A CAREER IN THE RETAIL FOOD CHAIN INDUSTRY

By
Francis Augustine Dory

A THESIS

Submitted to the School ef Graduate Studio: of Michigan
Stnte College of Agriculture and Applied Science
in partial fulfillment of the requirements

for the deg-e0 of
MASTER 01' ARTS

Department of General Business
curriculum in Food Distribution
1952

I'HESIS

ACKIIO WIED SHEET S

The writer wishes to express his sincere thanks to the following
men; Mr. Guy R. Beale, Jr. and Mr. Jack C. Fairchild, Colonial Stores,
Incorporated, Atlanta, Georgia; Mr. M. W. Robinson, Crand Union Company,
East Paterson, New Jersey; Mr. H. G. Stiefenhoefer, Jewel Tea Company,
Incorporated, Chicago, Illinois; Mr. Edward J. Kenney, Kroger Company,
Cincinnati, Ohio; Mr. John A. Jones, Safeway Stores, Incorporated, San
Francisco, California; Mr. Andrew C. Kuhn, Stop and Shop, Incorporated,
Boston, Massachusetts.

Special recognition is given to the National Association of Food
Chains, whose Fellowship grant helped make this research possible.

Appreciation is also due to Dr. Kenneth Wilson, Director of the -
Curriculum in Food Distribution at Michigan State College, for his in-
terest, guidance and suggestions which aided in the preparation of this

131188130

.w M _.,
L21". JUN

TABLE OF 001 ENTS

CPAPTER PAGE
I . IICTPLODUCTIOII O O O O O O O O O O O O O O O O O O O O O 1

On Choosing a Career . . . . . . . . . . . . . . . . l

N

The Purpose of the Thesis . . . . . . . . . . . . . .
Reasons for the Selection of Companies . . . . . . .
Method of Research . . . . . . . . . . . . . . . . .
Plan of Presentation . . . . . . . . . . . . . . . .
II. COLONIAL STORES, INCORPORATED . . . . . . . . . . . . .
History of Company . . . . . . . . . . . . . . . . .
Organization of Company . . . . . . . . . . . . . . .

Contact Between Company and Graduate . . . . . . . .

09.01“] mm 47m N

Interview . . . . . . . . . . . . . . . . . . . . . .
Training Program . . . . . . . . . . . . . . . . . . 10
Progress of Men in the Organization . . . . . . . . . 13
Starting Salary . . . . . . . . . . . . . . . . . . . 15
Employee Benefits . . . . . . . . . . . . . . . . . . 15
Retail Store Organization . . . . . . . . . . . . . . 16
ChannelsofPromotion................ 16
Other Jobs in the Company . . . . . . . . . . . . . . 1b
Brief Summary . . . . . . . ... . . . . . . . . . . . 17
III. GRAND UNION COKPAHY . . . . . . . . . . . . . . . . . . 18
History of Company . . . . . . . . . . . . . . . . . 18
Foode-Mat . . . . . . . . . . . . . . . . . . .-. . 19

Interview . . . . . . . . . . . . . . . . . . . . . . l9

CHAPTER

Training Program . . .

Progress of Men in the Organization

Starting Salary . . . .
Channels of Promotion .
Employee Benefits . . .
Routes Department . . .

Brief Summary . . . . .

0

IV. JEWEL TEA CORPAIY, IHCORPORATED

V.

History of Company

.Interview . . . . . . . . .

Retail Store Organization . .

Training Program . . .

Progress of Men in the Organization

Starting Salary . . . . . . . . . .

College Sophomore Program . .

Channels of Promotion . . .

Employee Benefits . . . . . .

"First Assistant" Philosophy

Brief Summary . . . . . . . .

KROGER COMPANY

History of Company

Type of Man Wanted in the Organization

“0-week Special Training Program for Store Management

Planned Training Program for Special Accounting

Trainees

O O O O O O

warehouse Training Program

Progress of Men in the Organization . . . . . . . . .

#2
LB
nu

CHAPTER

Starting Salary . . . . . .
Channels of Promotion . . .
Employee Benefits . . . . .
Brief Summary . . . . . . .

VI. SAFEWAY STORES, INCORPORATED
History of Company . . . .
Explanation of Company Terms
Interview . . . . . . . . .
Training Program . . . . .

Starting Salary . . . . . .

Progress of Men in the Organization

Channels of Promotion . . .
Employee Benefits . . . . .
Brief Summary . . . . . . .
VII. STOP AND SHOP, IHCORPORATED .
History of Company . . . .
Interview . . . . . . . . .
Checker Training Program .

Other Training Programs . .

Progress of Men in the Organization

Starting Salam O O O O O O O O O

Other Company Positions . .
Channels of Promotion . . .
BriefSunmary.......
VIII. URXARY . . . . . . . . . . .

BIBLIOGRAPHY . . . . . . . . . . . .

61
63
63

66

as
as
89
9o
98

II.-

III.

IV.

V.

VI.

LIST OF TABLES

The Overall Trend in Post-war Operations of Colonial
Stores, Incorporated . . . . . . . . . . . . . . . .
The Overall Trend in Post-war Operations of the Grand
Union Company . . . . . . . . . . . . . . . . . . .
The Overall Trend in Post-War Operations of the
Jewel Tea Company, Incorporated . . . . . . . . . .
The Overall Trend in Post-war Operations of the
Kroger Company . . . . . . . . . . . . . . . . . . .

The Overall Trend in Post-Tar Operations of Safeway

Stores, Incorporated . . . . . . . . . . . . . . . .

The Overall Trend in Post-War Operations of Stop and

Shop, Incorporated . . . . . . . . . . . . . . . . .

20

3h

65

78

CHAPTER I

INTRODUCTION

Choosing a career is one of the most important decisions a person
can.make. It has a lot to do with his social and economic position and
affects his personality, choice of friends, health and interests out-
side of work;

He can easily brush aside many of the different Jobs available
because he is not fitted for them.or because the opportunities in them
are limited. In this manner, he automatically narrows the choice to a
group of occupations within the range of his interests and abilities.
The second decision is the selection of a vocational area from among
many possibilities.

The next step is to learn as much as possible about the different
kinds of Jobs in that vocational area and to make a self-study, compar-
ing'his qualifications with the requirements of the particular occupa-
tion.1

This dissertation presupposes many of the foregoing steps. The
choice of the vocational area has been made - the food industry - the
different Jobs within that area have been examined.and the final choice
has been to work for a retail food chain organization. The person is

then left with the definite selection of a food chain which offers him

the best opportunities for advancement.

 

l Shosteck, Robert. Careers ig_Retail_Business Ownershi . Rash,
ington, D. 0.: B'nai B'rith Vocational Service Bureau, l9hb. p. 13.

2

The college student interested in employment with a food company
should certainly make a complete study of the opportunities available
to him in the smaller as well as the larger food chains and to consider
even the possibility of starting his own business, provided he has pre-
viously acquired the experience necessary to operate a retail food store.

This thesis is prepared to offer the college student an insight
into the food chain industry and its Job opportunities. The six COEb
panies presented in the dissertation are representative of the larger
food chains in the United States and give the overall picture of the
many companies in this category.

Two reasons are cited for the selection of these particular organ-
izations. One, they are some of the largest, medium and smaller chains
in the food field and provide a satisfactory sample for discussion. Two,
they represent food chains from.each section 0f the country - north,
south, east, west - in order to obtain a more adequate and satisfactory
representation.

The method of research used to acquire information for the writing
of this thesis followed six definite steps. These were:

1. Informal interviews were conducted with approximately twenty-
five students in.the Curriculum in Food Distribution at Michigan State
College. The purpose was to discover what facts each student wished to
know about different companies prior to the final choice of an organiza-
tion with which to be employed. In other words, what data would they
like to have in front of them as criteria for comparing one company
against another as regards the possibility for employment? Some stressed
the starting salary, others want to compare the overall trends in opera-

tions, while still others wished to know about the training program.

3
The results of these informal interviews were examined and.the subse—
quent chapters answer the various questions cited by the students.

2. A.form letter was drafted by the author and sent to the person-
nel directors of ten food chains. A ninety percent return resulted.

3. Six of the personnel directors did not forward all the mater-
ial requested, therefore, another letter was sent to them stressing the
need for additional data. Three of the men responded with the informa-
tion requested.

4. This step consisted of a presentation of material, which had
been gathered up to this point, to a seminar class. Suggestions by the
students for additions and.improvements were acknowledged and another
letter was constructed to gain supplementary facts about each of the
remaining six food companies. The results were very gratifying and a
one hundred percent return was achieved. Moody's Manual of Industrials,
(19h7), (19H9), (1951) and various company publications constituted the
other sources of information.

5. The chapters were typed and presented to Dr. Kenneth Wilson,
Director of the Curriculum in.Food Distribution at Michigan State Col-
lege, for criticism. After the various corrections were made, a cOpy
of the chapter devoted to their particular company was mailed to the
personnel directors of the six food chains, to be edited by them.

6. The copies were returned to the author, the corrections were
made and the thesis was typed in its final form.

The executives of the companies contacted all agreed that the op-
portunities in the food field are abundant. The stores operation field

is given particular stress, however, such phases as accounting,

u

warehousing, personnel, advertising and sales promotion should not be
neglected by the college graduate when considering a career in the food
industry. To report on any of these departments would require a thesis
in itself, therefore, this dissertation is aimed at indicating, for the
most part, the opportunities prevalent in the stores operation phase,
as this is the area in which the greatest majority of trainees receive
their initial instruction.

A rather definite plan is followed in the presentation of the re-
search material. The subsequent points indicate the general outline of
the topics included in each chapter:

1. A.brief history of the organization and a table of some signi—
ficant data from.the balance sheet and operating statement, which dis-
plays the overall trend in post-war operations, is included.

2. Some of the significant characteristics expected in an appli-
cant are presented to the reader.

3. The training program, whether formal or informal, is discussed.

4. The probable starting salary for the inexperienced college
graduate is considered.

5. The progress of a few men in the organization is outlined.

b. The lines of promotion are discussed.

7. Certain employee benefits are mentioned.

8. A brief summary is included.

According to the students contacted during the informal interview-
ing, this outline covers the questions foremost in their minds.

With this information gathered together in a thesis, the students

interested in,a career in the food industry can.compare and evaluate

5
the advantages offered by these companies before a definite decision is
made concerning the organization with which they wish to be employed

after graduation from college.

CHAPTER II

COLOETIAL smears, Imam-01mm:
628 panama STREET, SOUTHWEST

ATIAHTA 2, GEORGIA

In order to explain the development of Colonial Stores, Incorpor.
ated, it is necessary to sketch the progress of two southern grocery
chains.

In 1892, Mr. L. W. Rogers opened a single store in Atlanta, Georgia.
By 1925, the Rogers Grocery Company had increased its number of stores
tremendously and in the same year this organization was incorporated as
Southern Grocery Stores, Incorporated - with Mr. Scott W. Allen, past
president of Colonial Stores, Incorporated, being elected president of
the new organization.

On January 2%, 1901, the David Pender Grocery Company was incorporb
ated in Virginia and from.a solitary store grew into one of the largest
food chains in the United States. The beginning grocery market was very
successful and gradually others were opened, while still more were ac-
quired by purchase. By l9#0, the David Pender Grocery Company had grown
to a chain of 295 food stores.

Southern Grocery Stores, Incorporated and the David Pender Grocery
Company were merged, in 1940, under their present name - Colonial Stores,
Incorporated. Seven years later, the Colonial Stores', Incorporated,

rooster was adopted as the official emblem and trademark and became the

identifying symbol on all the organization's brands, store fronts,
trucks, stationery, buildings and so forth.

Currently, the company operates about 3%? food stores, which do a
combined volume of over $200,000,000 per year, in eight southeastern
states - Tennessee, Georgia, Maryland, Virginia, North Carolina, South
Carolina, Alabama and Florida.

As a means of protecting the quality standards of goods sold in
the company's retail food stores, regular chemical and microscopic tests
are conducted on hundreds of items to ensure that the merchandise sold
is the best obtainable. For this purpose, several government grading
manuals are used as references in the testing of fruits, vegetables,
coffee and other food products. In this way, buyers for the company can
be certain that the products they purchase are of the standard of qual-
ity acceptable for resale to the store customers.1

Three divisions of Colonial Stores, Incorporated - eastern, central
and southern - divide the task of controlling and supervising the 3M7
stores. Each division is a complete operating unit in itself, with its
own bakery, warehouses, trucks, maintenance department, merchandising
organization, personnel department and accounting office - fully equip—
ped to handle all divisional operational and merchandising problems. A
group of ten men, each considered experts in their respective fields,
is assigned to take charge of ten major functions in the entire organ-
ization, such as warehousing, buying, advertising, personnel and account-

ing. These men have the responsibility of coordinating all company

 

l Colonial Stores, Incorporated, Atlanta, Georgia. The Colonial
Way.

8
activities within the ten departments so that effective policies and
practices in regard to the operation of all the stores in the chain can
be formulated. Also, this group has the obligation of keeping manage-
ment and personnel informed on any new operational developments.

This provides a brief summary of the composition of authority and
responsibility within the company. Next, an examination of significant
figures from the Operating statement and balance sheet should furnish a
condensed picture of the financial situation for Colonial Stores, Incor-
porated. The statistical data, in Table I, was extracted from hoody's
Manual of Industrials, (19‘47), (1911.9), (1951) and the 1951 annual report
of Colonial Stores, Incorporated. This table serves to show the overall
trend in operations during the post-war years.

According to Mr. Guy R. Beale, Jr.,2 the initial contact between
the college graduate and the company is usually from one of three sources:

1. College recruiting.

2. Applicant applying at employment office.

3. Personal recommendation.

When a person is being interviewed for a position, the employment
manager looks for personal appearance and cleanliness of the applicant.
Since the nature of a food company's business causes it to come in contact
with the public and the food that the public eats, these attributes rank
first on the interviewer's check list. Tact, poise and, in general,
"What brings him to me?" are other main points for consideration. These
factors are not only important in Colonial Stores, Incorporated, or the

food industry alone, but rather, they are important to every interviewer

 

2 Personnel department, Colonial Stores, Incorporated, Norfolk,
Virginia.

 

 

 

'IH‘I

 

”II.

 

 

 

1" '1'

 

 

til
{VI

 

 

 

 

 

 

 

 

 

 

 

532.3 has; 338; $.83. amass Haws.
wwm.mww.m amm.mma.w mom.moa.m amfl.wmm.m mmapsaspmag package
maa.wwm.mm mmo.:ma.om mmm.mmm.mm m:m.mmm.~a upomma asses
owa.mmw.zm 0mm.mmo.am m-.omm.ma :mm.am:.:a .somma seepage
mmo.m~m.o mam.~a~.m aam.mmm.m omm.mm~.m ease
ooo.~ oom.~ oo~.~ mm~.~ moohonaam no uoaasa
Nam Nam aom ca: .oeosm mo senses
mow.mma.m mmm.mmm.m mma.a:m.: mmm.a~m.m samosm mnapeuodo
mmfl.mm~.moma mam.omm.maaa oom.mom.mmaa ~mm.mmm.mmsa modem uoz
1&9. Inc ma 13:9. mama.
CH 39.8809 mono Anon .3035
amaqmommoozH .mmmoam anaoqoo mo monasmmmo maa-emom 2H gamma aqqmm>o was

H @349

10
in any business dealing with people. College men Should cultivate these
desirable traits for they are advantageous to them in any field they may
choose to enter.

During the course of the interview, the stability of the candidate
is determined. The interviewer rates the man on this point by reviewing
his background.of previous employment, family relationship and civic
responsibilities. The significance of the answers to all these questions
varies slightly, depending upon the position to be filled. For example,
the qualities expected in a person applying for work in the personnel
department should differ from those required for an accounting position.
In conducting the interview, the employment officer also evaluates the
ambition, capabilities, leadership, initiative and any other qualities
of the applicant which might identify him as executive material.

Presently, there is no formal training program to follow in Colonial
Stores, Incorporated, however, the executives of the company have devel-
oped a definite program which provides adequate training for inexperienced
college graduates. It is expected that this new program will be in operb
ation by September of 1952. This new program consists of rotating the
trainee through the various store and office departments so as to fulfill
certain course requirements such as produce training, meat training, ob-
servance of advertising and sales promotional techniques, warehousing,
an explanation of accounting methods and periodic interviews with members
of the personnel department and top management officials. These definite
steps receive proper followbthrough attention from these executives to
ensure that thorough training is given and that the trainee is keeping
in step with the course outlined for him.

Currently, the company Operates formal training courses for meat and

ll
produce department employees, which range from an inexperienced trainee
taking a sixaweek's course to a department manager attending a one-week
refresher course. Informal grocery training is conducted at the separate
stores, under the instruction of the individual managers.

These training courses in.meat and produce are conducted in each
division and are designed to supplement the knowledge gained by the em-
ployees while working in the retail stores. A.good fundamental background
in the operation of these departments is the goal which the trainer hopes
the trainee attains.

Employees who attend these classes receive full compensation while
away from.the store, in addition to having their entire expenses paid
during the training period. These classes are conducted by competent
trainers who add to the trainee's informal instruction in the store with
classroom teaching, discussions and visual aid.presentations. After
completion of the course, the employees are tested, graded and ranked.
This serves to give the trainee a picture of how’he has learned in rela-
tion to others in.the class. It can also indicate to the instructor
whether or not he has performed his Job efficiently and effectively.

The produce class stresses the trimming, displaying, care of equip-
ment, ordering, receiving and record keeping in the produce department.
Also, safety, personnel relations and customer relations are taught.
Colonial Stores, Incorporated, wants its employees to be well—trained in
human relations as well as competent workers in their individual depart-
ments.

Meat courses give some training in Job relations, customer relations

and safety, however, the majority of the training period is spent learning

12
and practicing the art of meat cutting - the company way. Meat cutting
requires a knowledge of many kinds of meat products, skeletal structures
of animals, grading systems and the proper use of tools. All these
topics are taken into consideration by the trainer, however, the trainee
should have some knowledge of these from.his previous on-the-Job trainp
ing. In addition to meat cutting classes, ordering, receiving, storing,
record keeping and displaying of the products are all stressed. These
things are taught to the trainee to make sure that he understands the
operation of the department in which.he works.3

With this store experience and classroom training firmly entrenched
in his mind, the trainee should.then.be capable of assuming responsibil-
ities involved as an assistant manager or department manager in one of
the organization's large supermarkets. About three to four months are
spent in this capacity. Then, he may be assigned to work.as relief man-
ager in either his present store or another location. His work in this
Job is under the supervision of the store superintendent (who has charge
of the operations of a group of six to eight supermarkets). As soon as
it is felt that he has the necessary experience and qualifications, he
is assigned a store as manager, to assume the full responsibility con-
nected with the managing of a department within a medium or large super-
market, with.a weekly volume of sales ranging from $20,000 to $50,000.

From.the department manager level, the trainee has an unlimited cp-
portunity to exercise his sales ability, initiative, administrative abil-

ity and other supervisory qualities which hasten his promotion to higher

 

3 Colonial Stores, Incorporated, Atlanta, Georgia. Colonial ways.
school Days For Colonial Trainees. (April 1950). p. 10.

13
executive levels. However, it should be noted that at least two to
three years has to be used in gaining experience at the manager level
before he can progress to the next position in the merchandising channel
- store superintendent. General store superintendent, division manager
and vice-president in charge of stores operation in a division are the
next steps upward on the promotional ladder.

If, during his training, the employee expresses a desire to enter
into a staff position (such as accounting or personnel) the transfer is
made at the first opportunity. In.the event that the trainee finds he
is not adapted for stores operation work, the store experience gained
is still of value in qualifying him for a position in another department.
This has been arranged in several instances and has been to the mutual
advantage of the company and the employee. In other words, it is pre-
ferred that all trainees start at the store level and from.then on they
have the option of continuing in the stores operation field or switching
to a staff Job in the divisional general offices. Retail store experi-
ence such as this is specifically required for employees who are plan-
ning to enter into the sales, merchandising or buying departments. Store
training is also advantageous to the man wishing to advance in the wars-
housing function. i

The progress of three men in.the organization should aid in pointing
out the different channels into which the trainee can branch from.the
store level.

Mr..A started as a utility clerk in one of the retail stores during
July, 1950. He acquired about eight months' experience in this capacity

and then decided to go into the administrative ranks. The transfer was

made in.February, 1951, to the sales department, as a senior clerk.

11+

Mr. B, prior to coming to work.for Colonial Stores, Incorporated,
had four years' experience with another food chain as a part-time meat
cutter and.meat clerk. In addition, he had also worked in other depart-
ments in a retail food store. In September, 19h7, Mr. B entered college
and at the same time was hired as a part-time meat clerk for Colonial
Stores, Incorporated. For two years, Mr. B worked in the meat department
and during the summer months he relieved the head meat cutter in various
stores throughout the city. In September, l9fl9, he was transferred to
another city, where he was again attending college. He immediately be-
gan work.as a part—time meat cutter in one of the company's supermarkets
in that city. During the next summer, he relieved various meat depart-
ment managers and head meat cutters in other stores in the area. From
September of 1950 to September of 1951, Mr. B worked part-time in.a11
departments of the store and at times relieved the assistant grocery
manager and the grocery manager of the store. In September of 1951, he
was selected to represent Colonial Stores, Incorporated, to do graduate
study in the Curriculum in Food Distribution at Michigan State College.

Now, employee C illustrates a man who preferred to remain in the
merdhandising ranks of the food business. In July, 19M9, he began as a
utility clerk in one of the retail food stores. During the following
summer, 1950, he was made relief manager while the regular store manager
enjoyed his vacation. The next month, he returned to the position of
general clerk. However, the store superintendent realized.his potenti-
alities and a few months later he was made assistant manager, receiving
increased compensation. One year later, in August, 1951, he was appointed

grocery manager of a store — on the way to higher levels. In Just two

15
years' time, this man raised.himse1f from the ground floor - utility
clerk - to the responsible position of grocery department manager.

Starting salaries are commensurate with ability and experience,
however, trainees at the retail level are usually hired at weekly wages
of $60.00 to $70.00, in a store location as near as possible to their
home town. At the end of every six months, up to a maximum of two years,
the employee's salary is reviewed and usually an increase is effected at
that time. After the two year period, the man is placed on a merit basis,
subsequent increases to be determined by his ability and position held.
After one year, the trainee's compensation should reach approximately
$70.00 to $80.00 per week and after eighteen.months to two years it
should range between $80.00 and $90.00 per week. When a department man-
ager position is assumed, his salary should exceed $100.00 per week, which
includes his base pay plus various incentive bonuses.

Certain employee benefits are also available to the person who has
been employed by Colonial Stores, Incorporated, for a prescribed length
of time. Group hospitalization, life insurance and hospital, surgical
and polio coverage for the employee's dependents are available to the
employees at a very small cost to them. An employees' credit union is
another organization owned and operated by company personnel. It pro-
vides an opportunity to save money at attractive dividend rates and also
gives employees a chance to borrow money at low interest rates. In addi-
tion, Colonial Stores, Incorporated, has a retirement plan to which the
company contributes to seventy-five percent of the project. ‘An employee
becomes eligible to Join this plan when he has completed one year of con-

tinuous full-time service and has reached thirty years of age.

16

Similar to a few other food chains in the country, Colonial Stores,
Incorporated, operates each of its retail units with three department
managers rather than one overall store manager. The meat, produce and
grocery department managers report directly to the store superintendent
and are accountable for the entire operation of the separate departments
within the store. Ordering, record keeping, employee training and.ad-
herence to sales, profit and other percentages stipulated for each de-
partment are the responsibilities of the individual managers. Colonial
Stores, Incorporated, is thinking in terms of converting the existing
arrangement to one involving a single manager as head of the entire store
but as yet this policy has not been definitely established.

The opportunities in this company are many. It is generally recog-
nized, in this organization, that ability overshadows seniority and,
therefore, many younger employees, whose merits have been.acknowledged,
are chosen to fill current existing openings or any newly created posi-
tions. At present, the executives stress the stores Operation field to
work.in, for it offers the greatest possibilities to the progressive
employee.

The employee's ability and the company's needs are the two factors
determining how rapidly a trainee progresses. From.trainee to assistant
manager to department manager and then on to store superintendent and
general division superintendent is the usual channel of advancement in
the stores operation phase.

In the staff (or administrative) departments, an inexperienced col-
lege graduate is usually started.as a senior clerk. From.there, he pro-

gresses to assistant to the department head, assistant department head

 

I‘l

17
and finally department head. This promotional channel applies to such
departments as personnel, research and accounting. Also, the same order
of advancement can be cited for the trainee in the sales, merchandising
and.buying departments, although, as previously mentioned, some training
in the retail stores is required.

The company is located in one of the most promising and productive
areas in the country and.because of this it should mean the continued
growth and development of Colonial Stores, Incorporated.

The general policy is to promote from within the organization when-
ever possible and.a large number of men who started in.minor Jobs now
hold key positions in the company.

There are mahy opportunities available for college men who meet the
requirements stipulated by Colonial Stores, Incorporated. The area of
operations, the anticipated growth of the organization and the fact that
the entire food industry offers unlimited opportunities all combine to
make the college graduate realize that Colonial Stores, Incorporated,

should be considered as a company for possible employment.

CHAPTER III

GRAND IE'TION COL-KIA}?
100 BROADWAY

EAST PATERSON, NEW JERSEY

The Grand Union Company actually had its start in 1872, when Cyrus
Jones opened a small store in Scranton, Pennsylvania. He sold coffee
and tea to the miners in the neighborhood, using an arm.basket to make
his deliveries to their homes.

Cyrus Jones was an ambitious man and a hard worker and as a result
of these traits, his store grew and prospered. Soon, he began to build
other stores and year by year his organization expanded steadily.

In 1928, the descendents of Cyrus Jones decided to retire from.the
food business and they disposed of their interests by selling their stock
to the general public. Mr. Lansing P. Shield, new president of the Grand
Union Company, became vice-president of the new organization.

Expansion and progress continued as new locations were found, other
existing stores became affiliated with the company, new products were
sampled, new methods of operation were perfected and new equipment was

developed.1

 

1 Grand Union_Company, East Paterson, New Jersey. Welcome 32.
Grand Union.

 

19

The new'FoodPO-Mat? which was invented only recently by Mr. Shield,
is one example of the progressive thinking of the management of the Grand
Union Company. Sales during the years from.19u3 to l9u9 increased 320
percent ($h3,000,000 to $135,000,000), which shows the extraordinary
growth of the organization during that time.

At present, the Grand Union Company operates more than 300 stores
located in New York, New Jersey, Vermont, Connecticut, Pennsylvania and
Massachusetts. In July of 1951, thirty-five stores in Paterson, New
Jersey, were acquired as a result of joining forces with Great Eastern
Stores. This move is considered a major step in the company's growth.
Throughout this growth and development, the Grand Union Company has still
maintained the belief that friendliness - with employees and customers -
is the main basis upon which can be built a bigger and better company
with increased opportunities for all employees.

Some significant balance sheet and operating statement data, taken
from Moody's Manual of Industrials, (191m, (199), (1951), serve to show
the taverall trend in operations during the post-war years. They are
shown in Table II.

The selection procedure for college graduates who wish to become
associated with the Grand Union Company is very thorough and.a screen-
ing process has been developed which aids the organization in its choice

of an applicant. This screening process includes tests and interviews,

 

2 A.patented, gravity-fed, rear-loaded display fixture with adjust-
able shelving for the displaying of canned, glass and packaged grocery
items. Use of the Foodpo-Mat permits a single mass display of most of
the dry groceries sold in a supermarket. The Food-O-Mat is generally
situated along one wall of the store and is stocked from behind the wall
at the rear of the Food» Mat.

20

.paomoa amends mmma momma .momaoh kmz .comaopem ammm .adeaaoo comes macaw s

 

 

 

 

 

 

 

 

 

 

mma.aaa.ma mmm.mmm.:a maa.mmw.oa Hmo.:e:.w usagesm asses
Hmm.amm.oa ome.mow.m ~mw.mmm.s mmo.w~m.s moapaaapsaq passage
soo.mwm.mm aom.wmm.om mmm.omo.om How.omm.ma spoons asses
mmm.mmm.om mae.:am.am Hmm.mwm.sa sas.mmw.oa m»o.m<.psossso
smm.mmo.s ma:.mmm.: mmm.nam.m mam.mmm.m sumo
H-.m maa.m ooa.m cem.: mooaoaasm so tosses
mmm mmm mmm mam mesosm so tosses
oo~.wam.m awm.mmm.s mmo.amo.m oas.~oo.m peyote esasssoao
ooo.mmm.maaa mma.~oo.amaa amo.mmo.maaa :ma.m::.mma moasm pee
Lmnmm mmam .mmmm “mam

 

..Ivl'l’ lull}

Ii E

N

AH momma muse use» Heomfihv

h24mfioo onmb mzmmm Ema mo szHH<mmmo Mdgwamom 2H QZMMB Hgdmm>o mma

HH mqmda

21
which are aimed at determining the best candidates to begin training
for store manager positions within the company.

All applicants for this program.must be college graduates who have
a basic desire to enter into the retail food field. To supplement its
source of candidates, the Grand.Union Company recruits personnel from
twenty-two colleges and'universities in the eastern part of the country.
According to Mr. M. W. Robinson of the personnel department of the Grand
‘Union Company, some of the qualities expected in an applicant are:

1. Have a basic desire to enter into the food field

2. Be an extrovert

3. Have some dominance and confidence in.himse1f

4. Have better than average intelligence

5. Have a good command of the English language

6. Have a good knowledge of simple arithmetic

7. Be ambitious

8. Be prepared to do hard work.

As an aid in finding all these qualities in a college graduate, a
battery of tests is employed. These tests range from.four to five hours
and cover such subjects as spelling, arithmetic, vocabulary, aptitude
for learning, mental ability and the large area of "personality in general".

The Grand'Union Company has a definite, formal curriculum to follow
in its training program. The training program, which was started in 19N7,
is designed to train college men for store managers or for executive and
administrative positions within the organization. It can be said, in
effect, that the purpose of the program.is to train.a select group of men

in stores operation in order to create a nucleus of executive material.

22

The actual program lasts eighteen months and is divided into many
different phases, each one devoted to a particular part of the business.
The general outline of the plan contains instruction in each of the fol-
lowing named departments:3

Orientation and general floor training (2 weeks): the trainee spends
this period of time learning company policies, receiving deliveries, stock;
ing shelves, setting up displays, studying retail price lists, general
housekeeping and care of store equipment. Also, in order to create the
spirit of friendliness, he is introduced to all store employees.

Dairy, bakery and frozen foods (3 weeks): the trainee is to be in—
structed in all three operations during this same period, devoting a
part of every day to each operation. He studies the dairy manual and
in addition to training in all duties of these departments, he attends
the dairy training course at the Pleasantville, New'York, training center.

Produce (12 weeks): displaying, receiving, selling, trimming, pre-
packaging, price-marking of merchandise and care and maintenance of pro-
duce equipment and the produce selling area are some of the tasks performed
at the store. During these twelve weeks, in addition to studying the
produce manual and taking part in all produce department activities the
trainee also attends the produce school at Pleasantville, New York. Also,
the trainee rides with the district manager for observation of produce
operations in other stores. At the end of this period of training, the
the trainee visits the personnel department at the headquarters' office

for an interview, during which his progress is discussed.

 

3 Grand Union Company, East Paterson, New Jersey. Trainee
Proggam.

23

Checking booth operations (2 weeks): the trainee learns the proper
checking procedure, the use and operation of the cash register and the
maintenance and care of the register. Some time is spent at the checker
training school at Pleasantville, New York.“

Groceryaproduce departments: introduction to store management (8
weeks): for the next eight weeks, the trainee is engaged in working in
the combined operation of the grocery and produce departments. He also
begins to assume some of the duties of the store manager, under the
guidance of the manager. He learns to prepare warehouse orders and
assists the manager in the preparation of standard reports. At the end
of this period, the trainee spends a short time at the management train-
ing school in New York;

Supervised store management (h weeks): during this time, the trainee
operates the store under the guidance and supervision of the store manp
ager. 'He also rides with the district manager to observe the management
of other stores. Once again, the trainee visits the personnel department
for a conference regarding his progress and future assignments.

deat department, general (2 weeks): the trainee receives a copy of
the meat department manual for reference throughout training and gets
instruction in the various cuts of meat and their uses. Price-marking
displays, marking and cutting, reading scales and care of the meat de-
partment are stressed. The trainee spends a while in both service and

self-service meat departments during this elementary training.

 

u A "checker" is the person who operates the cash register at the
checkhout stand.

 

all III. “I,

2h

Cold cuts, fish and poultry (3 weeks): care and operation of the
knife sharpener, preparation of beef carcasses, arrangement of stock in
the cooler and the preparation of different cuts of meat are stressed.

Meat cutting, advanced (16 weeks): now, the trainee learns actual
cutting methods. He learns to break beef, veal and lamb, as well as com-
puting margins and their relationship to cutting. Merchandising slow
moving cuts and high margin items are explained. The self-service meat
operation is considered. At the beginning of thesixth week of this
period of training, the trainee again has a conference with the person-
nel manager in the central office.

Introduction to meat store management (8 weeks): for this period,
the trainee assists in taking inventory, preparing weekly records, set-
ting up the weekly work schedule and making out the weekly order. .,Dur-
ing this time he learns about the relationship of volume to salaries and
profits, as well as about the proper control of expenses and their rela-
tionship to the volume of the store. This period is terminated by an-
other visit te the personnel department.

Supervised meat store management (1‘ weeks): unployee and customer
relations, visits to other stores and attendance at the neat managers'
training course in New York are some of the tasks for this period. he
trainee assumes the responsibilities of managing the meat department,
under the supervision of the meat manager.

Warehouse (1 week): one week is spent learning about warehouse

operations. Handling perishables, pricing and registering orders, stock.-

ing merchandise, egg candling and coffee roasting are some of the Jobs
connected with this phase of training. At least one day or night is

spent in both the neat and produce warehouses.

25

Construction and maintenance (1 weekfi: the trainee spends some
time working with the crew on the construction of a new store. He visits
the construction and maintenance department where he studies store planp
ning, maintenance costs, renovation procedures, laying out a supermarket
on a drafting board and the overall methods of construction.

FoodPO-Mat operations (1 week): studying the construction and en-
gineering factors involved, visiting stores utilizing the Foode-Mat and
assisting in.the construction of a unit comprise the tasks for this period.

Advertising, sales promotion, personnel (1 weekD: preparing copy,
selecting early week specials, planning a sales campaign and discussion
of the selection of items to feature are part of this period's tasks.

In the personnel department, employee benefits, recruiting and selection
of employees, labor laws and the preparation of the company magazine are
discussed.

Probationary grocery-produce store management (M weeks): during
this time, the trainee is in full charge of all operations, except meat,
in a store. Actually, he acts as relief manager.

Probationary meat store management (M weeks): for this time, the
trainee isput in'full charge of all the operations of the meat depart-
ment in a selected store. it the end.of this period, the trainee returns
to the personnel department for his final visit.

It is easy to see that with this training program as a background,
the trainee can go into any phase of the company's operations.

is each phase of the training is completed, the trainee is required
to write a report to the personnel department, advising them of his opin-

ion regarding his own progress and.development. The store manager and

26
district manager are also required to write periodic reports about their
opinions regarding the trainee.

During this training, the trainee works in several stores, in order
to get a broader view of the operations of the business. Another reason
advanced for continuing this practice is to allow the personnel depart-
ment to receive opinions about the individual from a number of store and
district managers.

Since many people graduating from college have had little, if any,
experience, they are in training for the eighteen months. 'However, this
is not always the case. As positions become available, the trainee's
records are studied and.he is called in for a Job interview. If it is
felt that he is capable of assuming the job, he may be removed from
training and placed in that position.

If a man has been interested and has applied himself during these
eighteen months, he is qualified to assume almost any responsibility in
stores operation which may be placed upon hum.

The progress of two men in the organization is next considered, to
give the reader some idea as to the channel of promotion and the differ—
ent positions that trainees now hold.

Employee A started on the training program in l9h7. At the end of
three months, a position in the research department became available and
Mr. A was chosen as the man for the Job. During 19N8 and 19kg, he acquired
experience in this department and was then promoted to head of the re-
search department. Mr. A.held this position for one year and then in
January, 1951, he was appointed assistant to the vice-president in charge

of merchandising.

27

Mr. B's progress was different from.that of Employee A. From June
of 19H8 to June of 1950, hr. B worked full-time (while still attending
college) as a meat cutter for the Grand Union Company. In June, 1950,
he was graduated from college and began as a trainee in the college
training program, taking a decrease in salary. After two months of
training, he was made relief manager. In September, 1950, he went back
as a trainee, receiving further instruction in grocery, produce, dairy
and check-out operations. A position in the research department became
available in February, 1951, and employee B was selected for the job.

He held this job until September of 1951, when.he was chosen as a repre-
sentative of the Grand.Union Company to do graduate work at Michigan
State College in the Curriculum in Food Distribution.

These men have been with the company for a relatively short period
of time yet they have advanced rapidly. They now hold responsible posi-
tions and seem to display the qualities desired by the Grand Union Com—
pany in its employees. Future promotions for these men appear certain.

To supplement the progress of the aforementioned men, other instances
of trainee advancement can be cited. The administrative assistant to
the president, the assistant to the vice-president in charge of stores
operation, the head of the research department, three division personnel
managers, several produce and.meat buyers, a number of district managers
and numerous store managers and meat department managers are all products
of this training program. This is a very impressive record.

At present, the starting salary for trainees is $55.00 per week for
the first six months, $60.00 per week after six months and $05.00 per
week after one year. Subsequent advances in salary are determined by

the man‘s ability and the position that he holds.

28

Currently, most of the retail food stores comprising the Grand
Union Company have three managers within each store - one for each of
the three departments, grocery, meat and produce. In all instances,
however, the grocery manager is considered the overall manager and.he
is responsible for the successful Operation of the store. In stores
having storage basements, there is a basement manager and in stores
where the Foode—Kat is being used, there is ayFoodeo-Mat manager.

In analyzing the promotional channel for trainees, there are
numerous veins along which.the man can advance. The trainee can move
to the position of assistant store manager or manager of one of the other
departments and then he may become store manager. District manager,
trainer in a company training school or buyer of grocery, produce or
meat items can all be considered as the next level above store manager.
Division (branch) manager and then vice—president in charge of stores
operation constitute the top levels in this promotional channel. The
trainee, at the division level, can work towards personnel manager,
maintenance supervisor, real estate manager or expense control manager,
if his interests are in any of these directions.

In the general offices, the research department presents a possi-
bility for advancement. Tabulating employees, a field man in the re-
search department and a full-time lawyer, who interprets the Office of
Price Stabilization regulations, are some of the positions available.
The accounting phase of the business, under the direction of the treas-
urer, and the advertising department also provide the trainee with

numerous Job possibilities. In an organization such as the Grand'Union
Company, the trainee is offered a multitude of different phases into

which he can direct his interests, whatever they may be.

29

Certain employee benefits are also presented to the trainee. These
include a five-day work week, paid sick leave, vacations with pay, profit-
sharing for managers, holidays with pay, a retirement plan, group life
insurance and hospital and surgical plans. When the employee compdetes
three months of continuous full-time service, he becomes eligible for
most of the aforementioned benefits.

Some mention of the Grand Union Company's route division should also
be made, for this segment of the company provides the facilities for a
career which the college graduate can consider. The company supplies
the employee with sales training, the merchandise to sell, a truck and
pays all the expenses incurred in the operation of this vehicle.

At present, there are about 850 route salesmen who operate in thirty-
four states in the country. They sell premium.merchandise such as west-
inghouse appliances, rugs, aluminumware, watches and bedspreads, in addi-
tion to various grocery items. The route salesman serves about 500 to
600 accounts every two weeks on established routes. He is paid on a
straight commission basis - ten percent of total sales. Most routemen
earn from $60.00 to $150.00 per week. In addition, he can.purchase pre-
miums for his own family's use, but not groceries, at ten percent less
than the regular retail selling price.

The Grand Union Company, in effect, provides everything to put the
man in apos’ition where he is practically in business for himself. If
the man has real sales ability, his earnings are unlimited.

Advancement can follow to district manager, regional manager and

route division manager. For the college graduate who has a desire to

30
enter into the selling phase of the food industry, the Grand Union Com-
pany offers a wonderful opportunity, in the routes division, for earnings
and promotion.

In summary, it can be noted that the Grand Union Company presents
opportunities to its trainees to advance in any phase of operations.
A good starting salary, periodic increases up to eighteen months, a very
comprehensive, formal training program, employee benefits and a chance
for the ambitious trainee to advance, are all put forth for the college
graduate desiring-to enter into the food business.

The Grand.Union Company has supplied the means and incentives for
advancement.' Now, it is left to the college graduate to recognize, ap-
preciate and.utilize these means and incentives to work toward a respon-

sible executive position.

CHAPTER IV

JETEL TEA COMIArY, INCORPORATED
JEWEL PARK

BARRIKGTON, ILLINOIS

The Jewel Tea Company, Incorporated,is divided into three depart-
ments - the Home Service Routes Department, the Food Stores Department
and the Finance Department.1

The Routes Department, with its headquarters at Barrington, Illinois,
is a direct selling organization. Seventy—six branch offices operate
2,089 routes in established territories in forty-two states and the Dis-
trict of Columbia. The routes serve nearly a million regular customers
in their homes with food products, home furnishings and appliances.

The Jewel Food Stores Department, with general offices at 3617 South
Ashland Avenue, Chicago, Illinois, is a retail food chain organization
currently operating 157 food stores in the Chicago area. The total vol-
ume of these units makes this department one of the largest retailers
in the area.

With its main offices at Barrington, Illinois, the Finance Depart-
ment performs the staff functions of the business. These duties include
the handling of investments, all company cash, payroll records, insurance,

tax and legal matters and the general operating books of the company.

 

1 Jewel Tea Company, Incorporated, Barrington, Illinois. Ag_
Adventure i2_Business for the Collegg_§gphomorg.

32

A short synopsis of the history and background of the Jewel Tea
Campany, Incorporated, gives the reader a description of the progress
of the company since its inception and its present position in the inp
dustry.

In 1899, Frank.Skiff, equipped with $700 and a horse and wagon,
started the Jewel Tea Company as a door-to-door grocery business. In
1903, the Jewel Tea Company was incorporated. During the period from
1903 to 1932, the capitalization was increased, warehouses and.manufac-
turing plants were built, additional routes were put into operation, a
profit-sharing plan was instituted and the routes became motorized.

In 1932, the Jewel Tea Company, Incorporated, entered the retail
food store field by purchasing from.Loblaw Groceterias, Incorporated,

a group of seventy-seven stores in the Chicago area. During the follow-
ing years, new stores were added, a second warehouse building was con-
structed, the Jewel retirement estates (an employees? profit-sharing,
savings and retirement fund) was started and further modernization con-
tinued.

Today, the route salesmen call on about one million home service
customers every two weeks on the 2,089 routes. In the city of Chicago
and its suburbs, the Jewel Food Stores Department operates 157 supermar-
kets.2

In March, 1952, the Jewel Food Stores Department completed twenty
years of service to its customers. The 1951 program of expansion and

store modernization was the greatest in the past ten years. Nineteen

k

2 Jewel Tea Company, Incorporated, Barrington, Illinois. Annual
ReErte 19510

33

new stores were opened, sixteen outmoded stores were closed and three

present locations were remodeled and enlarged. Equally important to the

physical growth 'of the organization was the creation of additional well-

paying Jobs. The growth during 1951 created 21} new, full-time positions.

Foremost in the minds of the company executives is to make their stores

a better place to trade and a better place to work. The modernization

program is aimed at partially fulfilling that purpose.

A brief summary of the post-war trend in overall operations of the

Jewel Tea Company, Incorporated, is shown in Table III. These statistics

are taken from Moody's Manual of Industrials, (1947), (19M9), (1951) and
the 1951 annual report of the Jewel Tea Company, Incorporated. These

data provide a general description of the financial and Operational situ-

ation of the company.
This chapter is intended to deal primarily with the Jewel Food Stores

Department, however, from time to time, some mention of the Home Service

Routes Department is made.
The company is interested in employing personnel who possess the

following characteristics:
1. Neat and clean appearance

2. Desire to develop and get ahead

3. Good physical and mental ability and the desire to work in the

retail food business

1+. The degree of maturity to be expected of one of the applicant's

age and experience.

5. Ability to like and work well with others.

3n

 

 

 

 

 

 

 

 

 

 

 

wom.amm.ma mmw.:mo.mH swa.amw.~ mm~.maw.z usagesm eschew
wao.mmm.ma mm:.mam.sa mmm.mmm.m mm~.:mw.m moapaaapeaq assuage
osm.mam.m: mmm.mm:.a: mmm.amm.mm ooa.mam.mm upomm< Hence
mmm.~mz.mm am~.:am.om mm:.omm.mm mmm.wm:.aa assume passage
maa.mam.m mmm.mmm.m mmm.maa.z Hmz.:am.m ammo
mm? 3% SE was; .8835 so "mafia
mmo.m m:o.m maw.a :mm.a mopsom mo eonasz
and :ma mma omH «macaw mo mosses
mza.wom.o mmm.m:o.w mwo.am:.m mma.amm.s pamoum weapanoao
mmo.::m.moma m:m.:ow.wmaa smo.mmm.mmaa o::.om~.mma moaem use
an .onfl wed wed

 

 

Amm nopfimoon mono .3?» H335

aeaomm 02H .bfiqnmaoo a Qfih Mme .mo mZOHBdfimo mdélamom .zH BEE Ago BE.

HHH mags

.._—-. wu‘

 

 

 

 

35

Some large companies have a definite pattern or procedure which
they follow during an interview with prospective employees, however,
the personnel men in the Jewel Food Stores Department conduct very in-
formal interviews.

The employment officers hire people primarily to work in the retail

Of course, there are also Job opportunities in other phases of
Even for these

stores.

the business such as accounting, finance or warehousing.

departments, some store experience is desired, although not absolutely

necessary.
When evaluating the qualifications of an applicant, the employment
manager usually places considerable emphasis on his first impression of

the candidate. According to some authorities, this may be incorrect

but if we look at the prime objective, it should be realized that the
Jewel Food Stores Department is hiring people to contact its customers

and customers Judge clerks or managers they meet in stores in exactly

the same way. The first impression is ordinarily the one that settles

in a customer's mind and that Justifies the personnel manager's reason

for placing value on the first impression that the applicant makes in

the mind of the interviewer.

Before an explanation of the training program of the Jewel Food

Stores Department is offered, some mention of the organizational struc-

ture of a retail store within the company should be made.
In each retail supermarket, there are two distinct departments -

grocery and meat. The manager of each department reports directly to

the district manager in his district. Each manager operates his depart-

ment separately, however, they do coordinate their activities to make

36

for the success of the overall operation. The grocery manager has com-

plete responsibility for the produce, grocery and cheese departments,

while the meat manager supervises only the operation of the meat depart.

ment.
In this organization, the term "market manager“ is used to denote

the meat department manager in the store so, in this chapter, the two

toms are used interchangeably.

Almost every new employee in the stores operating phase of the Jewel

Food Stores Department is employed first as a utility grocery clerk,

unless he specifically states that he wishes to begin as an apprentice

clerk in the meat department. The new man is presented to the manager

of the department in which he is to work who, in turn, introduces him
to a competent employee in that department who acts as his teacher.

This man explains the fundamental Jobs in the departnent to the new em—

ployee and shows him how they are performed. Stocking of shelves, rota-

tion of stock, price-stamping of merchandise, cleanliness, care of store
equipment and fixtures and ordering of merchandise for the department
It should also be pointed
This

are some of the tasks for the new employee.

out that the new man is introduced to all other store employees.

helps make better working conditions for the employees which in turn

makes better shopping conditions for customers.
When he has performed these Jobs and others satisfactorily, the

employee may be transferred to the produce department. Here, he receives

informal training in such jobs as trimming, displaying and merchandising

of fresh fruits and vegetables. He learns how to read a scale properly

and accurately, how to care for the produce counter during the day and

how to order produce for the store.

 

L,“

 

 

 

 

37

Additional instruction in the dairy and cheese departments is also

received. The many types of cheeses are explained, their uses are

studied and different methods of display are shown to the new employee.
Rotation of dairy products, ordering of these items and the care of the
dairy cases are taught.

In addition, some time is spent learning the store's check-out pro-

cedure at the cash register. The training is given at a central school

and is usually for a period of two days. Accuracy at the check-out

counter, rather than speed, is stressed at all times. The teacher (a
seasoned check-out employee from the stores) first explains the opera-
tions, then performs it himself slowly and finally allows the new em-
ployee to do the Job himself. The handling of bottle returns, refunds
and the sacking of merchandise are some other points for consideration.
Customer and personnel relations are other important features taught in

the two-day checker training school.

There is no set procedure to follow in the instruction given to a
new employee in the produce or grocery departments nor is there any def-
inite length of time stipulated for the informal training. The employee
may be rotated from one department to another, depending upon the need
of the department for additional help.

If the new employee is desirous of entering into the meat depart-
ment phase of the store‘s operation, than he is immediately assigned as
an apprentice in the meat department, for three years, according to union
regulations. After three years of meat training, he is termed a Journey-
In the city of Chicago, because of union regulations, no grocery

man.

or produce clerks are allowed to work in the meat department and,

38
similarly, the meat apprentices and Journeyman must confine their work
to the meat department. All new meat apprentices must Join the union
within thirty days after beginning of employment in that department.

With this picture in mind, it can be seen that instruction in all
phases of store operation is not possible - union regulations have to
be adhered to by the employees in the meat and grocery departments of
the Jewel Food Stores Department. This same situation confronts all
food stores with meat departments which are doing business in the metro-
politan Chicago area. Also, within the city, self-service meat opera-
tion is prohibited by the meat cutters' and butchers' union. All meat
items, except for bacon and certain delicatessen items, are sold from
a service-counter type of meat department. The trend toward self-
service meat operation has been strong in other areas of the country
but in the city of Chicago, due to the presence of a powerful union,
this trend has not as yet gained a foothold.

In order to show the rate of progress for some men in the Food
Stores Department, three men who were promoted to grocery managers were
chosen as examples. None of these men has had college training, however,
the channels of advancement would coincide with those of a college grad-
uate in the retail stores. In this company, both college-educated em-
ployees and employees without a college degree have similar chances for
promotion - the ability of the man is the deciding factor.

Employee A is an army veteran, with a hig school education, who
went to work for the Jewel Food Stores Department as a utility grocery
clerk in a retail store in July, 1949. Previous to this, from 19% to

1918, he had owned his own business. By June of 1950, he was promoted

39

to produce manager at a salary of $70.00 per week, plus a share in the

produce department's profits. Employee A was promoted to assistant man-

ager in April, 1951 and then in December, 1951, he was made grocery man-
ager of a store at a salary of $100.00 per week, plus a percentage of
profits after one year.

Employee B has a high school education and worked five months for
another food chain prior to starting as a grocery clerk in April, 191%,
for the Food Stores Department. In February of 19149, he was promoted
to produce manager and thirteen months later he was advanced to assist-

ant store manager. By May, 1951, Mr. B was promoted to grocery manager,

at a salary of $100.00 per week, plus a percentage of profits after one

year. a -

Employee 0 worked part-time and then in May, 19%, he was hired as
a full-time grocery clerk at the rate of $32.50 per week. In November,
19%, he was promoted to produce manager at_a salary of $60.00 per week,
plus a share in the produce department's profits. By March, 1950, he
was assistant manager and in October, 1951, he was advanced to grocery
manager at a salary of $100.00 per week, plus a percentage of profits
after one year. This young man had only completed one year of high
school for his formal education, however, he had advanced from part—
time grocery clerk to grocery manager in approximately five years, while
increasing his salary more than threefold. The ability of this young
man was recognized and, consequently, he was given the responsible po-
sition of grocery manager in a retail store.

In determining the starting salaries for new employees, the person-

nel manager for the Jewel Food Stores Department takes into consideration

140

their previous experience and extent of education. For inexperienced
college graduates starting as utility grocery clerks or apprentice
meat clerks, the rate of pay would be approximately $60.00 — $70.00 per
week. Periodic increases of $3.00 are granted every six months until
a maximum of $77.50 per week is reached. Any increases beyond this
maximum figure are based on the man's merit and ability. Produce man.
agers receive up to a maximum of $92.50 per week, assistant managers
receive $96.16 per week and managers are compensated at $100.96 per week,
plus a percentage of profits. For the year 1951, managers' salaries
ranged from $100.96 to $200.00.

The Jewel Tea Company, Incorporated, also has a plan worked out
whereby college sophomores can receive training in the retail Food Stores
Department, the Home Service Routes or the Finance Department during the

3

summer months .

For the college sophomore who is interested in the food business,
the Jewel Tea Company, Incorporated, believes this plan to be advanta—
geous to both the student and the company. The student first applies to
the company by filling out an "Application For Summer Employment", which
can be obtained through_the sChool placement office or by writing directly
to the company. After receipt of the application, a company representa—
tive contacts all interested college sophomores. He arranges to have a
complete interview with the students and to answer any questions they
have about the plan or the Jewel Tea Company, Incorporated.

The offer is not limited to students interested in sales and mer-

chandising, however, the majority of openings are in that field.

 

3 Jewel Tea Company, Incorporated, Barrington, Illinois. An.
Adventure ig_Business for the College Sophomore.

1+1
Accounting and finance students, who display an interest in the food
business, may be chosen for summer employment in the Finance Department.
The number of students selected each year under the plan is between
thirty-five and forty-five - chosen from various colleges and univer-
sities in the entire country.

If the student is selected for employment in the Routes Department,
he is assigned to work which consists of direct sales service to regular
trading customers on a route which has a regular salesman who is enjoyb
ing his vacation. The rate of pay for this work during the first summer
is $70.00 per week. In addition, because the work requires the student
to change headquarters frequently, the company also pays transportation
costs to and from assignments within the branch territory.

If the student is chosen for retail store work, he is assigned to
the grocery, produce or meat department in a retail food store. Such
work is offered only in the Chicago area, where all of the Jewel food
stores are now located. Currently, the rate of pay for this work during.
the first summer is $63.00 per week.

Both the Jewel Tea Company, Incorporated, and the college student
stand to gain from this plan of summer employment. Through careful
selection and training, the organization wants to develop a continuing
source from which to select future executives. Since college men have
the educational background to get ahead, they should be active candidates
for executive positions, after a suitable length of experience.

Then too, after two summers of work, the student and the company
should.know Whether or not it is to their mutual interest to continue

employment with the Jewel Tea Company, Incorporated, after graduation.

42
The program benefits the college sophomore in that he has two summers
to learn the basic fundamentals of the business through actual exper-
ience. With this experience as a guide, he may adjust the balance of
both his education and future plans to a career in the food business.

In this organization, a policy of promotion from the ranks is fol-
lowed. If any vacancies occur or new positions are created, the exec-
utives look to the employees first to ascertain whether any present
employee is qualified to be advanced or transferred to the vacant or
newlyhcreated position. In only a few instances do the executives re-
cruit from outside the ranks to fill positions.

At the store level, the new employee has the Opportunity to advance
from utility clerk to produce manager to assistant manager to grocery
manager. In the meat department, the employee can rise only in accord-
ance with union regulations - three years as an apprentice then to
journeyman. At this level, he may be considered for the position of
market manager.

From the manager level, the employee could rise to district manager.
Other promotions might be to division superintendent to stores operation
manager and then to vice-president in charge of stores operation. Also,
a man may advance from work in the stores to buyer and.merchandiser in
the general offices. The promotional steps above this level would be to
assistant merchandise manager to merchandise manager and then to vice-
president and general manager.

If a manager expresses a desire or has the ability to work in other
departments, he may be transferred to such phases as personnel, advertis-

ing, sales promotion or the warehouse.

”3

No definite channel of promotion is stipulated or followed in the
Jewel Food Stores Department. Usually, a man is transferred or promoted
to whichever position can use his abilities most profitably. The man
may move from manager to buyer to district manager to produce, meat or
grocery merchandiser then again to district manager or to division super-
intendent - whichever position needs his ability.

In addition to paid vacations, holidays with pay and paid sick
leave, the Jewel Tea Company, Incorporated, also has a "package plan".
This plan includes a disability pay plan, surgical expense plan, medical
expense plan and group life insurance plan. Eligibility for the plan
is based on the length of service of the employee. After one year of
continuous full-time employment, the man is eligible for all the benefits
of the plan and after three years of continuous service, the employee
is eligible for additional group life insurance coverage and increased
disability pay benefits.

The costs of the plan are shared by the company and the employee -
the employee contributes one percent of his total wages.

Also, the Jewel Tea Company, Incorporated, ias a profit-sharing plan
for its employees below the executive level, which is in the form of a
retirement plan. Employees may deposit each week from $1.00 up to the
$5.00 maximum. Every year, the company contributes fifteen percent of
its gross profits before taxes into the retirement fund. All funds con,
tributed by the employees and the company are invested in government bonds
and other high grade securities and the returns from these investments
are credited to each employee's account, in proportion to the amount he

has contributed during the year. The employees' shares are left in the

in

fund to increase, year by year, until, at retirement, a substantial
amount will have been built up for‘their future security.

Some mention of the Jewel Tea Company, Incorporated, "first as-
sistant" philosophy should also be made. The "first assistant" philos-
ophy has helped to develop a feeling of friendship, independence and
teamwork among their executives and supervisory personnel. Each execu-
tive is asked to consider that he works as a first assistant to the next
person in line under him. He should forget he is their superior officer
and try to think of people under him as human beings. If he thinks of
himself in their place, then.he can understand their problems more clear-
ly. According to Mr. George L. Clements, president of the Jewel Tea
Company, Incorporated, the practical effect of the first assistant phil-
osOphy is to turn the organization chart upside down and for each execup
tive to feel that his Job is to help the next man up the line on the up-
side down chart. This philosophy makes for company teamwork - a better
place to work - and benefits the customer - a better place to trade.

In summary, it should be noted that some of the main advantages
offered by the Jewel Food Stores Department include a good starting sal-
ary, a chance to be located in one city — Chicago, friendly working con-
ditions, substantial employee benefits, a profit-sharing plan in the form
of a retirement fund and a rate of modernization and eXpansion which
provides opportunities for college graduates wdth ability.

All these advantages and others combine to make the Jewel Tea Com-
pany, Incorporated, with its three departments, a definite possibility
for employment. The college graduate should compare the opportunities

offered by the Jewel Tea Company, Incorporated, with those presented by

1*5
other food chains before a definite decision is made as to which organi-

zation he intends to be employed by upon graduation.

CHAPTER V

KROGER COMPANY
35 EAST SEVENTH STREET

CINCIhdATI 2, OHIO

The Kroger Company was started in 1882 by Mr. B. H. Kroger, whose
sound merchandising policies assured the success of his beginning stores
and the subsequent success of the entire company. The principles on
which the Kroger Company stores of today operate can be explained ade-
quately and briefly in three points:1

1. Many sales at a small profit rather than a few sales at a large
profit.

2. Maximum convenience for customers through provision of complete
food service stores.

3. Merchandise of proven and uniform.quality, including prominent
national brands as well as many Kroger Company brands.

At present, the Kroger Company has twenty-five branch offices all
through the mid-west, which supervise the operations of approximately
1975 individual stores. In addition, there are also many manufacturing
plants scattered over the country, consisting of dairies, bakeries, a
peanut plant in Georgia and.an evaporated milk plant in Indiana. The
nationally known.Kroger Food Foundation, in Cincinnati, is currently the

only one of its kind in operation and is one of the Kroger Company's

 

l Kroger Company, Cincinnati, Ohio. A.Career for College Egg,

1+7
proud accomplishments in the field of quality control. This is a techp
nical organization which develops new products and improves existing
products. In addition, it maintains a housewives' advisory service and
a market research division. It is here that continuous testing, compar-
isons and research in the many laboratories and kitchens ensure a con»
stant quality of all merchandise sold in.Kroger Company stores.

The financial picture of the Kroger Company, in the form of some
significant figures from.the balance sheet and operating statement, is
shown in Table IV. These figures give the overall trend in operations
for the period following lbrld war II as well as an indication of the
size of this organization in relation to other food chain companies in
the United States. The data is taken from.Moody's Manual of Industrials
(19h7), (l9h9), (1951) and the 1951 annual report of the Kroger Company.

The Kroger Company has definite ideas as to the type of college man
wanted in the organization. The following statement, extracted from.a
letter written by Mr. Edward.J. Kenney, in charge of college recruitment
for the Kroger Company, to the author, expresses the qualifications ex-
pected in an applicant for a position with the company.

Kroger is interested in college men with personality, interest and
ability - ability to look, act, think, talk and decide like a busin-
ess executive - or reasonable assurance of having the potential to
develop such abilities. A.man who is by temperament primarily a
research scientist or technician, or who displays obvious introvert
characteristics, is likely to find it difficult to progress far in
the merchandising phase of the business. The man.must have a liking
for participation in activities involving people, rather than a
preference for solitary or highly individualistic activities - in
brief, a good mixer and teamworker.

Successful men in this company are usually those who have some
prior experience in working with people, even on a small basis. Member.

ship in campus organizations and participation in their activities,

 

 

 

 

 

 

 

 

 

 

 

zam.m~m.oo Hoo.mam.am ooo.mmm.flm www.mmo.:m asaaasm Hence
amo.oom.mm mma.-m.mm ooo.mmm.mm mom.amm.mm nonpaaapsag eeonuao
mmo.wmm.mm~ amm.aom.maa ooo.~mm.mafl mam.mom.mm spammq Hence
Nam.:mo.waa mm:.mmm.moa coo.amm.mw man.wo~.am mpommq escapee
mmm.mma.0m mm:.mow.mm ooo.ma~.ma amw.awm.:a emso
f imam mtam meme gnaw gasses a. ease
wam.a amo.m mam.m Hao.m museum mo tongue
cam.oaa.am Nam.:~m.am ooo.mflm.ma nam.omw.om pamoam maapeuoso
mmm.mwo.~mma mam.mam.amwa ooo.wem.mmwm a:m.~m:.~mma modem poz
.fim a ma flan

 

 

3m $9833 350 yeah 30:5

5560 mwdomum "name he mongo Qxlsmom 2H Same A355 E

>H and.a

1*9

experience in talking before groups of persons and even part—time jobs
as a salesman are all indicators which the interviewer looks for as a
clue to whether or not the applicant will be a valuable addition to the
company. Also, the qualities of ambition, initiative and enthusiasm
are quite important for a man who expects to earn advancement in a busi-
ness organization such as the Kroger Company.

The Kroger Company is especially interested in the future possibil-
ities of men who have an educational background such as that received
in business courses. They also believe that the Midhigan State College
course in.Food Distribution provides excellent training for their type
of business. Then too, they are interested in.men who qualify for posi-
tions as trainees in the accounting, warehouse, real estate, food pro-
cessing and personnel fields.

Formal training programs are followed in the case of merchandising,
accounting, warehouse and personnel trainees, while special programs are
outlined for the trainees in the food processing and real estate fields.
A few of these training programs are explained in more detail later in
the chapter.

Of interest to the merchandising-minded college graduate who hopes
to progress to higher management levels is the Kroger Company's special
training program.for store management. The program includes courses in
company procedures and policies as well as specialized instruction in
approved merchandising and personnel practices. This special “0-week
program is a formal, planned type of course and provides full opportunity
for a man to get the basic fundamentals of good store operation.

The program itself is designed especially for merchandising trainees

and provides for regular periodic contact with branch executives, which

50
prevents them from getting that "lost feeling", as if they were just
cogs in.a machine. Kroger Company executives take an individual inter-
est in each trainee and do not regard them as merely a group or class.
Every trainee's progress and accomplishments are given special attention
in these periodic conferences.

The general program calls for actual store experience in produce,
grocery and meat merchandising - with broad training in all.other aspects
of store management. They also get experience in supervising store per-
sonnel and in building customer and community goodwill. _

At the conclusion of their training periods, candidates have a good
understanding of the complexities of managing a modern Kroger store and
also possess a valuable background of merchandising knowledge. No text-
books are used in any training classes, but rather, the candidates ad-
here to prepared outlines of training. Classroom training supplemented
by actual store work.and proper followhup by the trainers constitute
the general procedure of practice. During the frequent reviews of pro:
grass with the branch.manager and the personnel manager, the employee
is told whether or not he is qualified to go into the next phase of his
training.

The general outline followed by men in the “0-week store manager
training programincludes:2

Utility clerk (3 weeks): the trainee is assigned to a store and
performs the routine Jobs necessary for good store conditions. The
proper care of sinks, toilets, baskarts and coffee grinders, cleaning
and waxing floors, taking care of displays and.unloading of trucks are

all Jobs assigned the beginning clerk.

 

2 Kroger Company, Cincinnati, Ohio. Special Training_Program.for
Store'Management.

 

51

Grocery department (6 weeks): for one day during the first week
in the department, the trainee has a conference with the branch manager,
personnel manager and grocery merchandiser. These men review the pro-
gress of the trainee and find out how well he is getting along with the
program. Then, the man returns to the store and is instructed in build-
ing displays, stocking shelves and price—marking merchandise. The main-
tenance of the frozen food and the toiletries departments is handled by
the candidate. During the fifth week on this Job, the trainee is sent
to the dairy training session. When the man returns, he works at order-
ing, displaying and record keeping in the dairy department.

Produce department (6 weeks): another conference with branch exec-
utives is held and once again the trainee's progress is reviewed. Next,
the employee attends a three-day training session in produce merchandis-
ing and has a talk with the produce merchandiser for the branch. He then
works with the head produce clerk, under the supervision of the store
manager, to make sure of becoming familiar with produce operations in
the store. Finally, the trainee is allowed to take charge of the entire
department - with helpful guidance from the store manager and head pro-
duce clerk.

Meat department (6 weeks): the trainee again has a progress confer-
ence, then attends the five-day meat training course and confers with
the meat merchandiser. When the man returns to the store, he spends some
time with the head meat cutter and familiarizes himself with the opera-
tion of that department. Care of the meat case, cooler trays, grinders,
saws and other tools used in the meat department are stressed. The prep-

aration of hamburger, beef, veal, lamb, poultry, fish and delicatessen

.52
items are explained to the trainee. Instruction in cutting meat is given
to the candidate and then he is allowed to perform these Jobs himself.
Finally, ordering, receiving, rotating of stock and inventory control
in the meat department are undertaken by the trainee, with assistance
given by the store manager and head meat cutter.

Head grocery clerk (12 weeks): again, employee progress is discus-
sed. A conference with the grocery merchandiser or branch manager is
also held in order to review food laws and sales planning at the retail
level. Then, the trainee takes over as head grocery clerk, assisting
the store manager in the overall operation. During the seventh week;
he confers with the personnel manager, discussing procedures in hiring
clerks and laws governing their employment as well as the basic principles
and applications of good public relations.

Accounting (1 week): during this part of the training, the employee
is under the supervision of the branch accountant who acquaints him with
information pertaining to store records, which otherwise would take a
store manager a much longer period of time to acquire. The different
order, tax, payroll, cash and sales forms are traced in their Journey
through the accounting office. Lastly, the periodic store operating
statements are explained to the trainee.

Warehouse (2 weeks): the training in this phase of operations is
directed by the warehouse superintendent and is for the purpose of show-
ing the employee overall warehouse operations and explaining the entire
procedure followed in the filling of orders and delivery of merchandise
to the stores. The receipt of goods in the warehouse, the salvage de-

partment and the traffic department are observed. Finally, the candidate

53
makes a complete tour of the warehouse and.he is invited to ask any

questions concerning the warehouse phase of operations.

Personnel contacts (1 week): during this period, the trainee is
under the guidance of the personnel manager of the branch who discusses
with.him.the relationships between.the stores and the personnel depart-
ment. Then, the personnel manager makes arrangements for the trainee
to attend a merchandising board meeting and spend at least one day with
the general district manager. The trainee has a final review of his
progress with executives in the branch. For the remainder of the week
the man works in the store, while waiting for placement as manager of a
Kroger store.

After each of the nine phases of training is completed, the immed—
iate supervisor of the trainee on the different tasks is required to fill
out a Job check sheet. This is used to study how well each job was per-
formed and has additional space for the trainer's comments on the trainee.
These sheets are a means of checking on the trainee to see that he is
grasping the important points about each department and, also, to see
that he gets instruction in all the different aspects related to each
phase of the business.

For the college graduate who is interested in accounting, the Kroger
Company has a training course similar to the store manager training pro-
gram. This special accounting program extends over a period of approx-
imately six months, the actual length of time depending upon individual
variations in ability and experience.

The following outline briefll.describes each phase of the account-
ing training program:3

 

3 Kroger Company, Cincinnati, Ohio. Planned Training Program.for
Special Accountinqurainees.

5h

Tabulating department (2 weeks): the trainee observes the handling
of store orders, operates the addressograph and works with master cards,
item changes and store records. The entire operation of the tabulating
department is explained to him.

Closing week (1 week): the employee is assigned some duties in the
general accounting office such as posting entries, balancing control
accounts or working with eXpense ledgers. At the end of this week, the
trainee reports to the branch manager's office to discuss his progress
to date and the subsequent training he is to take.

Warehouse office (1 week): at this time, the trainee is to note
and.understand.how a store order is billed on the mechanical billing
machine. Observation of necessary detail work in the warehouse and
traffic department, plus any other duties assigned by the warehouse
superintendent, are to be performed by the trainee.

Accounts payable and receivable (3 weeks): all the operations in-
volved in voucher work are considered here. The account classifications,
check writing, posting, balancing statements to customers and followuup
on accounts are all explained to and practiced by the trainee. Here,
the trainee reports to the branch accountant, personnel manager and branch
manager to discuss his progress.

Stores accounting (4 weeks): there is a definite outline of tasks
to follow in regards to stores accounting but some of the main categories
are sales and cash reports, store deposit journals, store inventories,
store expense items and store operating statements. A progress session
is attended at this time.

Store training (6 weeks): at about the middle of formal training

in the accounting department, the trainee receives instruction in a

55
retail store. The main purpose of this is to give the trainee an oppor-
tunity to see the correlation of work in the stores with that in the
accounting department. Two weeks are spent in each department of the
store - meat, grocery and produce - including the training classes.

General accounting (h weeks): equipment and storage records, pro-
duce and meat accounting, payroll and office service are the main de-
partments in which the employee is trained during this period. Once
again, the trainee's accomplishments are examined by his superiors.

Store auditing (2 weeks): the trainee is assigned to store ac-
counting work under the supervision of the chief store auditor. The
primary tasks for him to perform.are observance of the method of taking
inventory, balancing cash registers, completion of various forms in con-
nection with these two points, actual accounting and listing of merchan-
dise and any other necessary details.

Supervision desks (1 week): the compilation of the periodic finan-
cial report schedules, distribution of various reports, general discus-
sions and a review of progress are all included in the work for the
trainee during this final week. After completion of the entire program,
he is assigned a position in the accounting department.

The explanation of a program of this type is designed to point out
that all courses are not for merchandising trainees alone. The Kroger
Company recognizes the usefulness of a program of this type so it set
up the aforementioned.outline to meet the needs of college men who want
to pursue the accounting end of the food business.

In addition to the store managerial and accounting training programs,

there is also the warehouse training program. No individual is selected

56
for this training until he has been thoroughly screened by means of care-
ful interviewing and testing. The preliminary screening includes special
tests to determine the aptitude and ability of the candidate to perform
the duties of a receiving clerk and a supervisory personnel test for
manufacturing and warehouse trainees.

The program is outlined to be completed in twenty-four weeks. Sup-
ervisors of the employee must be thoroughly familiar with the program
and then the trainee is told exactly what he is to do and how to perform
each phase of the program.

A general outline of the course is as follows:

Store training (2 weeks): receiving and unloading of merchandise,
checking orders, building displays and taking care of equipment are some
of the tasks given to the trainee. .Ins truction in all departments of
the store gives the man a chance to work with a better understanding of
store problems, prior to beginning training in the warehouse.

Branch office (2 weeks): the accounting and billing departments
share this period. Instruction in the handling of freight bills, bills
of lading and payment of demurrage highlight this phase of training.
Also, the billing room is visited and operations are observed previous
to the trainee assisting in the performance of these duties.

warehouse (11 weeks): the major portion of this time is spent in
warehouse grocery and produce operations. Lifting, receiving, house—
keeping, storing and filling of orders are some of the important duties

for the trainee. The candidate works in each of the following sections -

 

‘h 'Kroger Company, Cincinnati, Ohio. Earehouse Traini§g_Prog§g§.

57
banana room, salvage department, traffic department - doing any work
directed by the foremen of these sections.

Transportation (h weeks): the garage and dispatching departments
of the warehouse are the places in which the trainee is assigned for
this period. Inspection of trucks, mileage and gasoline records and
actually accompanying the drivers on their routes constitute the maJor
Jobs to be performed.

Special training (5 weeks): meetings of product merchandisers,
district managers and members of the sales promotion department are at-
tended and a tour of the warehouse is made. Of course, during the entire
training program.there are periodic reviews of progress with the trainee.
Classroom training is attended for a short time and then.the trainee is
placed in some department of the warehouse - working toward a foreman's
Job and further advancement to warehouse superintendent.

The three programs outlined in this chapter should serve to give
the reader a clear idea of how the Kroger Company goes about formulating
a definite training course for the different Jobs within the organization.
All of these courses give the trainee a broad picture of the operations
in each department of the company so that he is able to better perform
his new Job with an understanding of the complexities of the tasks con-
nected with other Jobs and the interrelation between.his duties and others
in the company is then made clearer in.his mind. This is the Kroger Comp
pany's policy throughout all of its training programs - give the trainee
a substantial background of information on the performance of all the
different jobs in the company.

In order to help show the reader evidence of the opportunities avail-

able in the Kroger Company, the progress of three men in the organization

58
is outlined. These three men began as trainees in the 40-week store
manager training program.

Employee A.was hired in February, 19M9, at a salary of $60.00 per
week. In January, 1950, he was given the position of head clerk.and
next month.he was appointed as manager of a store. In September of 1950,.
he was chosen as one of the men to represent the Kroger Company in the
initial class of the Curriculum in Food Distribution at Michigan State
College. After completion of the course in July, 1951, Mr. A.was as-
signed to his branch office as a Junior executive in the produce depart-
ment. One month later, he was elevated to the position of assistant
produce buyer, the rank he has held.up to the writing of this chapter.l
.As a result of his promotions, his salary is now approximately $100.00
to $110.00 per' week.

Mr. B started on the h0-week.training program at the same time as
employee A.- February, 19H9 - however, by August, he was made head clenk
and in December he was selected as a store manager. He continued to be
a manager until September of 1950, when.he was selected to attend the
Curriculum in.Food Distribution at Michigan State College. In July, 1951,
he completed the course and was assigned to manage another store. In
December of the same year, he was promoted to grocery sales assistant of
his branch, receiving a compensation of about $100.00 to $110.00 per week.

For those college men who are eligible to be drafted into the ser-
vice of our country, the outline of employee 0 should be of value. He
was hired as a trainee in September, 19kg and by June of 1950 he had been
raised to the position of relief store manager - to be in charge of dif-
ferent stores while the regular store managers are on vacation. In Sep-

tember, 1950, he also attended Michigan State College to receive further

59
training in all aspects of the food business. By June of 1951, Mr. C
had completed the course and was then given the store manager refresher
training. The personnel manager knew that this young man was about to
be drafted into the armed forces yet the Kroger Company still hired him
as a trainee, processed him and gave him the benefit of additional food
training at Michigan State College. According to the Kroger Company's
military leave policy, this man is granted a military leave of absence
with full accrual of all company benefits while in the armed service.

An examination of the progress of these men reveals very aptly the
benefit that is received from.participation in the Curriculum.in.Food
Distribution at Michigan State College. The Kroger Company is very much
interested in those men who are enrolled in this course and regard it
as a real contribution of an educational institution toward aiding the
food industry to have executives who are better trained to assume manage-
ment responsibilities.

The rates of pay for Kroger trainees are stated definitely. An out-

line of the current salaries per month are as follows:

 

 

After
Starting_Rate Six Months
Single $281.00 $303.00
Married, no children 281.00 303.00
married, one or more children 303.00 325.00

As can be seen from the above chart, there is an automatic increase
in salary at the end of six months and from then on the man is placed
on a merit basis. Subsequent increases in salary are determined by the
man's ability and the position he holds after completion of the training

program. A.manager's salary cannot definitely be stated, however, a

60
salary range of $35.00 to $11000 per week would probably include most
of the earnings of Kroger Company managers.

Once the trainee has completed the hO—week training program and has
received the proper eXperience as a store manager, he then works toward
the position of branch.manager or merchandising manager. Sales assistant
or assistant buyer for grocery, meat or produce items is usually the next
position held after store manager. From there, he moves to buyer, sales
promoter or district manager supervising a group of about twelve to fif-
teen stores. Next steps in the promotional channel are to product mer-
chandiser and/or general district manager, merchandise manager and branch
manager.

For the man who wishes to enter into a staff phase of the business
such as personnel, real estate or accounting, he advances from.a special
trainee in these departments to the Job of assistant and then into the
position of department head.

Higher positions are available in the central offices in Cincinnati,
Ohio.

As in some of the other larger food chains, the Kroger Company has
several employee benefit organizations managed by the company as well as
a newly-formed profit-sharing plan. An employees' retirement plan, based
on the length of full-time employment and an average annual salary (de-
pending upon the compensation received by the man over a period of ten
years previous to his retirement) is presently in operation. To be eli-
gible for admission as a member of this plan, the employee must have
reached twenty-five years of age and be retired when he reaches age sixty-
five. The company bears the full expense of the plan — the employee pays

no thi ngo

61

A group insurance plan, premiums varying with the salary bracket
that the employee is in, offers the trainee a $2,000 life insurance
policy at the small cost of $.55 per week. When the trainee advances
to the position of store manager, he is considered to be on the manage-
ment level and is eligible to participate in a supplemental group ins
surance plan which allows the man to have more insurance coverage than
the employees below the management level. Health and accident coverage
and a sick leave plan for management personnel are also in operation in
the Kroger Company.

The Kroger Company's employees' savings and profit-sharing plan is
the latest addition to the list of employee benefits. Each week, the
employee is allowed to put a certain percentage of his salary into a
fund and the Kroger Company also deposits to this fund a certain percent-
age of the past year's profits. The employees share in this profit in
proportion to the amount they have put into the fund, which actually
represents a savings on their part. When an erryloyee reaches retirement
age, this savings and share of profits will have been built up to a
sizable amount, thus ensuring the employee a certain degree of security
when he becomes older. To be acceptable to participate in this plan,
the employee must be at least twenty-one years of age and.have had at
least two years of continuous full-time employment with the company.

He can save and deposit as much as five percent of his regular weekly
earnings, not including overtime.

In summary, some of the main advantages of the Kroger Company are
- an excellent starting wage, definite formal training programs, employee

benefits and a very good chance for advancement into the many different

b2
phases relating to overall store organization and management. Finally,
because the food business is a basic industry, full-year employment is
assured and a secure position is certain for those whose performance
is satisfactory.
The college graduate should carefully examine the many opportunities

prevalent in the Kroger Company.

CHAPTER VI

SAFEWAY STORES, INCORPORATED
FOURTH AED JACKSON STREETS

0mm 1+, cnmomun

What might be termed the "original store" of Safeway Stores, Incor-
porated, was a small grocery market which opened its doors for business
at American.Falls, Idaho, in 1915. At first, the establishment was pro-
greasing nicely but within a short time after the opening of this store,
prices began to rise. The owner of this little market became disturbed
because food prices were so high. They were too high for his customers
but if he lowered them so that they could buy easily, he found that he
did not take in enough money to buy new groceries to sell.

In analyzing his situation, he recognized that there were too many
costs added to the price of food before it reached the consumer where
it could be purchased. He decided that if he was able to buy groceries
directly from the farmers and manufacturers, he could eliminate many of
the handling charges which were traditionally added to the price of food.
Also, he thought that if his customers were able to get along without
some of the expensive services which grocery stores were giving at that
time, he could make his money go farther and still sell more goods at
lower prices.

When he tried his ideas, he found they were right. Soon he had more
customers than could be handled in.his little place, so he had to open

another store. This process continued until a small chain was formed.

on
In 1926, this chain joined with another group of stores known as Safeway
and that is where the organization of today really began. As it grew
and prospered other groups and individual stores were acquired, all with
the idea of finding new savings to pass on to the customers.1

Today, Safeway Stores, Incorporated, operates approximately 2,125
stores in twenty-three states and in Canada. Table V shows some signi—
ficant balance sheet and operating statement figures, bringing out the
overall trend in operations from.l9h6 to 1951. The data was extracted
from Moochr's Manual of Industrials, (19117), (19:9), (1951) and the 1951
annual report of Safeway Stores, Incorporated.

Beginning in about 1950, the retail store construction and modern-
ization program of Safeway Stores, Incorporated, was begun. This program
called for the constructing and equipping of 1,000 new stores over a per-
iod of five years, at an estimated cost of $250,000,000. Also, construc-
tion of a few new warehouses has been started.

A brief explanation of some of the terms used to designate positions
in the organization is necessary here, for they differ from.the titles
used in other food chains. A."location.manager" is the term used by Safe-
way Stores, Incorporated, to designate a store manager. This company
uses the word "location" to signify a store so, in this chapter, the two
terms are used interchangeably.

"Retail operations managers" are responsible for the operations of
the retail stores within a zone and the district managers are the execu—

tives who report to the retail operations manager.

 

l Safeway Stores, Incorporated, Oakland, California. Xgu_§nd
Safeway.

65

 

 

”eschew a. dalcwmmv

 

 

 

 

 

 

 

 

Hmo.:om.mo amm.ooo.o~ mo~.mam.me msa.mao.mm sanctum fleece
mem.~on.maa ~m~.mem.maa Nan.awa.mn wob.mwz.am noanaaancaa enocnno
mmm.mmm.anm aao.wsm.amm mnm.mm~.mma mmn.mwm.mna occurs Hence
mem.amm.mmm mow.oafi.ama :wm.omr.mma mnr.mmm.sma spoons neonnno
nmm.mme.nm mmo.nom.wm nma.nas.om mem.man.wa neon
oom.am ooo.:m Ham.nm mam.mm noosoanam no noose:
mma.m mao.m osm.m mas.m nononm so senses
nwm.wmm.~a mam.mmm.am ewm.mow.ma mm:.mmm.om sweets soapstone
omm.msm.nmn.ae mma.mmm.mom.aa mmm.mam.m~m.aa mmm.mm:.anma modem see
an mm was. was

 

 

mmefimokmoobfl

> mafia

Gum homeroom name .8?» H338

.mmmoem Mgwmaw mo szHadthmo galemom HH Burma HHSQHNVO Mme

06

The "zone manager" is similar to a branch manager. He supervises
the activities within his zone.

"Division managers" are responsible for the successful operation
of one or more zones. Each division manager reports directly to the pres-
ident and is entirely responsible for all activities within his division.

This brief explanation is necessary in order to acquaint the reader
with the different positions in the company and the slight variation in
terminology from other food chains.

When being interviewed for a Job with Safeway Stores, Incorporated,
the applicant should be conscious of the characteristics that the company
desires in an employee. The candidate for a position should examine hon-
estly his own personality, capacity and capabilities previous to being
interviewed for a Job. This combination gives him.a knowledge of the type
of man that the company is looking for and he can easily determine whether
or not he measures up to the requirements stipulated.

Usually, the inexperienced college graduate is expected to start
as a food clerk in one of the retail stores, therefore, he should be aware
of the traits desired in a person applying for this position. Some of
the more desirable characteristics are:

1. Stability

2. Physical fitness

3. Maturity

M. Perseverance

5. Ability to get along with people

0. Self-reliance

7. Initiative

8. Loyalty.

67

As a general rule, it is necessary for Safeway Stores, Incorporated,
to evaluate these qualities largely upon the basis of factual information
obtained through comprehensive interviewing.

According to Merle L. McGinnise, in a talk given at the Chicago Con-
ference of Operations, Incorporated, October 18, l9h9, the talent in
greatest demand in the food industry is managerial ability or, to be more
specific, the ability to get things done through the efforts of others.
The managerial ability or managerial potential sought by Safeway Stores,
Incorporated, is a blend of many characteristics and abilities. It is a
combination of eXperience, judgment, human qualities and drive. The
executive in this organization is expected to have:

1. Well-balanced temperament

2. Emotional maturity

3. Good social adjustment

N. Strong desire for achievement

5. Decisiveness

b. Realistic as well as practical point of view.

7. Good Judgment of fact

8. Planning and organizational ability.

This appears to be the epitome of executive ability, however, this
level can be reached if the inexperienced college graduate sets his mind
on attaining an executive position.

When considering applicants for employment who wish to work toward
executive positions, it is impossible to predict accurately whether or
not a man will make good as an executive. For this reason, it is neces-

sary to look for potential qualifications as a man develops through

 

2 Manager, Pembroke Services, Division of? Safeway Stores, Incor—
porated, San Francisco, California.

68
training and diversified experience. According to Mr. thinnis, probably
the most important managerial responsibility is the ability to select
one's associates, plan a program of action and delegate responsibility
and authority.

The personnel department, when searching for talent, looks for
proven ability and potential ability and continually scouts employees
within the organization as well as being on the watch for men who would
probably be valuable additions to the company. In this respect, they
are concerned with the finding and developing of executives.

A few years ago, Safeway Stores, Incorporated, completed a new
plan for selecting and training prospective location managers. Under
this plan, selection of trainees is the responsibility of the district
manager who, if he wishes, may request the employee relations manager
(personnel manager) to give the candidates any selection tests which the '
district manager may feel are necessary.

'The number of trainees selected in a zone each year is determined
mainly in accordance with expected turnover and expansion within the zone.
Trainees need not all be selected at the same time but may be chosen and
placed on the program.at the most convenient time for a successful fol-
lowzthrough with the plan subsequently outlined.3

The purpose of the training is to provide each trainee with a well-
rounded knowledge of those operations within a zone which are directly
connected with the management of a retail location. In order to fulfill

this aim, the trainee is sent to various zone training schools and then

 

3 Safeway Stores, Incorporated, Oakland, California. Safeway News.
Advangemenp,$hrough Training. (January - February 1950). p. 3.

69
is assigned to work or be an observer in each one of the major zone func-
tions for a period of time necessary for him to acquire the desired know-
ledge and experience.

An actual program setup calls for the zone employee relations man—
ager to outline a proposed Job rotation plan for each trainee and then
the outline is submitted to the zone manager for approval. When the pro-
gram.is approved, the employee relations manager then arranges with the
district manager and other zone executives concerned to provide the trainee
with all the necessary training specified in the outline. Such training
includes time spent on the following Jobs:

Food clerk: this job is comparable to utility clerk and grocery
clerk.in other organizations. No definite Job is assigned the food clerk.
Although most of the training is in the grocery department, he is still
to receive experience in other sections of the store. Ordering, stocking,
checksout operation and general store cleaning are a few of the tasks per-
formed by the employee.

Meat cutter: during this phase of the program, the trainee gets
store experience in the handling, cutting, displaying and merchandising
of meat. Through training classes and instruction in the store, the
trainee is taught the proper method of cutting meat, the care and handling
of equipment and is also given some knowledge of effective customer and
personnel relations.

Produce clerk: building displays, the care of produce tables, trimp
ming and the merchandising of fresh fruits and vegetables are some of the
main Jobs in this category. Ordering, storing, stocking and cleanliness

in general are other factors for consideration.

70

Grocery warehouse: in order to interrelate all the operations per-
formed in the zone, the trainee is next given a suitable period of train-
ing in the warehouse phase of company operations. Receiving of merchanp
dise in the warehouse, storing, the filling of orders and loading on
trucks are all carried out by the trainee.

Produce warehouse: instruction in this department is similar to
that received in the grocery warehouse. In addition, ripening rooms are
examined and the procedure in storing produce is explained to the trainee.

Meat warehouse: the receipt, checking and storing of meat is obser-
ved. Filling of store orders and the loading of meat onto the trucks are
also performed by the employee. Experience in these three departments
brings to light the relationship between the stores and the warehouse and
some of the problems involved in the Operation of each.

Major zone departments: during this phase of his training, the
trainee visits the zone offices and observes the operations of the depart-
ments in that particular zone. Accounting, personnel, advertising and
buying functions are explained to the employee. At various intervals dur—
ing his training, the trainee has a conference with the zone manager, the
employee relations manager and the district manager to examine the progress
he is making and to answer any questions he may have about any phase of
operations.

Relief location manager or clerkainpcharge: after completion of
the program, the trainee is assigned a job. If there is an opening for
a relief manager he may be selected or if there are no vacancies existing
at the time, he is placed as clerkainpcharge in a department where it is

felt he receives the most valuable additional experience.

71

The amount of time spent training on each job is based upon the
past experience and ability of the trainee. For example, if the trainee
has meat cutting experience, his job rotation time is shortened by the
extent of such experience. Insofar as possible, the assignments required
as food clerk, meat cutter and produce clerk are obtained in three dif-
ferent locations as an added means of broadening the trainee's experience.

When the employee has successfully completed his training, the em-
ployee relations manager prepares an analysis of the results of the train.
ing and submits it to the retail operations manager, at the same time
advising him.that the trainee is ready for assignment. If, as mentioned,
an opening for relief location or location manager is not immediately
available, the trainee may be selected to work in a retail store as a
food clerk, produce clerk or meat cutter or whichever position provides
him with the most needed additional experience — pending his selection
as a location manager.

Food clerks in Safeway Stores, Incorporated, are compensated.en a
flat hourly rate which varies in the different geographical areas where
Safeway stores are located. In 1950, the yearly earnings for food clerks
ranged from $2,500 to 0 3,600. i

The compensation for a location manager is based on a contingency
compensation plan which takes into account sales and profits for the store.
For the year 1950, location managers' earnings ranged from $5,000 to $10,000.

An inexperienced college graduate desiring to secure employment with
Safeway Stores, Incorporated, would.most likely be hired at a salary com.
parable to that received by food clerks in that particular geographical

area.

72

In order to point out some of the opportunities prevalent in this
organization, the long range progress of three men is cited. These men
are examples portraying the heights that can be reached in a food chain
through perseverance and.hard work.

Mr. A.began his career with Safeway Stores, Incorporated, over thirty
years ago. He started as a food clerk and gradually gathered experience
in all phases of store management and operation.. In apprOximately eighteen
months after he was hired, Mr. A was appointed manager of a store. For
a few years he was manager of that store and in subsequent years he was
transferred to various other stores in that area. Next, he advanced to
district manager. By 1939, he had reached his present position of divi-
sion manager - reporting directly to the president. Look at this line
of progress carefully. It is not so very unusual. In approximately twenty
years' time, this man had.moved from food clerk to division manager - a
top executive position with Safeway Stores, Incorporated.

Mr. B began working for Safeway Stores, Incorporated, as a bOOkb
keeper in one of the zone warehouses. Mr. B held this job only a few
months when he decided that he would rather be in the field of retail op-
erations, so he applied for a transfer. The request was granted and he
became a food clerk in one of the retail locations, with a decrease in
pay.. Within a year he was appointed manager of a new location and then
some time elapsed before he was promoted to district manager. Finally,
in 19h7, he was appointed a division manager. It took.Mr. B Just eighteen

years to reach the top rung in this promotional ladder, an accomplishment

 

h Safeway Stores, Incorporated, Oakland, California. Safeway News.s
Choice g£_0ne's Career i§.§_Vital Decision, (March-April 1950). pp. 7-12.

73
of which he can be proud, for he now holds one of the most responsible
positions in the company.

A part—time job with Safeway Stores, Incorporated, was the begin—-
ning of a wonderful career for employee C. He started as a part-time
c1erk.in 1926 and in five months he was put on a full-time basis. Within
a few more months, Mr. C was appointed.manager of the store where he had
previously been a part-time clerk. A few years was spent in this capacity
and then he was promoted to district manager. In 1947, he was selected
as a division manager.

V These three men are encouraging examples of success stories. Their
progress is designed to illustrate the possible positions attainable for
the ambitious man who wishes to make the food industry his career.

Promotions in Safeway Stores, Incorporated, are usually from within
the ranks and all opportunities arebased on individual merit. Whether
or not you are promoted depends partially on.how many openings there are
but mostly on the outstanding ability that you have demonstrated on your
present Job and your ability to take on added responsibility.

From food clerk or produce clerk or meat cutter, the employee has
the opportunity to progress to the level of location manager. Anyone
working in a retail location has, with study and effort, plenty of oppor-
tunity to show the initiative, tact, leadership and knowledge needed for
a manager‘s job. This work offers real earning possibilities.

District manager, retail operations manager, zone manager and divi-
sion manager is the order in which the successful location manager would
progress. Of course, some experience has to be gained at each step of
the ladder before advancement can be made, however, the time spent at each

level is determined entirely by the employee. His ability to assume the

71+
next highest position and the availability of the position are, as pre-
viously mentioned, the two deciding factors.

If the trainee desires, he can request at any time for a transfer
to another phase of the business. Positions in the accounting, advertis-
ing, warehouse, personnel, research and maintenance departments are avail-
able to the trainee who wishes to pursue his career along any of these
channels. The positions of chief accountant, personnel manager, warehouse
superintendent and advertising manager for a zone are levels which the
employee can strive to attain.

The merchandising phase of the organization offers positions as as-
sistant merchandising manager or assistant buyer of the separate depart-
ments - grocery, produce and.meat. Merchandising manager and buyer follow.

Safeway Stores, Incorporated, also operates about thirty service
companies. They provide specialized services for the entire organization.
Examples of these include one company that advises on the layout and design
of warehouses, another deals with the problems of store fixtures, while
still another performs the task of research work on such subjects as cus-
tomer buying and.shopping habits and store location. All these companies,
which are owned and operated by Safeway Stores, Incorporated, provide a
multitude of paths which the college graduate, who is interested in the
food business, might follow.5

At present, Safeway Stores, Incorporated, stresses the stores Opera—
tion field for those graduates desiring to become associated with the

COMPany o

 

5 Safeway Stores, Incorporated, Oakland, California. Safeway News.
The Story 9: Safeway_§tor§§, Incorporated. (March 1951). pp. 2-12.

75

Certain benefits are also available to the employee. Vacations with
pay, sick leave (with weekly disability benefits), life insurance and hos-
pital and surgical benefits for himself and.his family are some of the
more prominent advantages presented to the employee. A retirement plan,
eligible to employees who have completed five years of continuous full-
time employment with the company and who have reached their thirtyafifth
birthday, is another benefit available to the employee.

In summary, it should be pointed out that this is a very large organp
ization and the various phases of its operation offer the college graduate
a chance to enter into almost any segment of operations in the food business.
Although the stores operation field is stressed, there are many other zone
departments such as personnel, accounting, advertising and warehousing,
which all present excellent opportunities to the ambitious college graduate.

Safeway Stores, Incorporated, provides the college graduate with a
favorable starting salary, an outlined program.of training, various em»
ployee benefits and a good chance to progress to higher management levels.

With these advantages and opportunities to present to the college
graduate, Safeway Stores, Incorporated, should definitely be considered
as a possible choice of an organization in which to be employed after com-

pletion of‘a college education.

CHAPTER VII

STOP mm SHOP, INCORPORATED
393 D STREET

BOSTON 10, MASSACHUSETTS

Stop and Shop, Incorporated, is comprised of a group of retail food
markets in New England, although the greatest number of them are establish-
ed in the state of Massachusetts. The general offices, warehouse and.man_
ufacturing plant are located in Boston, at the above address, except the
manufacturing plant, which is located at 232 Causeway Street, in Boston.
Potato packing houses are operated in Maine.

The present management became associated with the company in 1919,
when, at that time, they were operating twentybseven service-type stores.
In 1925, this group of units was incorporated, in Massachusetts, as the
Economy Grocery Stores Corporation. In 1932, they had grown to a chain
of hue service markets. This large increase in number of outlets was
due partially to the purchase of two food chains in the area.

New stores were built, some were purchased and others were consol-
idated, all with the aim of making Stop and Shop, Incorporated, a better
place to work and.a better place to trade. In 1935, the company opened
its initial self-service store, known as the "Foodmart". This was one
of the first real supermarkets in that section of the country and was con-
sidered the "very latest" in food store develOpment.

The experimentation with this type of outlet proved very successful

so they continued to pioneer in supermarket development, building new

77

markets and converting many of the service—type Economy Grocery Stores
to self-service Stop and Shop, Incorporated, supermarkets. In 19U6, they
reached.the point where ninety percent of the total volume was being done
in the new supermarkets, so the management of the chain decided to change
the name of the company from Economy Grocery Stores Corporation to Stop
and Shop, Incorporated. Recognizing the trend to self-service as a def-
inite change in shopping habits, the company concentrated on eXpansion
into this field. At the start of 19%, the total number of existing
stores was less than one-quarter of the number in operation at the peak
of the service-type store expansion. However, the total sales volume of
these units was far greater than it had been at the time of that peak.1

A brief picture of the financial situation between 19h6 and 1950
reveals the post-war trend in overall operations for this company. Table
VI gives important key figures for the evaluation of this trend. The
data is taken from Moody's Manual of Industrials, (1947). (19kg), (1951).

There is no certain amount of education or experience needed to be-
come a member of the Stop and Shop, Incorporated, organization, neverthe-
less, these are points for consideration by the employment officer. Stop
and Shop, Incorporated, wants to employ men whom.the executives think can
be developed into future department and district managers. However, it
must be realized that the employee without a college education.has as good
a chance to advance as the college graduate and the fact that one has re-
ceived a degree is no assurance of an executive position. Intelligence,

initiative and hard work are important factors hastening the rise to the

 

1 Stop and Shop, Incorporated, Boston, Massachusetts. Welcome'g;
Stop and Shop.

78

 

 

 

 

 

 

 

 

 

 

mm:.a~m.e Hza.s:o.s aam.wmo.m esaessm Hesse
mma.ama.m mae.omm.m Nam.mas.a neaeaaepsag esoesso
mmm.wma.oH new.aso.m oo~.mea.~ messes Hesse
mow.-~.m om~.mmm.m wme.aam.: seemed assesso
omm.mma.m www.mww.a Hao.ame.a aeso
m:m.m ama.a mmm.a eeeseaasm me sepasz
mm am am esteem no senses
~se.mw:.a mmm.mam.a emo.:wm pauses assesseao
mom.mmo.oma mmo.~mm.mae mom.mwm.mma seasm eez
arm 9.3 a

 

 

Aom cash mdqo amok amenamv

afiedmOmmoozH .momm 934 moaw mo mmoHemmmmo mdktamom 2H mmmma mammmpo mma

Hb mqmma

79
management level and these elements, whether in a college graduate or
an employee without a college degree, determine how quickly a man ad.
vances.

When interviewing people for employment in the retail stores, the
employment manager is instructed to watch for certain characteristics
in an applicant. According to Mr. Andrew C. Kuhn, personnel director
of Stop and Shop, Incorporated, some of these traits are:

l. Integrity

2. Appearance

3. Manners

4. General character

5. Physical and mental status

6. Ambition

7. Courtesy and friendliness

8. Background - work and education

9. Possibility for future growth.

These factors are not listed in the order of their importance but
the man who rates high in these traits will, undoubtedly, move ahead
rapidly. Of course, an important aspect to be considered here is the
development of a man by his immediate superiors. The employee may pos—
sess many or all of these qualities yet without prOper guidance from his
superiors his qualifications pass unnoticed.

The training program for Stop and Shop, Incorporated, produce,
grocery and.meat clerks is mostly informal. The checkers'2 training pro—

gram is of the formal type with an instruction school located in Boston.

 

2 A "checkeri_or "cashier", as stated in this chapter, is the per-
son who operates the cash register at the checkaout stand. The words

are used synonymously.

80

All new checkers are required to take this three-day course, which teaches
them the fundamentals of good and accurate checking. There is a short
indoctrination period for the new employees, during which they are given
facts and details about the history of the company, together with its
aims and policies. Then, the training instructor discusses the need for
thrift, bringing to light the relationships between the checkers, net
sales, profit of the store and company profits - as a result of their
efficient work at the checkbout stand.

Personality, cooperation, friendliness and care of equipment are
also discussed. Stop and Shop, Incorporated, desires to have friendly
and courteous employees to work in the stores and, therefore, some time
is spent discussing these points. Some of the main categories for con-
sideration are:3

l. Arrangement of merchandise on the checkaout counter

2. Fingering of the keyboard

3. Change making

u. Sacking, or bundling, of merchandise sold

5. Use of the scale - computations, reading

6. 'Fractions

7. What to do in case of an error

8. Bottle returns

9. Handling cf checks

10. Courtesy at the checksout stand

11. Balancing the register at the end of the day.

 

3 Stop and Shop, Incorporated, Boston, Massachusetts. Stopics.
Checkers' Training School. (September 1951). p. 8.

81

"Guessing" and "memorizing", the two cardinal errors made by check-
ers, are taught to be avoided. The instructor explains how profits,
customer relationship and the amount of the employee's bonus depends
upon following the correct procedures outlined in the course.

After three days of classes, the employee is ready to report for
work in her assigned store. Upon completion of the training of this
group, the instructor makes out a report on each trainee. This includes
her attitude toward the course, results of certain arithmetic tests and,
on the whole, how well the training was performed.

When the new checker reports to the store, she is given three, small,
two-page booklets entitled:

l. "A Stop and Shop Checker is a Good Checker"

2. "Your Second Week as a Checker at Stop and Shop"

3. "Your Third Week as a Checker at StOp and Shop".

These are used as a self-check method for the trainee. At the end
of one week, the cheeker should be able to answer the questions listed
in the first booklet. For example, one question is, "How is merchandise
arranged on the checkpout counter?". Another is, "What is the proper
way to make change?". These are things that the trainee should have
learned in school. Even though it is a self-test, the manager should
make it his responsiblility to see that the checker knows all the answers
thoroughly. Similar questions are in the booklets for the second and
third weeks of employment. Also, tips on courtesy, friendliness, ac-
curacy and efficiency are included in each pamphlet.

Eight weeks after finishing the training course, the manager of the

store in which the employee was assigned makes out a cashier's progress

82
report. This is used as a method to evaluate the employee as well as
the progress she is making on her new job. Any weaknesses of the cashier
can easily be detected and attempts made to correct them.

This is the story of the checker in this organization. It is worth—
while to note that these three factors - initial training, supervision
and followzthrough - soon enable the employee to do a complete and effic-
ient Job at the checkhstand.

The reason for such a detailed explanation of the checker training
program is to point out that positions in the food industry are not lim-
ited to men only. Checkers play a very important role in the Operation
of any supermarket and this is one Job which is dominated by women. Sim.
ilar to any other position, the employee has to begin on the ground floor.
In this case, the prospective woman executive has to start at the retail
level also. After a suitable period of experience, the cashier can be-
come a head checker, a training instructor and move higher into the exec-
utive ranks, the same as any man would advance in a food organization.

When a new employee begins work he is first introduced to all other
store workers by the grocery manager and is then shown around the store.
Next, he is given a careful explanation of the job he is to undertake,
making sure he knows exactly what to do - in order to get off to the
right start.

If the new employee is to work in the grocery department, he is
given three booklets similar to those presented to the checker but which
apply to the duties of a grocery clerk. Questions such as, "What is the

correct lifting method?" and "What is the proper way to clean and defrost

83
the ice cream chest?" are examples of queries included in these publica-
tions. Again, tips on friendliness, courtesy and efficiency appear.

There is no definite length of time that the worker has to stay on
any one particular Job. He may be rotated from the grocery department
to the meat department to the produce department as often as conditions
require. This is advantageous for it gives the man a chance to work in
these different sections thus broadening his overall knowledge of store
operations.

At the end of certain periods during this informal training, the
new employee is shown the progress he is making thus helping him.correct
any weak points he may have. This is an effective way of making good
working conditions, improving customer relations and having the employee
feel he is a team.member.

Late in 1950, Stop and Shop, Incorporated, published a new manual
for use in the meat department. It is clearly worded and illustrated
so as to give the new employee in the meat department some introduction
as to how this phase of the store operates. Up to the time that the man-
'ual was printed, there was no uniform method of cutting meat in the re-
tail outlets but with this new publication as a guide the same cuts of
meat are ensured for all customers and costly waste of meat has been
greatly reduced, if not entirely eliminated. It has also arrested the
confusion previously brought about when a meat clerk or meat cutter
transferred from one store to another.

Once again, if the new employee is to begin work as a meat cutter
or meat clerk, he is given booklets pertaining to that job. Questions.

’such as, "What is the correct way to cut ham?", "How and when should

 

‘h Stop and Shop, Incorporated, Boston, Massachusetts. Stopics.
Introduces New Manuela. Assures Uniformity 3: Operation. (November 1950).
p. 16. T“

 

 

84
knives be steeled?" and "What points are followed to make sure that
merchandise is rotated properly?" are included in these small pamphlets.
These, as well as suggestions on cleanliness, good personal appearance
and pleasant manners assist the employee in becoming a better worker
with a more pleasing personality - essentials in the operation of any
retail establishment.

New produce clerks are also given booklets. One question listed
is, "What are the steps to follow in breaking down the counter for the
night?". Another is, "What produce items are kept under refrigerationi".
These are facts that every good produce c1erk.must know and the manager
should.make sure that the answers and reasons are clear in the mind of
the employee. .

Grocery, meat and produce department managers are not neglected in
the training of efficient personnel. One night each week, for thirteen
weeks, the managers attend classes in Job instruction, Job relations
training and supervisory techniques. These courses in human relations
are taught by instructors in the Boston School Department, who are in,
vited to speak to the group on various phases related to Job instruction,
job relations and supervisory techniques.

In brief, the course emphasizes the best instruction methods, unp
derstanding the learner's viewpoint and the value of encouragement.

This makes for efficient personnel, who are well-trained in all phases
of store operation. Also, it assists managers and employees to become
members of a team working for better personnel relations. Managers

report they have found the course invaluable in working with employees

and customers.5

 

5 Stop and Shop, Incorporated, Boston, Massachusetts. Stopics.
More Than 100 Graduates. (July 1951). p. 20.

 

85

Summaries of the progress of a few men in this organization help
show the opportunities present in the company.

Employee A was hired in March, 19M9, as a grocery clerk. In Jan-
uary, 1950, after a suitable term of training, Mr. A's ability was
recognized and he was promoted to head grocery clerk, with an increase
in pay. As a result of general wage increases in March and November,
his salary was raised still more. In.March, 1951, the man was promoted
to training instructor of the three-day checker training course. The
training instructor supervises the three-day course at the very beginning
of the week.and during the remaining two days of the week he visits the
retail units to check on the progress of the cashiers. After only two
years of employment, this man had raised himself to the responsible posi-
tion of training instructor. As is seen, this man has a great deal of
potential and future promotions seem certain.

In September, l9h6, employee B started work as a grocery clerk at
the minimum wage. One year later, he was promoted to head grocery clerk.
In August of 19N7, employee B was advanced to the position of grocery
manager - the most responsible position in the store. The grocery de-
partment manager in each store is the person who coordinates the opera—
tions of the meat, grocery and produce departments and he is the one who
reports directly to the district manager in his district. Although.the
other two managers - produce and meat - exercise control in their respec-
tive departments, the grocery manager is considered the overall store
manager when a debatable point has to be settled with a single decision.
After about five and one-half years, employee B had almost doubled his
salary, revealing that the opportunities are there, advancement depend-

ing'upon the ability of the man himself.

86

As a matter of contrast, compare employee C to employee B. They
were both employed at the same time yet employee 0 is still a head
clerk in the grocery department. Employee C is a good worker, however,
he is not capable of assuming the responsibility attached to the posi-
tion of department manager. This is probably the highest level that em-
ployee C will reach in this company because he does not seem to have the
potential ability to rise to an executive capacity.

In analyzing employee progress, there are two points that need to
be taken into consideration. One is the fact that all employees are not
promotable material. This is borne out by the comparison of employees
B and C. Two, all qualified people cannot be promoted because of limit-
ations of opportunity. Sometimes, the openings are not available and,
obviously, advancements are retarded. This is true in any organization.

Since the greatest majority of people are employed to work in.the
retail stores, an inexperienced college man would.most probably start
as a utility grocery clerk at the salary of $50.00 to $55.00 per week.
There are periodic increases every four months, which would raise the
salary of the worker to about $60.00 to $65.00 per week after a duration
of one year. However, this figure can easily be raised by promotions
for the employee, provided he shows the ability and the opportunities
are available.

The experienced college graduate would start at a higher salary,
depending upon the amount and type of training previously completed.
Once again, periodic increases are granted and.the way is always open
for promotion. Stop and Shop, Incorporated, has a policy of promoting

from within the organization. District managers are selected from

S7
successful department managers and department heads are chosen from
promising head produce, grocery or meat clerks.
I As previously mentioned, the company's retail store organization
consists of three departments - grocery, produce and meat - so the
possibility of attaining any one of these three positions should cer-
tainly encourage the employee to try and advance himself. Generally,
department head salaries range from $75.00 to $125.00 per week, de-
pending upon the size and volume of the store. In addition, there is
a profit-sharing plan in operation in this company, the amount of parti-
cipation depending upon net sales of the particular store, the employee's
seniority and the position he holds in the store. As in other organiza-
tions, Stop and Shop, Incorporated, has employee sickness and accident~
benefit programs as well as group life insurance which is available to
all employees after a prescribed length of employment.

At present, there is no formalized store manager training program
but the executives in the company are thinking in terms of a course of this
type. No definite plans have been made as the program is still in the
formative stage. The long-range planning of top management calls for
a definite, formal, outlinedptype of manager training program. The rea-
son is that in the future, they look toward the centering of the store's
operations under a single manager, rather than the decentralized system
of store management now being followed. When the arrangements for this
program.are completed, there will be openings for trainees who meet the
requirements - physically, mentally and educationally - which the exec-

utives desire in a potential supermarket manager.

88

In addition to the stores operation phase of the food business,
Stop and Shop, Incorporated, also has accounting, personnel, sales, ad-
vertising and research departments. However, only under unusual circump
stances would a man be employed to work directly in one of these depart-
ments. That would be when the need arises for an experienced.man or a
man with specific qualifications and when there is no one in the organi-
zation who could qualify for the position. Therefore, they would not
ordinarily employ an inexperienced college graduate to work in one of
these departments. They do employ college men to work in the retail
stores and their movement within the company from then on would depend
upon their ability to fill other positions in the organization. The
greatest majority of men working in the aforementioned departments have
come up through the ranks and a large number of men now holding key posi-
tions in these departments began work in the retail stores. There is
no formal training program for a person who is transferred into one of
these departments. Knowledge of that phase of operations is gained
through informal training and experience on the job.

From the manager level, the employee can move to district manager
(who supervises about fifteen stores). The next step would be to advance
to vice-president in charge of stores Operation.

Currently, Step and Shop, Incorporated, has a policy of opening at
least six new stores each year, without combining any others, therefore,
this necessitates the need for more department managers, more district
managers in the near future and.more personnel in general.

Advancement opportunities to responsible executive positions in the

company are dependent upon the need for additional executives and the

89
ability and performance of the individual concerned. The current policy
of expansion creates the first part of the opportunity, it is then up to
the employee to fulfill the second part of the statement.

A starting salary comparing favorably with that offered by other
companies, a chance to be located in one state - Massachusetts, good
earning opportunities and the fact that the company is expanding are all
in the college graduate’s favor.

With these points foremost in mind, it is easily seen that the future
chances are very bright for the ambitious, hard-working college graduate

to advance rapidly in this progressive organization.

CHAPTER VI I I
SUHNAEY

For a long time, the grocery business scraped the bottom of the
barrel in its search for competent employees. Too many people believed
that a job in a grocery store was something a person took when he could
not get employment elsewhere. In effect, it had long been a field with-
out prestige but with each succeeding year the fallacy of this statement
is being revealed more and more.

As an industry, the food business has not done a very good Job of
educating the general public on the mechanics of its distribution system
and the average person has very little understanding of the wide range
of activities involved in supplying his dinner table and practically no
appreciation of the fascinating, romantic aspects of food merchandising.
Parallel to this, most individuals do not realize the need and opportunp
ity for capable executives in this basic and competitive industry.

There was an era when the retail food field was at a competitive
disadvantage with many other industries in wages, hours, working condi-
tions and employee benefits, however, that condition no longer exists.
There is only one main reason why the food business should not be able
to compete sucessfully for its share of the best personnel available and
that is, not enough.people know what the food industry has to offer in
the form of Job opportunities.

This thesis is written to assist in correcting the condescending

attitude toward the grocery business and to arouse an active interest

91
and understanding of the food field. The main appeal was directed toward
college students, however, the entire general public should be made aware
of the mechanics of the food distribution system and the employment pos-
sibilities in the area of food.merchandising and supplying.

Too often, persons refer to a store manager as a "glorified grocery
clerk" with little else to do but help stock shelves, keep track of the
money in the cash register and nibble grapes displayed on the produce
counter. This is the type of thinking that must be altered by executives
in the food industry.

In order to illustrate that the food industry is truly the world's
biggest business, numerous research figures point out that, tomorrow (if
it is not Sunday or a holiday), more than 50,000,000 Americans will walk
into over 500,000 retail food stores and spend about $100,000,000. The
larger supermarkets of today employ between fifty and one hundred persons,
serve thousands of people each week, carry inventories of well over 5,000
different items and do a volume of between $30,000 and $75,000 per week.
This is almost au,ooo,ooo per year in sales for only one store - big busi-
ness from any angle. The managers of supermarkets like these have to be
well trained in such tasks as work planning, sales promotion, inventory
control, customer and personnel relations and record keeping. Compensa-
tion for work of this type generally varies from $5,000 to $12,500 per
year, depending upon the volume of business done by the store. Yith
this picture in mind, it should be realized that a job requiring a man
with the ability such as is needed to manage an operation this large and
receive a salary of $100 to $250 per week is no longer in the category
of "just a grocery clerk". The position begins to assume a certain amount

of prestige and a rather sizable dollar income.

92

A career in the food industry does not limit a person to the re-
tail food chain field. The processing, manufacturing, magazine, broker,
wholesaler, meat packing and equipment fields are a few examples of the
various other phases into which the college graduate may direct his in,
terests. Since the food industry is the largest business in the world,
a multitude of Job possibilities is made available to the individual
desiring a career in this field.

This dissertation relates mainly to the stores operation phase of
the food chain industry, however, other areas such as personnel, account-
ing, advertising, research and warehousing must not be neglected. Even
though most food chain executives agree that perhaps more opportunities
are in the stores operation phase of the business, the possibility of
entering into other departments of the company should nctbe overlooked.

As a result of this research work, certain observations concern-
ing employment in the retail food Chain industry can be made.

A factor of importance to applicants for positions in the food
chain field is the interviewing procedure and the characteristics de-
sired by companies in potential employees. When personnel managers inter-
view prospective employees, no one definite point stands out in their
minds, but rather, a combination of many traits gives the interviewer a
chance to evaluate better the applicant. The employment officer in each
company places more emphasis on certain items than on others, however,
as much information as can be obtained about each candidate is weighed
carefully prior to his selection as an employee. Some of the more pro-
nounced points for consideration are:

1. "Why do you want to work for this company?".

2. Ability to meet, work and get along with peOple.

93

3. Ability and desire to get ahead.

4. Clean and neat appearance.

5. Desire to work in the retail food chain business.

6. Potential to develop into executives.

7. Initiative.

8. Ambition.

9. Courtesy and friendliness.

10. Good conversational ability. ,

ll. Physically and mentally capable of performing any Jobs assigned.

12. A degree of maturity in accordance with the applicant's age and
experience.

If Job applicants are aware of the traits that food chain companies
desire in their employees, then they are able to conduct more accurately
a self-evaluation, measuring their characteristics against those standards
generally applicable to college gradnates desiring unployment in the re-
tail food chain industry. If the applicant is weak in some points, he
can recognize them more easily and attempt to correct them. In this an-
ner, he increases his chances for employment, enhances his opportunity
to be of service to the company and strengthens his possibilities for
subsequent promotion.

From an analysis of the information gathered, it can be noted that,
at present, there are two extremes practiced in the food chain field re-
garding training programs for individuals. One, some companies make no
distinction between the college graduate and the employee without a col-
lege education. Two, other companies have rather definite, outlined

programs of training usually limited to college graduates. The former

91+
is generally termed an informal or on—the-job training program while
the latter refers to a formal or planned training program.

The formal training programs, similar to those offered by the Kroger
Company and the Grand.Union Company adhere to prepared outlines of train-
ing which set aside a proposed length of time in which the training is
to be completed. However, there is some flexibility attached to these
training programs. If, for example, a person has the ability to grasp
quickly and to retain fully the basic fundamentals of each Job, then he
may complete the training course in a shorter period of time than the
individual who, although capable, requires the full length of time in
training.

Informal training programs are conducted in the store itself, al-
though they may be interspersed with occasional classroom instruction.
There is no definite time limit in which the program is to be completed.
The man's ability to learn controls the amount of training he receives
in each phase of store operation. Stop and Shop, Incorporated, and the
Jewel Food Stores Department of the Jewel Tea Company, Incorporated,
follow this method of training.

Even for informal training programs, there is a marked difference
in the length of time spent in training. The Kroger Company's “0-week
special training program for store management and the Grand Union Comp
pany's 18-month trainee program illustrate this point very aptly. No
range could be mentioned which would relate to the length of time spent
in informal training programs. The main determinant is the ability of

the man to grasp the fundamental points and to move ahead rapidly.

95

Some food companies use classroom teaching and discussion to sup—
plement their on—the-job training program. This can be considered as
a middle course between the strictly informal and formal training pro-
grams. Safeway Stores, Incorporated, has a program.similar to this.

Currently, probable starting salaries for inexperienced college
graduates range from $50.00 to $70.00 per week. Beginning salaries for
experienced college graduates fluctuate with the extent of experience.

A few food chains grant periodic increases to the trainee while others
compensate the man upon his merit and ability in performing jobs assigned
to him.

The promotional lines in each chain seem to follow relatively the
same pattern _ particularly in the stores operation phase of the business.
Department clerk to head clerk or assistant manager to department manager
and then to overall store manager constitutes the channel of promotion
at the store level. Store or department manager to district manager
(supervising about eight to fifteen stores) to general district manager
to stores operation manager to branch manager and then to vice-president
in charge of stores Operation is the usual line of advancement in the
positions above store or department manager. For the man who wishes to
enter into the merchandising or administrative phases of the business,
the promotional line would probably be from store manager to assistant
buyer or merchandiser to buyer or merchandiser to merchandise manager
to branch manager and then to vice-president in charge of merchandising.
In the administrative phases, one can rise to assistant to the depart-
ment head, assistant department head, department head and then branch
manager. Vice-president in charge of some specific function and then

president of the company are the top executive levels to be reached.

96

Executives of these food chains realize the value of employing col-
lege graduates who meet the requirements stipulated for employees in the
organization and, consequently, there is increased emphasis placed on
attracting college graduates into the industry. These men have the edu-
cational background to get ahead and, with the prOper amount of experi-
ence, they should be capable of assuming managerial or executive posi—
tions. If companies employ college graduates, then the chance of receiv-
ing executive material is increased. Food companies offer the applicant
certain employee benefits, good wages and working conditions and an oppor-
tunity for rapid advancement. The college graduate presents to these
companies his educational background and potential executive ability.

A noteworthy point is that each company investigated has a number
of benefits to offer prospective employees. Paid vacations, holidays
with pay, sick leave payments, profit-sharing plans, group life insurance
coverage, hospital and surgical benefits and retirement funds were the
most common among these companies.

Some companies now operating stores under the three-department man-
ager plan are altering their organizational pattern at the retail store
level to one involving a single, overall store manager. Along with this
tendency is the trend toward establishing more formalized types of man—
ager training programs. Most companies have recognized the need for a
program of this type, in order to give potential store managers a backs
ground of information and experience in all phases of store operation,
prior to managing a supermarket.

Any individual interested in learning more about the food business

is urged to consult the bibliography to this dissertation. The references

97
listed provide much valuable information pertaining to the food industry
in its entirety.

Such periodicals as Chain Store Age, Grocer's Digest, Progressive
Grocer, Food Field Reporter, Food Topics and Super Harket herchandising
all furnish excellent background material and current data relating to
the food industry.

If the reader wishes additional information regarding job opportun-
ities in other food chain companies, he should contact the personnel
directors of any organizations in which he is interested.

In final summary, the author wishes to emphasize that the food
chain field offers many advantages to persons desiring to enter into
that industry. Security, starting salaries comparing favorably with
those paid in other industries, training programs, profit-sharing plans,
various employee benefits and, above all, a chance for rapid advancement
are all presented to college graduates interested in a career in the re-

tail food chain industry.

BIBLIOGRAPHY

Dipman, Carl W., editor. Self-Service Food Stores. Hew York: The
Butterick Company, Incorporated, 1946. 299 pp.

Lebhar, Godfrey ”. Chain Stores in America. New York: Chain Store
Publishing Corporation, 1951. “38E pp.

 

Lunding, Franklin. Sharing a Business. New York: Updegraff Press,
1951. 150 pp.

 

Sayres, Paul, editor. Food Marketing. New York: KcGrawaHill Book
Company, Incorporated, 1950. 335 pp.

T.eiss, E. B. I’ass "arketinr to the "”00" 'ass Retailers. Few York:
Funk and Wagnalls Company, 1950. 391 pp.

Wingate, John W., and Schaller, Elmer 0. Technigu£§_of Retail. erchan—
dieing, New York: Prentice—Hall, Incorporated, 1950. b20 pp.

CO'E'“Y FUELICATIO"S

Colonial Stores, Incorporated, Atlanta, Georgia. Annual Report. 1951.

Colonial Stores, Incorporated, Atlanta, Georgia. Colonial lays.
Master Merchants g: the South. (August 1951). pp. 17-23.

 

Colonial Stores, Incorporated, Atlanta, Georgia. Colonial ways.
School_D§ys for Colonial_Trainee§. (April 1950). p. 10.

Colonial Stores, Incorporated, Atlanta, Georgia. The Colonial Way.
Grand.Union Company, East Paterson, New Jersey. Annual Report. 1951.
Grand Union Company, East Paterson, New Jersey. Trainee Program.

Grand Union Company, East Paterson, New Jersey. Welcome tp_ggand;gpi2pp

Jewel Tea Company, Incorporated, Barrington, Illinois. Ap_Adventure ig_
Business for the College Sophomore.

Jewel Tea Company, Incorporated, Barrington, Illinois. Apgugl.Report.

1951.

100

Jewel Tea Company, Incorporated, Barrington, Illinois. Jewe1_Retire-
ment Estates.

 

 

Jewel Tea Company, Incorporated, Barrington, Illinois. Package Plan.
Kroger Company, Cincinnati, Ohio. A Career for College Men.

Kroger Company, Cincinnati, Ohio. Annual Repog}. 1950.

Kroger Company, Cincinnati, Ohio. Annual Report. 1951.

Kroger Company, Cincinnati, Ohio. Planned Training PrOgram.for Special
Accounting_Trainees.

 

 

Kroger Company, Cincinnati, Ohio. Share in_Your Company's Profits.

Kroger Company, Cincinnati, Ohio. Special Training Prggram for Store
Management.

 

Kroger Company, Cincinnati, Ohio. Warehouse Training Program.

 

Kroger Company, Cincinnati, Ohio. Welcome §2_the Home 9£_Kroger Manu-
factured Products. -

Kroger Company, Cincinnati, Ohio. Your Job a3_Kroger.

Safeway Stores, Incorporated, Oakland, California. Safeway News.
Advancement Through Training. (January - February 1950). p. 3.

Safeway Stores, Incorporated, Oakland, California. Annual Report. 1950.
Safeway Stores, Incorporated, Oakland, California. Annug;_3§port. 1951.

Safeway Stores, Incorporated, Oakland, California. Safeway News. Choice
g£_0ne's Career i§_§'Vita1 Decision. (March - April 1950). pp. 7-12.

Safeway Stores, Incorporated, Oakland, California. Policies. 19h7.

Safeway Stores, Incorporated, Oakland, California. Safeway News. The
Story 9: Safeway_Stores, Ingorporated. (March 1951). pp. 2-12.

 

Safeway Stores, Incorporated, Oakland, California. You and Safeway.

 

Safeway Stores, Incorporated, Oakland, California. Your Retirement Plan.

Stop and Shop, Incorporated, Boston, Massachusetts. Annual ngort. 1950.

 

Stop and Shop, Incorporated, Boston, Massachusetts. Stopics. Checker
Training School. (September 1951). p. 8.

101

Stop and Shop, Incorporated, Boston, Massachusetts. Stopics.
Introduces New Meat Manual - Assures Uniformity g£_gp§ration.
(fiovember 1950). p. 15.

 

Stop and Shop, Incorporated, Boston, Massachusetts. Stopics. More
Than 100 Graduates. (July 1951). p. 20.

Stop and Shop, Incorporated, Boston, Massachusetts. Welcome §2_Stop
and Shop.

KAHUALS

Eoody's Industrials. New York: Moody's Investors Service, 1947.
Hoody's Industrials. New York: Moody's Investors Service, 19H9.

Hoody's Industrials. New York: Moody‘s Investors Service, 1951.

REPORT

This Week Magazine. Progress Report gn_Grocerx Store Marketing. 1951.

 

 

\

SPEECHES

Clements, George L. Jewel's "First Assistant Philosophy". Presented
at the American Management Association Personnel Conference,
February 28,1951. (mimeographed)

McGinnis, Merle L. Talent i§_Where Yqu_Find 1;. Presented at the
Chicago Conference of Operations, Incorporated, October 18,19h9.
(mimeOgraphed)

, .-r .a-zi‘i, '
("f ‘r’Vi- a“? 'u ’3‘ U! be 0115‘

‘r Swan."
‘ W ‘

Date Due

Demco-293

 

F—

P\ 'A
» .9:
l «.l

 

. ...-'1

 

 

”'HTJ'IMHIWfiifliflfufljflflflfljfljmm“