2023 Price Chopper ROY

The Griffin Report of the Northeast salutes

Rebranding as Market 32 rooted in past, focused on future In the ever-shifting grocery industry, retailers need to evolve or become irrelevant. Schenectady, New Yorkbased Price Chopper is no exception.

The Public Service Market in Green Island, New York, was founded in 1932 by brothers Ben and Bill Golub. Three more stores quickly followed, one near Schenectady’s Central Park, paving the way for Upstate New York’s first retail grocery chain – Central Markets.

Acquisitions and expansions helped the regional chain grow to 130 locations across six states.

While the chain remained a key player in its markets, it faced increasing competition from giants like Hannaford, Aldi and Walmart. Research revealed that consumers were shopping the stores for convenience, but the chain wasn’t generating the kind of loyalty it needed to meet the challenges of the current marketplace.

“We knew we needed to build a new brand that resonated better with a younger generation without alienating our Baby Boomer shoppers,” said Blaine Bringhurst, president of Blaine Bringhurst Price Chopper/Market 32.

Mona Golub, VP of public relations and consumer

PriceChopper_Revised.indd 17

services, added: “We wanted to continue to be innovative and reinvent ourselves to better serve our customers and our communities but maintain the best of what we’ve been all these years.”

Leaning into research Over a five-year period, the company conducted extensive research and took a hard look at the strengths – and weaknesses – of its stores.

“Our goal was to pinpoint expertise in signature categories that matter to customers and own those categories throughout the store,” said Bringhurst, adding that one key finding was the company’s strength in foodservice, floral, seafood and bakery.

“We knew we were very innovative there and needed to grow those areas,” he said. “We also focused on having the best variety throughout the store and larger variety of fresh produce and prepared foods.”

That meant sacrificing part of the center store.

“We were focused on building a brand, which we had never done before,” said Tom Tomaselli, group VP of Tom Tomaselli merchandising. “The whole

exercise was eye opening.”

The company embarked on an aggressive SKU rationalization plan.

Nils Lundberg, VP of merchandising/marketing took a strict fact-based approach to SKU justification. “It provided a quantitative answer to how much newness we could be adding,” he said.

Price Chopper also examined its Own Brand strategy and realized that changes were necessary. In some categories, Own Brand failed to meet national brand equivalency, while it exceeded NBE in other categories.

The company launched a total Own Brand overhaul to gain consistency and pinpoint areas of opportunity.

Customer service boost Research also found the company was underperforming when it came to customer service.

“One of the things we knew we needed to get better at was customer service,” Bringhurst said.

Improving that feature became a rebrand pillar.

Taking all the learnings from research, a large focus group and in-house project teamwork, the company created a new brand and designed a store concept around the new branding.

“The brand came first and informed the store design, down to the color palettes and the language Please see page 18

1/25/24 12:14 PM

18

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

From page 17

we use in signage,” Bringhurst said. “Once we had our store design, we were not sure that store was really a Price Chopper.”

Further research revealed that consumers favored the word “market.”

“It connotates freshness and a place where you can find exciting food items,” Bringhurst said.

With a nod to the chain’s origins in 1932, the leadership team agreed to christen the concept Market 32. The new name addressed everything the company was trying to achieve – an innovative concept that had strong roots in its communities.

As part of its marketing program, the company developed a “32 reasons to love Market 32” campaign used in signage throughout the stores and in all touchpoint materials during grand openings.

“The campaign gives us an opportunity to build on the name itself and highlight our strengths,” said Shawn Gonzalez, VP of advertising.

With 42 stores now operating under the Market 32 banner, the company has an aggressive rebranding plan for many of the 88 remaining Price Chopper locations.

Shawn Gonzalez Price Chopper continues to invest in research and generate data to help the company continually adapt to the marketplace.

“We have to keep changing or we’re not going to exist,” explained Jody Plonski, SVP of operations.

PriceChopper_Revised.indd 18

1/25/24 12:05 PM

PriceChopper_Revised.indd 19

1/25/24 11:16 AM

20

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

In reinventing itself, company gave store back to customers Price Chopper’s groundbreaking new Market 32 concept stores, the result of five years of intensive research, clearly set the chain apart from competitors in all its markets.

The new store design, which company executives refer to as “retail-tainment,” highlights an expanded selection of fresh produce, elevates its Own Brand presence and shines a spotlight on specialty destination anchor departments. The most striking feature of the Market 32 stores is their clean and easy-to-shop layout.

“Our research told us customers didn’t want clutter.

They wanted to be able to navigate the store better,” said Tom Tomaselli, group VP of merchandising.

The Market 32 design gives customers a clear visual sightline that enables them to see all key departments when they enter the store, enhancing what chain execs call “wayfinding.”

“It’s all about giving the store back to the customer,” said Jim Cannistraci, store manager of the Market Bistro store in Latham, New York. “We want them to have an easy, pleasurable shopping experience with no interruptions.”

No interruptions means an absence of shippers in the aisles. It also means zero trade partner signage.

“You won’t see fixturing with anybody’s logo except ours,” said Eric Lucero, regional VP, operations.

The merchandise, after all, is the star of the show

PriceChopper_Revised.indd 20

in Market 32 stores, and these locations are designed to highlight product. Darker interior colors and wood tone flooring allow items to be spotlighted with LED fixtures designed to hit the product at the perfect angle. “It’s theater,” Lucero said.

Fresh focused Fresh produce, floral and prepared foods are departments that get prime positioning in Market 32 stores. With nearly 12,000 new perishable items added, there’s plenty to showcase.

“We have two different colors of dragon fruit,” said Tina Black, store manager of the Glenville store in Scotia, New York. Fresh produce “sprinkled” into

displays adds excitement and newness to produce as well as center store displays.

Prepared food is also experiencing explosive growth in the stores.

“As Price Chopper, we had a strong offering in prepared foods, but the expansion of that section and the inclusion of a meat smoker and pizza oven in the Market 32 stores was monumental,” said Jody Plonski, SVP of operations. “It set us apart from the competition.”

Plonski said hot bars have been added to several Market 32 locations and the company is looking to increase variety and introduce more limited time offers in that area.

Innovative fixturing solutions Bespoke fixturing has been designed to best showcase Market 32’s selection in fresh as well as center store.

Produce displays are engineered to allow a different temperature on every fourfoot section, so tomatoes can be refrigerated at 55 degrees while bell peppers are held at 34 degrees close by.

Jody Plonski

Please see page 24

1/25/24 12:05 PM

ce as

osive

ng in ction oven Jody m the

veral ng to time

howon in store. engierent fours can grees eld at

age 24

PriceChopper_Revised.indd 21

1/25/24 11:18 AM

Congratulations

Congrats on a Pawesome Job PriceChopper_Revised.indd 22

1/25/24 11:20 AM

2023 Northeast Retailer of the Year

Join Purina® in putting our paws together for the Retailer of the Year!

Your Pet, Our Passion.®

PriceChopper_Revised.indd 23

1/25/24 11:20 AM

24

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year pastas sprinkled with fresh tomatoes and garlic.

“There’s a bit of flair and theater there,” Lucero said. “These displays are designed to be an extension of the aisle. So if you want traditional Prego or Ragu sauce, you can find it in the aisle. But the display offers something different.”

From page 20

In the meat department cut case, air is absent so fresh meat doesn’t lose moisture and become dehydrated. Clams are displayed in a seawater bath so they are kept alive in-store in the seafood department.

Back-to-back refrigerated units offer customers meal solutions, combining pizza dough, sauce and salad kit or grilled chicken, a bagged salad and salad dressing.

Custom fixturing provides innovative merchandising solutions across the store. To showcase an expanded local brand selection, a custom home. grown. fixture is stationed in an aisle cutout at the front of the store.

Innovative 3x3 rolling merchandisers are changed seasonally to pull together Own Brand displays or keep hard-to-find holiday items in one convenient location.

PriceChopper_Revised.indd 24

Inventive “X and O” fixturing placed in cutouts at the end of key center store aisles create an opportunity for the retailer to build boutique shopping experiences throughout the store. “That fixture elevates everything,” said Nils Lundberg, VP, merchandising and marketing.

Tomaselli noted that it is “hard to differentiate center store.”

“Using these displays, we can merchandise in ways that inspire purchases in the adjacent protein categories,” he said.

Price Chopper has partnered with Saratoga Olive Oil Co. for infused olive oils displayed on one boutique X and O fixture.

An X and O merchandiser at the end of the pasta aisle features a selection of specialty sauces and

Floral, pharmacy difference makers Floral is another destination department for the Price Chopper chain and Market 32 is growing that business significantly. “Nobody does floral like we do,” Cannistraci said.

Please see page 26

1/25/24 11:21 AM

ucero nsion Ragu offers

r the that e do,”

age 26

PriceChopper_Revised.indd 25

1/25/24 11:21 AM

26

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

From page 24

From a glass-encased consultation room where customers meet with a floral designer to an extensive collection of three-for-$15 floral varieties, customers have come to expect a high level of product and service in this department.

“Our floral designers set the bar,” noted Wes Holloway, store manager of the Niskayuna store in Schenectady, New York.

New format enhancements extend to the pharmacy department, where lower gondolas and improved sightlines showcase pharmacy’s key role in the store.

“We do immunizations behind closed doors, but we’ve taken it a step further to install large chairs so patients can be safer and more comfortable,” Lucero said. “We even have a teddy bear customers can hold if that makes them more comfortable. We thought of everything when we built these stores.”

Pharmacy is also at the core of an array of overall health and wellness initiatives the company is providing for customers. These include the Targeted Nutritional Attribute Program, an in-store program that identifies and color codes eight nutritional attributes (low carb, low sodium, heart healthy) in store and on digital shopping platforms to make it easier for customers to make educated food purchase decisions.

Increased pharmacy services have helped the department achieve double-digit increases. It’s all part of Price Chopper’s investment in the overall customer experience.

Please see page 30

PriceChopper_Revised.indd 26

1/25/24 11:23 AM

PriceChopper_Revised.indd 27

1/25/24 11:23 AM

page_28-29.indd 28

1/16/24 10:31 AM

page_28-29.indd 29

1/16/24 10:31 AM

30

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

From page 26

“The Market 32 transition re-energized the focus on creating customer experiences inside our stores,” said Scott Guisinger, VP, pharmacy. “Blaine [Bringhurst] was the leader of that vision and it’s resonating with younger customers and helping to drive and increase visibility of the company as a whole.

“Reinventing yourself in this space doesn’t happen often, but that is what Price Chopper/Market 32 has done.”

Overhaul of Own Brands offerings has become differentiator for stores There are good reasons retailers are diving headlong into their Own Brands.

“Own Brands do two things for you – generate loyalty and enhance your margin,” said Blaine Bringhurst, president, Price Chopper/Market 32.

Yet when Price Chopper examined its Own Brands as part of its Market 32 rebranding, it realized it was time for a big change.

“Our Own Brands were outdated. Customers were buying the products solely on price, and we knew we needed to change that,” said Bringhurst, adding that quality across the product was not consistent.

According to Tom Tomaselli, group VP of merchandising, the “quality of some items under the Price Chopper label were better than national brands, but some were not where they needed to be.”

“We realized we didn’t have the confidence of the customer throughout all the different categories represented in our own brand line,” he said.

The company took an aggressive approach to overhauling its Own Brands, from renaming and repackaging product to evolving its blueprint for category management, planogramming, merchandising and promoting the lines.

Please see page 32

PriceChopper_Revised.indd 30

1/25/24 12:15 PM

ds

es

g into

y and Price

art of ange. uying ange oduct

g, the better ed to

omer own

ng its volvming,

age 32

PriceChopper_Revised.indd 31

1/25/24 11:56 AM

32

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

From page 30

The extensive reworking emphasized the pivotal role these distinct offerings would play in setting Price Chopper apart in a competitive marketplace.

New products, packaging, promotion The first step was renaming the brand PICS, then creating new packaging that included a seal of approval to indicate to consumers that the product was equal to or better than national brand quality and value.

Leveraging data generated from its AdvantEdge customer loyalty program, the company partnered with SymphonyAI to understand which categories had a consumer loyalty gap that could be explored, explained Nils Lundberg, VP of merchandising/marketing.

“The needs of our customers drove the decisions we made on which products to include in the PICS brand,” he said. With 34 percent of Own Nils Lundberg Brand customers planning to purchase more Own Brands in the coming year, Price Chopper worked hard to make sure its customers had

PriceChopper_Revised.indd 32

2023 Northeast Retailer of the Year

plenty of great PICS products to choose from.

“When 98 percent of national brand items are the same at every retailer, your Own Brands become your differentiator,” Lundberg said. “Our Market 32 is that differentiator from a fresh side, and PICS brand checks that box from a quality and value standpoint.”

The company also saw opportunity in the natural organic segment and added a Full Circle line of natural and organic products.

Part of the new brands’ re-engineering journey was identifying new supplier partners and expanding relationships that were working well.

“Partnerships are not a transactional relationship, we’re building these businesses together,” Lundberg said.

He credited Daymon, the leading Private Brand agency, with giving the Price Chopper in-house team a big assist. “We leverage Daymon in a really big way.

They’re in house and they work hard to bring us that newness. One of the things COVID taught us is that innovation and newness is definitely important to consumers.”

Payoff in penetration Price Chopper’s investment in rebuilding its Own Brands has paid off. Currently, 85 percent of customers feel the company’s Own Brands match or exceed the quality and value of the national brand equivalent.

“If you’re not doing that, you’re not going to have

high penetration,” added Lundberg.

Price Chopper’s 29.1 percent penetration of Own Brands “proves that the customer agrees with what we’re doing.”

Through its merchandising, the company makes sure its PICS and Full Circle brands get prime real estate on store shelves and displays. Own Brand items are typically displayed to the right of the comparable leading brand, but in some categories, Own Brand is the category leader and is afforded preferred placement.

“We have a 50 percent penetration in cheese and a 30 percent penetration in coffee. We own that business because we have a high-quality product,” Lundberg said.

Lundberg believes there’s even more opportunity in the Own Brands space.

“Fact-based decision making is telling us where we need to go. We have a big opportunity gap in organic and natural Own Brands,” he said.

There’s also untapped potential in the NBE Plus segment. “When we’re checking the box from a national brand equivalent position, the next step is to grow in the premium space, whether it be in the entertaining or snacking space. We just came out with some artisan crackers we’re really pleased with,” he said.

Lundberg wants the company’s Own Brands to merit center stage at a holiday meal. “The times have changed with Own Brands and the customer is right there with us,” he said.

1/25/24 11:26 AM

PriceChopper_Revised.indd 33

1/25/24 11:25 AM

34

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

Helpful Experience takes customer service to whole new level Generating interest in a new brand is a win, but keeping those customers coming back is the end game.

“Loyalty is the No. 1 reason customers choose to shop Market 32. Our value proposition is not just price. It’s price plus rewards plus quality plus service,” said Sean Weiss, VP, business analytics and loyalty marketing.

From fresh to floral, providing an exceptional customer experience is the priority at Market 32. The dedication to stellar customer service runs so deep that in-store salads are served in a chilled bowl with a chilled utensil.

Plenty of smaller-sized shopping carts are now available since younger shoppers “want to come in and do more frequent shops versus the older generation,” said Tom Tomaselli, group VP of merchandising.

Wi-Fi in the stores is enhanced during different times of day and ambient music is programmed to shift hourly by genre and volume based on consumer demographics. The Price Chopper team has all the bases covered in the Market 32 stores.

“Everything is based on who’s shopping the store. We Eric Lucero did a lot of research,” said

PriceChopper_Revised.indd 34

Eric Lucero, regional VP, operations.

It’s all about interaction “The customer has a lot of choice as to where they are going to spend their money. Service is a real differentiator for us,” said Jim Cannistraci, store manager of the Market Bistro location in Latham, New York.

“We spend a lot of time on customer service with our teammates and have developed an approach called the Helpful Experience that takes service to a whole new level,” said Lucero.

Teammates in deli, meat and bakery are encouraged to engage with customers and answer their questions.

“Not only do we have more species of salmon in the store, our seafood teammates can tell customers the difference between a coho salmon and king salmon and instruct them in how to prepare them,” said Blaine Bringhurst, president, Price Chopper/Market 32. Stores will even cook seafood at no additional cost for customers.

To ensure that service remains first rate across all areas of the store, the company created a sales and service leader management position dedicated to training teammates in strategies and has debuted a customer engagement training program. A new produce certification process has also been introduced

since good service is “not just about customer engagement, it’s about product knowledge as well,” said Jody Plonski, SVP of operations.

Enhanced training has made a huge impact on service levels. “When a store has been converted to a Market 32 format, Lucero explains to teammates that they are now part of a brand family and everything they do, every interaction they have with a customer builds that brand. It really works,” Plonski said.

Plonski noted that the impact of that mindset on Price Chopper’s workforce has been significant.

Prime destinations Research also informed which departments are destinations for consumers. Prepared foods are one key loyalty generator.

“We see some of our biggest sales increases in prepared foods because of our expanded offerings,” Tomaselli said.

Pharmacy is also a critical category since its customers are the stickiest shoppers.

“Integrating pharmacy into our stores provides a onestop shopping experience for the customer and pharmacy Scott Guisinger

1/25/24 11:27 AM

custo Scott Ph overa provi 32 sto area visibi priva Ma intera typic

THE GRIFFIN REPORT OF THE NORTHEAST • DECEMBER 2023

gageJody

ct on d to a s that thing omer

et on

s are e one

es in se of ngs,”

itical mers rs. macy a onece for macy

customers tend to be our most loyal customers,” said Scott Guisinger, VP, pharmacy.

Pharmacy has long been at the core of an array of overall health and wellness initiatives the company is providing, and that strategy is amplified in the Market 32 stores. Lower shelving on gondolas in the pharmacy area creates a drug store ambiance and increases visibility. Consultation rooms provide a secluded, private area for vaccinations and counseling.

Making pharmacists more available for patient interaction is a high priority, since pharmacists are typically the most accessible and trusted healthcare

PriceChopper_Revised.indd 35

professional in any community and often the first point of contact for patients’ health concerns.

“Pharmacists ensure that patients understand their medications, make them aware of potential side effects and drug interactions and reinforce the importance of adherence to prescribed medications or therapies. They can ultimately improve patients’ health outcomes,” Guisinger said.

He went on to explain that the availability of vaccinations, medication management therapy programs, specialty prescription pharmacy services and a comprehensive diabetes solution program all provide the company with continued growth opportunities.

“From a business perspective, patients with diabetes and other chronic and complex conditions are important customers,” he said. “They have bigger baskets and tend to shop the store more frequently.

“We can also tie into the rest of the supermarket with lifestyle recommendations and healthy food options. One of the things we’re working on is creating targeted recipes for disease specific conditions to further engage customers and create more stickiness.”

Floral department customers are also dedicated to the brand.

“We have become a destination for floral. Our florists do between 260 to 300 weddings a year,” Plonski said.

The department is another opportunity for Price Chopper to create a one-stop shopping experience to meet a myriad of consumer needs.

35

Applications for loyalty Price Chopper excels at finding new applications for its loyalty card to boost customer allegiance.

“We know from our research that loyalty marketing is very important to our guests, and it’s one of the top reasons they choose us over a competitor. Loyalty rewards are a milestone of our value proposition to our customer,” said Sean Weiss, VP, business analytics and loyalty marketing.

Through the AdvantEdge Card, customers receive what Shawn Gonzalez, VP of advertising, calls the “one-two punch.”

“They get discounts on thousands of items every week,” he said. “And when they shop, they earn points through the AdvantEdge program that can be redeemed for things like discounts on food and fuel or to refinance student loans, purchase magazine subscriptions, convert them to airline miles, make charitable donations or enter sweepstakes for unique experiences.”

“We recently offered a brewery tour of Brewery Ommegang in Cooperstown, New York, and an overnight stay,” Weiss said. “We provide those experiences through partnerships with our home.grown. network of local growers and providers.”

Weiss noted that working with companies that understand the Market 32 brand and what Price Chopper wants to provide customers remains a cornerstone of its loyalty program.

1/25/24 11:27 AM

36

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

Raising bar on digital engagement creates ‘value exchange’ Finding the synergy between in-store shopping and digital engagement is the sweet spot retailers are dedicated to hitting.

“When your customers are not only engaging with you in-store, but also online, it’s another way you can market to them and serve them Sean Weiss content,” said Sean Weiss, VP, business analytics and loyalty marketing.

Price Chopper’s AdvantEdge Card plays a significant role in keeping customers engaged at every stage of the retail experience.

Weiss described Price Chopper’s loyalty program as “a value exchange with the customer.”

“The customer gives us information and we provide value back to the customer,” he said. “As a retailer, the insights we garner from our program are used to make fact-based decisions, from choosing where to build a new store to selecting which products to feature in which aisles. Research is at the heart of everything we do.”

Personalized data allows the company to build more meaningful relationships with customers by offering them benefits they value most.

“We have the ability to personalize and target

PriceChopper_Revised.indd 36

at scale and we do a lot of targeted marketing with both our physical and digital campaigns,” Weiss said.

“Partnerships enable us to reach the customer with a unique set of offers relevant to their shopping habits.”

Online experience with in‑store benefits “We want shoppers to do a full basket shop with us,” said Tom Tomaselli, group VP of merchandising. “If they’re buying fresh but not buying laundry and paper products at our stores, we can direct an offer to them to get them back into that category with us.”

Those additional basket items are critical for retailers. Price Chopper strives to generate impulse and more robust basket orders not only in-store but also online via its mobile app and digital properties.

“We’re trying to meet the customer where they are,” Weiss said. Shoppers can pick up at over 100 locations or have orders delivered within two hours on most days.

On its own platforms, Price Chopper can better shape the experience to mimic in-store shopping patterns.

“When they’re building a basket online, we want it to approximate walking up and down the aisles,” Weiss said. “We include personalized ranking of favorite items and pop-up suggestions for customers as

they build their online carts.”

The e-commerce experience is also built out with inspirational food blogs complete with how-to videos and recipes.

“We also offer shoppable collections on our website, where we feature themed collections, including Own Brand items,” Weiss said. “A lot of branded partners are interested in being in those shoppable collections, so it’s a balance.”

Weiss noted that his team continues to look for ways to leverage data and insights to enhance the customer shopping experience and noted machine learning and artificial intelligence allows predictive modeling to inform decision-making on everything from promotions to merchandising.

“It comes down to speed to insights,” he said.

Next wave engagement Determined to keep the company on the forefront of digital retailing, Weiss and his team, along with several partnerships, have introduced several ways to engage with AdvantEdge Rewards online.

“We don’t see a lot of grocery stores having things like digital games on their apps or on their

1/25/24 11:27 AM

with ideos

bsite, Own tners tions,

THE GRIFFIN REPORT OF THE NORTHEAST • DECEMBER 2023

websites; we’re on the forefront,” he said.

This past year, the team created two mobile-first games – a digital prize wheel customers could spin and an online version of a scratch-off card.

Prizes included extra AdvantEdge Rewards points, eCoupons, sweepstakes entries or donations to a local charity.

Weiss explained that when they explored digital game activations, they were careful not to alienate customers who don’t want to be online.

“Digital games are specifically targeted and messaged electronically to people who we know are already engaged with us online and on our website and are likely to want to engage with this content,”

37

he said. “We’ve found a customer base that loves it, so we’re going to keep serving it to that customer base.”

Heightened engagement keeps customers coming back to the property, just like you want them to keep coming back to the store. It’s a way to keep customers in our ecosystem,” Weiss said.

ways omer g and ng to omo-

front with ays to

PriceChopper_Revised.indd 37

1/25/24 11:28 AM

38

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

People-centric perspective helps grocer grow, retain talent A people-first focus, always at the core of Price Chopper’s corporate vision, has moved center stage with the company’s rebrand.

“The Market 32 brand was built on two things – product and people. And the people part was the most important,” said Blaine Bringhurst, president of Price Chopper/Market 32.

Price Chopper has long been an employee-centric company.

“Our 15,000 teammates are knowledgeable, hardworking, dedicated and loyal.

We’re proud to have them,” said Jody Plonski, SVP of operations.

Like every other retailer in a rapidly-changing marketplace, Price Chopper is grappling with the staffing hurdles facing employers. While turnover for newer employees is on par with industry averages, tenure for teammates who have been with the company for over five years remains high. Many have been with the company for decades.

Commitment to career development No doubt, those long tenures are due to the company’s commitment to developing its people. Career advancement is a particular strength at Price Chopper.

“We provide each teammate with the tools to grow their career through training and advancement programs and scholarship and tuition reimbursement programs. We have countless teammates who started here in high school and are now managers or executives. That speaks to our belief in growing talent and promoting from within,” said Ben Bishop, director of human resources.

Ben Bishop The company’s Teammate Development Program, a sixmonth immersive career ladder program designed to help promising employees

PriceChopper_Revised.indd 38

move to the assistant team leader role, enrolls 100 to 120 teammates a year.

The immersive Retail Management Academy, open to those who have or are working toward a bachelor’s degree, trains candidates in every aspect of the grocery business in preparation for a store manager position.

“It’s very common for teammates to work their way up through the system,” said Jim Cannistraci, store manager of the Market Bistro store in Latham, New York. “There’s a real investment there. I always want people on the bench ready to move up to the next level.”

Price Chopper also encourages teammates to explore opportunities throughout its operations.

“We have a number of teammates from the stores learn how to drive through our in-house driving school program and start a whole new career as either truck drivers or mechanics in our fleet,” said Dave Schmitz, VP, distribution.

Bringhurst added, “We are very fortunate to have great teammates. We invest in their success and their lives. They have rewarded us with tremendous loyalty and effort.”

Flexing with new market realities To remain competitive in an increasingly challenging marketplace, the company has initiated bonuses and invested in its teams with the largest wage packages in back-to-back years, explained Bishop.

“We have a common goal of nourishing our customers’ lives,” he said. “As an organization, we can’t meet that goal if we’re not nourishing and taking care of our teammates.”

Price Chopper continues to find innovative ways to motivate teammates, including leveraging its AdvantEdge Card. The company recently loaded rewards points onto cards of 13,000 employees.

1/25/24 11:28 AM

THE GRIFFIN REPORT OF THE NORTHEAST • DECEMBER 2023

“It’s a way to thank them for everything they’re doing,” noted Sean Weiss, VP, business analytics and loyalty marketing.

As flexibility in work hours and shifts becomes a more significant aspect of modern workplace dynamics, Price Chopper has adapted accordingly.

“Everybody in the distribution center gets at least one weekend day off so they can be with their families. It’s expected if we want to compete in the marketplace,” Schmitz said.

The company has Dave Schmitz also shifted start times to allow teammates who use public transportation to start their workday later. That has meant reworking store deliveries and taking a fresh look at how pallets are prepared.

The company is also ramping up its Diversity, Equity and Inclusion efforts to ensure all teammates have an inclusive and equitable work environment.

“DE&I is a big focus at the company, and we’ve instituted a DE&I council, affinity groups and DE&I training to ensure that all employees are supported in the workplace,” Bishop said. “We want to make sure our teammates are reflective of the communities that we operate in and serve.”

PriceChopper_Revised.indd 39

39

Giving back to communities remains at very core of corporate philosophy A commitment to community is deeply woven into the fabric of Price Chopper’s business philosophy.

Blaine Bringhurst, president of Price Chopper/ Market 32, emphasized the company’s symbiotic relationship between community betterment and business success.

“If we can help make the community a better place, it’s not just good for our business model, it’s good for the people who live in those communities,” he said.

Mona Golub, VP of public relations and consumer services, reflected on the enduring philanthropic perspective of the company founded by her grandfather, Bill Golub, and his brother, Ben. Like the Golub brothers, who were quick to respond to the needs of their communiMona Golub ties, she said the company continues to use its resources to make a difference.

Price Chopper focuses on connecting with organizations that are getting results, noted Golub. Through strategic partnerships with the American Red Cross, Salvation Army and United Way, the company provides avenues for customers – and employees – to donate to

trusted partners.

Customers are encouraged, through Round Up Your Change campaigns at checkout, to donate to organizations that are vetted by the company’s leadership team.

“Our teams get competitive about it. We have cashiers who make it their mission to be the top person to solicit donations,” said Ben Bishop, director of human resources.

Company-wide effort Price Chopper’s commitment to giving back is not just a corporate initiative – it’s a collective effort.

Teammates are encouraged to propose store-level fundraising efforts.

“It’s not uncommon for a store to be interested in a cause or a local nonprofit and rally around fundraising within their store,” Bishop said. “We encourage our teammates to nominate a nonprofit for Giving Tuesday, and we chose six awards [one in each state in which we operate] based on our teammates’ nominations.”

Bishop cited an initiative called Stuff The Bus, which was initiated by Paul Colwell, store manager in Malta, New York, as one creative store-level fundraiser. The program encourages customers to purchase pre-packed grocery bags available near checkout for donation to Please see page 40

1/25/24 11:29 AM

40

DECEMBER 2023 • THE GRIFFIN REPORT OF THE NORTHEAST

2023 Northeast Retailer of the Year

From page 39

the Franklin Community Center.

Price Chopper’s twice-a-year stuffed animal program is one of the company’s most beloved and successful fundraisers.

Twice a year, a new plush toy is created for a specific nonprofit partner and $3 from every $10 sale is donated to that organization.

Price Chopper raised $40,000-$50,000 for each of the 2023 partners, Double H Ranch and Feeding America, from sales of a colorful plush chicken.

Innovative fundraising programs, such as the Big League Raffle, help organizations help themselves. Started 20 years ago, the program provides teams with raffle tickets and a slate of prizes.

“All the teams have to do is sell tickets. Hundreds of teams have taken us up on the opportunity,” explained Golub.

Price Chopper’s commitment to community transcends financial support (cash donations, sponsorship, gift cards or food itself), extending into realms of emergency response, legislative advocacy, volunteer engagement and strategic partnerships with suppliers.

The company routinely lends transportation assistance or use of a refrigerated truck from its fleet to help nonprofits achieve their goals or to respond to an emergency.

“We also offer marketing and public relations support to nonprofits that need to amplify their message to get the support that they deserve,” said Golub, adding that encouraging volunteer leadership is another way the company connects to community.

Price Chopper also works with its supplier partners to sponsor events.

PriceChopper_Revised.indd 40

“People think of trade partners as those who supply the products we put on the shelves, but it’s so much more than that. When we can work together to meet the needs of our communities at large, it’s wonderful synergy,” Golub said.

Price Chopper teams up with Freihofer’s Baking Co. on an annual Christmas program to raise money for the Melodies Center at Albany Medical Center. An in-store campaign that donates a nickel for every box of Freihofer’s chocolate chip cookies sold further supports the hospital.

“It’s a perfect example of how we work together with the company that supplies our packaged bakery to support a hospital that serves families within a 150-mile radius of our company,” Golub said.

Fighting food insecurity Food insecurity is a big focus at the company. Through its Fresh Recovery Program, Price Chopper works with 14 partner food banks to ensure product is picked up and delivered to food pantries while it’s still fresh and edible.

Through the chainwide Fill a Plate Holiday Gift Bag Campaign, customers can buy a $10 pre-packed bag of groceries. More than 16,000 bags were sold this year, raising $160,000 for regional food pantries.

The company also promotes a Fill a Plate with Promise/Fill a Glass with Hope fundraising campaign every June to assist families in need during the summer when they don’t have access to school breakfast or lunch.

Price Chopper also is committed to weaving DE&I into its outreach.

“We support a variety of multicultural events in the community and include Embrace Race in our Round Up Your Change campaign. It speaks to what we believe,” Golub said.

Despite the many changes at the company, the dedication to giving back to the communities remains a cornerstone of its corporate philosophy.

“My grandfather used to say: ‘If you help somebody up to the top of the mountain, you end closer to the top yourself,” Golub said.

1/25/24 11:30 AM

PriceChopper_Revised.indd 41

1/25/24 11:31 AM