Thanks to our 4,300+ employees for being a part of serving the Kansas City Market for the last 76 years. Without each and every one of them, we would not have received the honor of the 2024 Midwest Retailer of the Year.
Generations strong, family business building success on old-time values
by Carol Radice / senior content creator
Many retailers believe that to succeed in business they need to focus on future-forward goals and distance themselves from the old ways of doing things. For family-run Cosentino Food Stores, The Shelby Report of the Midwest’s 2024 Retailer of the Year, leveraging how business was done in the past has played a central role in its success.
The Cosentino family has been in the grocery store business since 1948. Concentrating on the Kansas City, Kansas and Missouri markets, this family-run operation has grown to 31 stores. Employing more than 4,300 and operating under four distinct banners – Price Chopper, Sun Fresh, Apple Market and Cosentino’s Market – customer service is the heart of everything the company does.
This is an operation run by three (soon to be four) generations of family. Most don’t use business titles – if they even have one – and that’s because they were trained from a young age to do most every job in the store.
Each family member is expected to learn the grocery industry from the ground up, often working as a stocker or sacker, and their teachers are their grandparents, parents, uncles and aunts.
The theme of those lessons centers around providing the highest level of friendly and courteous customer service from the moment shoppers enter the store to the minute they leave.
Group President David Cosentino recalls how he and his brothers, John and Jamie, were taught by their first-generation relatives the importance of good customer service and how to accommodate the customer.
“We were shown how to go the extra mile and the importance of getting to know our customers on a personal level. That message stuck with all of us as we were being raised in the family business.
“Our elders laid the foundation. From there, we surrounded ourselves with teammates who are as passionate about the business as we are. It takes a village, and we are a truly blessed company. I can’t say enough about our teammates. They are loyal, dedicated, and we take a lot of pride in what we have accomplished together.”
David’s first job was as a sacker, and he worked his way up to stocker and then receiving, where he unloaded trucks.
“Back in those days, we had major competition to deal with, including Safeway and A&P. The difference between us and them was our willingness to go above and beyond,” David said.
He recalled times when a customer was looking for something Cosentino’s didn’t carry. He would send an employee to a competitor to buy the item off the shelf and bring it back to the customer.
“That’s how the first generation got the respect of the shoppers. They worked hard, people loved them, and they loved their customers enough to know them on a personal level,” he said. “We have survived as an independent grocer for 76 years because we never strayed from our core values and the lessons ingrained in us at a young age regarding customer service and how to accommodate the needs of our customers.”
Operations Supervisor Dante Cosentino, part of the family’s third generation in the business, saw firsthand how his relatives worked in various roles. He started out pushing carts and sacking groceries with his cousin, Victor. Every college break was spent at the stores, learning how different departments operated.
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David Cosentino
Dante Cosentino John Cosentino
“It was important to our family that we all have a broad knowledge of this industry. All of us spend a lot of time working our way through the departments, learning the ins and outs of how our family grocery business works,” Dante explained. “In some of our stores, we have first, second, third and fourth generations working [together]. That really stands out to employees and customers alike on how we are actively involved in our stores.”
It seems clear that the younger generations studied those before them and melded their family’s management style, work habits and expectations and developed their own take.
“My dad was the epitome of a professional grocer,” said Group EVP John Cosentino, second generation. “He was so good at what he did. He knew exactly when to make the right decisions and then taught us that skill. He also taught us the value of how to sit back and just listen. And during the last part of his life, he sat back and listened to us.”
And as other family members have echoed, John said
learning the importance of what good customer service means is ingrained in every person who comes to work at the store. “From our very early days in this business, my family was so connected to their customers, and it remains true to this day. We will never stray from this – I don’t care how much technology comes into play. We’re not only in the food business, we’re in the people business. We’ll never get away from that.”
John also agreed with family members that their focus on the customer is one of the key reasons Cosentino’s has thrived for three quarters of a century.
“This is tougher today than ever to achieve, but you put good people together and you can do good things,” he said. “Each generation learns what’s important from the other and then passes that on to their team.
“Our customers shop with us because they see the atmosphere, the passion, the cleanliness and the effort we make every day to give back to them.”
By the Numbers
❖ Founders: Jerry, Jim and Dante Cosentino
❖ Employees: 4,359
❖ Stores: 31
❖ Operating area: Greater Kansas City, Kansas and Missouri, including Belton, Blue Springs, Gardner, Grain Valley, Independence, Kearney, Leawood, Lees Summit, Liberty, Ottawa, Overland Park, Peculiar, Platte City, Pleasant Hill, Raymore, Raytown, Shawnee, Smithville and St. Joseph
❖ Average store size: 60,000 square feet
❖ Banners: Price Chopper, Sun Fresh, Apple Market and Cosentino’s Market
❖ Key executives: Enterprise President Don Cosentino, Group President David Cosentino, Enterprise EVP Victor Cosentino, Group EVP John Cosentino and Enterprise EVP Jimmy Cosentino
❖ Third generation: Callie Cosentino Hahn, Dante Cosentino, Jimmy Cosentino Jr., Victor Cosentino Jr., Jase Cosentino, John Cosentino Jr. and Danten Cosentino
Second generation: Jamie, Jimmy, Don, John, Victor and David
Four generations – Don (second), Sam (fourth), Jerry (founder) and Dante (third)
Relationships, customer service remain grocer’s hallmarks
The first Cosentino’s Market was on the east side of Kansas City. Brothers Jerry and Jim Cosentino had recently returned to Kansas City from serving their country during World War II and were trying to determine what to do next. They took a gamble and bought a small grocery store in Blue Ridge. With no prior grocery experience, they were given just two weeks of training by the previous owner. Dante Jr. joined his older brothers in the business soon after.
The Blue Ridge location is described by the family as a small general store that sold produce, meat and liquor. The Cosentino brothers quickly became well known in the area, with their friendliness and customer service helping make the business a success. They worked 12 hours a day, seven days a week, but the family always made time to gather for Sunday dinner –something that still holds true today.
Joyce Bodenhamer, formerly Cosentino, recalled how her brothers kept their inventory in the basement during these times. When the shelves needed to be stocked, products came up on a conveyor belt. She pointed out that the relationships they had with the vendor community carried them through.
“Times were hard back then, and there were stretches when we didn’t have the money to pay our vendors,” she said. “They graciously allowed us to pay our bill when we could. We wouldn’t have made it without their generosity.
“When we gave our vendors our word, they knew that it was gold. These were the days when you didn’t sign a deal – you shook hands. And my brothers knew the importance of this and never went back on their word.”
Expanding on this, David Cosentino added, “In those days, many of our customers were struggling, too. If folks didn’t have the money to pay their bill, they paid us back when they could. Our family would go without rather than letting a customer go without food.
“Sometimes they went weeks or months without anyone getting a paycheck. What little money they did have was kept by Aunt Mickey [Yarnevich] in a cigar box. She passed away a few years ago at the age of 98.”
A few years later, Jerry and Jim’s brother, Dante, joined the business. By 1957, the family was able to build a more modern store totaling 10,000 square feet.
Enterprise President Don Cosentino, their cousin, noted that the post-war boom created a lot of new housing, which attracted grocery competition. “My aunts and uncles helped as much as they could. Service was the way they built their business – that and a very good meat department.”
At age 12, Don was sweeping floors, picking up trash and beginning to shadow his family to learn the grocery business.
“From that young age, we were taught that the customer comes first. It wasn’t something we had to do – it is something we really wanted to do,” he explained. “You wanted to take care of that customer because they were your friends, neighbors and people we went to school with. We took pride in taking care of our customers and giving them the best service, the best products that we could.”
The store count may have increased but the extended Cosentino family has remained close. Kyli Maddox, third generation, recalls the family’s grocery stores being the backdrop for most of her childhood memories.
“The greatest gift in my life is getting to witness my aunts and uncles work together,” she said. “Their spirit of generosity has placed the desire to do whatever we need to do for the person in front of us.
“My grandpa, Dante, loved nothing more than to give back because it brought him so much joy. He was always doing things for other people, but he never wanted anyone to know. He was very modest, humble and had broad shoulders.”
VISION STATEMENT
At Cosentino’s Food Stores, we believe in putting people first. In our family-owned company, everyone has a voice. We have an open-door policy. We encourage a can-do attitude. We value the power of teamwork. Our goal is to inspire our employees to challenge each other to reach new heights of success together.
Each Cosentino generation has passed down this way of doing business. Added Kyli, “As kids, we were taught the value of knowing the person’s name you are talking to, caring about the person first and the deal second.”
In 1980, Cosentino’s opened its first Price Chopper in Blue Springs, Missouri. David Cosentino was the store director then
Joyce Bodenhamer
Don Cosentino
The Cosentino brothers
Dante, Jerry and Jim with a customer.
Jerry checking inventory. At age 97, he still visits stores on a daily basis.
Jerry sacking
and fondly recalled the differences between that format and today’s.
“Back then, it was one of those bare-bones discount stores. It had warehouse shelving, everything was out on pallets. Per square foot, we probably did more volume than any other store in the area,” he said. “Over the years, we evolved the format to include full service and added service departments like deli.”
In 2009, the family had the opportunity to build a store in downtown Kansas City, which was a bit of a risk at the time as that area was seeing more businesses leave than enter. Initially, the store was built to fit the needs of downtown workers looking
for lunch and grocery staples.
“Our most popular item for lunch was our 80-foot-long salad bar,” John said.
As the city evolved, Cosentino’s experimented with different things to make the store work for its changing customer base.
“All these high rises were built,” he said. “And for the first time in a long time, the number of people living downtown increased. It was critical for our staying power that as the customer demographic shifted, we shifted with them.”
The Overland Park Cosentino’s Market that opened in 2017 is considered one of the area’s most unique and aesthetically appealing shopping experiences. According to John, much effort was put into creating a visually stunning building. “One of the last things my dad said to me before he passed away was to make this the nicest store we could,” he said.
The plan clearly worked – the Overland Park store is doing well and keeps growing every year.
A photo of David and John’s parents, Dante and Mary Sue, hangs at the front of the store as a reminder of the generations of Cosentinos who have built the company up over the years.
1948
1957
The Cosentinos replaced the original small store with a larger, more modern supermarket.
1990s
The company makes its largest acquisition to that point with the purchase of four Food Barn locations around Kansas City.
Early 2000s
The Cosentino’s Food Stores family makes 12 additions, ranging from Shawnee, Kansas, to Liberty, Missouri, and opens a much-anticipated Cosentino’s Market in the heart of downtown Kansas City.
1960s & 1970s
The second generation joins the daily operations and a second location, Terrace Lake Thriftway, opens.
2010-2020
Cosentino’s opens seven new locations ranging from St. Joseph, Missouri, to Ottawa Kansas.
1980s
2023
Cosentino’s Food Stores celebrates 75 years in business.
Circa 1980s
Jerry and Jim Cosentino purchased their first grocery store, to be joined by younger brother Dante a few years later.
The first Cosentino’s Price Chopper opens in Blue Springs, Missouri, reaching maximum capacity on its first day.
Cultivating community through giving, local partnerships
by Carol Radice / senior content creator
Being a part of the community is one of the core missions at Cosentino’s. From schools and sports teams to town holiday events, the Cosentino Charity Foundation helps support many groups and causes. The company also is a key supporter of local businesses, featuring many of their products in-store.
As most philanthropic groups tend to be, Cosentino’s doesn’t typically toot its own horn when it comes to giving back to communities in Kansas and Missouri. In describing the company’s approach to helping communities, the words “silent but powerful” come to mind.
Enterprise President Don Cosentino, a second-generation family member, calls the outreach efforts “one of those separating points for us in those communities that we operate.”
Cosentino’s annual golf tournament is its single largest fundraiser. Held every July, proceeds from the event help support local organizations and foundations.
Through partnerships with Make-A-Wish Foundation, Big Brother & Big Sisters, Harvesters regional food bank, multiple different local high schools, churches, food pantries and KC Pet Project, Cosentino’s keeps assistance in the communities that support its business.
“Giving back is a big part of what we need to do, what we should do and what we want to do,” said Group EVP John Cosentino, also a member of the family’s second generation.
Supporting those in need has been a longstanding tradition with the Cosentino family. About a year before the death of John’s father, Dante, the two watched a TV news report on how local food banks were empty.
“Without hesitation, my dad instructed me to put together two truckloads of food and take it to the food bank. That’s the kind of guy he was,” John said. “He had a huge heart, and his passion for taking care of the people around him and the communities we work in has been passed on to us.”
Cosentino’s, The Shelby Report of the Midwest’s 2024 Retailer of the Year, has many long relationships with local farmers, particularly those offering seasonal produce, dairy and meat.
“Summer brings much-anticipated melons from Hall Farms, corn, tomatoes and squash from multiple other local growers,” said Chad Weinzerl, director of marketing and customer engagement.
“With an active presence in the community, we try to keep up with local entrepreneurs who are chasing their dreams and provide the outlet needed to achieve them. Word of mouth, an active presence and a team that is constantly researching and chasing new products means we are always building relationships with local producers.”
This year brings a new partnership with local cattle farmers at Bristol Farms Angus Beef Company, a collective endeavor of seven family farms.
“Born and raised within 50 miles of Kansas City, their beef is always fresh, never frozen and free from added hormones or preservatives, providing the highest quality product for our customers,” Weinzerl said.
Getting product to the shelf, he added, is one of many steps in building a successful relationship. “Competitive pricing, demos and in-stock standards are what cultivates long-term success for our local entrepreneurs.”
Weinzerl continued by noting that the company understands the value of strong local partnerships.
“Many of our customers, including local brokerage companies, have played a key role in our success over the years,” he said. “We’ve built a reputation for being a local, family-owned business that’s open to hearing about new products. We actively seek
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Prioritizing quality, customer satisfaction
“Working with Cosentino’s has been an absolute pleasure. Belfonte values partnerships that prioritize quality and customer satisfaction, and Cosentino’s commitment to these principles aligns perfectly with our own.
“The collaborative efforts and shared dedication to excellence have made this partnership incredibly rewarding. We’re proud to see our products featured in their stores and to contribute to the exceptional shopping experience they offer to their customers.”
– Tim Ketcham, Belfonte Dairy
Working together ‘mutually beneficial’
“At Belfonte, our mission is to deliver top-notch dairy products that families love, and partnering with Cosentino’s has been instrumental in achieving this goal. Cosentino’s dedication to providing high-quality, fresh products has mirrored our own values, making this partnership of over 44 years a natural fit.
“The experience of working together has been mutually beneficial, allowing us to better serve the community and meet the needs of their discerning customers. We’re grateful for the opportunity to collaborate with such a respected and customer-focused retailer.”
– Joe Calabrese, Belfonte Dairy
Everything in ‘spirit of partnership’
“We have been nothing short of grateful for the partnership. Working with the team at Cosentino’s has not only been easy, but it has been a true partnership. Cosentino’s is the first grocery store chain to carry our products and has opened an entirely new world of retail sales for our family-owned business.
“Even after getting into stores, every interaction and relationship has been in the spirit of partnership, which has allowed both parties to be successful in providing customers with the freshest, best-tasting, locally-produced ice cream possible.”
– Matt Shatto, Betty Rae’s Ice Cream
Chad Weinzerl
Price Chopper team ‘kind, considerate’
“Shatto Milk Co. has partnered with Price Chopper Cosentino’s since our inception in June 2003. Initially, Victor Cosentino worked with us personally. Thus, the Price Chopper stores were the first we sold our dairy products to in Kansas City, Missouri. Victor was willing to work with us and assist with the process for delivery of glass bottle milk and bottle returns. Recycling was a new concept for milk [back then].
“The opportunity given to our local family farm was tremendous. The impact to our family farm business/ bottom line is significant. Support and encouragement from Mr. Cosentino and team continue to this day.
“The Price Chopper team is overwhelmingly kind, considerate and so welcoming to a local milk company. This partnership provided a retail source for the local/ small business to enter into the retail markets and a venue to sustain and grow. Innovation was allowed and encouraged, such as offering unique products such as flavored milks, including cotton candy and root beer.
“We have also enjoyed a relationship that includes an environment to celebrate with the community, customers and Kansas City area sports teams. Price Chopper/ Cosentino’s is a leader in this community and so well recognized.
“I personally want to congratulate and thank Victor Cosentino for the commitment and hard work he brings forth so that others will prosper and have opportunity.”
– Barbara Shatto, Shatto Milk Co.
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opportunities to support our local partners and help them achieve their goals within the community.”
Local partnerships and collaborations with their wholesaler are just two of the reasons why Cosentino’s has remained a strong independent retailer over the years, according to Group President David Cosentino, John’s brother.
“We’ve got to credit Associated Wholesale Grocers for their support along with our vendors, many of whom we’ve known for years,” he said. “During this time, we have worked in tandem to come up with strategies we can execute. We’ve both worked hard to develop integrity on each end, which has made us good partners throughout the years.”
Privilege to work with ‘amazing people’
“Indigo Wild, a local maker of natural Zum home and body care products, has partnered with Cosentino’s for over 15 years through placement of our whiffably notable Zum products made with aromatic essential oils.
“Cosentino’s is one of our top accounts, so our partnership is not only impactful but also fun to share in the growth of two local Kansas City businesses. Chad [Weinzerl] is always willing to listen and try our wild, new ideas in stores with their customers to see if the products or programs are successful. This allows us to come up with new concepts to take out of our backyard here in Kansas City and grow Zum nationally.
“We are really grateful for our partnership with Cosentino’s. It has been a lot of fun and a privilege to work with some really amazing people.”
– Angela Mitchem, Indigo Wild - Zum
Creating employee loyalty key in revolving-door industry
by Carol Radice / senior content creator
It’s well known that a major hurdle retailers face is the ability to attract and retain employees. Cosentino’s, The Shelby Report of the Midwest’s 2024 Retailer of the Year, is one of those rare exceptions and proof that investing the time to train and incentivize its workforce pays off.
Employing more than 4,300 team members, one could imagine high turnover is a given, yet that’s not the case at Cosentino’s. Not only does this family-run business have employees who have worked there for two or three decades, some have been there 40, 50 and even 60 years.
The secret to Cosentino’s ability to attract and retain employees can be traced to the retailer’s early days and the tenets each family member was taught – treat people right, pay them fairly and give them the tools to succeed.
“We have good people in this company. Many long-term employees, some short terms but we have a good group of people here that understand what we are trying to do every day,” said Group EVP John Cosentino, a second-generation family member. “One thing we teach here is never forget the basics – being full, fresh, clean with smiles on our face and a willingness to help our customers.
“I want our staff to walk into their store every morning and act as though it is a brand-new store that we just opened that day.”
That’s not to say there aren’t challenges. Operations Supervisor Dante Cosentino, third generation, noted that today’s younger workforce – which relies heavily on their phones to communicate – isn’t always comfortable with the personal interaction Cosentino’s demands.
“Many job applicants we see do not have strong communication skills, know how to greet people, carry on a conversation or the importance of making eye contact. It has always been challenging to find people who share the same values as we do,” he said.
The company recruits high school and college-aged workers, some of whom stay on to build a career.
“That’s part of the reason why it’s always such a challenge to keep the frontline workers – the utility clerks, cashiers and stockers,” Dante said. “We relentlessly screen prospective workers to make sure we are hiring people who are service minded, polite and friendly.”
To help with this, the company has increased its staffing, recruitment and retention resources by five to 10 times during the past decade. It also upped the size of its human resources department four-fold.
“The labor force is constantly changing its expectations, wants and needs. We must keep up with that,” Dante said. “But at the same time, our priority is to make sure that when our customers come in the store, they are receiving the experience we are known for providing.”
Jase Cosentino, operations specialist, refers to today’s younger workforce as the “exploration generation” – if they find there is no loyalty or synergies at a job, they are quick to leave.
“Employees come to work for us and give it a shot. They end up staying with us longer because of what we offer them,” Jase said.
As a third-generation Cosentino, he understands the need younger employees have with work/life balance and the role technology plays in their lives. In the end, however, he says there is a lot to be learned from older employees, especially their work ethic and dedication. “For us, it’s always been that one generation teaches the other. That life experience is an invaluable teaching tool.”
Extensive training
Proper training and employee recognition are among the many things Cosentino’s does well. The company wants everybody that works for it to understand they are valued and considered a member of the family.
“We want our employees to know that they play an important role and share in the responsibility of helping us maintain
and grow our business. We never want them to think they are viewed as a cog in a machine,” Dante said.
To help employees understand what is expected of them, Cosentino’s created something called the “Red Carpet Service.” Employees are trained “eight feet and greet” and to always do the latter with a smile. They also are taught that if a customer asks for help finding an item, walk them to it. And if they can’t say “yes” to a customer, find somebody who can.
Cosentino’s also strives to have no more than three customers in a line at any time. Employees are taught to always use a parting phrase such as “My pleasure,” “Happy to help,” “Thanks for shopping with us” or “Have a great day.”
Recognizing how daunting it can be to start a new job, the company recently created an employee relations manager program. The people in it oversee the new hires, greet them at the door on their first day, handle the job orientation and make them feel comfortable at the store from day one. They also work with new hires on work/life balance concerns.
In addition, the company is launching Cosentino’s Connect this summer.
The app-based communication device allows the company to push notifications to all employees, breaking down communication barriers for the front-line team that does not have email.
“With a social media look, the app or desktop version allow us to post information for all of our teammates to access at any time. That might be awards, employee shout-outs, years of service call-outs, employee benefits or important operation notices,” said Chad Weinzerl, director of marketing and customer engagement.
Incentive programs
From attendance to job performance, Cosentino’s is quick to acknowledge when an employee stands out. Its Thumbs Up Award, for instance, is given to a worker who offers exceptional service. The company gathers a large group together from its stores, as well as corporate officials, and makes sure award recipients know what they did was noticed.
“It’s important our teammates know we are proud of their performance, and that we want them to keep up the good work. It also motivates other employees to do well,” Dante said.
Last year, Cosentino’s held a perfect attendance contest. Employees who went without missing a day of work for an entire month had their names entered into a drawing for $2,500.
“We gave $250,000 back to our employees last year through these contests, strictly based off their attendance at work,” Dante said.
In addition, supervisors give $1 to $5 chips to employees they see doing a great job. The company also holds monthly appreciation luncheons.
“When a person, department or store is recognized for doing well – maybe it’s a specific accomplishment, innovative merchandising design or décor idea – it fosters a bit of a competitive environment, where managers are always wanting to show up other managers,” Dante said.
Longtime workers
Robert Vigliaturo, director of store operations, has worked for the Cosentino family for more than 60 years. Like others before him, he started from the ground up, cleaning the sawdust off the meat room floor, and eventually rose to running stores.
“I tell everybody I’m very fortunate to have two families – my family at home and my family here,” he said. “The Cosentinos are like family. They take care of their people, pat employees
on the back when it’s deserved, and they push them when they need to be pushed a little bit.”
Today, he works the hours he wants, although he frequently gets asked by others when he plans to retire. To that, he says he won’t be leaving any time soon.
“I enjoy what I’m doing, and I enjoy who I’m doing it with,” he said.”
Asked why so many employees have worked there for so long, he was quick to reply. “When you treat people right, show them by example what you expect and create a good work environment, they go the extra mile. I don’t ask somebody to do something that I wouldn’t do myself. We are very fortunate to have so many people who like working here and still like doing their jobs.”
Joyce Norris, director of bakery, has been with Cosentino’s more than 40 years. During that time, she has seen several changes in the industry, but one thing that has remained constant is having employees who care about the products and services they provide.
“Through continuous training, communication and working side by side with our in-store teams, we stress the importance of providing genuine and helpful service to our customers,” she said.
Norris noted it’s important that everyone on the team enjoy work. “If a team member is happy, it shows in the service they provide.”
Dan Scassellati, store director, started out as a utility clerk when he was 17. More than 40 years later, he is still with the company. He attributes his staying power to the foundation received when he was a younger worker.
“The company exposed me to so many things,” he said. “By the time I became an assistant store manager, I had a clear understanding of the goals that were set for me and how to obtain them. Cosentino’s has always provided a career path for anyone who was willing to work hard and learn more to advance within the company.”
Scassellati added that the company still seeks to train and promote from within.
“They look inside the company to fill positions that open up at a store and post openings at other stores,” he said. “So if you can’t advance at your current location, you have an opportunity to move up in any of our 31 stores. As the company has gotten bigger, the need for help has grown. We now have training at our office to help management grow within the company and become better managers.”
Jase Cosentino
Constant evolution keeps family-owned firm ahead of curve
by Carol Radice / senior content creator
Complacency is not a word in the Cosentino vocabulary. With formidable competitors operating in Kansas and Missouri, the family is mindful that resting on past success is not an option.
From expanding perishable departments and remodels to investing in technology, their company is focused on finding ways to engage customers and build a store that best fits their needs. These are among the reasons Cosentino’s Food Stores has been named 2024 Retailer of the Year by The Shelby Report of the Midwest.
“If you want to do well in this market or in any market today, you’ve got to understand consumer-buying habits, the changing demographics and how to accommodate today’s customers. Most importantly, you’ve got to stay engaged,” said Group President David Cosentino, a second-generation family member.
Cosentino’s marketing department is charged with staying on top of consumer research and is increasingly leveraging technology to make quicker and better decisions.
“I love working with our team and coming up with new ideas and new food options for our customers,” said Group EVP John Cosentino, also second generation. “For instance, we’ve really expanded our produce, meat and meal solutions to cater to this latest group of customers who want to get in and out of the store quickly. But at the same time, we are not straying from the basics – full, fresh, clean, updated stores and staff who are friendly and smiling.”
The company also is working with some AI applications and other programs related to loyalty.
“We are focused on using technology to better understand our customers and how we can reach them in more ways. Every customer is different, so we’re just trying to find the best way to put all the pieces of the puzzle together – whether that means print, social media, apps or a combination,” John said.
Jase Cosentino, operations specialist and third generation, noted that Kansas City is home to one of the largest independent retailer markets in the country.
“We have a lot of competitors, which means we need to stay on top of our game,” he said. “We want to continue to grow and evolve as a company.
“We also know that while it’s easy to get excited about new options, there will always be roadblocks we face because that’s just the nature of being an independent grocer. Dealing with
these challenges makes it fun to go to work every day.”
One of those challenges is curbside delivery, which is offered at the company’s Price Chopper stores. Following the national trend, demand for the service has dropped off from the days of the COVID-19 pandemic.
“Consumers are focused on value today. That’s not to say it isn’t growing, just not at the pace a few years ago,” Jase said. “Regardless of how the economics work out, it’s one of those services we must provide now. If you don’t, you are not competitive.”
While technology can help Cosentino’s advance, Jase said it’s important to everyone in the company that they never deviate from their core strengths.
“Our dedication to customer service is what has carried us in this market,” he said. “We always want to stay true to this. At the same time, it’s important for to us to adapt and evolve with the times and be proactive.”
New look, future
While some retailers schedule a store refresh when absolutely needed, Cosentino’s takes another approach.
“We remodel stores on a regular basis. We try not to let them get stale and keep investing in them so that we can give our customers a nice, clean, friendly, updated store to come shop,” said Enterprise President Don Cosentino, second generation. “We’re always striving to give our customers a better experience.”
A couple of the company’s stores are being remodeled this year. While the costs to do so are escalating, John pointed out that it’s something that must be done. “If we make a dollar, we want to spend 90 cents of that and invest it right back into our stores to make sure they are kept up to date.”
While change isn’t always easy, Cosentino’s sees it as a necessity and something John said would not be possible without the backing of its wholesaler.
“AWG is very supportive of independent retailers,” he said. “They have played a key role in keeping us competitive and enabling us to go head-to-head with retailers in our area.”
As for the future, Cosentino’s wants to grow its store count and is open to considering new markets.
“We get calls from developers who want us to consider opening stores in their urban markets,” John said. “We’re always looking to expand, but our priority is to make sure our stores today are kept up to date and fit the needs of our customers.
Our focus right now is making sure we are keeping up with the times and technology, so that we are doing everything we can to be competitive.”
Added third-generation member Jase, “I’m open to growth and not being complacent about what we have achieved. Growing the legacy of our families is what I would love to see happen, however that happens to look.”
To David, nothing is off the table as far as growth plans go. “We continuously look for ways to keep growing – whether that’s reinvesting in our stores or keeping our eyes open for acquisitions. We definitely stay busy.”
OVERLAND PARK MARKET
