Kroger outlines 13-part ‘Restock’ transformation plan

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Kroger outlines 13-part ‘Restock’ transformation plan

By Michael Johnsen - 10/11/2017

CINCINNATI — The supermarket shopping experience at Kroger is about to undergo a significant digitally-driven transformation even as the grocery store operator seeks to exit the c-store and gas arena.



The digital transformation is being called Restock Kroger and is expected to redefine the food and grocery customer experience in America, the company stated.



"We know that when we serve America through food inspiration and uplift, we create value for our shareholders, customers and associates," said Rodney McMullen, Kroger's chairman and CEO. "We understand that today's marketplace is shifting rapidly," he said. "Combining our food expertise and data analytics uniquely positions Kroger to create new and highly-relevant customer experiences, delivered both digitally and in stores. 'Restock Kroger' builds on our strengths and strategically repositions Kroger to accelerate our customer-centered efforts in order to create shareholder value."



The Restock Kroger plan is expected to generate $400 million in incremental operating margin by 2020. "Our goal is to continue generating shareholder value even as we make strategic investments to grow our business," stated Mike Schlotman, Kroger's EVP and CFO.



The Plan has four main drivers: Redefine the Food and Grocery Customer Experience, Expand Partnerships to Create Customer Value, Develop Talent and Live Kroger's Purpose. Kroger outlined 13 components.



Redefine the Food and Grocery Customer Experience: Kroger outlined how it is uniquely positioned to win with customers by accelerating its digital and ecommerce efforts, applying its customer data and personalization expertise through 84.51 to even more aspects of the business, and building on the outstanding growth of the company's Our Brands portfolio.



Data & Personalization: Kroger already delivers more than 3 billion personalized recommendations to customers annually. Going forward, Kroger will update investors on how it is using shopper data to create different experiences for customers.



Digital: Kroger is optimizing the digital experience by placing the customer at the center of everything the company does, providing not only functional information but also inspiration and personalized discovery through recipes and product content.



Space Optimization: Kroger intends to leverage customer science to make space-planning decisions to disrupt shelf, optimize assortment and improve in-stocks.



Our Brands: Building on the company's own brands strong 37% growth from 2011 to 2017 (from $15 billion to $20.5 billion in annual sales), Kroger will continue investing to grow its most popular brands.



Smart Pricing: Kroger will continue investing to avoid losing customers because of price. The company has invested more than $4 billion in price since 2001.



Expand Partnerships to Create Customer Value: The company will discuss its plans to utilize more of its capital to fund technology and infrastructure upgrades, and its intention to create alternative revenue streams.



Front End Transformation: Redesign front-end to maximize stores for self-checkout, include expanding currently 20-store Scan, Bag, Go pilot to 400 stores in 2018.



Technology Innovation: Kroger will continue building its Internet of Things sensor network, video analytics and machine learning networks and complement those innovations with robotics and artificial intelligence to transform the customer experience.



Alternative Revenue Streams: Kroger intends to create shareholder value by expanding its alternative revenue streams, including driving media and advertising revenue.



Develop Talent: Kroger will discuss how it is accelerating its high-performance leadership culture through future talent development, training and a rebalancing of pay and benefits.



Investing in Store Associates: Kroger plans to invest an incremental $500 million in human capital over the next three years. This will be in addition to the company's continued efforts to rebalance pay and benefits while also focusing on certifications and performance incentives, career opportunities and training.



Live Kroger Purpose through Social Impact: The company successfully launched its Zero Hunger | Zero Waste Plan in September, which aims to end hunger in the communities Kroger calls home and eliminate waste in the company by 2025.



In addition, Kroger on Wednesday announced its intention to explore strategic alternatives for its convenience store business, including a potential sale. This is the result of a review of assets that are potentially of more value outside of the company than as part of Kroger.



"Our convenience stores are strong, successful and growing with the potential to grow even more," Schlotman said. "We want to look at all options to ensure this part of the business is meeting its full potential. Considering the current premium multiples for convenience stores, we feel it is our obligation as a management team to undertake this review."



Kroger's convenience store business includes 784 convenience stores located across 18 states.  It includes 68 franchise operations.  The stores employ 11,000 associates and operate under the following banner names: Turkey Hill Minit Markets, Loaf 'N Jug, KwikShop, Tom Thumb and QuickStop. Kroger's convenience store business generated revenue of $4 billion and sold 1.2 billion gallons of fuel in 2016.  



The business unit has delivered 62 consecutive quarters of identical store sales growth.



The company has hired Goldman Sachs & Co. to identify, review and evaluate the options.