March/April 2016

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March/April 2016

A collection of news, articles and other featured content about March/April 2016.

The Borden Dairy Co. had to make a decision. It was expanding its drinkable yogurt distribution far beyond the initial sales region of Southern California.

Imagine visiting a food retail corporate headquarters and asking the chief merchant officer who heads up millennial insights rather than the customary question of who is in charge of a particular grocery category.

Most business skills in retail are teachable—purchasing, supply chain management and store operations. Some require a blend of art and science, like marketing and merchandising. And then there is one business skill that requires a solid grounding in hard science and leading-edge technology.

The retail landscape is changing, leaving retailers with a crucial decision: To embrace and develop an omnichannel approach, or to continue with business as usual, running the risk of becoming obsolete.

If — in cartoon fashion — we could read the thought bubbles above the head of each food shopper capturing their internal dialogue as they walk the supermarket aisles, we would know that their minds are a whirlwind of activity.

I have a large coin purse bursting at the seams with loyalty cards. I could join Key Ring or Stocard or any of the other apps to lighten the load.

Almost by definition, progress brings change. It requires trading old habits for new, improved ways of doing business. For Sierra Meat and Seafood in Reno, Nev., a new open-atmosphere office space accompanied a new focus on collaboration.

When Kroger acquired the Hiller's chain of supermarkets in suburban Detroit in 2015, it converted them to Kroger stores. But when Kroger bought Harris Teeter Supermarkets Inc. in 2014, it kept that venerable banner alive. Why change one banner

Prior to the advent of category management, the typical retailer-supplier relationship was adversarial, devoid of shared data or analytics.

Topics such as sustainability, diversity, big data and e-commerce have gained considerable importance in the modern business world, so it's no surprise that many companies have assigned responsibility for these functions to top-level executives. Clearly defining these new roles and others like them

From the most popular, high-volume segments to niche sectors such as gourmet foods, virtually every product assortment in a store needs optimization to keep up with evolving purchase behavior.

While they might not dominate assortment or function as primary sales drivers at most retailers, better-for-you (BFY) foods and beverages, including natural, organic, low-in and free-from products, do play an important strategic role for many retailers, according to results from the latest exclusiv

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