largest retailer. It's the world's largest company--bigger

Components and Services
The topic of wiring elements together drags me almost immediately into the knotty terminology problems that surround the terms service and component. You find long and contradictory articles on the definition of these things with ease. For my purposes here are my current uses of these overloaded terms.

I use component to mean a glob of software that's intended to be used, without change, by application that is out of the control of the writers of the component. By 'without change' I mean that the using application doesn't change the source code of the components, although they may alter the component's behavior by extending it in ways allowed by the component writers.

A service is similar to a component in that it's used by foreign applications. The main difference is that I expect a component to be used locally (think jar file, assembly, dll, or a source import). A service will be used remotely through some remote interface, either synchronous or asynchronous (eg web service, messaging system, RPC, or socket.)

I mostly use service in this article, but much of the same logic can be applied to local components too. Indeed often you need some kind of local component framework to easily access a remote service. But writing "component or service" is tiring to read and write, and services are much more fashionable at the moment.

Therein lies the basic conundrum of doing business with the world's largest retailer. By selling a gallon of kosher dills for less than most grocers sell a quart, Wal-Mart may have provided a ser-vice for its customers. But what did it do for Vlasic? The pickle maker had spent decades convincing customers that they should pay a premium for its brand. Now Wal-Mart was practically giving them away. And the fevered buying spree that resulted distorted every aspect of Vlasic's operations, from farm field to factory to financial statement.Nineteen years ago, Jennifer Courter set out on a career path that has since provided her with a steady stream of lucrative, low-stress jobs. Now, her occupation -- mathematician -- has landed at the top spot on a new study ranking the best and worst jobs in the U.S.


Scott Brundage."It's a lot more than just some boring subject that everybody has to take in school," says Ms. Courter, a research mathematician at mental images Inc., a maker of 3D-visualization software in San Francisco. "It's the science of problem-solving."

The study, released Tuesday from CareerCast.com, a new job site, evaluates 200 professions to determine the best and worst according to five criteria inherent to every job: environment, income, employment outlook, physical demands and stress. (CareerCast.com is published by Adicio Inc., in which Wall Street Journal owner News Corp. holds a minority stake.)


Indeed, as Vlasic discovered, the real story of Wal-Mart, the story that never gets told, is the story of the pressure the biggest retailer relentlessly applies to its suppliers in the name of bringing us "every day low prices." It's the story of what that pressure does to the companies Wal-Mart does business with, to U.S. manufacturing, and to the economy as a whole. That story can be found floating in a gallon jar of pickles at Wal-Mart.

largest retailer. It's the world's largest company--bigger Wal-Mart is not just the world's than ExxonMobil, General Motors, and General Electric. The scale can be hard to absorb. Wal-Mart sold $244.5 billion worth of goods last year. It sells in three months what