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AN EMPIRICAL CASE STUDY OF CUSTOMER
FLOW PATTERNS AS AN. APPROACH IN
DETERMINING OPTIMUM MERCHANDISE LAYOUT

Thesis for the beam of m. A.
MICHIGAN STATE UNIVERSITY

Pater J. Braschoss, Jr.
1958

 

    
  

L [B R A R Y t,
Michigan Stave ‘
Univexsity f‘

 

AN EMPIRICAL CASE STUDY OF CUSTOMER FLOW PATTERNS
AS AN APPPOACH IN DETERMINING OPTIMUM

MEPCHANDISE LAYOUT

by

Peter J. Braschoss, Jr.

AN ABSTRACT

Submitted to the College of Business and Public Service of
Michigan State University of Agriculture and
Applied Science in partial fulfillment of
the requirements for the degree of

TASTE? or ARTS

Department of Marketing and Transportation Administration

Curriculum in Food Distribution

Approved: /4" 7 W

PETER J. BPASCHOSS, JP. ABSTPACT

The writer has prepared this thesis to present a
research technique which could be used to investigate the
shopping patterns and reactions of shoppers in retail food
markets. Conducting customer flow patterns is not new in
marketing research. Informally, at least, anyone observing
customer actions over a period of time for the purpose of
improving layout is conducting this type of study. The main
difficulty, without some predetermined methodology, is that
the study generally results in data which the observer uses
to prove his thinking rather than allowing the facts to
stimulate thinking.

A flow pattern is a written record of the course and
reactions of one shopping unit from the time of entering
the store until physically leaving with the selected merchan-
dise. Flow pattern analysis then, is the study of this data
compiled, in order to effect improved merchandising and/or
physical layout.

The outlet chosen for the study was Kroger Store
#G-QQM, in Lansing, Michigan, and was selected because of
the highly competitive nature of the area. In addition to
a large Wrigley supermarket within the Frandor Shopping
Center, The Great Atlantic and Pacific Tea Company, Market
Basket, Schmidt's, various independents, and other Kroger

units operate in direct competition with the outlet studied.

PETER J. BPASCHOSS, JP. ABSTRACT

.The material for the project was the result of personal
observations of two hundred shoppers over a two week period.
Although few generalizations can be made,as every store
presents different problems, it does show the results which
can be obtained in other outlets by using a similar tech-
nique.

In today's great boon towards motivation research,
attempts have been made to probe the consumer mind for
hidden feelings and emotions. "What is more important than
what people say they do is what they actually do."1 The
author feels that observed actions, movements, and purchases
in the particular store shopped by the consumer can contri-
bute valuable data in approaching merchandise layout.

The technique is not proported as an answer to all
merchandising and layout problems which the industry faces,
but as another method of gathering internal data for intel-
ligent decision-making. As Zimmerman has said, "There is

no formula for the perfect—layout."2

 

lWinston L. Brembeck and William S. Howell, Persuasion
(New York: Prentice-Hall, Inc., 1955), p. 82.

 

2M. M. Zimmerman, The Super Market (New York: McGraw-
Hill Book Co., Inc., 1955), p. 181.

 

"The Food Distribution program at Michigan
State University is under the sponsorship
of the National Association of Fsod Chains."

AN EMPIRICAL CASE STUDY OF CUSTOMER FLOW PATTERNS
AS AN APPROACH IN DETERMINING OPTIMUM

MERCHANDISE LAYOUT

by

Peter J. Braschoss, Jr.

A THESIS

Submitted to the College of Business and Public Service of
Michigan State University of Agriculture and
Applied Science in partial fulfillment of
the requirements for the degree of

MASTER OF ARTS

Department of Marketing and Transportation Administration

Curriculum in Food Distribution

1958

In.»

‘2‘

V

I ‘._
w) \ L‘“

L\

To
My Parents

Peter and Catherine Braschoss,

Sr.

ACKNOWLEDGMENTS

The author is greatly indebted to Dr. Edward A. Brand,
Director of the Curriculum in Food Distribution, for his
kind guidance and valuable help during the preparation of
this study.

He gratefully acknowledges the assistance of Mr. Earl
Brown of the Agricultural Extension Service at Michigan
State University, the staff, and others connected with the
.department.

Deep gratitude is also due Mr. Frank Armour, Jr.,
Executive Vice-President of the H. J. Heinz Company, for
his deep concern and devoted efforts on behalf of the Food
Distribution program in connection with the National Asso-
ciation of Food Chains.

The study could not have been done without the per-
mission and cooperation of The Kroger Co., Mr. H. Arville
Ferguson, Grand Rapids Division, Grocery Merchandiser; Mr.
Norman Otto, General Store Manager, and his staff at Kroger
Store #G-224, Lansing, Michigan.

A study of this kind is the result of many people‘s
efforts. To all my colleagues at Michigan State University,
Peggy Curry and Ann Brown for suggestions and clerical

assistance go thanks. To Herman and Marge Baechle with

iv

whom I spent many pleasant hours throughout the year, go a
special debt of gratitude.

Finally, the author would like to express his sincere
thanks to the following members of The Grand Union Company--
Mr. Lloyd W. Moseley, Vice President in Charge of Personnel;
Mr. Charles w. Garratt, Regional Personnel Manager; Mr.
Daniel Minich, Division Personnel Manager, and all other
members of the company, for providing the author the oppor-
tunity of attending Michigan State University. It is hoped
by the author that he may live up to the expectations of

these men and prove worthy of their faith in him.

D A ', ‘ .

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IN BACK OF BOOT:

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TABLE OF CONTENTS

CHAPTER PAGE
I. INTRODUCTION. . . . . . . . . . . . 1
Brief history of research . . . . . . 1

Outlook for tRe future 3

Scope 4

Purpose of the project 5

LI. METHODOLOGY FOR CONDUCTING AND COMPILING

FLOW PATTERNS 6
History of flow patterns. 6
Definition of terms 8
Preparation of flow sheets 9

Following the shopping unit. . . . . . 12

Compiling the data. . . . . . . . . 15

Analysis . . . . . . . . . . . . 16
Applications. . . . . . . . . . . 17
Limitations . . . . . . . . . . . 19

Summary . -~ . . . . . . . . . . 21

III. THE STORE USED FOR THE STUDY . . . . . . 22
The Greater Lansing area. . . . . . . 22

Frandor Shopping Center . . . . . . . 23

Kroger Store #G-22A . . . . . . . . 25

IV. GENERAL FINDINGS AND RECOMMENDATIONS. . . . 29

The front end . . . . . . . . . . 3O

CHAPTER

Findings
Recommendations.
The glass section
Findings
Recommendations.
Beverages.
Findings
Recommendations.
Household and laundry supplies.
Findings
Recommendations.
Dried foods, pet foods, health and beauty
aids
Findings
Recommendations.
Crackers, cookies, cereals, and candy
Findings
Recommendations.
Cooking needs, bread, and bread products
Findings
Recommendations.
Prepared and baby food aisle
Findings
Recommendations.
Canned fruits, vegetables, Juices and

miscellaneous

vi

PAGE

53

CHAPTER

V.

VI.

Findings
Recommendations.
Miscellaneous items
Findings
Recommendations.
Soft goods and non-foods.
Findings
Recommendations.
End displays.
Findings
Recommendations.
Special displays
Findings
Recommendations.
Miscellaneous facts
Findings
Recommendations.

Summary

RELATION OF THE FINDINJS TO ADVERTISING.

Monday, July 21, 1958.
Wednesday, July 23, 1958.
Monday, July 28, 1958.

Wednesday, July 33, 1958.

SUMMARY AND CONCLUSIONS

Summary

vii
PAGE
53
57

59
63
61
61
63
6A
6A
66
66
66
68
68
68
7o
73
72
73
76
78
81
85
85

CHAPTER

Findings

Recommendations.

Conclusions
BIBLIOGRAPHY.

APPENDICES

viii
PAGE
86
87
89
91
9A

LIST OF TABLES

TABLE
I. Number of Customers Who Passed and Purchased
in the Front End in Kroger Store #G-22A.
11. Number of Customers Who Passed and Purchased
in the Glass Section in Kroger Store #G-22A

III. Number of Customers Who Passed and Purchased
Beverages in Kroger Store #G-22A

IV. Number of Customers Who Passed and Purchased
Household and Laundry Products in Kroger
Store #G-22A.

V. Number of Customers Who Passed and Purchased
Dried Foods, Pet Foods, and Health and
Beauty Aids in Kroger Store #G-22A

VI. Number of Customers Who Passed and Purchased
Crackers, Cookies, and Candy in Kroger
Store #G-22A.

VII. Number of Customers Who Passed and Purchased
Cooking Needs, Bread, and Bread Products
in Kroger Store #G-22A

VIII. Number of Customers Who Passed and Purchased

Prepared and Baby Foods in Kroger

Store #G-22A.

31

34

36

39

42

A6

6:1

51

TABLE A PAGE
IX. Number of Customers Who Passed and Purchased
Canned Fruits, Vegetables, Juices, and
Miscellaneous Prepared Foods in Kroger
DStore #G-224. . . . . . . l . . . 54
X. Number Of Customers Who Passed and Purchased
the Frozen Food Department in Kroger
Store #G-224. . . . . . . . . . . 56
XI. Number of Customers Who Passed and Purchased
Miscellaneous Items in Kroger Store #G-224. 6O
XII. Number of Customers Who Passed and Purchased

Soft Goods and Non-Foods in Kroger

Store #a-aau. . . . . . . . . . . 62

XIII. Number of Customers Who Passed and Purchased
from End Displays in Kroger Store #G-224 . 64

XIV. Number of Customers Who Passed and Purchased

from Special Displays in Kroger

Store #G-224. . . . . . . . . . . 67
XV. Percentage Breakdown of Shopping Units in

Kroger Store #G-224 . . . . . . . . 69
XVI. Percentage of Shopping Units Who Passed and

Purchased in the Checklanes in Kroger

Store #G-224. . . . . . . . . . . 73
XVII. Number of Customers Who Passed and Purchased

Advertised Items in Kroger Store #G-224,

(July 21-23 versus July 28-33, 1958). . . 75

TABLE
XVIII. Number of Customers Who Passed and Purchased
Advertised Items in Kroger Store #G-224,
(July 23-26 versus July 33—August 2,1958)
XIX. Number of Customers Who Passed and Purchased

Advertised Items in Kroger Store #G-224,

(July 20-August 2 versus July 23-26,l958)

xi

PAGE

79

82

FIGURE

U'IJEUOIU

LIST OF FIGURES

Layout Showing Frandor Shopping Center and

Greater Lansing Area.
Kroger Ad--Ju1y 21, 1958
Kroger Ad--July 23, 1958
Kroger Ad--Ju1y 28, 1958

Kroger Ad--Ju1y 33, 1958

PAGE

24
7a
77
80
83

. I
IF’CII

LU
w
,4.
(D
I“)

V O _ ’5 .
History c: Pese

In

 

In the early thirties two food distribution bombshells
burst in the New York City area with the opening, in 193C,
of King Kullen, followed in 1932 by the opening of Big Bear.
So propitious was the moment——economically and psycholog-
ically--for the appearance of a new system of mass distri-
bution, that the opening of these two unique markets was
hailed as a n w phenomenon. The history of the supermarket
industry is generally reckoned from that time.1

As the industry grew operators began to seek new
ideas and information to help them improve upon their
methods. They visualized that the supermarket would become
big business, that it would require financing, centralized
management, and organization. Research into methods and
trends became more than a word--it became a basis for
change and expansion.2

In addition to studying methods and statistics, the

operator began appraising his barnlike building and set

 

1M. M. Zimmerman, The Super Market (New York: McGraw
Hill Book Company, 1955 , p. 16.

 

21bid., p. 117.

out to find sources of modern fixtures, shelving, and
equipment. Alert to anything that could help improve

his position, the operator recogRIzed that the time had
come to face-lift his old markets and build new ones. He
was no longer hesitant about making investments in new
buildings and equipment, because he was satisfied that
Mrs. Consumer had accepted his retailing system for her
shopping. Newly won successes resulted in building more
markets across the nation.

' Early quests for basic facts took the form of oper-
ators making trips and visiting fellow operators in other
cities to see what they were doing. Men like William
Applebaum and Sidney Rabb have been instrumental in
gathering data which has normative application in the
industry.

Progressive Grocer magazine has conducted store

 

orientated studies in Ohio and Minnesota which are reputed

to be guideposts for supermarket operators. The 1955

3

Foodtown Study analyzed in detail the sales of eleven mid-

 

western stores and two eastern outlets to discover some
insights into product-profit contributions, margins versus

movement, space allocations, and stockturns. Recently the

 

3Foodtown Study, A reprint from Progressive Grocer,
January, 1955.

 

 

Super Valu Studyu was published with essentially the same

 

information in greater detail. The second work touched
upon customer feelings and attitudes and brought the 1955
statistics up to date. A cooperative group was used,
specifically six stores for a period of twelve weeks.
Although these studies contain valuable information, they
are not complete in the-solution of supermarket merchandise
layout problems. Just as store sizes differ, so also do
the types and brands of merchandise.

Flow pattern analysis may be defined as the study of
compiled shopping data in order to effect improved merchan-
dising and/or physical layout. This study should be a
valuable tool in selecting or planning the type of layout

which would appeal to the greatest number of customers.

Outlook for the future. In today's great boon towards

 

motivation research attempts have been made to probe the
consumer mind for hidden feelings and emotions. Dichter
and Martineau have been successful in ascertaining some
forces behind human actions. Many magazines and adver-
tising agenciesbretain psychiatrists and continually inves-
tigate unknown areas to develop new ways to induce pur—

chasing. "What is more important than what people say

 

uSuper Valu Study, A reprint from Progressive Grocer,.
January, 1958.

 

 

5 The author has the

they do is what they actually do."
feeling that actions, movements, and purchases in the
particular store shopped by the customer can contribute

valuable data in approaching the vexing problem of deter-

mining optimum merchandise layout.

Scope

 

enfisy/ As one looks at retail food stores one fact stands

fout--that each outlet is different in many ways. There
are differences in physical layout, merchandise layout,
space allocati6n, et cetera, the list could go on and on.
In the end, however, it will be the customer who finally
decides which is most desirable. This is indicated by
where the customers go in the store, what items they most
frequently handle, or purchase, and how thoroughly they
shop the store. The methodology presented in Chapter II
can be applied to individual outlets regardless of their
differences. Because they are store orientated they are
precisely applicable to the test outlet.

They will prove advantageous when:

1. Store sales are felt to be low or falling off.

2. A remodel of an existing store is planned.

3. Planning new units (after many local store

surveys are analyzed).

 

5Winston L. Brembeck and William S. Howell,
Peruasion (New York: Prentice-Hall, Inc., 1955), p. 32.

 

The scope of this analysis, therefore, is unlimited
and over a period of time should serve as an extremely

useful tool for food merchandising.

 

‘55...-

 

33>: I"
‘* IEPur ose of the Pro ect
.. .———._
Kb . Research in the food industry has been looked upon

with some skepticism. Companies in the past received
little cooperation in the field and the statistics they
uncovered had limited cumulative application. Recently
statistical analysis has received widespread publicity and
greater attention by leading food companies.

—-_.

'This study develops a methodology for conducting
flow analysis by management groups rather than to set
standards for generalizations. The technique is not pur-
ported as an answer to all merchandising and layout prob-
lems which the industry faces minimizing customer shopping
frustration and maximizing net profit, but as another
method of gathering internal data for intelligent decision-
making) As Zimmerman has said, " There is no formula for

the perfect layout."6

 

6
Zimmerman, op. cit., p.181.

CHAPTER II

METHODOLOGY FOR CONDUCTING AND

COMPILING FLOW PATTERNS

 

History of Flow Patterns

. Conducting customer flow patterns is not new in
marketing research. Informally, at least, anyone watching
customer actions over a period of time for the purpose of
changing merchandise layout is conducting this type of
study. The main difficulty, without some predetermined
methodology, is that the study generally results in data
which the observer uses to prove his thinking rather than
allowing the facts to stimulate thinking.

Mr. Earl Brown and Mr. Michael Wood of the Agricul-
tural Extension Service at Michigan State University
developed a methodology for this type of analysis. Their
procedures have been used in several studies prepared for
Michigan retailers which resulted in increasing profits
and effecting various economies of handling and allocation.

Mr. Herman F. Baechle of The Kroger Co. working on
this research project, and the author, felt that past
studies contained the following disadvantages:

I l. The product and departmental breakdowns were
not detailed enough to be of value to the chain

supermarket operator.

2. For each flow analysis study sixty flow patterns
were observed. The flow patterns which did not
seem "representative" were eliminated.

3. Limited supplementary data was recorded-—areas
of interest, such as time in check lanes, extent
of services, et cetera, was not included.

4. Few important terms were defined. For example,
doubt existed in the observers minds as to what
constituted a ”pass."

In the July 1958 issue of Progressive Grocer, Mr.

 

Clifford Haskell, Vice President of Alpha Beta Food Markets,
Incorporated, discusses the method of traffic flow studies
used by this chain in 1954.' Again the information received
was scanty, but did point to the value of such studies

and the need for more effective methodology. Two men were
assigned to view from the shoplifting mirror and follow
with pencil the exact course of as many customers as
possible from the time they entered the front door until
tflmuzchecked outJ-They checked 116 customers in the course
of the study and not one customer traveled every aisle.

I'No customer saw all the merchandise that we so proudly
displayed. High profit impulse items were located in low

traffic aisles."2

 

1Clifford Haskell, "Follow That Woman," Progressive
Grocer, Vol. 37, No. 7 (July, 1958), 84.

 

2lbid.

Definition of Terms

 

Before proceeding any further in this study, it is
necessary, in order to eliminate the problem of semantics,

to define some of the basic terms:

Flow pattern. A flow pattern is a written record of

 

one shopping unit's course and reactions from the time of
entering until physically taking charge of the selected

merchandise.

Purchase. A purchase includes all items that a

customereultimately purchases.

Handle.. A handle includes items which are picked up,

but not purchased by the customer.

Pass. A pass is determined by the path of the
shopper on the flow pattern. A designated area receives
a pass if the shopper could_have noticed that area at any

point on the shopping tour.

Not pa s. A not pass is the difference between total

possible passes and total actual passes.

Shopping unit. A shopping unit is made up of one or

 

more persons who tour the outlet employing one main bascart

for homogeneous consumption.

Flowgpattern analysis. Flow pattern analysis is the
study of the compiled data in order to effect improved

merchandising and/or physical layout.

Preparation of Flow Sheets

This section will describe the methods and factors
included in the flow sheets and generally point out areas
where certain adaptations could be made in order to bring
out other desirable facts for analysis.

Mr. Earl Brown of the Agricultural Extension Service
aided Mr. Herman Baechle and the author in this work by
pointing out weaknesses in the flow sheets used in analyzing
Michigan Food Stores.

Two factors should be kept in mind when constructing
a flow pattern worksheet:

1. Information should lend itself to general classi-
fication in order to facilitate tabulation and
still retain the desired detail.

2. Since personal interviews tend to change shopping
habits, all data should be gathered by following
customers at an inconspicuous distance. Further
amplification of this point will be made later
in this chapter under the section "Following the
Shopping Unit."

The first step in constructing a flow pattern work-

sheet is to measure the selling area, including all gondolas,

IO

aisles, and displays. Many times a construction blueprint
is available to obtain the dimensions from, and thereby
eliminates the need to measure. Figures should be drawn
to a convenient scale for reproduction.

Since the.observor must physically follow and record
the customer actions, the flow pattern breakdown should be
reproduced.on 8-1/2" x 11" paper and placed on a clipboard.
Sufficient copies should be available so that one sheet
can be used for each flow.

The sheets used in this study included 136 product
and product group designations. Line number six, the green
rack, was later divided into eleven classifications to
represent individual produce items (see Exhibit B). Check
lanes were numbered with Roman numerals. In the Braschoss
and Baechle Method (B&B Method) as the authors have named
it, the meat department items were written out so as to
insure accurate recording during peak periods. Enough
space was provided for the appropriate supplemental data
to be recorded. These included:

1. ‘Day--This was provided for general reference and

to aid filing.

2. Time—-This space was provided to record time

 

spent in the store.

3. Shopper(s)--or ”shopping unit" were classified:

 

male, female, more than one female, more than

one male, male and female, female and children,

\I'l

IO.

II.

12.

11

male and children, and miscellaneous to
include all other units (example M--F--B—-G).
Eléfif'ThiS classification was included in Order
to evaluate the influence of a list on merchan—
dise selection.

Amount--Tota1 amount of purchases was recorded in
the Space designated with no attempt to record
departmental breakdown sales.

X = Purchase-~This was defined earlier in the
chapter and should be marked as precisely as
possible within the designated classification.
9 = Handle--From earlier treatment the handles
were very significant to the over-all shopping
tour in the outlet.

----- Designated the movement of customer through

the store without a shopping cart.

 

Designated the movement of a customer through
the store with a shopping cart.

W--Symbolized the services of weighing, cutting,
or wrapping either in the produce or meat depart-
ments.

E--Symbolized employees performing a service

in grocery department, including the bottle
return.

Q££--Symbolized the manager of office personnel

performing a service.

l2

13. Time Spent Checking Out-~The time the customer

 

entered the check lanes subtracted from the time
the customer left the check lanes.

14. Remarks—-Space to record any unusual happenings
which may be of interest for further investi-

gations.

Following the Shopping Unit

 

Flow pattern analysis, in order to serve as a mer-
chandise layout guide, should be performed in at least one
store for at least one week. A minimum of one hundred
flows adds support to the findings. After a brief orien-
tation, any person familiar with supermarkets could be
employed to gather the raw data.

The B&B technique is applicable to most retail food
outlets. Since what the customer does in the store is
important, store volume and physical layout will not impair
the over—all effectiveness.

In studies of this kind the problem of bias is some-
'times present. Since all bias cannot be eliminated, it
should be controlled wherever possible.

What areas of bias can arise? And, what can be done
to control them?

First, the area of time may inject some degree of
bias. Since the study is run full—time the general method

of controlling bias would be to record flows in proportion

to the busy hours of the day.

13

Second, the question of how many should be run on

specific days during the week. Average daily volumes

 

divided by the total sample will provide a method of deter-
mining the answer.
Third, the recording of actions in the store by the
observer ndght differ if the various information desired
is not clearly defined and properly carried out through
trainingcmf those gathering raw data. The definitions
and methodology should provide many of these answers.
Fourth, probably the area in which most studies are

statistically weak is that of customer "selection" or

 

randomness. The probability calculations underlying
statistical acceptance sampling assume that samples are
drawn at random.- That is, each article in a lot is assumed
to have an equal chance to be selected in the sample;*

The nature of variation in random samples is described
by the theory of sampling (based on all possible samples),
which shows that large samples selected at random are
representative of the universe. The relevant principle
can be stated as follows:

In most large samples selected at random, each
statistical measure of the sample (e.g., average
or proportion) closely approximates the corre-

sponding measure of the universe, eveanhen the
sample is a small part of the universe.

 

3William Spur, Lester Kellogg, and John Smith,
Business and Economic Statistics (Homewood, Illinois:
RiCHard D. Irwin, Inc., 19547, p. 88.

*The limitation of having two observers made it nec-
essary to begin the unit selection process anew after each
flow pattern was recorded.

 

l4

Often there are practical difficulties in the way of
random selection of a sample. If it is practicable to
assign a different number to each item in the lot, chance
devices can be used to determine the items to select.LL The
method used by the B&B team was drawing balls from a bowl
which will be described in detail in Chapter III. Published
tables of random numbers are available to choose the items
for the sample.5

The well-trained observer should follow the shopping
unit around the store using the statistical methods men—
tioned, keeping in mind the desired goals. Care must be
taken so that the subject is not aware they are being
”followed." Following too closely tends to alter the tour
and the reverse finds the observer without many important
facts.

The question could be raised as to whether it is
advisable to ask basic questions of the customer before or
after the shopping tour. Questions beforehand tend to
seriously affect their actions while in the store. Some of
the people suspected they were followed. Questions at the

end would, therefore, confirm their suspicions and often-

times cause poor customer relations. Since clipboards were

 

uEugene L. Grant, Statistical Quality Control (New
York: McGraw-Hill Book Company, 1952), p. 389.

 

5J. M. Juran, Quality Control Handbook (New York:
McGraw-Hill Book Company, Inc., 1951), pp. 423-421.

 

15

carried, the B&B team members were frequently mistaken for
employees. This was advantageous. If other supplementary
information is desired it could be gathered at other times
rather than seriously effecting the flow analysis or causing

ill-will among the clientele.

Compiling the Data

 

Raw data recorded on the flow pattern worksheets in
the method presented was tabulated manually. Large sheets
of paper marked off in sections with appropriate columns
for passes, handles, and purchases serve well where the
observer plans to use the data only once. One member called
individual passes, handles, et cetera, while the other
formally compiled the data. The individual item totals
were gathered bi-weekly so that advertising effectiveness
could be analyzed. Resulting figures could be tabulated
to high-light specific areas of interest. International
Business Machines (IBM) systems could be worked out for this
work, but for the needs of this study on the limited scale
the cost would have been prohibitive.

Some of the more important totals were:

1. Passes
Not passes
Handles

Purchases

Ulrooto

Per cent of passes

16
Per cent of purchases
Total purchases

Average purchase

\OCI)\10\

Average time in store

13. Average checkout time

11. ‘Per cent of checkout time to total time

12. Departmental breakdown of services

13. Number of shoppers not using services

14. Checklane used

15. Carryout versus parcel pickups

16. Types of shopping units

The data could be grouped into daily, semi-weekly, or
weekly totals, et cetera, depending on the detail required
(see Exhibit C, sections 1-4). Other figures could be cal-

culated besides the ones shown in Exhibit C.

Analysis

After compiling the data the next step is analysis.
Key store personnel could gather the basic data and send
it in to division headquarters for analysis. The results
would give top merchandising and planning management a
better picture of the outlet from which they could evaluate
the merchandise layout.

Since this study was concerned mainly with the
grocery areas, the following will not apply in some respects
to perishables. However, ideas are offered which may be

used throughout the entire store.

17

Individual flow analysis is not the complete solution
to merchandising problems, but indicates factors which need
further consideration.

The compiled data could be analyzed so that:

1. Extremely high and low pass and purchase areas
could be pin-pointed on a blank flow pattern work-
sheet for a graphic presentation.

2. High profit items could be plotted on the same

chart.

LA)

Any areas where handles were very noticeable
could be plotted.
4. Items that required repeated stocking because

of high stock turnover could be plotted.

.J

5. The average tour of the shopping unit around the
outlet could then be drawn in.

6. Anything which occurs enough times to make it
significant to the over-all picture could be
indicated.

The result would be a flow pattern worksheet marked

with all pertinent data giving top management concise infor-

mation with which to appraise the layout.

Applications

 

The B&B method is almost unlimited in its applications.
This type of store oriented research could prove to be a

useful tool for food chain management.

18

Conditions resulting from shopper activities are

listed as follows:

1.

High handles combined with low purchases could
indicate a need for more closely appraising

price, variety, or competition in the shopping
areas for the product or product group.
wavpurchasescould indicate a need for relocation,
recombination, or elimination of items.

Low passes in certain aisles could indicate
physical barriers obstructing movement, frequent
congestion, or possibly lack of aggressive
merchandising.

Low end and special display purchases could
indicate poor location, eye catching qualities,

or buy appeal.

Low passes and purchases of advertised items

could indicate a need-for a closer look at the ads,
location in store, or possibly, competitive
pricing.

Lengthy shopping tours combined with high demandand
low impulse goods sales could indicate that the
shopper was not exposed to many impulse items.
High percentage of total store time spent in

check lanes could indicate a need for timing when
opening check lanes, checker training, or possibly

more bag boys during the peak periods.

l9

8. Many times high pilferage could indicate blind
areas in physical layout--this can be graphically
brought out by the B&B method.

9. Demonstrations, often times felt to add interest
to store merchandising,should be judged not only
on their own merit but also on their effect on
other items nearby.

13. The long gondola layouts of today have the advan-
tage of cross—merchandising--demand items across
from demand items, with impulse items across from
impulse items. For example, baking needs with a
non-food peg rack above and sugar with kitchen
utensils across the aisle from it.

This list was not intended to be complete, but to

point out some of the shopper activities which might be

observed.

Limitations

 

Flow analysis, if properly used, points to factors
which need further consideration. The main danger is that
this technique will become the all inclusive answer rather
than an approach to scientific merchandise management.

There are several recognized limitations. In order
not to weight the study or add qualitative judgments the
method, for the present at least, should remain as stated.

A pass is recorded where a customer could have

noticed an area at any point on the shopping tour. Since

20

the observer is following the customer without asking any
questions, this is the only way to eliminate the qualitative
bias of "thinking" what the shopping unit really did. A
pass is recorded only once even if the shopper travels by
the designated section more than one time. This method
tends to record passes possibly a little lower than they
really arex

Handles include items which are picked up but not
purchased by the customer. Only one handle is tabulated
regardless of the number of selections and returns made in
a designated area. This was one way to tabulate the results,
keeping in mind that each individual shopping unit should
remain equal regardless of units handled or purchased.

Quantity purchases for one customer should receive

 

only one mark on the final tally sheet per designated area.
As with handles, the results tend to make some sections

look low in relation to passes. The same method of compiling
was used for customer services. Maximum number of services
per customer in the four categories considered was one for
each depaRtment.

In the B&B method the in—store recording was performed
on flow analysis worksheets. All multiple purchases,
handles, double-backs, and unusual actions by customers
were noted, literally everything that was done by the sub-
ject. These individual sheets were kept in daily packs

and could be referred to wheRTthe need arose. The results

21

or totals show trends and the worksheets temper certain of
the figures. Only through working with this type of study
for a period of time, and following up over—all recommen-

dations, will the researcher become proficient.

Summary

The author has attempted to present the B&B method
showing how it has application to merchandising management.
A study of this type becomes more effective as it is worked
with extensively. As with any research, there are limitations
and bias: to disregard them would be fallacious. The job
became one of trying to control these conditions and still
retain the over-all effectiveness of the method.

Since every store presents a different climate of
problems little attempt was made to generalize, but rather

to set down as clearly as possible the basic areas of

methodology.

CHAPTER III
THE STORE USED FOR THE STUDY

This chapter describes the Greater Lansing shopping
area, relates facts on the Frandor Shopping Center, and

study.

The Greater Lansing Area

Lansing, the state capital of Michigan, has a popu-
lation of almost 203,333 people in the highly industrialized
confines of the shopping area. Such factories as the
Oldsmobile Division of General Motors Corporation, the Reo
-Motors, Inc., Duplex Truck Company, Motor Wheel Corporation,
Duo-Therm Corporation Division of Motor Wheel Corporation,
John Bean Division of Food Machinery and Chemical Corpor-
ation, and others, employ approximately 32,333 people. The
industrial workers in Lansing averaged nearly $133.03 per
week during 1953; in addition to this, the industrial pay-
roll is augmented by that of the State Government, employing
over 6,333 persons who received over twenty million dollars
in salaries and wages annually, and the Michigan State

University payroll having over 4,033 persons receiving

in excess of twelve million dollars annually.1

Greater
Lansing, according to the Consumers' Markets Standard Rate
and Data Service, Incorporated, had a spendable income of
$365,431,000CH'$6,687.33 per household in 1954.2

In addition to this, there are over twenty thousand
Students enrolled at Michigan State University, representing
every state in the nation and more than fifty foreign

countries. Building projects now under way include a city

of 456 modern apartments for married students.

Frandor Shopping Center

 

Due to its geographic location and its excellent
wholesale and retail establishments, Lansing is the shopping
center of Central Michigan. Frandor Shopping Center is
conveniently located halfway between Lansing and East
Lansing. It is bounded on the North by East Saginaw Street
(M-78) and East Grand River Avenue (US-l6), and on the East
by Ranny Park, on the South by East Michigan (M-43), and on
the West by Clippert Street (see Fig. 1, page 24).

The Frandor Shopping Center comprises fifty-five
acres of land, on which fifty stores are built. Five thou-

sand cars can be parked in its confines.

 

lFrandor Shopping Center Brochure, Lansing, Michigan,

0\

195

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25

Some of the retail stores within the Frandor Shopping
Center include:

Sears, Roebuck and Company--regional size, hard and
soft goods store

Federal's--department store

Howard Johnson--restaurant'

S. S. Kresge Company-—hardware and variety store

A. S. Beck Company--shoe store

Thom McAnn--shoe store

F. W. Woolworth-~hardware and variety store

Kroger--food store

Wrigley--food store
Shoppers from central Michigan travel to the Frandor Shopping
Center to make many of their major purchases. Kroger Store
#G-224is situated in the middle of the center—-one of the

real ”finds" in supermarket locations.

Kroger Store #GQ224

 

The B&B team was confronted with the question--which
store to use for the research project?

A representative outlet was required to permit the
team to follow customers around the store for a two week
period. The Great Atlantic and Pacific Tea Company (A&P)
has a strict policy of not permitting any information to be
divulged except in extreme cases from division headquarters.
National Market Basket would permit asking questions, but not

following customers. Schmidt's, a local five-store chain

ID
0\

of modern supermarkets, offered little challenge since many

surveys have been conducted in their outlets. Small chains

would have consented but then it was felt that to really

test the method it was necessary to study a large, modern

supermarket.

The main reasons for selecting Kroger Store #G-224

were the following:"

1.

Frandor Shopping Center offered a store close to
the campus so that travel time and inconvenience
was minimized. Since extensive pretesting, two
full weeks of recording customer flows, and post-
analysis were necessary, this proximity became
one of the major factors in the decision.

These studies required complete cooperation of
management and all peronnel. Under store manager,
Mr. Norman "Bud" Otto and District Manager Mr.
Lou Smith, the observers were given complete
freedom and the "crew" was most cooperative--this
was an important consideration.

Frandor shoppers varied from factory workers to
college professors. The study of the contrasting
shopping groups was a fascinating experience.

All advertising for Kroger stores in the Lansing

area is placed in the Lansing State Journal on

 

Mondays and Wednesdays.

I'D
rs]

5. The store presented somewhat of a challenge in

that there was a possible need for improvement.

The Kroger Co. operates four outlets in Greater
Lansing: .East, North, South, and the Shopping Center.
After selecting the Frandor outlet, the observers contacted
The Kroger Company's Grand Rapids Division office and
secured from Mr. H. Arville Ferguson, Grocery Merchandiser,
a blueprint of the store layout. This blueprint eliminated
the task of measuring all gondolas in the selling area.

Flow pattern observations were conducted from Monday,
July 21, to Saturday, August 2, 1958. This period was used
because it is relatively free from seasonal fluctuations.
Each observer followed one customer from start to finish.
As mentioned in Chapter II, a table of random numbers were
used (see Exhibit D). It was constructed by numbering balls
and placing them in a bowl. After each selection the ball
was replaged, so that each number had an equal chance of
being selected.‘ The number to be run on the specific days
was obtained in relation to volume. One hundred flows were
run each week.

Compiling the data into a form for analysis was done
as follows: Working on large sectioned sheets of paper,
the observers laboriously went through each individual flow
worksheet. The task was then to compile the bi-weekly,
weekly, and grand totals along with many desired percentages

and sundry data. Michigan State University maintains a

28

statistical workshop on the campus equipped with modern
calculators. Without automatic equipment this study would
have taken considerably longer.

Some may question the value of a two week study.
Although findings were similarrmthe second week added support
to the original material, and secondly, one is never absolutely
Sure until additional flows are recorded that the first
week was sufficient. This is not meant to infer that a
two week study is not helpful or absolutely essential in
other research projects of this type-

Various figures and exhibits which appear within this
volume are provided because they play a vital part in
visualizing the location, findings, advertising copy,
layout, and breakdowns. The reader, it is hoped, will
become very familiar with the store‘s ”expression” to its
customers by carefully considering the material presented

in this project.

CHAPTER IV
GENERAL FINDINGS AND RECOMMENDATIONS

This chapter includes a detailed analysis of the data
gathered over the two week study from July 21 to August 2,
1958. No attempt was made to make recommendations for the
backroom or storage areas. However, some of the changes
.in merchandise layout will naturally assume differences in
handling and stocking from the present practices. Exhibit
E, No. 1 shows the layout of selling area prior to doing
the study.

The author confined his remarks to the grocery depart-
ment including: the front end, special and end displays,
bakery, frozen foods, non-foods, et cetera. Mr. Herman F.
Baechle discussed the perishable departments under the
title, ”An empirical Case Study of Customer Flow Patterns
As An Approach In Determining Optimum Perishable Merchandise
Layout."l .

No attempt was made to offer this analysis as the

correct method, since it is impossible for even the most

 

lHerman F. Baechle, "An Empirical Case Study of Cus-
tomer Flow Patterns As An Approach In Determining Optimum
Perishable Merchandise Layout” (unpublished Master's thesis,
Food Distribution Curriculum, Department of Marketing and
Transportation Administration, Michigan State University,
East Lansing, Michigan, 1958).

experienced merchandising people to be absolutely certain
of layout, location, or allocation.

The Frandor Store was divided into 136 product and
product group designations. The discussion will begin at
the first designation and analyze major areas of interest
as they arise. The results of the recommendations, as the

B&B team saw them, will appear as Exhibit E, No. 2.

 

The Front End

Findings. Before considering the first classification
let us consider the Kroger Store front and the first impres-
sion the customer was confronted with after parking her
automobile. Large signs proclaimed the giving of Top Value
stamps, Kroger‘s label saving plan, and various promotions
going on at the time. In all the time the B&B team spent
at the store very few of these window posters were changed.
When walking past the store, throughout the entire length of
the front window it was impossible to see the selling area
except for the back of displays or several produce tables
directly in the sun.

The tables in this section were adapted from Exhibit

C, Section No. 3 (grand totals based on two hundred shopping
.units). Item numbers were analyzed in a consecutive order
except where intermediate designations are considered by
the author's colleague under "Perishables" or grouped differ-

ently for clearer analysis.

31

Table I shows that every shopper passed the four
classifications at the front end of the store, but when
passes and handles were considered the picture changes.

The coke machine served no purpose at its present location,
since no one purchased or even handled a coke. People
entering could not notice the designation because after
they passed through the "magieedoors" the machine was

out of sight. When leaving, customers concentrated on
moving their groceries to the parcel pickup area rather

than stopping for a soft drink.

TABLE I

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED IN
THE FRONT END IN KROGER STORE #G—224l

 

 

 

 

 

 

 

 

 

:S 'o 'o
A '8 '8 S S 'o
NO. Designation D m H m m m
s a g s as at
u m
o :2: a a A?
z m m
1 Coke Machine 3 233 0 3 3 3 133.3
2 Front Displays 3 233 1 47 23.5 133.3
15 Bakery Specials 3 233 5 9 4 5 103.0
16 Picnic Supplies 3 .233 4 25 12.5 103.0

 

 

1958 1Based on 200 shopping units from July 2l--August 2,

Front displays were in the form of cut cases piled on

full cases. Reserve stock was behind the thirty foot front

32

stack and extended back to the windows. In the two week
period of the study, the only change made was to replace
some Of the faster moving products with weekly ad items.
The area lacked the orderly appearance and shopping inter-
est due to lack Of "creative merchandising and seasonal
tie-ins." Creative merchandising may be defined as that
little extra touch which gives an item eye appeal and buy
appeal.

One hundred per cent of the shopping units passed
the bakery special table. The study revealed that only
4.5 per cent or 9 actually made purchases. Five additional
”people handled some baked goods. There were indications,
therefore, which question whether shoppers were ready to
buy bakery items at this point in the store, if the price
actually signified a special, and if this table warranted
its present permanent location.

Item #16 has been designated picnic supplies. It
includes such things as wooden utensils, napkins, paper
plates,six-pak beer, and wraps. Four shoppers handled
them and 25 or 12.5 per cent purchased from this designation.
There were no indications in this area of the seasonal tie-
in for summertime picnics. Of those that noticed the

product, a large percentage ultimately purchased.

Recommendations.

 

1. In keeping with the general architecture of the

*Frandor Shopping Center, the Kroger Store has pleasant eye

33

appeal. The writer feels that large window signs should be
used only occasionally for special promotions or announce-
ments. The present practice served to cheapen the appear-
ance instead of permitting those passing to view the selling
area.

2. From the findings, the coke machine in its present
location did not indicate it was returning sufficient profit
dollars. The recommendation, therefore, is to move it
back to the corner of the store where a special beer dis—
play is presently located (Item #l3l) (see Exhibit A).

3. Front end displays should not be a storage area

.2

for reserve stock. With most Of the window signs removed
the present condition would look unattractive. Closer
ordering for specials and constant dressing up is necessary
in order to give the customer the impression of stockturn.
The recommendation is to put wire "dump" displays across
this area and keep them filled.

4. Near to the KrogeETlocation is a custom bakery
carrying a complete line of pies, cakes, rolls, and cookies.
Competition is on a basis of price since convenience is not
a major factor. It is therefore recommended that the
bakery special table be used only when merchandising an
item that has price appeal or seasonal appeal and not as

a permanent display table.

The Glass Section

 

Findings. Of the total possible passes the survey
revealed that only 38.5 per—eent of all customers passed
this high profit area. Considering that almost half of
these people purchased when they passed peanut butter,
jelly, and preserves there is a definite need for a change
in the physical layout or relocation of this product group

to a higher "pass area" in the store (see Table II).

TABLE II

NUMBER.OF CUSTOMERS WHO PASSED AND PURCHASE IN
THE GLASS SECTION IN KROGER STORE #G-224

 

 

T)
O 'o 'o
m 'o o o
U) (1) "O U) I'D '0
m w m m .2 g
No. Designation 94 g g f) R O m
p a. g g g m
S :1: m 53 0*
ER
17 Jellies and .
Preserves2 123 . 77 4 33 15.3 38.5
18 Pickles and
Olives 113 87 O 22 11.3 43.5
19 Condiments 53 153 2 32 16.3 75.0
23 Dressings and
Oils 44 156‘ l 35 17.5 78.0

 

 

 

 

 

 

 

8 1Based on 203 shopping units from July 2l--August 2,
195 .

2Special and end displays are not included.

Pickles and olives received a higher percentage of
pasSes with 43.5 per cent, but were purchased by 11 per
cent. High handles coupled with few purchases, sometimes
indicates an item is incorrectly priced. In fact, this
study showed nOt one of the 87 shopping units which passed
this designation handled them.

Condiments were passed by 75.0 per cent of the
shoppers and purchased by 16.37. During the second week
of the study some items in this product group were on sale
so the purchase looked higher than normal. Dressings and
Oils received about the same customer reaction with 78

per cent passes and 17.5 per cent purchases.

Recommendations. In his suggestions for the

 

"Perishables," Mr. Baechle recommended a complete remodel
Of the Producedepartment2 (see Exhibit E, NO. 1). This
change should result in a greater amount Of traffic through
the Glass Section. It is also possible to move glass tO

a mOre heavily traveled area amdreplaceit with demand items.

Beverages

 

Findings. This classification is one of the major
profit areas in the average outlet since the number of
passes for beverages generally is high. Store #G-224 is

no exception.

 

'2Baechle, op. cit.

36

Tea, chocolate, and coffee sections are directly
across from the dairy department. Passes as shown in
Table III are extremely high, but only 7 per cent of the
customers out of 230 purchased from the chocolate product
group. Coffee received the highest per cent of purchases

in the section with 22.5 per cent.

TABLE III

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED
BEVERAGES IN KROGER STORE #0—2241

 

 

 

W m
D 'o o

o 'o o

m o w: o m o
NO Designation g $ £3 3 ,2 g

m g 'g g SA a ‘Slg

p m A S m

0 IE :3 [la

2 m
23 Tea 18 182 3 15 7.5 91.0
24 Chocolate2 21 179 3 7 3.5 89.5
25 Coffee 17 183 l 45 22.5 91.5
53 Wine2 101 99 1 1 .5 49.5
56 Beer2 100 .1100 1 13 6.5 50.0
57 Beverages 96 134 5 27 13.5 52.3

(soft drinks)

—.__.."'—-——.._. 1=========

 

 

 

 

 

 

 

1Based on 233 shopping units from July 2l--August 2,

2Special and end beverage display are not included.

Wine sales indicated a need for further consideration.
Only 49 per cent of the shopping units passed the designation
‘ with one person handling and one purchasing. Indications
. are that the variety might be limited to a few brands, or
possibly the shopping habits of the customers are such that

they do not normally buy wine in grocery stores.

37

Beer sales were split into four areas. Designation
#56 showed the highest sales figures. The other three
will be discussed under the section ”Special and End Dis—
plays." Of 200 shopping units, 13 customers purchased beer
from the shelf out of the 133 passing by. All sales from
. this area are individual units or in six-pak quantity.

Soft drinks were passed by 52 per cent of the people
with 13.5 per cent purchasing. Since this product group
offered excellent profit returns during the warm weather
months, indications are that it should be located in

additional places in the store.

Recommendations.

 

1. Remove one of the coffee grinders since it pres-
ently is not operating and three machines are not necessary
for the store volume.

2. The shelf stock on wine should be moved between
beer and soft drinks. (See Exhibit A, Items #56 and #57.)

3. _Make soft drink specials part of the seasonal
promotional area (item #16) mentioned earlier in this
chapter. The combination for this time of year would in-

clude potato chips, wooden utensils, paper plates, wraps,

and soft drinks.

Household and Laundry Supplies

 

Findings. This section carries some of the highest

margins in the grocery department. The average margin is

38

over 25 per cent on sales. In store #G-224 most of the
items generally classified under this heading are in one
aisle. Fdr ease of understanding, various other products
and product groups will be included in Table IV. One unique
feature about this store is a "blind aisle” in which these
products are located (see Exhibit E, No. 1).

On the average, 53 per cent of all customers shop
down through the aisle after passing the dairy department.
Soap powders were purchasedwby 18 per cent of the shopping
units. Cleansers were passed by 51 per cent of the
shopping units with 14.5 per cent of total units purchasing,
Across the aisle from these two product groups are the
household items and waxes. They include mops, brooms,
furniture polish, simonize, et cetera. Items #41 and #42,
53.5 per cent of all customers passed and 6.5 per cent
. purchased. When coupled with the high markup on these two
-items, the area represents excellent return.

Soaps were purchased by 15.5 per cent and passed by
53.5 per cent of the total shopping units. Picnic supplies,
foil and waxed paper, paper towels, and toilet tissue were
purchased by 8.3, 7.5, 6.5, and 23.5 per cent, respectively.
Average passes for the four product designations was cal-
ulated at 47 per cent. Toilet tissue indicated drawing
power when almost one-half of the shoppers that passed the

designation purchased.

TABLE IV

39

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED
HOUSEHOLD AND LAUNDRY PRODUCTS IN KROGER #G-224l

 

 

 

 

 

 

 

 

 

 

m
rd
'0 (D
O T) 'o w -o
m o 'o o m o
S A .3 A S 3
No. Designation a. m 'o n L m
m C o S m
8 g 8 9‘ t9.
2 m ER
26 Soap powders? 87 113 0 36 18.0 56.5
27 Cleansers 98 102 1 29 14.5 51.0‘
28 Soaps 99 131 3 31 15.5 53.5
29 Picnic sup-
plies 133 97 3 16 8.3 48.5
33 F011 and
waxed paper 134 96 2 15 7.5 48.3
31 Paper towels 134 96 l 3 13 6.5 48.3
32 Toilet tissues 112 88 1 41 23.5 44.3
38 Gadget rack 99 131 17 13 6.5 53.5
41 Household
items 96 134 2 12 6.3 52.3
42 Waxes and
polishes 102 98 1 15 7.5 49.0
43 Bleaches 100 100 O 26 13.0 50.0
8 1Based on 233 shopping units from July 2l--August 2,
195 . ’

2Special and end displays are not included in the
figures.

40

After analyzing the correlation between the type of
product, the number of handles and purchases, and price in
relation to competition, the facts indicate the percentage
Of handles to be high when:

l. The product can be readily seen through the

package or package window.

2. The product is considered by the average shopping

unit to be an impulse rather than a demand item.
Generally these product designations do not
appear on shopping lists.

3. The product is attractive but does not satisfy

the customers need at the time--curiosity.

Across the aisle from these demand items is the gadget
rack. Fifty-one per cent of the total number of shopping
units passed this designation. However, out of 131 shoppers
to pass this designation, 33 stopped to either handle or
purchase items indicating a definite interest. There were

17 handles and 13 purchases.

Recommendations.

 

1. As mentioned previously in Chapter II, the Frandor
Shopping Center has within its confines branches of several
large department, variety, hardware, and drug stores. Is
it possible to sell non=food lines,including gadget rack items
profitably, in such a climate? The study indicated that

15 per cent Of all shopping units either purchased or handled

41

items from this designation. Slow moving items should be
eliminated in order to insure that the rack looks inter-
esting at all times.

2. Stocking of toilet tissue during busy hours
created a repeated bottleneck in this heavily traveled
area. Since tissue boxes take up considerable space the
shelves in this area should be stocked during the slack

periods late in the afternoon.

Dried Foods, Pet Foods, Health and Beauty Aids

 

Findings. As the writer procedes through the various
designations in the outlet some are grouped because of
their location in a particular aisle or section classifi-
cation.

Of the total shopping units that passed rice and the
two dried bean designations the percentage was recorded at~
4.5, 5.3, and 7.3 per cent, respectively (see Table V).
These product groups generally fall into the range expected
for this type of item.

Spaghetti and macaroni products were about the same
on passes, but the purchases were 11 per cent or 23 out of
the total shopping units. Inspection of the section
indicated that the variety of brands and sizes carried was
limited.

Health and beauty aids showed 5 handles and 28 passes

out of the 136 shopping units that passed the designation.

42

Kroger carries a fairly complete stock of these items, but

indications are that variety and completeness are factors

vital to health and beauty aid merchandising.

TABLE V

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED DRIED

FOODS, PET FOODS, AND HEALTH AND B AUTY AIDS IN
KROGER STORE #G-224

 

 

 

 

 

 

 

 

 

 

o '8
.llr,o *0 m
m 'o 'o o m *8
U) <1) G.) U) ..C.' (I)
Cd m H (U 0 U)
N D i ti 'Q‘ 3 S 8 8 A
0. es gna on .p a. m S‘ Q‘ m
0 CE: :5
Z 9-. R R
45 Dried beans 94 136 2 13 5.3 53.3
46 Rice 95 135 3 9 4.5 52.5
47 Dried beans 95 135 0 14a 7.3 52.0
48 Spaghetti and
macaroni 94 136 3 23 11.5 53.3
49 Health and '
beauty aids2 94 106 5 28 14.0 53.0
52 Pet Foods2 97 103 1 15 7.5 51.5
1Based on 203 shopping units from July 2l--August 2,
1958.
2Special and end displays are not included in the
figures.
Across the aisle from this designation are the Pet
Foods. During the two week study, 7.5 per cent of the

shoppers purchased and 51.5 per cent passed the designation

43

out of 200 shopping units. Most of the major brands were
stocked and several rows were carried on all varieties.
A complete gondola and an end display were employed to
merchandise the product group. Customers shopped back
and forth, and indicatedfifrom their actions, that possibly
the product designation contained too much variety. For
example, in several instances the shopper picked up items
and walked to another product on the shelf to compare the
price and the contents. A

A complete gondola, with the exception of a limited
area for wine, was employed to merchandise the Pet Foods.
An end display adjacent to this designation Has stocked
with fifteen cases of Rival dog food during the two week

period of the study.

Recommendations.

 

1. Health and Beauty Aid sales indicated good cus-
tomer acceptance. Kroger Store #G-224 employed the full
length of the gondola to merchandise this product desig-
nation. Several retail outlets in the Frandor Shopping
Center carry a very complete line of products; but it
seemed to the author that the customers were noticeably
influenced by the handling of some cosmetics stocked.

For example, several shoppers handled and later purchased

from a lipstick rack.

44

In order to get more variety into the designation,
existing stock should be moved since the products have
been stacked to add second rows only where necessary.
Moving sanitary napkins to a location next to toilet
tissue would give more room for additional varieties.

The addition of another shelf would permit stocking greater
varieties and eliminate the practice of piling two and
three high.

2. From Exhibit E, No. 1, the reader can see that
the Household and Laundry Supply is a blind aisle. This
area is adjacent to checkstand VII which is used only
during rush periods. Magazines, soft goods, stationery,
and comic books are located there with ample space to pass
through an opening to leave the store without going through
the Checklanes. Several of the key store personnel were
questioned about whether or not‘they had noticed any
shopping units leaving the store by this route. They all
seemed to agree that a few used this area for a hasty exit.

Considering that the products presently filling
the location are generally high on per cent of pilferage
the recommendation is, first, to build permanent shelving
which would eliminate this "escape route." Second,c
move all pet food to these shelves since the per cent of
passes was about the same and all related items could then

be grouped together. Note the change on Exhibit E, No. 2.

45

This would suggest relocating magazines, comic books, and

stationery. This will be discussed later under the section
entitled "Non-Foods and Soft Goods." The resulting location
would soon become familiar to the customer at that point on

her tour.
Crackers, Cookies, Cereals, and Candy

Findings. This section covers one complete aisle
and part of another gondola due to the proximity of
location.

Potato chips and pretzles are located.in a high cus-
tomer pass area. From Table VI it is evident that 57.5 per
cent traveled by it, having 2 handles and 5.5 per cent
purchases. It must be remembered that potato chips are in
three locations in this outlet: in the front end with
picnic supplies, on a large end rack across from the lower
end of the meat case, and the shelf designation. Generally,
the movement for this season is excellent with a direct
delivery insuring proper stocking and freshness control.

Cracker and cookie figures indicated about the
same number of purchases, 35 and 32, respectively. Crackers
do not take up a full gondola while the cookie section does.
However, when considering per cent of passes, indications
. were that 57 per cent passed crackers while 48 per cent

C., .

passed cookies.

TABLE VI

46

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED CRACKERS,

COOKIES, AND CANDY IN KROGER STORE #0-2241

 

 

 

 

 

 

 

 

 

 

 

 

 

'U .
'8 'o o 'o
m "C (D U) (D
m .. .. E S E
NO. Designation A." g “g 0 R: m
w m a .2 SA
'8 Q' :3 a. 5 m
2: a.
59 Potato chips A
and pretzles2 85 115 2 11 5.5 57.5
63 Crackers 86 114. l 35 17.5 57.3
61 Cookies 134 96 4 32 16.3 48.3
63 Candy 136 94 3 16 8.3 47.3
66 Cereals 78 122 3 67 33.5 61.0
72 Candy2 98 102 0 13 6.5 51.0
73 Nuts2 111 87 Oiat 5 2.5 44.5
8 1Based on 203 shopping units from July 2l--August 2,
195 .
,QSpecial and end displays are not included in the
figures.

Candy appears in many locations throughout the outlet.

Besides being stocked in the racks on the Checklanes, candy

is on display on the shelves and an end display. Table VI

shows this designation to have 47 per cent as the average

per cent of passes for the shelf stock.

Where the full

side of a gondola is used the per cent of purchase is up

to 8 per cent in comparison to 6.5 per cent for designation

47

#72 which occupies three-quarters of the shelf footage (see
Exhibit A) . M
The highest per cent of purchases for grocery
items was recorded for cereals. Over one-third of the 122
shopping units that passed this designation purchased.
From the observations made of the shoppers in this area,
little time was spent looking for deSired items.
Nuts appeared on the regular shelves and also on an
'end display in a nearby area. The findings showed that 5

out of 87 passing the designation purchased, with no handles

recorded for the two week study.

Recommendations. Most of the product groups mentioned

 

above were merchandised properly. Periodic discussion with
and observation of direct salesmen should insure that
freshness and variety is maintained in the future.

The author questions the over-all variety of the
candy designation. Items appeared to be given extra rows
or as in some cases extra shelves. An order book versus
shelf stock comparison should be made to insure that all
possible varieties and sizes that can be moved are carried

in stock.

Cookinngeeds, Bread, and Bread Products

 

Findings. The results on Table VII indicate that the

average per cent of customers passing the first three

48

designations was 51.3. Purchases in these product groups

varied greatly. Baking needs showed 5 per cent of the
shopping units purchased in contrast to 11.5 for sugar and

8.5 for salt.

TABLE VII

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED COOKING
NEEDS, BREAD, AND BREAD PRO UCTS IN KROGER STORE

 

 

 

 

 

 

 

 

#G-224
'o 'o 'o
o -o o
m re *8 m m
m a) (D (U (U 'o
No. Designation g g :3 g .8 kg 3))
m C L ERSA m
S s a a E .13
:z
68 Baking needs 98 132 1 13 5.3 51.3
69 Sugar 98 132 2 23 11.5 51.3
73 Salt 94 136 1 17 8.5 53.0
71 Spices 89 111 3 19 9.5 55.5
74 Bread2 64 136 5 48 24.3 68.3
75 Rolls 52 148 5 34 17.3 74.3
77 Pancake and
pie mixes 89_4_111 3 4 2.3 55.5
78 Flour 92 138 3 19 9.5 54.3
79 Cake mixes 96 134 3 11 5.5 52.3
84 Bread2 69 131 5 36 18.0 65.5
85 Pastries 73 130 4 13 6.5 65.0
W

1958.

1Based on 230 shopping units from July 2l--August 2,

2Special and end displays are not incldded in the
figures.

49

Kroger carries an unusually large selection of spices
and seasonings. From this rack 19 customers purchased and
3 handled out of the possible 111 shoppers to pass the
product group designation. I

Bread and bread products were divided into four sep-
arate classifications. The reason for the dIvision of
bread was to analyze more closely from which side of this
gondola most customers buy. On one side the flow study
indicated that 68 per cent of the total shopping units
passed and 24 per cent purchased with 5 handles; in com-
parison to the opposite side where 65.5 per cent of the
total shopping units passed and only 18 per cent purchased
With 4 handles. There were indications, therefore, that
designation #74 was a more favorable merchandising location
for bread than #84. Pastries and rolls showed the per cent
Of purchases as being 6.5 and 17.0 per cent, respectively.
A custom bakery three shops away in the shopping center
must be kept in mind when considering bread and bread
products sales. However, with the excellent returns evi-
denced in Table VII, the author feels with increased mer-
chandising effort, this group could add more profit dollars.

Flour, pancake, pie, and cake mixes showed 54 per
cent of the shoppers passed the designation and 9.5 per
cent, 2.3 per cent, and 5.5 per cent purchased, respec-
tively. Most of these items have sales peaks in the cool

weather months.

50

Recommendations.

 

1. Even though the Frandor Shopping Center has other
stores selling pies, cakes, and rolls the facts on the
bakery items indicated a strong desire to purchase not only
power items but also impulse-type specialties. The Wrigley
outlet in the shopping center uses an oven for merchandising
pies. Ovens of this kind could favorably affect the sales
of applicable items. From the results of the two week
study recorded in Table VII, indications were that this
clientele would look favorably upon innovation, especially
in bakery specialties. The author recommends that the
oven be located at designation #105 which was occupied with
frozen food specials (see Exhibit A). This will be amplified
later under the Frozen Food category. A

2. Variety is extremely important to Mrs. Consumer
when a bakery purchaseis contemplated. Again, an Order
book versus shelf stock comparison should be made in order~

to insure that all profitable items are being carried.

Prepared and Baby Food Aisle

Findings. Items in this aisle have been grouped for
ease of handling. The average customer flow was fOund to
be the length of gondolas since the store's physical layout
was made up of long aisles with only mid-section walk ways.

The reader is cautioned to remember when going over

purchase figures of products and product groups that the

study made no attempt to quantify actions of the shopping
units. For example, the purchase figure for Baby Food in
-Table VIII showed that 21 shoppers selected the items, not

’21 units were sold.

TABLE VIII

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED PREPARED
AND BABY FOODS IN KROGER STORE #G-2241

 

 

 

‘7 U 'o o

o 'o 'o o o,
z: s; 2 A E P
No. Designation m m 'o .2 £1 8
94 Cd 5:: 0 3°10 paw
m m a s m
48 III 0:3 :3 D4

2: a.
81 Baby food 95 135 2 21 10.5 52.5
82 Milk products 94 106 l 10 5.3 53.0
83 Syrups' 92 108 l 6 3.0 54.0
89 Desserts 95 135 1 14 7.3 52.5
92 Canned fish 94 136 l 14 7.0 53.0
93 Canned meat2 97 103 3 22 11.0 51.5
94 Canned soup 95 135 l 35 17.5 52.5

 

 

 

 

 

 

 

 

8 1Based on 200 shopping.units from July 2l--August 2,
195 .

2Special and end displays are not included in the
figures.

Out of 105 customers that passed the baby food
designation, 21 purchased and 2 handled the items. There

was approximately the same percentage Of passes for milk

52

products as for baby food but the figures showed that the
per cent of purchases were about one-half as high for the
milk products. I

Syrups showed 54.3 per cent passes with 3.3 per cent:
purchases in comparison to desserts with 52.5 passes but
7.3 purchases. A greater amount of shelf space was allo-
cated to desserts and there was less seasonal sales fluc-
tuation whereas syrup sales are highest in the cooler
months and drop off sharply in the summer.

Canned fish figures looked about the same as those
for desserts. Table VIII showed that 53.3 per cent of the
shopping units passed the designation with 7.3 per cent
recorded for purchases. Summer "cold meat" promotions
helped the sales of canned meat which, with a
lower per cent of passes (51.5 per cent) attained purchases
from 11 per cent of thg_customers.

One of the higher figures in the entire grocery depart-
ment was recorded for canned soups. Fifty-three per cent
Of the total shopping units passed the designation and 17.5
per cent of the total purchased from this product group.

Recommendations.

 

1. Several items in this aisle were‘promoted heavily
with advertising campaigns. Whenever possible end- and
dump-displays should be constructed of such products to

take advantage of these sales builders.

53

2. Constant checks should be made on baby food sales-
men to insure rotation, proper pricing, and allocation of
all items authorized by division headquarters. Many items
that are slow movers receive additional space to induce
shopper interest rather than answer the demand of the

customer.

Canned Fruits, Vegetables, Juices, and Miscellaneous

 

Prepared Foods

 

Findings. Some of the designations included in this
category received fairly good acceptance. Canned vegetables
were stocked in various locations in the store. For the
discussion here, designation #96 and #102 will be consid-
ered. Out of the total number Of shopping units an average
Of 43 per cent of the customers passed these two locations.
However, differences were noted when referring to the per
cent of purchases on Table IX. Designation #96 showed 18
per cent whereas #102 indicated 8.0 per cent. Most of this
difference was due to the fact the former extended the full
length of a gondola in contrast to the latter which ran
less than half the length of the gondola.

Canned juices received 12 per cent of total passes.
Indications Were that when the customer did pass the
location she purchased one-third of the time. In comparison

to canned fruit where 45.8 per cent of the total shopping

units passed, 9.5 per cent purchased.

TABLE IX

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED CANNED

FRUITS, VEGETABLES, JUICES, AND MISCELLA OUS

PREPARED FOODS IN KRDGER STORE #G-224

 

 

54

 

 

 

 

 

 

o o
o re 0
m vo a; 3 to
No. Designation H '8 £3 8 n o
m m 'U E Kit) w
m n t) A win
.9 w m 'L. 3 m
o a. I: 5 a. n.
z m
96 Canned 2 112 88 2 36 18.0 44.0
vegetables
99 Canned 130 7O “1' 24 12.3 35.3
juices2
102 Canned - 116 84 1 16 8.0 42.0
vegetables2
103 Baked beans2 119 81 1 21 10.5 40.5
104 Prepared 117 l 12 6.3 41.5
foods2 83
106 Canned fruit2 103 97 O 19 w 9.5 48.5
W

m

1958.

same aisle next to each other with the average number of
passes indicated at 41 per cent of the total. Differences
in per cent of purchases ranged from 13.5 per cent for the

former to 6.0 per cent for the latter.

1Based on 203 shopping units from July 2l--August 2,

 

2Special and end displays are not included in the
figures.

Baked beans and prepared foods were stocked in the

Recommendations. Indications for canned juices at

 

‘first suggested that the product group be relocated to take
advantage of higher per cent of customer passes. After con-
sidering various spots and respective margins versus turn-
over the author feels the present location would realize

the maximum return. Additional sales could come from front

end and dump displays filled with juices.

The Frozen Food Department

 

Findings. Mr. Herman F. Baechle, writing the
"Perishable" analysis, and the author decided upon allo-
cating twelve feet of frozen food space to the meat depart-
ment for a delicatessen area to be included. Changes are,
therefore, necessary to make the adjustment in the Frozen
Food department.

Designation #105 is a large case used for featured
.frozen food items. Customers could see this designation
from three sides. There were 18 customers or 9 per cent
of the total shopping units who passed this designation
and stopped to purchase. Handles were recorded at 4 which
tends to indicate that possibly the price was out of line,
or that the interest first created was lost due to the
quality of the product (see Table X).

Ice cream passes were high with 46.5 per cent of the
customers going by this designation; 9 per cent purchased

and 2 per cent handled the product group.

TABLE X

01
0\

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED THE
FROZEN FOOD DEPARTMENT IN KROGER STORE #Cr-224l

 

 

 

 

 

 

 

 

 

 

TU
ro o
o 'o 'o 'o m T)
m m m o m o
N Desi nation 8 H :8 H '8 H
0' g a. m c .c p o»
m m c) d m
8 m 8 9* ta
2 m ER
135 Frozen food .
specials 76 124 4 18 9.3 62.0
108 Ice cream 107 93 1 38 19.0 46.5
110 Frozen juices 98 132 2 33 16.5 51.0
111 Frozen pies 98 132 1 20 13.3 51.0
113 Frozen vege- ~ 1
tables 91 139 l 16 8,3 54.5
114 Frozen
specialties 133 97 3 5 2.5 48.5
115 Frozen fruits- 107 93 l 2 1.0 46.5
’3:- EM”:
8 1Based on 230 shopping units from July 2l--August 2,
195 . .

16 per cent purchased frozen juices.

Fifty-one per cent of the shopping units passed and

Frozen pies showed

the same results for passes but the per cent of purChases

dropped to 10 per cent of the total shopping units.

Frozen vegetables were passed by 54.5 per cent of

the total shopping units with total purchases dropping to

8.0 per cent.

Frozen specialties and fruits received an

57

average of 47 per cent pasSes but Table X shows that per
cent of purchases was only 2.5 per cent and 1.3 per cent,

respectively.

Recommendations. CuStomers rarely buy what they can

 

not see. When obliged to search for a particular product,
they usually substitute, go without, or go somewhere else to
buy. Here are eleven ways in which food CHSins throughout
the country are maximizing dollar returns from frozen

food space.

1. Careful stacking of frozen products. Allow one
full row for each fast moving item and two or
three stacks within a row for slower items. ,
Maintaining orderly stacks at all times. ,
Avoiding duplication of products. ‘

Allocating space according to seasonal demand.

U'I-II‘UOID

Encouraging the sale of new products.

0\

Using guides to product location.

Stringing packages for greater readability.

CDN

Using display solely for selling not for holding

reserve stocks. .

9. Proper pricing and prompt price changes to keep
up with competition.

13. Dumping packages to create mass display effect

and to save time in stocking.

11. Multiple-pricing.3

 

3"Ways Chains Build Sales er Linear Foot,"Chain Store
Age, Vol. 34, No. 4 (April, 1958 , 133—131.

58

One problem area in the Kroger store's frozen food
department was the allocation of space according to seasonal
demand and duplication.

1. In the specialities area three or four varieties

of pizza pieswmme carried in the same sizes.

2. Only three kinds of fruits were ordered in the
fruit sections with extra rows on each item.

3. A complete analysis of stock carried versus the
items authorized on the order sheets should be
performed.

Reference is made to Exhibit E, NO. 2, the suggested
drawing of store layout. Using the twelve feet of case
space from the frozen food department, the B&B team moved
all items towards the front of the outlet. Ice cream was
felt to have greater salability in a new case across from
the bakery products gondola. Here it would realize a higher
number of passes and be closer to the center of the check-
stand area. I

As previously mentioned suggestions are fOr an oven
to be located where designation #135, frozen specials, are
presently. These products along with canned juices from
the end of the main case are planned for the spot ice
cream formerly held at designation #108. The specials on
canned juices are recommended to be put in designatiOn #100
presently being used for "TV dinners."

The additions and relocations have these advantages:

59

1. A11 similar product groups would be brought
closer together for easier shopping.

2. The impact of weekly frozen food specials would
draw shoppers past other impulse, high-profit
selections.

3. Change would cause a close re-examination of
allocation, duplication, and variety which
should increase sales.

4. Ice cream relocation allows more space for the
display of the canned juices. q

5. The remodel should stimulate shopping interest

to explore the innovated frozen food department.

Miscellaneous Items

 

Findings. This category was included in order to
bring into focus three high profit product groups which
are important to the grocery line but do not fit any
specific heading.

Dietetics represent a high profit area for a store
if the product group receives customer notice. The desig-
nation during the two week study was recorded at 31.5 per
cent of passes and only 2 shopping units purchased out of
a possible 63. Indications were that a limited number Of
customers passed the area, and of those, few purchased.

Of 96 customers to pass toppings and party foods,

3.5 per cent purchased.' This was partially due to its

TABLE XI

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED.
MISCELLANEOUS ITEMS IN KROGER STORE #G-2241

6O

 

 

 

 

 

 

 

re *6
<1) (I)
'U 'U 'o m a)
+>m o o m m o
No. Designation g g; :3 ".3 f, g S,’
S S E a Rs as.
g: a. A. a.
97 Dietetics 137 63 O 2 1.0 31.5
137 Toppings and
party foods2 104 96 O 7 335 48.0
112 Kool-Aid 85 115 1 12 6.3 57.5
M
1Based on 200 shopping units from July 2l--August 2,
1958. . '
2Stock above the dairy case is not included in the
figures.

location above the ice cream case and the natural tie-ins

between the two.

KOOl—Aid represented a high profit return for the

outlet during the particular two week period of the study.

Over half of the shoppers passed the designation and 12-

Out of 115 purchased.

Recommendations.

1. The dessert designation #89 was replaced by a ‘
new ice cream case in an earlier recommendation. Since
desserts tend to cauSe customers to stop and purchase, the

author recommends locating desserts and dietetics on the

61

same gondola at designation #97 presently stocked exclu-
sively with dietetics. Desserts would add traffic to the
dietetics and the result would be a greater return for the
store.

2. Toppings and party foods sold well above the ice
cream case during the test study. In keeping with the new
ice cream location this product group should be moved to
the new designation (see Exhibit E, NO. 2, #89). Under the_
section on "End Displays," a new location will He discussed
for party goods.

3. Kool-Aid could be relocated to the top of the

frozen juice case presently designated at #138.

Soft Goods and Non-Foods

 

Findings. Policy on this line is to only carry a
limited number of items. Many times when special deals
are available on a product group, they will place an order,
but just on an in and out basis. The recommendations made
in this section were, therefore, tempered by the over-all
policy considerations.

One-fifth of the shopping units passed the magazine
rack. This figure, although low, seemed more encouraging
when coupled with the rather high per cent of purchases
which the study revealed to be 6 per cent of the sample

population (see Table XII).

TABLE XII

 

 

62

 

 

 

 

 

 

 

 

 

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED'SOFT
' GOODS AND NON—FOODS IN KROGER STORE #G-224
'o o
s '0 P T S s
No. Designation .p 33’ 33’ .03. cd .c: a)
0:0 m re .2 was) tan)
2 (U CO C. o a no
a. m m a m
II: :3 DA 04
(1..
33 Magazines 163 40 4 12 6.3 20.0
34 Soft goods 137 93 7 2 1.3 46.5
35 Stationery 168 32 3 2 1.3 16.0
36 Comic books 98 132 3 3 1.5 51.3
37 Stocking
rack 95 135 O 3 1.5 52.5
87 Soft goods 86 114 5 2 1.0 57.0
139 Records 145 55 2 l .5 27.5
8 1Based on 203 shopping units from July 2l--August 2,
195 .

2

End display at present.

Soft goods appeared in two different locations--one

near the bakery gondola, and the other at the end of the

blind aisle.

than purchases.

In both designations there were more handles recorded

sideration.

Only 2 Observed shoppers purchased stationery.

This

designation, the study revealed, was only passed by 32

The data indicated a need for further con-

63

shopping units. Comic books, however, showed the percen-
tage of passes at 51 per cent and purchases Were recorded

at 1.5 per cent. Over half of the total shoppers passed

the stocking rack, whereas only 27.5 per cent passed the
record designation. Purchases were about the same, with 1.5
per cent shown for the former and .5 per cent for the

latter.

Recommendations.

 

1. In many instances, related product sales increase
when similar items are stocked together. Designations #52
and #53, formerly stocked with pet foods and wine, could
be remodeled to accomodate magazines, comic books, stocking
rack, and records. This would locate all similar items
across the aisle from the health and beauty aids. The
proposed change would expose to these high profit lines
over half of the shopping units. A complete picture of
the new locations is shown on Exhibit E, No. 2.

2. Recommend that the dog food display #51, be
eliminated to permit the construction of an end display of
stationery items in its place. This item would tie—in
naturally with the nonffood items on that gondola.

3. Soft goods could be moved to one location, i.e.,
designation #3h, without affecting the percentage of total
passes. A consideration of this type should induce greater

‘L .

customer interest and sales.

End Displays

 

Findings. Store merchandisers are constantly asking
themselves three questions: What should be put on display?,
Where?, and How long to leave it up? The following figures
should stimulate such questions in the minds of the manage-
ment of Kroger Store #G-22M.

Special displays are used primarily to increase sales.
Food chains have found that such displays increase sales of
virtually any item in the store. They account for about
7.5 per cent of direct sales store tests have shown and
the buying atmosphere they create effects an estimated 20
per cent of total sales.“

These displays also create price impression, estab-
lish customer confidence in quality of products, influence
traffic patterns, and accomplish a number of other results.5

Table XIII indicated low percentages of purchases for
almost every end display despite a high average per cent.
of passes. Kroger store #G-224 has a display on every
possible end area.‘ During the period of study there were

few grocery displays that showed imagination.

 

u"l958 Display Manual," Chain Store Age, Vol. 34, No.
2 (February, 1958), 56.

 

 

51bid., p. 56. *—*~

NUMBER OF CUSTOMERS WHO PASSED AND PURCHA ED
FROM END DISPLAYS IN KROGER STORE #G-224

TABLE XIII

65

 

 

U U
o o o
4:13 'o a) m m *8
22: a; a; 2 2 a;
No. Desi nation
8 3 a :3, g *2 M
CL. 94 CE! :3 0-4
m m
21 Pickles and
catsup 2 198 O l .5 99.0
22 Tea and J
chocolate 2 198 l 5 2.5. 99.0
37 Stocking rack 95 105 0 3 1.5 52.5
39 Toy rack 47 153 4 2 1.0 76.5
51 Dog food 69 131 0 5 2.5 65.5
54 Wine 40 160 2 2 1.0 80.0
55 Wine 43 157 1 0 . 3.0 78.5
62 Carton
cigarettes 58 142 0 11 5.5 71.0
64 Candy 39 161 O O 0.0 80.5
65 Nuts 37 163 l 9 4.5 81.5
67 Beer 22 178 0 1 .5 89.0
76 Coffee and
marshmellows 37 163 1 1 .5 81.5
80 Basket of '
values 31 168 1 12 6.0 84.0
86 Carton
cigarettes 41 159 O 17 8.5 79.5
88 Tobaccos 88 112 0 1 .5 56.0
90 Pork and beans 48 152 O O 0.0 76.0
91 Tuna fish 44 156 1 13 6.5 78.0
95 Potato chips 46 154 l 14 7.0 77.0
98 Light bulbs 70 130 2 3 1.5 65.0
100 TV frozen -
dinners 60 140 O 4 2.0 70.0
101 Peanut butter 64 136 1 2 1.0 68.0

 

 

 

 

 

 

 

 

1958.

1Based on 200 shopping units from July 2l--August

I'D

66-

Recommendations.

 

1. Remove the eight displays not included in Kroger's
original blue print. These include designation numbers 21,
37, 40, 55, 64, 76, 91, and 101.6 (See Exhibit E, No. 2,
for revision.) This change would permit larger, more
attractive displays to be built across the aisle, thus
reducing shopper congestion. Other suggestions are:
Locating party foods at designation #54 to fit in more
closely with beverages; stocking tobaccos on the two cigar-
ette racks; and moving canning supplies into designation
#80 from the special display designation #118.

2. Careful planning and attractive construction is
necessary to induce customers to buy from displays. There
is a need at this outlet for an individual with abilities

to carry out this task.

Special Displays

 

Findings. Special displays, by their definition,
should create interest and induce purchasing. Table XIV
indicated that few shopping units were motivated by such
displays. - '

Hawaiian punch was displayed for a week and a half.

Thursday, Friday, and Saturday of the first week the product

 

6"Fixture Plan," The Kroger Co., Store #0-224, Frandor
Shopping Center, LansingTIMichigan, June 22, 1954, Sheet #1.

I |1ll iii 1

 

was sold by a demonstrator. Of 111 shopping units that

passed the designation only 13 actually purchased, although

many left cans around the store.

TABLE XIV

NUMBER OF CUSTOMERS WHO PASSED AND PURCHASED
FROM SPECIAL DISPLAYS IN KROGER STORE #G~2241

 

 

 

ro o
e e e 33 8
No. Designation ‘8 33’ 33’ 3 2:" 2:6 8
Z m U) 'U 0 R o R m
m m c p a w
0.. m to :3 66
a: n, n. m
25-1/2 Hawaiian 24 111 3 13 9.6. 82 5
punch2
50 Pet supply 78 122 3 1 .5 61.0
rack
118 Canning 142 58 O 3 1.5 29.0
supplies
131 Beer 70 130 l O 0.0 65.0

 

 

 

 

 

 

 

 

 

 

j ‘_'_._v

 

 

8 1Based on 200 shopping units from July 2l--August 2,
195 .

8 2Based on 135 shopping unitgifirom July 2l--August 2,
195 .

Pet supplies "attracted" one shopper out of a possible
122 who passedrthe designation. Canning supplies were sold
to 3 shoppers and were passed by 29 per cent of the total
customers. Beer, located in cases, next to the "bottle

return" door was not purchased by one shopping unit in the

sample.

Recommendations.

 

l. The demonstration caused serious bottlenecks and
resulted in some customer irritation. Sales did not seem
to warrant the result of making customers travel around
the congestion thereby missing some product designations.
This outlet lacked the space to effectively use demon-
strations unless they would be able to work from behind
cases.

2. Canning supplies could be moved to designation
#80 for a tie-in fall promotion.

3. Earlier recommendations call for moving the coke
machine in the corner of the outlet presently designated
#131. Beer could be effectively sold in full case quanti:
ties by "bottle return" personnel. A wall Sign could list
the various case prices of beer and soda. A Simple ques-

H

tion like, "would you like a refill madam?, may increase
sales. Clean, empty cases on display could also act as a

reminder for purchasing beer and beverages.

Miscellaneous Facts

 

Findings. All data discussed in this section appears
in detail in Exhibit C, Section 4 Of the Appendix. Miscel-

laneous data recorded on flow analysis worksheet indicated:

Total dollar volume for the study“ . . $1923.49
Average dollar purchase . . . 9.62
Per cent of shopping units who received

grocery service . . . . 13.5%

Per cent of shopping units who received
office service. . . . . . . . 5.0%

69

Per cent of customers who did not desire

service

Per cent of customer shopping without

a list

Average shopping time in the store

(in minutes)

Average time spent standing in checklanes

(in minutes) .
Per cent of shopping time
checklanes
Per cent of customers who
pickup system
Table XV showed that 56.5
units was comprised of at least

fact indicated that a good deal

should be directed toward these

52.5%
74.0%
21.29
5.08
23.86%
53.5%

spent in

used the parcel

per cent of the shopping
one man and/or child. This
of merchandising effort

two groups.

TABLE XV

PERCENTAGE BREAKDOWN OF SHOPPING UNITS IN KROGER
STORE #G-224l

 

 

Classification Number Percentage
Male alone 16 8.0
Female alone 72 36.0
More than one female 15 7.5
More than one male 2 1.0
Male and female 35 E

17.5'
Female and children 31 ] .
Male and children 4 15.5
Other 25 2.0
TOTAL 200 100.0
+

 

 

 

 

 

 

1Covering the period from July 21 to August 2, 1958.

70

Table XVI shows that checklanes I and III were most
frequently used by the customers during the period of the
study. Seventy—two per cent of the shopping units passed
through the first four checklanes.

The purchases of customers from checkstandrracks and
adjacent dump displays was also recorded. Eight customers
out of 200purchasedfflmm1the area in checklane IV but only

one customer purchased from checklane VII.

TABLE XVI

PERCENTAGE OF SHOPPING UNITS WHO PASSED
AND PURCHASED IN THE CHECKL S IN KROGER
STORE #0-224 '

 

 

 

Checklane % Purchased % Passed

I 3.5 20.5

II 3.3 16.0
III 2.5 20.0
IV 4.3 16.3

V 3.3 12.5

VI 1.0 9.0
VII .5 6.3

 

 

 

8 1Based on 200 shopping units from July 2l--August 2,
195 .

Recommendations.

 

1. Direct more merchandising effort toward men and
children.
2. Employ proper timing when opening checklanes

and adding bagboys during peak periods:

71

3. Display and promote impulse merchandise to its

fullest extent.

Summary
Kroger Store #G-224 is one of the highest volume

stores in the Grand Rapids Division. Sales have never
dropped below bonus figures. On the surface, an Observer
might feel that the outlet has the optimum merchandise
layout. The question might be asked, ”Is this outlet
realizing the maximum return on the investment considering
the ideal location?"

There are indications from the data presented that
changes in merchandise layout are needed. Variety, dupli-
cation, and attractiveness are three areas that should be
considered further.

The foregoing discussion is one approach in improving
the sales figures through stockturns. It is not offered as
the only answer to the never ending search for optimum .

merchandise layout.

CHAPTER v
RELATION OF THE FINDINGS TO ADVERTISING

This chapter will make some evaluations as to the
relative effect of advertising on sales at Kroger Store
#G-224. One of the major considerations in selecting this
outlet for the test was that all newspaper advertising was

run in the Lansing State Journal on Mondays and Wednesdays.

 

This newspaper is published once a day on a seven—day week
and is the only local newspaper. The Circulation area
includes Greater Lansing.

Since Kroger also employs a spot-radio campaign, and
periodic handbills in the form of "bag stuffers," it is not
possible to directly correlate advertising effectiveness
to newspapers alone. However, the Lansing State Journal
ads were an important medium used in Kroger sales“ promotion.

No attempt was‘fiEde to qualify which department or
particular item was most significant in attracting customers
for the period covered. Herman F. Baechle found the
perishable departments increased sales during promotion

periods which sometimes effects the grocery department.l

 

1Baechle, op. cit., p. 53. e-

The chapter will be divided into four headings to correspond
to the newspaper ads:

1. Monday July 21, l958--covering July 21—23 versus
July 28-30

2. Wednesday July 23, l958--covering July 23-26
versus July 30-August 2

3. Monday July 28, 1958-~covering July 28-30 versus
July 21-23

4. Wednesday July 30, l958--covering July 30-August 2
versus July 23-26.

Product group designations include other items not repre-
sented in ads. Since the shopping unit must locate the.
item on the shelf, sales of adjacent items may also be
effected. Product designations which were advertised in
comparative periods were not included in the tables Since

no logical analysis could be drawn.

Monday, July 21, 1958

 

Figure 2 shows the Kroger ad which featured bacon,
cauliflower, and fig bars. Table XVII was adopted from the
data breakdowns in Exhibit C, Sections 1 and 2. The figures
show the number of passes and purchases for the advertised
product groups and the number of passes and purchases of
the same product groups during a comparative period when
they were not advertised. No attempt was made to tie-in
special and end displays since what the shogping unit bought
from the shelves was felt to contribute more to the over—

all profit picture.

:"cAT‘TOO‘o’ 2 ...-

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INSTANT COFFEE ‘3 fl.

  
    

 

 

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MAZOLA OIL - _ G“ $2.59 nth—Mh-h.
“““'""°"""”""‘ WHITE ..".:."..'.'...“.'.'."..'.'3..

 

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CHOCOLATE SPANGLES CaIQEEQYfiEMLZ9

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M u- Ian-- M '1‘ a bun.

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TETLEY TEA BAGS '5? 67¢ '
In" I”? d M ivy-In! Tc- Drflan. .
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Wilffil-IADEH fl .. a: 39: B
KRAFT OIL ”:1: 75¢ a C 0 II
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§EEE&25'E°.££‘L 4" 39‘ VALUABLE coupon
BEEF STEW w 39.:

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SAVE 19‘

KROGER

FIG BARS

“be. I'm! cud I‘m" Fr ”call In”! {Mm

“find-uni“

WILDROOT

CREAM OIL

‘

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$55 E. G!" lint ITZI N. Gaol IIvcr An. MI S. Co"! St. 4I0 Emit

4-‘_-._-. ,

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u gufle 2. hroger Ad—-July 21, I95“

-
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—-_-_-..‘.___ _. -.-‘—-_...

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76

Columns three and four in Table XVII show the number
of passes and purchases for the specified designations
recorded for Monday-~Wednesday of the first week (advertisd
period). A similar set of figures was gathered for the
same three days of the second week, which appear in columns
five and six of the same table (not advertised).

Limited advertising effectiveness was noted from the
data shown. In fact, more passes and purchases were
recorded in many cases, for the second week. Figures for
the perishable sections of the store showed that there were
marked increases during the advertised period for most items
during the two week study.2

Indications were that customers shopped the grocery
department the same regardless of whether or not the ad
"listed" the item.

Some observations made of Figure 2 include:

1. The ad was built around a meat and produce item.

2. Fig bars were the only grocery item which was

featured.

3. All other items were listed in small print except

for Wildroot cream oil and Kleins' spangles.

Wednesday, July 23, 1958.

 

Kroger mid-week ads are generally more complete and

designed to build store-wide sales (see Figure 3). Thrifty

 

2Baechle, op. cit., p. 54.

Chuck Roast . 49c

Mum-c! ”Humhlmnm‘mmhmm!
' Kroger Fresh, Loon

Ground Beef 49

board the Kroger

express to summer hm!
Nam-unnumlnpnl-u—HIVl-m

      

TV SPECIALS

S '68? CCCK’I'ES I...“ 29c

Put-I Cr-uu (a. MI- 09‘ ‘9‘

 

FAEY D'NRER .. 19.;
Int- ll. “-9 I- I.“
3 POTATO CH‘PS .. 79:

1|: \n In. no I. untold pun

 

L I‘I\\‘CH "(445 A T3 3 ~ E."
h w “W \IU «he! d '1'. Purl. Nov-Ix
«d ooh 9099 motion m‘ of!!! '

Peaches . .

South “humid—adv Ior urn-or Mate 99969..

(I

 
      

-'-—-.-._ ._.- . .

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= mona e .. c ~--~--—--
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PORK C'EFAM‘, 4 .. 49c

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78

Beef, peaches, luncheon meat, and lemonade were the featured
items. Emphasis was placedFOn newspaper advertising by the
use of coupons redeemable for merchandise.

There were a few differences between the figures for
the advertised and non-advertised periods (see Table XVIII).
Bakery products and lemonade indicated that shoppers were
influenced by the ads. Twenty~eight purchased bakery
products during the advertised period versus only 18 for
the non-advertised. Frozen specials showed purchases were
lS--2 respectively. The interest shown in lemonade might
have increased sales for other frozen items if it were
located in the main frozen food case.

Tea, crackers, wax, and polishes were purchased by
fewer shopping units when they were advertised then when
they were not advertised.

Few product groups were made up exclusively of the
advertised item. Bread had a few brands and several
varieties for the customer to select. The B&B technique
was able to indicate marked differences between comparative

periods in advertising effectiveness.

Monday, July 28, 1958

Ten pounds of sugar was advertised for 89 cents in the
half page ad which appeared in the Lansing State Journal
(see Figure 4). Four shopping units purchased during the'
period without advertising whereas only three purchased

during the period of the advertising.

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Save on Pioneer Pure Sugar

Sugar Special

mm-w'. Tab

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Store. GetalO-heockolPIonarPumSuoorbr
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81

Although the ad broke the monotony of general listings
there was no seasonal tie-in mentioned, 1. e., sugar for

the canning season coming up.

Wednesday, July 30, 1958

 

Table XIX shows the reactions for Thursday through
Saturday of the second week versus the comparative period
for the first week.

Shopping units were not greatly influenced by the
Kroger advertising campaign.

The July 30th ad theme was changed from featuring
perishables to emphasizing a grocery theme, "Dollar Sales"
(see Figure 5). Since many of the items included in the
ad were at the front end, these figures were analyzed in-
to the shelf designations. Where specials appeared

limited differences were noted.

Summary

This chapter was included to give the reader some
notions of how the data might be used to appraise food
advertising effectiveness. No attempt has been made to
generalize or even make definite statements for the outlet
under study. There were indications that the division
should be aware of:

l. Advertised items which appeared on the shelves

were not noticeably passed or purchased to an

82

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Chops

“Hakeem-rumba.

End Cut . 49c
Center Cute79c

m- Bacon

  
  

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- Seedless Grapes
Potatoes

m... 49°

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SliceH Bacon

.- lb 69c
Ind-I'd
Bologna . . .‘ lb. '59:
Turkeys . . . lb. 49c
Lunch Meat . . lb 59:

2 m... ‘l.49

prices are tumbling

lllllllll

dollar deals from . . . H

DEL MONTE
Catsup 6

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Golden Corn. . 6 :2. 2"’1

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10581

Green Beans 5 ..

IhLAaaI-bDII-ubamws

 

and see what

A DOLLAR WILL DO!

Ice Cream . . . 2 3..

Cha- Cann an Vain. Chocolate. shut-mm

s1
Sweet Peas . . . 9

Mia-Judith. Muir-Market's“.

Applesauce . . 7.. ..:. $1

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Grapefruit. . . 6 :2. $1

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84

increased extent versus a comparative non-
advertised period.

There were no seasonal merchandising tie-ins
between departments for the two week period.
Few "shelf-talkers" were used in the store to

indicate featured items stocked on the shelves.

CHAPTER VI

SUMMARY AND CONCLUSIONS

c."

Summary

The purpose of this study was to present a research
technique which could be used to investigate the shopping
patterns and reactions of shoppers in retail food stores.
The outlet chosen for study was Kroger Store #G-224, in
Lansing, Michigan, and was selected because of the highly
competitive nature of the area. In addition to a large
Wrigley supermarket within the Frandor Shopping Center,
The Great Atlantic and Pacific Tea Company, Market Basket,
Schmidt's, various independents, and other Kroger units,
operate in direct competition with the outlet studied. The
material for the project was the result of personal obSer-
vations of two hundred shoppers over a two week period.
Although few generalizations on the results of this study
can be made, as every store presents different problems,
it indicated the results which can be obtained in other
outlets by using the same technique.

Some of the advantages to be realized are:

1. Written records are formed which illustrate the
exact pattern which the customer traveled during the

shopping tour.

86

2. Management may acquire a more realistic picture
of shopping habits in an individual store. A more realistic
basis is thereby obtained for elimination of the undesirable
conditions and the possible incorporation of desirable
conditions in other stores.

3. "The effects of advertising may be more readily
discernable. For example, when a certain advertised item
fails to move in the amount anticipated, perhaps the item
was displayed so as not to be readily seen or properly
stocked.

A. Customer flow studies also give a good indication
of checklane operations, the usage of customer services,
and other important happenings in the store.

Although the customer flow studies performed by the-
B&B method are somewhat greater in detail than various
other studies conducted in the past, it is realized that
even greater detail is possible with the utilization of
IBM equipment.

This study seems to reinforce many of the feelings
of store personnel which gives indication the store group
is alert to various disadvantageous conditions and changes

should be favorably accepted by personnel and customers

alike.

Findings
1. Due to the physical layout, all shopping units

passed the front end designations. On the average

87

only 10 per cent purchased from the four product or
product groups.

2. Most shoppers did not pass the Jelly and preserve:
designation, but continued shopping straight ahead into
the Produce department. In order to shop the complete glass
section the customer had to double back on her tour.

3. Beverages, where located across from the Dairy
department, was passed by over 85 per cent of the total
shopping units. Only one customer purchased wine from the
shelf stock.

4. Household and laundry supplies were passed by
about half of the total shopping units.

5. Cereal was purchased by more shopping units than
any other product designation in the grocery department
during the study.

6. Items that showed low passes and handles were
many times in the middle of seasonal slumps. For example,
canned fruit and Juice sales.

7. Sales of frozen food specials stocked in a sep-
arate case did not appreciably effect higher over-all
frozen food sales or number of passes.

8. Figures indicated low percentages of purchases
for almost every end display despite a high average per
cent of passes.

9. The average dollar sale per customer observed

for the two week period was $9.62.

88

13. Fifty-seven per cent of the shopping units were
comprised of at least one man and/or one child. .

ll. Twenty-four per cent of the average 21 minute
shopping tour was taken up by standing in the checklanes.

l2. Three-fourths of the customers did not use "lists"

while shopping.

Recommendations

 

Chapter IV includes a number of recommendations and

suggestions. Some of the most important of these are:

1. Remove large window signs except for special
promotions or announcements.

2. Use dump displays in the front end and keep them
filled with merchandise in place of the cut case
displays.

3. Remodel the Produce department to increase depart-
ment sales and reflect increased profits for the~
glass section.

A. Install a bakery oven for fresh and‘frozen
pastry products.

5. Install a new ice cream case and move to a more
central location.

Employ the proper "timing" in checklane operation,

0\

in opening additional lanes or adding bag boys.
7. Direct more merchandising effort toward "man and

child appeals."

89

8. Display and promote impulse merchandise to its
fullest extent.

9. Strive to build end and special displays which
represent a seasonal tie-in and/or "buy appeal."

13. Make an over-all check of the grocery department
to insure that all saleable authorized items are

being stocked.

Conclusion

 

Supermarket operators endeavor to lay out their
markets in such a way as to get the customers to pass as
many displays as possible. Of course, the simplest way to
effect this would probably be to erect one long corridor
through which every customer would have to go in order to
come out at the end. In that way, it would be possible to
get the maximum exposure desired. Unfortunately, the
properties on which supermarkets locate are not adaptable
to such a plan. Therefore, the operator must use every
imaginable device to get the biggest average sale possible
from each customer.1

Merchandise layout should be considered an important
phase of operations in a supermarket. The customer desires

an interesting, pleasant, and rewarding tour on which she

finds all the items to fill her family's needs. Operators

 

lZimmerman, op. cit., p. 183.

93

must decide which items shall be most readily seen by the
customer and how she can be persuaded to shop every section
of the market. There is a tendency for shoppers to move

to the right and/or the periphery of the store. It is for
this reason that some operators design layouts and dis-
plays for the right side of the market to which customers
gravitate as they enter. .One of the reasons why it is so
important to get exposure of all items to all customers is
that two-thirds of the items that the average shopper

takes out of the market are bought "on impulse." Unseen,
therefore, unsold.2 Where the desires of the customer

and the hopes of the operator intersect in theoretical mer-
chandise layout, the optimum point has been reached.
Consumer flow pattern analysis is an approach in solving
this vexing problem. The B&B method is not purported as

an answer to all merchandising and layout problems, but

as another technique for gathering internal data for

intelligent decision-making:

 

Ibid.

BIBLIOGRAPHY

BIBLIOGRAPHY

Books

Brembeck, WinSton L. and William S. Howell. Persuasion.
New York: Prentice-Hall Inc., 1955.

Grant, Eugene L. Statistical Quality Control. New York:
McGraw-Hill Book Company, Inc., 1952.

 

f.

Juran, J. M. Quality Control Handbook. .New York: McGraw-
Hill Book Company, Inc., 1951.

 

Spur, William, Lester Kellogg, and John Smith. Business
and Economic Statistics. Homewood, Illinois:
Richard D. Irwin, Inc., 1954.

 

Zimmerman, M. M. The Super Market. New York: McGraw-Hill
Book Company, Inc., 1955.

 

Periodicals

 

Haskell, Clifford. "Follow That Woman," Progressive Grocer,
Vol. 37, No. 7 (July, 1958), 8A.

 

"1958 Display Manual," Chain Store Age, Vol. 3A, No. 2,
(February, 1958), 56.

 

ll

"Ways Chains Build Sales per Linear Foot, Chain Store Age,
Vol. 34, No. A (April, 1958), 130-131.

 

Studies

Foodtown Study. Reprint from Progressive Grocer, January,

19587

Super Valu Study. Reprint from Progressive Grocer, January,

T958

 

 

 

 

Newspapers

 

The State Journal, Lansing, Michigan. July 21, 1958.

 

The State Journal, Lansing, Michigan. July 23, 1958.

 

The State Journal, Lansing, Michigan. July 28, 1958.

 

The State Journal, Lansing, Michigan. July 30, 1958.

 

Unpublished Material

Baechle, Herman F. "An Empirical Case Study of Customer
Flow Patterns As An Approach in Determining Optimum
Perishable Merchandise Layout." Unpublished Master's
thesis, Food Distribution Curriculum, Department of
Marketing and Transportation Administration, Michigan
State University, East Lansing, Michigan, 1958.

Frandor Shopping Center Brochure. Lansing, Michigan, 1956.

"Fixture Plan." The Kroger Co. Store #G-22A, Frandor
Shopping Center, Lansing, Michigan, June 22, 1954,
Sheet #1.

Personal Interviews

Brown, Earl. Agricultural Extension Department, Michigan
State University, East Lansing, Michigan, June and
July, 1958.

Brewer, Lysle. Assistant Manager, Kroger Co. Store #G-22A,
Frandor Shopping Center, Lansing, Michigan, July
and August, 195 .

Ferguson, H. Arville. Grocery Merchandiser, Grand Rapids
Division, The Kroger Co., July, 1958 [by telephone].

Hughes, Patrick. Head Meat Cutter, Kroger Co. Store #G-22A,
Frandor Shopping Center, Lansing, Michigan, July
and August, 195 . '

Latson, A1. Head Produce Clerk, Kroger Co. Store #G—22A,
Frandor Shopping Center, Lansing, Michigan, July
and August, 195 .

Otto, Norman. Store Manager, Kroger Co. Store #G-22A,
Frandor Shopping Center, Lansing, Michigan, July
and August,'l95 -

APPENDICES
__ Page
Exhibit A—-Flow Pattern Worksheet (Reproduction
of Selling Area of Kroger Store #G-22A 95

Exhibit B--Area Breakdown for Test Kroger Store
#G- 224 by Commodity and Commodity .
Groups. . . . . . . . . 96

Exhibit C-—Section 1--Flow Study Tabulation,
Week of July 21, 1958. . . . . 100

Section 2--Flow Study Tabulation,q
Week of July 28, 1958. . . . . 105

Section 3--Flow Study Tabulation,
Grand Total for Two Week Study
and Percentages by Commodity or
Commodity Groups. . . . . . . 110

Section A--Miscellaneous Facts
Pertinent to the Total Flow Study
Tabulation. . . . . . . . . 114

Exhibit D--Table of Random Numbers for Sampling
of Kroger Store #G- 224. . . . 115

Exhibit E--Section l--Illustrates Store Selling
Area During Study Period

Section 2--Illustrates Store Layout
Recommended by B&B Team

(Exhibit E, l and 2 are
filed in the pocket in
back of thesis.)

95

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EXHIBIT B

AREA BREAKDOWN FOR TESTEKROGER STORE
#G-224, EAST LANSING, MICHIGAN

Coke machine
Front displays
Bulb food and lawn seed
Watermelon
Strawberries
Cantaloupe
Green vegetables
Celery
Radishes
Cucumbers
Peppers
Carrots
Tomatoes
Corn
Lettuce
Green Beans
Miscellaneous
Cabbage
Potatoes
Plant sundry rack
Fresh fruits
Fresh fruits
Fresh citrus and onions
Fresh citrus and onions
Special produce table-~plants
Bananas
Bakery specials
Picnic supplies
Jellies and preserves
Pickles and olives
Condiments
Dressings and oils
ED--Pickles and catsup
ED--Tea and chocolate
Tea
Chocolate
Coffee
SD--Hawaiian punch
Soap powders

n

Cleansers .
Soaps [*SD--Special Display
Picnic SUpplieS **ED--End Display]

Foil and waxed paper

EXHIBIT B (Continued)

31. Towels

32. Toilet tissues

33. Magazines

3A. Soft goods

35. Stationery

36. Comic books
37.**ED-Stocking rack

38. Gadget rack
39.**ED--Toy rack
AO.**ED-—Insecticides and dial soap
Al. Household items

A2. Waxes and polishes

A3. Bleaches

AA. IT-5--canned hams

A5. Dried fruits

A6. Rice

A7. Dried beans

A8. Spaghetti and macaroni
A9. Health and beauty aids
50.* SD--Pet supply rack
51.?*ED--Dog food

52. Pet foods

53. Wine

5A.**ED--Wine

55.**ED--Wine

56. Beer

57. Beverages

58. IT-5 Bacon

59. Potato chips and pretzles
60. Crackers

61. Cookies
62.**ED-—Carton cigarettes
63. Candy

6A.**ED--Candy
65.**ED--Nuts

66. Cereals

67.**ED--Beer

68. Baking needs

69. Sugar
70. Salt

71. Spices
72. Candy
73. Nuts

7A. Bread
75. Rolls

76.**ED--Coffee and marshmellows
77. Pancake and pie mixes

78. Flour

79. Cake mixes

97

EXHIBIT B (Continued)

.**ED-—Basket values 10 fl

Baby foods
Milk products
Syrups

Bread
Pastries

.**Ed--Carton cigarettes-~

Soft goods

.**ED-—Tobaccos

Desserts

.**ED--Pork and beans
.**ED--Tuna fish

Canned fish
Canned meat
Cmmmismms

.**ED--Potato chips

Canned vegetables
Dietetics

.**ED--Light bulbs

Canned Juices
**ED--TV frozen dinners
**ED-—Peanut butter

Canned vegetables

Baked beans

Prepared foods

Frozen food specials

Canned fruit

Toppings and party foods

Ice cream

Records

Frozen Juices

Frozen pies

Kool Aid

Frozen vegetables

Frozen specialties

Frozen fruits

Turkeys, ducks, cacklebirds

Frozen meats
* SD--Canning supplies

Fish case

98

fl

Canned miscellaneous meat, sauerkraut, and lard

Lunchon meats
Poultry

Pork

Tenderay Beef
Ground Beef
Thrifty Beef
Veal

Lamb

129.
129A.
129B.

130.

130-1/2
131.*
132.

132-1/2
133.

133-1/2
13A.

135.

136.

EXHIBIT B (Continued)

Miscellaneous meats
Bologna special

Thick cut steaks and chops
Smoked meats

Oscar Mayer display
SD--Beer

Milk

Butter

Eggs “——
Cottage cheese

Dairy specialties
Margarine

Cheese rack

99

EXHIBIT C--Sect10n l

FLOW STUDY TABULATION, WEEK OF JULY 21, 1958

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mon.--Tues.--Wed. Thurs.--Fri.--Sat. lst Week Total
'o in 'o
- m (D <1) <1)
0 U) 'U U) "C U) "U U)
2: w o m m m 33 ‘2
E 0-. :3 f) N013 '53 '5) Not .6 o
3 8 Pass 5 8 Pass Pass 8 8 Pass Pass ii 8
+4 :2 a: a. I: an I: 04
1 O 35 o O O 65 O o , o 100 O O
2 o 35 O 6 O 65 O 17 O 100 o 23
3 o 35 O o O 65 o 7 O _100 O 7
4 o 35 1 4 O 65 2 8 o ”100 3 12
4-1/2 8 27 2 2 8 57 o 6 16 84 2 8
5 1 BA 1 5 6 59 O 9, 7 93 l 14
6-Ce1. 6 29 o 2 9 56 O 4 15 85 O 6
Rad. 4 31 o 13 9 56 2 19 13 87 2 32
Cuc. 5 30 O 5 9 56 O 9 14 86 O 14
Pep. 5 3o 0 5 9 56 o lo 14 86 o 15
Car. 6 29 O O 8 57 O 6 1A 86 O 6
Tom. 5 3O 0 6 9 56 O 12 1A 86 O 18
. Corn. 6 29 O 3 8 57 1 11 1A 86 1 1A
' Let. 5 3o 0 9 8 57 0 2o 13 87 o 29
G.B. 6 29 o O 7 58 O 2 13 87 o 2
Misc. 6 29 2 5 8 57 2 6 14 86 4 11
Cat. 6 29 o 1 8 57 O 9 14 86 O 10
7 14 21 O 5 2O 45 O 11 34 66 o 16
8 15 2o 1 0 3O 35 O o 45 55 1 o
9 6 29 1 5 7 58 5 2 13 87 6 6
lo 7 28 1 3 13 52 2 11 2O 8o 3 14
11 12 23 l 5 6 59 2 11 18 82 3 16
12 6 29 o 3 34 31 O 4 4O 6o 0 7
13 l 34 1 o o 65 3 7 1 99 4 7
14 l 34 2 7 O 65 4 15 1 99 6 22
15 2 33 1 3 O 65 4 2 2 98 5 5
16 2 33 2 4 2 63 ' O 9 4 96 2 13
17 21 14 O 7 43 22 O 7 64 36 O 13
18 17 18 o 5 42 23 o 7 59 J 41 O 12
.19 11 24 l 1 17 48 1 11 28 72 2 12
2o 8 27 O 5 15 5O 1 14 23 77 1 19
21 O 35 O O 1 64 o 1 1 99 o 1
22 O 35 O O o 65 1 4 o 130 1 4
23 7 28 O 3 O 65 o 3 7 93 o 6
24 7 28 O O o 65 o 3 7 93 O 3
25 7 28 o 3 o 65 1 19 7 93 1 22
25-1/2 7 28 O 1 O 65 3 12 7 93 3 13

 

lOl

EXHIBIT C--Section 1 (Continued)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Mon.--Tues.--Wed. Thurs.--Fri.--Sat lst Week Total
- m TB U U
0 a a a 3 2: '8 2:
z o. .4 1: Not ‘ .4 as Not 3 g
E 3, Pass '2 8 Pass Pass '2 '8 Pass Pass 5 o
p o m 5 7 m a p
H z :1: a. :1: :3 :1: :3
CL. 0-:
26 21 14 O 5 22 43 o 12 43 57 o 17
27 25 lo 1 2 24 41 0 lo 49 51 1 12
28 2o 15 O 3 25 4O 1 12‘ 45 55 o 8
29 25 15 O 2 29 36 O 6 49 51 O 8
3O 2o 15 O O 29 36 1 8 49 51 1 8
31 19 16 O 3 29 36 O 4 48 52 O 7
32 24 11 1 4 28 37 o 17 52 48 1 21
33 26 9 3 1 53 12 1 4 .79 21 4 5
34 22 13 2 0 3o 35 2 1 52 48 4 1
35 28 7 O O 57 8 O O 85 15 o O
36 18 17 3 1 28 37 O 1 46 54 3 2
37 17 18 O 1 27 38 O 1 44 56 O 2
38 2o 15 6 1 26 39 6 7 46 54 12 8
39 13 22 1 O 16 49 2 o 29 71 3 0
4o 13 22 o o 17 48 1 2 3O 7o 1 2
41 24 11 o O 25 A0 1 6 49 51 1 6
42 24 11 o 2 28 37 1 5 52 48 1 7
43 24 11 O 3 28 37 o 7 52 48 o 10
44 9 26 1 o 3 62 2 O 7 93 3 O
45 2o 15 l O 29 36 1 5 49 51 2 5
46 21 14 O 2 31 34 O 1 52 48 O 3
47 21 14 O 1 31 34 o 4 52 48 o 5
48 2o 15 o 4 32 ‘rr32 0 lo 52 48 o 14
49 21 14 l 5 27 38 3 7 48 52 4 12
5o 17 18 1 l 22 43 2 o 39 61 3 O
51 15 20 o 1 19 46 o 2 34 66 O 3
52 22 13 o 2 27 38 1 4 49 51 1 6
53 22 13 o 1 3O 35 1 O 52 48 1 1
54 lo 25 O O 15 5O 1 o 25 75 1 O
55 9 26 o O 14 51 1 o 23 77 ‘ l o
56 2o 15 o 6 33 32 1 2 53 47 1 8
57 18 18 l 5 31 34 2 8 49 51 3 13
58 18 27 2 4 1 64 3 6. 9 91 5 IO
59 18 17 o 2 21 44 1 4 39 61 1 6
6o 2o 15 1 3 23 42 O 12 43 57 1 15
61 18 17 3 4 32 33 1 12 5O 5O 4 16
62 13 22 O o 18 47 O 3 31 69 o 3
63 19 16 O 1 32 33 1 7, 51 49 1 8
64 lo 25 O o 9 56 o o 19 81 O o

 

*7
_.

EXHIBIT C--Section 1 (Continued)

J
L

;

 

102

—:
_'

 

 

 

 

 

Mon.--Tues.--Wed. Thurs.--Fri.--Sat lst Week Total
. u o 8 'o
O m '0 (D '0 m 'U (D
2 (U (D U) (1) Cd (1) t0
0-. H «3 H .c: r-l 2
H 2 Pass :r: 9% Pass Pass :1: 9.. Pass Pass :1: E
65 9 26 o 2 9 56 1 5 18 82 1 7
66 17 18 o 11 21 44 o 23 38 62 o 34
67 9 26 o O 2 63 o O 11 89 O O
68 24 11 o 1 26 39 o 4 5O 50 o 5
69 24 11 o 4 26 39 2 6 5O 5O 2 lo
70 24 11 O 2 26 39 O 3 5o 5o 0 5
71 22 13 o 3 24 41 o 9 46 54 O 12
72 25 lo 0 1 27 38 O 5 52 48 O 6
73 24 11 O O 31 34 o 2 55 45 O 2
74 16 19 o 6 19 46 3 21 35 65 3 27
75 17 18 o 2 13 52 4 14 3o 7o 4 16
76 11 24 l o 9 56 O 1 2O 8o 1 1
77 21 14 2 o 24 41 1 2 45 55 3 2
78 23 12 o 2 24 41 1 5 47 53 1 7
79 22 13 1 O 25 4O 2 4 47 53 3 4
8o 11 14 o 3 4 61 1 3 15 85 1 6
81 19 16 o 2 3O 35 1 8 49 51 1 10
82 2O 35 O 1 26 39 1 5 46 54 1 6
83 18 17 o o 27 38 O 2 45 55 O 2
84 14 21 1 2 18 47 2 19 32 68 3 21
85 13 22 2 2 16 49 1 6 29 71 3 8
86 lo 25 O 1 lo *55‘ O 5 2o 8o 0 6
87 15 2O 2 O 19 46 2 2 34 66 4 2
88 16 19 o o 21 44 o o 37 63 o O
89 15 2O 1 2 25 4O 0 5 4O 6o 1 7
9O 10 25 O o 12 53 O O 22 78 o O
91 9 26 1 1 9 56 o 3 18 82 1 4
92 18 17 1 1 26 39 o 5 44 56 1. 6
93 2o 15 1 1 28 37 1 lo 48 52 2 11
94 19 16 o 8 28 37 1 10 47 53 1 18
95 12 23 1 1 8 57 o 6 2o 8O 1 7
96 23 12 1 5 33 32 1 12 56 44 2 17
97 28 ‘ 7 o O 36 29 O 1 64 36 O 1
98 2o 15 1 1 16 49 1 1 36 «64 2 2
99 27 8 O 2 34 31 1 13 61 39 1 15
100 18 17 O o 12 53 o 2 3O 70 O 2
101 19 16 O o 15 .50 O O -34 66 o o
102 23 12 O 4 33 32 1 lo 56 44 1 14
103 23 12 1 2 34 31 O 7 57 43 1 9
104 23 12 o 1 33 32 o 4 56 44 O 5

 

 

 

 

 

 

 

 

 

 

103

EXHIBIT C--Section 1 (Continued)

 

 

 

 

 

 

 

Mon.--Tues.--Wed. Thurs.--Fri.--Sat. lst Week Total
V TU '0
- U1 '0 (D '0 (D '0 <1)
0 U) a) U) (1) U3 0) U)
z a! H e F: m H e
E p“ '8 E Not g '5 Not g '8
g 43 Pass 53 g Pass Pass m ‘5 Pass Pass .3 ‘5
H z A Q‘ a. m
105 17 18 l 1 18 47 O 15 35 65 1 16
1o6 22 13 O 1 3O 35 O . 8 52 48 o 9
107 ~24 11 O 1 3O 35 O 5 54 46 O 6
108 24 11 1 4 31 34 O 13 55 45 1 17
109 133 2 O 1 5O 15 1 O 83 17 1 1
llO 23 12 O 6 29 36 1 14 52 48 1 20
111 23 12 O 2 28 37 O 9 51 49 O 11
112 21 14 o 2 26 39 O 5 47 53 O 7
113 21 14 O 3 27 38 O 7 48 52 O 1O
114 23 12 1 2 31 34 1 1 54 46 2 3
115 24 11 1 l 32 33 O 1 56 44 1 » 2
116 23 12 O O 32 33 1 O 55 45 1 O
117 24 11 1 O 34 31 1 O 58 42 2 O
118 27 8 O 1 41 24 O 2 68 32 O. 3
119 20 15 4 2 29 36 2 O 49 51 6 2
120 2O 15 o O 29 36 1 O 49 51 1 o
121 1O 25 2 11 8 57 11 24 18 82 13 35
122 11 24 1 1 4 61 9 1O 15 85 lo 11
123 12 23 O 5 3 62 1 6 15 85 1 11
124 13 22 1 1 3 62 4 5 16 84 5 6
125 13 22 1 8 2 63 1 24 15 85 2 32
126 9 26 3 6 3 62 5 14 11 89 8 20
127 11 24 1 O 8 57 1 1 19 81 2 l
128 11 24 l 1 13 52 3 1 24 76 4 2
129 1O 25 2 4 9 56 2 7 19 81 4 11
129A 10 25 1 1 lo 5 O 1 2O 8O 1 2
129B - - - - - - - - - - - -
l3O 9 26 O 4 5 6O 6 6 14 86 6 10
130-1/2 - - - - - - - - - - - -
131 16 18 O O 19 46 1 O . 35 65 1 O
132 10 25 1 11 1 64 O 23 11 89 1 34
133 8 27 O 13 1 64 1 39 9 91 1 52
134 7 28 1 7 O 65 1 17 6 94 2 24
135 8 27 O 6 o 65 1 11 7 93 1 17
136 3 32 O 4 O 65 o 7 3 97 o 11
Eggs 9 ’ 22 31
Milk 9 15 24
Butt. 3 2O 23
Cot.Ch. 12 16 16

========f

 

 

 

 

 

 

 

 

 

 

 

10A

EXHIBIT C--Section 1 (Continued)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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105

EXHIBIT C--Section 2

FLOW STUDY TABULATION, WEEK OF JULY 28, 1958

 

 

 

 

Mon.--Tues.--Wed. Thurs.--Fr1.--Sat. 2nd Week Total
'0 '0 3 '8 'U

0 03 (D (D 'C m 'd a)
z 2 r3 2'; .9: 2 .2: 4
E m c .5 Not C 0 Not C c
3 4.) Pass fig 2 Pass Pass I g ‘3 Pass Pass g ,8
+4 0 S I: m m 5
z 0-: 0..
1 3 35 3 3 3 65 3 3 3 133 . 3 3
2 3 35 1 6 3 65 3 18 3 133 1 24
3 3 35 3 1 3 65 3 4 3 133 3 5
4 3 35 3 4 3 65 3 8‘ 3 133 3 12
4-1/2 - - - - - - - -. - — - -
5 3 35 1 7 16 49 3 11 17 83 4 18
6-Cel. 6 29 3 4 16 49 3 9 22° 78 3 13
Bad. 6 29 3 3 17 48 1 8 23 77 1 11
Cuc. 6 29 3 3 18 47 3 3 24 76 3 6
Pep. 6 29 3 3 17 48 1 1 23 77 1 1
Car. 6 29 3 2 16 49 3 4 22 78 3 6
Tom. 6 29 1 4 18 47 0 3 24 76 l 7
Corn. 6 29 2 1 18 47 1 4 24 76 3 5
Let. 6 29 1 13 16 49 2 18 22 78 3 28
3.3. 6 29 o 2 16 49 3 1 22 78 3 3
Misc. 6 29 1 4 16 49 2 4 22 78 3 8
Cab. 6 29 3 5 16 49 3 3 22 78 3 8
7 12 23 3 2 23 42 3 14 35 65 3 16

8 18 17 3 3 34 31 3 3 52 48 3 3
9 7 28 1 5 14 51 1 8 21 79 2 13
13 11 24 2 6 11 54 1 7 22 78 3 13
11 7 28 3 3 17 48 3 8 24 76 3 11
12 117 18 3 4 34 31 3 5 51 49 3 1 9
13 g 1 34 1 1 2 63 1 5 3 97 2 6
14 i 1 34 1 7 2 63 3 17 3 17 2 24
15 s 1 34 3 3 2 63 3 1 3 97 3 4
16 2 33 2 5 2 63 3 7 4 96 2 12
17 23 12 1 4 36 29 3 13 59 41 4 17
18 21 14 3 2 32 33 3 8 53 47 3 13
19 11 24 3 3 11 54 3 17 22 78 3 23
23 9 26 o 4 12 53 3 12 21 79 3 16
21 1 34 3 o 3 65 3 3 1 1 99 o 3
22 2 33 3 1 3 65 3 3 2 98 3 1
23 4 31 3 3 7 58 3 9 11 89 o 9
24 3 32 o 1 11 54 o 3 14 86 o 4
25 3 32 3 6 7 58 o 17 13 93 9 23
25-1/2 17 18 o o - — - - 17 18 o o

 

 

 

 

 

 

 

 

 

 

 

 

 

EXHIBIT C--Section 2 (Continued)

 

—_;

 

I

1

 

—:—_

Mon.--Tues.--Wed.

Thurs.--Fri.--Sat.

106

 

 

 

 

—1—
——_-_

 

2nd Week Total

 

 

 

 

 

 

 

 

 

 

 

 

 

6 m '8 '8 3

Z W '0 a) *0 co '0 a)

‘3 a) :3 a) as a) (U

E 3.. 78 '8 Not :8 '8 Not 8 '8

3 4C3) Pass 8 8 Pass Pass 8 8 Pass Pass fé 8

H 2 :1: a. :I: 0-. :1: CL.

26 24 11 o 5 23 45 o 14 44 56 o 19
27 26 9 o 4 23 42 3 13 49 51 o 17
28 27 8 o 3 27 38 o 13 54 46 o 16
-29 26 9 o 2 28 37 o 6 54 46 o 8
33 26 9 3 2 29 36 1 5 55 45 1 7'
31 26 9 o 1 33 35 1 5 56 44 1 6
32 27 8 o 2 33 32 o 18 63 43 3 2o
33 31 4 o 1 53 13_15 o 6 81 19 o 7
34 26 9 1 3 29 36 2 1 55 45 3 1
35 33 5 o 2 53 . 12 3 3 83 17 3 2
36 25 13 o 1 27 38 3 3 52 48 o 1
37 24 11 o o 27 38 o 1 51 49 o 1
38 26 9 4 1 27 38 1 4 53 47 5 5
39 12 23 1 1 6 59 o 1 18 82 1 2
4o 13 22 o 3 5 63 3 4 18 82 3 4
41 26 9 o 1 21 44 1 5 47 53 1 6
42 26 9 o 1 24 41 o 7 53 5o 3 8
43 25 13 o 4 23 42 3 12 48 52 o 16
44 3 32 3 o 4 61 1 3 7 93 4 o
45 2o 15 o 2 25 43 o 3 45 55 o 5
46 2o 15 3 1 23 42 o 5 43¢ 57 o 6
47 23 15 o 2 23 42 o 7 43 57 o 9
48 23 15 o 1 22 43 o 9 42 58 o 9
49 19 16 o 3 27 38 1 13 46 54 1 16
5o 17 18 3 o 22 43 o 1 39 61 o 1
51 14 21 o o 21 44 o 2 35 65 3 2
52 18 17 o 3 3o 35 o 6 48 52 o 9
53 18 17 3 o 31 34 o o 49 51 o 3
54 13 25 1 o 5 63 3 2 15 85 1 2
55 6 29 o 3 4 61 o o 23 81 3 o
56 21 14 o 3 26 39 o 10 47 53 o 13
57 21 14 1 4 26 39 1 13 47 53 2 14
58 3 32 1 13 9 56 3 7 12 88 4 17
59 18 17 3 2 28 37 1 3 46 54 1 5
63 15 23 o 5 28 37 3 15 43 57 o 23
61 2o 15 o 7 34 31 3 9 54 46 3 116
62 13 25 3 2 17 48 o 6 27 73 0 8
63 2o 15 o 2 35 30 2 6 55 45 2 8
64 13 25 3 o 13 55 3 o 23 83 o o

 

 

EXHIBIT C--Section 2 (Continued)

107

 

Mon.--Tues.--Wed.

Thurs.--Fri.--Sat.

2nd Week Total

 

 

m 3 '8 r6

. m '0 a) 'O U) 'U (D

0 Cd (1) U) 0) C6 (1) U)

2 (L H 6 r4 3 H m

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3 g Pass a? $5 Pass Pass :33 9:: Pass Pass 5% g

H m m

65 8 27 o o 11 54 o 2 19 81 o 2

66 15 23 2 11 w 25 43 1 22 43 63 3 33

67 14 31 3 3 7 58 o 1 11 89 o 1

68 17 18 o 2 31 34 1 3 48 52 1 5

69 17 18 3 3 31 34 o 13 48 52 o 13

7o 16 19 o 4 28 37 1 8 44 56 1 12
71 16 19 o 2 27 38 3 5 43 57 3 7
72 21 14 o 4 25 43 o 3 46 54 3 7
73 23 12 o 1 33 32 3 2 56 44 3 3
74 9 26 o 7 2o 45 2 14 29 71 2 21
75 11 24 1 6 11 54 3 12 22 78 1 18
76 9 26 3 3 8 57 3 3 17 83 o o
77 18 17 o 1 26 39 o 1 44 56 o 2
78 17 18 o 3 28 37 2 9 45 55 2 12
79 18 17 3 1 31 .434. o 6 49 1 o 7
83 5 33 o 1 11 54 3 5 16 4 o 6
81 17 18 1 3 29 36 o 8 46 54 1 11
82 18 17 o 1 33 35 o 3 48 52 3 4
83 17 18 3 1 33 5 1 3 47 53 1 4
84 14 21 1 6 23 2 1 9 37 63 2 15
85 16 19 1 1 25 43 3 4 41 59 1 5
86 7 28 o 5 14 51 o 6 21 79 3' 11
87 19 16 o o 33 32 1 o 52 48 1 o
88 18 17 3 o 33 32 o 1 51 49 o 1
89 23 12 3 2 32 33 o 5 55 45 o 7
9o 13 25 o 3 16 49 o o 26 74 o o
91 9 26 o 1 17 48 o 8 26 :74 o 9
92 18 17 o 4 32 33 o 4 5o 50 o 8
93 18 17 1 1 31 34 o 10 49 51 1 11
94 18 17 o 7 3o 35. o 13 ,48 52 o 17
95 8 27 o o 18 ~ 47 o 7 26 74 o 7
96 15 23 o 9 41 24 3 1o 56 44 o -19
97 23 12 3 1 5o 15 o o 73 27 o 1
98 6 29 3 3 28 37 3 1 34 66 3 1
99 21 14 o 4 48 17 o 5 69 31 3 9
130 6 29 o 3 24 41 3 2 3o 73 o 2
131 6 29 1 o 24 41 o 2 3o 73 1 2
132 17 18 o 1 43 22 o 1 6o 43 o 2
133 17 18 o 5 45 23 o 7 62 38 o 12
134 18 17 1 3 43 22 o 4 61 39 1 7

 

 

 

 

 

 

 

 

 

 

 

 

 

~——-— 108
EXHIBIT C--Section 2 (Continued)

 

 

 

 

Mon.--Tues.--Wed. Thurs.--Fr1.--Sat. 2nd Week Total
'0 'U
, o a) '8 <3
0 W (D W '0 CD '0 m
z 2 3 2 2 2 3 2
fl: 5: O 'U .C! '0 0
ca) 43 £1 :3. Not 5: 3 Not - g :3
4:. 0 Pass ‘14 Fass Pass g3 :31 Pass Pass :3: 04
135 11 14 1 o 33 35 2 2 41 59 3 “‘2
136 15 23 o 4 36 29 3 6 51 49 3 13
137 16 19 3 o 34 31 o 1 5o 53 o 1
108 16 19 o 6 26 29 3‘ 15 52 48 o 21
139 21 14 1 o 41 24 o 3 62 38 1 o
113 12 23 1 7 34 31 o 6 46 54 1 13
111 13 22 3 1 34 31 1 8 47 53 1 9
112 8 27 3 1 2o 35 1 4 38 62 1 5
113 131 22 1 2 23 35 o 4 43 57 1 6
114 12 22 1 1 36 29 3 1 49 51 1 2
115 .14 21 o o 37 28 o 3 51 49 o 3
116 14 21 o 3 38 27 o o 52 48 o o
117 14 21 o 2 39 26 1 1 53 47 1 3
118 26 9 3 o 48 17 3 o 74 26 o o
119 14 21 5 o 35 3o 3 1 49 51 5 1
123 14 21 2 3 35 33 1 o 49 51 3 o
121 59 26 1 13 15 53 4 19 24 76 5 29
122 6 29 2 5 12 54 2 5 17 83 4 13
123 8 27 1 2 27 38 2 12 35 65 3 14
124 4 31 o 3 12 53 1 2 16 84 1 5
125 4 31 3 7 11 54 3 15 15 85 3 22
126 4 31 2 5 12 53 3 7 16 84 5 12
127 3 32 1 1 21 44 1 o . 14 76 2 1
128 4 31 o o 22 43 1 1 16 74 1 1
129 3 32 o o 21 44 1 3 14 76 1 3
129A - - - - - - - - - - J- -
129B 7 28 3 3 14 51 1 4 21 79 1 4
133 3 32 1 3 13 55 1 3 13 87 2 _ 6
133-1/2 7 28 o o 16 49 1 ‘ 1 23 77 1 1
131 15 2o 0 o 23 45 o o 35 65 o o
132 3 32 3 14 13 55 1 18 ‘13 87 1 32
133 2 33 o 14 8 57 -o 31 13 93 3 45
134 3 32 2 13 9 56 o 15 12 88 2 25
135 3 32 o 6 9 56 o 15 12 88 0 21
136 3 32 o 3 9 56 3 4 12 88 o 4
Eggs 8 11 1 19
Milk 8 13 21
Butt. 4 9 l3
Cot.Ch. 5 11 16

 

 

 

 

 

 

 

 

 

 

 

 

 

 

109

EXHIBIT C--Section 2 (Continued)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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EXHIBIT C-—Section 3

FLOW STUDY TABULATION, GRAND TOTAL FOR TWO WEEK

STUDY PERIOD, AND PERCENTAGES BY COMMODITY
OR COMMODITY GROUP

110

 

 

Grand Total —*

% of Grand Total

 

 

Item Not % of % of
No. Pass Pass Handled Purchased Purchases Passes
1 3 233 o o 3.3 133.3
2 3 233 1 47 23.5 133.3
3 3 233 3 12 6.3 133 o
4 o 233 3 24 12.3 133.3
4-1/2 16 84 2 8 8.3 84.3
5 24 176 5 32 16.3 88.3
6-Cel. 37 163 3 19 9f5 82.3
Rad. 36 164 3 43 21.5 82.3
Cuc. 38 162 o 23 13.3 81.3
Pep. 37 163 1 16 8.3 82.3
Car. 36 164 3 12 6.3 82.3
Tom. 38 162 1 25 12.5 81.3
Corn 38 162 4 19 9.5 81.3
Let. 35 165 3 57 28.5 82.5
G.B. 35 165 o 5 2.5 82.5
Misc. 36 164 7 19 9.5 82.0
Cab. 36 164 3 18 9.3 82.3
7 69 131 3 32 16.3 65.5
8 79 133 1 o 3.3 51.5
9 34 166 8 19 9.5 83.3
13 42 158 6 27 13.5 79.3
11 42 158 3 27 13.5 79.3
12 91 139 o 16 8.3 54.5
13 4 196 6 13 6.5 98.3
14 4 196 8 46 23.3 98.3
15 5 195 5 9 .4.5 133.3
16 8 192 4 25 12.5 130.3
17 123 77 4 33 15.3 38.5
18 113 87 3 22 11.3 43.5
19 53 153 2 32 16.3 75.3
23 44 156 1 35 17.5 78.3
21 2 198 o 1 4.5 99.3
22 2 198 1 5 2.5 99.3
23 18 182 3 15 7.5. 91.0
24 21 179 o 7 3.5 89.5
25 17 183 1 45 22.5 91.5
25-1/2 24 111 3 13 9.6 82.5

 

 

111

EXHIBIT c--Sect16nj3(36nt1nued)

 

 

 

 

Grand Total % of Grand Total
Item Not % of % of
No. Pass Pass Handled Purchased Purchases Passes
26 87 113 0 36 18.0 56.5
27 98 102 l 29 14.5 51.0
28 99 101 0 31 15.5 50.5
29 103 97 0 16 8.0 48.5
30 104 96 2 "7 15 7.5 48.0
31 104 96 1 13 6.5 48.0
32 112 88 1 41 20.5 44.0
33 160 40 4 12 6.0 20.0
34 107 93 7 2 1.0 46.5
35 168 32 0 2 1.0 16.0
36 98 102 3 3 1.5 51.0
37 95 105 O 3 1.5 52.5
38 99 101 17 13 6.5 50.5
39 47 153 4 2 1.0 76.5
40 48 152 1 6 3.0 76.0
41 96 104 2 12 6.0 52.0
42 102 98 1 15 7.5_ 49.0
43 100 100 0 26 13.0 50.0
44 14 186 7 0 0.0 93.0
45 94 106 2 10 5.0 53.0
46 95 105 0 9 4.5 52.5
47 95 105 0 14 7.0 52.5
48 94 106 0 23 11.5 53.0
49 94 106 5 28 14.0 53.0
50 78 122 3 1 .5 61.0
51 69 131 0 5 2.5 65.5
52 97 103 l 15 7.5 51.5
53 101 99 1 1 .5 49.5
54 40 160 2 2 1.0 80.0
55 43 157 1 0 0.0 78.5
56 100 100 1 13 6.5 50.0
57 96 104 5 27 13.5 52.0
58 21 179 9 27 13.5 89.5,
59 85 115 2 11 5.5 57.5
60 86 114 l 35 17.5 57.0
61 104 96 4 32 16.0 48.0
62 58 142 0 11 5.5 71.0
63 106 94 3 16 8.0 47.0
64 39 161 0 0 0.0 80.5
65 37 163 1 .9 4.5 81.5
66 78 122 3 67 33.5 61.0
67 22 178 0 1 .5 89.0

 

 

EXHIBIT C--Section 3 (Continued)

 

 

 

 

 

Grand Total % of Grand Total

Item Not % of % of
No. Pass Pass Handled Purchased Purchases Passes

68 98 102 1 10 5.0 51.0

69 98 102 2 23 11.5 51.0

70 94 106 1 17 8.5 53.0

71 89 111 3 I- 19 9.5 55.5

72 98 102 0 “” 13 6.5 51.0

73 111 89 0 5 2.5 44.5

74 64 136 5 48 24.0 68.0

75 52 148 5 34 17.0 74.0

76 37 163 1 1 .5 81.5

77 89 111 3 4 2.0 55.5

78 92 108 3 19 9.5 54.0

79 96 104 3 11 5.5 52.0

80 31 169 l 12 6.0 84.5

81 95 105 2 21 10.5 52.5

82 94 106 1 10 5.0 53.0

83 92 108 1 6 3.0 54.0

84 69 131 5 36 18.6‘ 65.5

85 70 130 4 13 6.5 65.0

86 41 159 0 17 8.5 79.5

87 86 114 5 2 1.0 57.0

88 88 112 0 1 .5 56.0

89 95 105 1 14 7.0 52.5

90 48 152 0 0 0.0 76.0

91 44 156 1 13 6.5 78.0

92 94 106 1 14 7.0 53.0

93 97 103 3 22 11.0 51.5

94 95 105 l 35 17.5 52.5

95 96 154 l 14 7.0 77.0

96 112 88 2 36 18.0 44.0

97 137 63 0 2 1.0 31.5

98 70 130 2 3 1.5 65.5

99 130 70 1 24 12.0 35.0

100 60 140 0 4 2.0 70.0
101 64 136 1 2 1.0 68.0
102 116 84 1 16 8.0 42.0
103 119 81 1 21 10.5 40.5
104 117 83 1 12 6.0 41.5
105 76 124 4 18 9.0 63.0
106 103 97 0 19 9.5 48.5
107 104 96 0 7‘ 3.5 48.0
108 107 93 1 38 19.0 46.5
109 145 55 2 1 .5 27.5

 

11

EXHIBIT C--Section 3 (Continued)

 

 

 

 

Grand Total % of Grand Total

Item Not % of % of
No. Pass Pass Handled Purchased Purchased Passes
110 98 102 2 33 16.5 51.0
111 98 102 1 20 10.0 51.0
112 85 115 1 12 6.0 57.5
113 91 109 1 16 8.0 54.5
114 103 97 3 5 2.5 47.5
115 107 93 1 2 1.0 46.5
116 107 93 1 0 0.0 46.5
117 111 89 3 3 1.5 44.5
118 142 58 0 3 1.5 29.0
119 98 102 11 3 1.5 51.0
120 98 102 3 0 0.0 51.0
121 42 158 18 64 32.0 79.0
122 32 168 14 21 10.5 84.0
123 50 150 4 25 12.5 75.0
124 32 168 6 11 5.5 84.0
125 30 170 5 54 27.0 85.0
126 27 173 13 32 16.0 86.5
127 43 157 4 2 1.0 78.5
128 50 150 5 3 1.5 75.0
129 43 157 5 14 7.0 78.5
129A 20 80 1 2 2.0 80.0
129B 21 79 1. 4 4.0 79.0
130 27 173 8 16 8.0 86.5
130-1/2 23 77 1 1 1.0 77.0
131 70 130 1 0 0.0 65.0
132 24 176 2 66 33.0 88.0
133 19 181 1 97 48.5 90.5
134 18 182 4 49 24.5 91.0
135 19 181 1 38 19.0 90.5
136 15 185 0 15 7.5 92.5
1* 159 41 2 7 3.5 20.5
11 168 32 0 6 3.0 16.0
III 160 40 1 5 2.5 20.0
IV 168 32 2 8 4.0 16.0
v 175 25 1 6 3.0 12.5
VI 182 18 1 2 1.0 9.0
VII 188 12 0 1 .5 6.0

 

*Roman numerals denotes passes, handles and purchases at
checkstands.

 

 

114

 

 

 

 

 

 

 

 

 

 

 

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115

EXHIBIT D

STORE #G-224

TABLE OF RANDOM NUMBERS FOR SAMPLING OF KROGER

 

 

Number of Customers Followed

Second Week

18

Fri. Sat.
30

248 29.36 26 7.54 231.544

115fi433171A0012427A9n03193113823040113:5744H231722

 

17

e
8 30 74.7.06 3.4.4 99 78.78

 

Wed. Ths.
11

26M. 2 1.2 088148

 

1

8

Tues

wiQibnulébnul

 

16

92.7 5.1.08 328.2 2 578.6
.

 

 

 

First Week

18

T

96 25.4.7.4“ 39565711.“ 1 5

 

Fri. Sat. Mon.
30

80.4 17.4 3530.0 2693.004 08.2 386 97.4 557.

 

17

151.. 32.5671592996 .I. 2.72

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.Wed. Ths.
11

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76 0 08.956

 

 

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