales. Average store 2,500-3,000 sq ft, 24/7, 2,500-3,000 SKUs. Franchise model: 57% gross profit to 7-Eleven but covers rent/equipment. CEO Joe DePinto (2005-present). Owned by Seven & i Holdings (Japan). Couche-Tard takeover bid ongoing.

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