Stop & Shop 100th Anniversary Celebration by Shelby Publishing

June 2014 The Griffin Report of Food Marketing Presents

The 100th Anniversary of Stop & Shop

Index Stop & Shop Introduction................... page 3 Stop & Shop Leaders....................... page 24 Stop & Shop Ideas & Innovations..... page 48 Stop & Shop Scrapbook................... page 70

100 Years of Fresh Ideas

Stop & Shop Celebrates 100 Years

JUNE 2014 • The Griffin Report of Food Marketing

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Watching Stop & Shop For 48 Years Has Been A Blast BY THE LATE JOHN GRIFFIN FOUNDER, PUBLISHER THE GRIFFIN REPORT OF FOOD MARKETING (originally published in 2004)

hen I was a youngster growing up in Watertown just outside of Boston, Stop & Shop wasn’t the big guy in town. Most of the food business was gobbled up by First National and A&P, two giants in New England who, it seemed at the time, were destined to stay at the top of the heap. Long before Stop & Shop became a household name in these parts, it didn’t seem possible that First National and A&P could ever be toppled from their lofty positions in the retailing world. There were also a number of bigger stores coming on line following World War II, but they were mostly owned by smaller operators who had but one or two stores. One of my earliest memories of a self-service market was the Big Bear Market on Mt. Auburn Street where the Cambridge, Belmont and Watertown town lines met. The huge store occupied space in an old trolley car barn operated by the transit authority. At each major aisle-intersection of the store was a huge stuffed bear with sharp fangs and falling-out fur. Can you imagine each town’s board of health getting a crack at a dozen bears shedding dirty hair next to the produce and meat departments? That store remains an active one today under the Star/Shaw’s banner and continues to do a major piece of business. The first time I recall seeing a Stop & Shop banner was on

The late John Griffin, The Griffin Report

a shopping trip I made with my folks to Cambridge. I think that the store in what was the R.H. White department store warehouse on Memorial Drive in Cambridge was the first supermarket operated under their Stop & Shop name and, if I am not mistaken, that was managed under Stop & Shop legend Bill Frank. Prior to that, all of the stores operated by the company were smaller stores under the name of Economy Grocery Company. The business first began in 1914 by the Rabinowitz family, Russian immigrants who came to this country just at the turn of the 20th century. The business initially was a wholesale grocer supplying hundreds of small mom-andpop stores in the Greater Boston area. The firm branched out after a few years and opened a few dozen Economy Grocery Stores in the area. These first new Economy units were similar to the hundreds of one and two manned stores operated by both First National, the area’s biggest retailer, and by A&P, another old company with roots in New England. Modern food industry people today would have a hard time,

indeed, imagining how different food shopping was in the years prior to World War II and just after that event. Almost every block of neighborhood stores along every major New England street housed at least one First National or A&P. If you can believe it, I was once told by a First National store supervisor that at one time his company operated 58 stores on Blue Hill Avenue alone, a street that ran from Boston’s South End through Dorchester and on through Mattapan. These were 1,500- to 2,500square-foot stores which in most cases did $500 a week in total volume. In my own suburban Watertown neighborhood, we did our shopping in a small First National store on Mt. Auburn Street managed by Archie Nutting, a generally frantic middle-aged man who was constantly muttering about having too much to do and too little time to do it. The manager’s only help came from a teenaged boy who came into the store for a couple of hours after school. Shoppers in those days – particularly during the war – usually walked to the store and thus would buy only what they could carry home. It was in this setting that Stop & Shop first started to make inroads in the New England market after the founders of Economy Grocery Co. gave way to a new generation in the family and a new, more modern movement toward food merchandising became evident. Under the dynamic leadership of Sidney R. Rabb and his two brothers, Norman and Irving, exciting things began to happen. First, the new leadership went outside the family to fill key slots within the ranks of management.

The Rabbs sought out the best people in each area of the business. They also secured the best talents available in the worlds of real estate and consumer market research and these experts were urged to work together to secure the best sites in areas where coming growth was sure to happen. Stop & Shop stores began to spring up in such growth areas as Natick-Framingham, Quincy, Peabody and Marlboro on the fringes of the core city. Still, First National and A&P didn’t get it and continued to seek out small locations in the old inner cities in Boston, Cambridge, Lowell, Worcester and other low-growth regions. First National and A&P were laying their own tracks for a voyage of disaster. Stop & Shop also got the upper hand by accelerating a new, more aggressive buying and promotion program, taking on and experimenting with new products, new equipment and new advertising programs. I was lucky enough to have almost unlimited access to Stop & Shop’s top managers in those early days. Long before the era of human resources departments and the office of public relations director, I was able to reach the company’s chief, Sidney Rabb, or “Mr. Sidney” as he was widely known both inside and outside the company, almost at a moment’s notice. I recall during one period in the 1960s when I asked him about a new store concept in his chain and he said: “John, why don’t you pop over here now and we’ll talk about it?” I was there in 15 minutes and he gave me more than an hour of his time. For a young reporter, he was great. When I asked him some probing questions about his business

which he didn’t feel he could answer, he told me why. When I told him I would consider some of his comments off the record, he trusted me. He was the leader of that fantastic business and you could just see his positive attitude reflected throughout his company. Across town at both First National and A&P, things were exactly opposite. Those two big companies did everything they could think of to avoid answering the kind of questions we had. Normally management was “in a meeting” and couldn’t possibly be disturbed. Negative attitudes were everywhere and even the good guys there had to watch their backs if caught talking with a reporter. In an obvious moment of weakness one day at a meeting of First National investors in Boston, Finast’s director of public relations told me that his management hired him to keep First National’s name out of the papers rather than in them. He called me the day after and made me promise not to say that in the paper since, he said, that day would be his last day on the job. Covering First National and A&P on a full-time basis convinced me that every day they were digging bigger holes for themselves and it was just a matter of time before these giants would go. Despite many management changes, both companies would eventually go as Stop & Shop and dozens of other progressive retailers took over the business. The fall of First National and A&P, though widely expected, came as a great blow to the many good people who gave the better parts of their professional lives (Continues on page S&S-4)

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Watching Stop & Shop Has Been A Blast... They were among hundreds of Tea Company people who were underappreciated by fighting for a losing cause. management. Over at First National Don I recall the many good times I had with MacNamara, Eddie McLaughlin and Bill so many good guys at A&P, particularly Paul Hanberry are among the many Finast folks Carey, Marty Corrigan and Bill Bacon. who were well respected by everyone in the

trade. You could also see how different these companies were in the way they treated salespeople calling on their buyers. Stop & Shop’s waiting room had people in it as early as 6 a.m. who were greeted with both a fresh smile and fresh coffee. Across town, the cemetery group met every morning and it took no special insight to see it was not a fun call. The South Boston gang had a reputation for trying new ideas and new products while other older chains waited until product excitement had passed before signing the order. It is not possible for me to sum up some 40 years of chain watching in this market in a single column but so much that happened was predictable. Stop & Shop was constantly on the move with new merchandising ideas and new store concepts. Sidney Rabb’s claim that “People Make the Difference” was believable and practiced throughout the chain and played a major role in This old-time memory was taken on 1966 in the Stop & Shop on Memorial Drive in Stop & Shop’s drive to the top. Cambridge. Pictured is Mr. Frank, the Stop & Shop Store manager, Jim Hintlian, And didn’t Stop & Shop have hundreds Mark’s father, Mort Winer, vice president of sales and marketing, and an unidentiof wonderful people, many of whom we (Continued from page S&S-3)

had the pleasure of knowing. Just some quick memory flashes: who was nicer that Eddie Buckley, Dana Gillis or Dave Bronstein? And didn’t we have fun with Jerry Dailey, Ed Dawe and Bill Gaetani? And didn’t Gus Lordi provide a big boost? And how many people were better than Ed Miner, Sal Saccioca, Mary Gustowski or George Irving? Who provided such a lift for all of us more than Dick Keane or Dick Ponte? And don’t forget the contributions of Rod Shank, Roy Piercey and Danny McGuiggan, along with Bob Monroe and Rich Ryan. Shooting upstairs for a second what better chiefs have we had in the food business than Lew Schaeneman, Bob Tobin, Bill Grize and Marc Smith? It’s an All-America team. Stop & Shop has had a great run for 90 years and there is no reason to suspect that it won’t continue for another 90. Nobody has had more fun than this reporter who did the first of hundreds of interviews with Stop & Shop in October of 1956. It’s been a great run for me as well.

fied youngster in front of a display of Teddie Peanut Butter.

Congratulations to Stop & Shop on Your 100th Anniversary

Congratulates

On 100 Years

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Stop & Shop Celebrates 100 Years

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Congratulations Stop & Shop For 100 Years Of Great People, Great Ideas & Being A Better Neighbor BY MIKE BERGER SR. EDITOR, THE GRIFFIN REPORT OF FOOD MARKETING

hrough World Wars, The Great Depression, and 10 decades of U.S. presidents, Stop & Shop has grown, thrived and survived the test of time. The common denominators in those 100 years have been innovation and great ideas that make the chain a better place to shop for its customers; business leadership and talent that position the grocer as a regional employer of choice; and a legacy of giving that makes Stop & Shop a better neighbor throughout the Northeast. Stop & Shop traces its roots back to 1914 when the Rabinowitz family founded the Economy Grocery Stores Company in the Boston suburb of Somerville, Mass. Four years later, family member Sidney Rabb introduced an idea that was then new to retail – the self-service, modern supermarket. As that idea caught on, the company rapidly expanded, furthering its development from a single corner grocer to two

divisions with nearly 400 stores today. But the innovation didn’t stop there. In 1982, Stop & Shop pioneered the superstore concept in New England. Today the two divisions operate superstores, some of which include gas stations, full-service pharmacies, as well as conventional supermarkets. The divisions have taken format development further in recent years, with stores that not only better serve customers but also use less energy. In its commitment to be a sustainable company, Stop & Shop is a member of the U.S. Green Building Council and EPA’s Smart Way program and has been recognized by the EPA for the superior energy management of its stores. Today, Stop & Shop employs approximately 59,000 associates and operates 394 stores throughout Massachusetts, Connecticut, Rhode Island, New York and New Jersey. Along with the other divisions in Ahold USA, the Stop & Shop divisions continue to grow sales and market share and focus on strengthening their own-brand offerings. The divisions are also introducing pickup points that enable customers to

order groceries online and pick them up at the store without leaving their cars. Stop & Shop is using leading-edge smartphone and online technology to make shopping more convenient for customers. For example, the award-winning Scan It! Mobile lets customers use their own smartphones to scan their groceries, tally their orders, receive personalized savings and check out – while they shop. The company helps support local communities with emphasis on children’s education and health along with the fight against hunger. In 2013, they donated a remarkable $28 million in food and funds to local charitable organizations. Whenever there is a regional emergency or crisis, Stop & Shop has shown through the 100 years they are ready to help. Fundraising events from 9/11, The One Fund and Superstorm Sandy are just a few examples of great community donations and assistance by Stop & Shop. Having taken photos for many trade events for 17 years, the one thing that has impressed me about Stop & Shop is its support for its

own people. Whether it’s Best Bagger events, retirements or other special events, Stop & Shop associates turn out in force to support or congratulate an individual. With that mind, we have researched every issue of The Griffin Report, starting with late founder John Griffin and continuing through 2014 under Kevin Griffin and come up with many special events focusing on the people and history of Stop & Shop. We have also featured the many industry-leading ideas Stop & Shop has brought to the food community such as Peapod, technology, energy efficiency, nutrition and wellness and also featured many of the Stop & Shop leaders we have covered over the years, including Sidney Rabb, Bob Tobin, Bill Grize and Carl Schlicker, bringing us into today with current division presidents Joe Kelley in New England and Don Sussman in New York. Here’s hoping Stop & Shop keeps coming up with great ideas for everyone for another 100 years!

Great Lakes Cheese Congratulates Stop & Shop on 100 years of leadership and growth and wishes them continued success. It’s with the same dedication that we offer consistent award-winning quality, distribution and complete service programs for dairy, deli and food service. And like other industry leaders, our proudest award is the customer satisfaction we earn every day.

greatlakescheese.com | 800.677.7181 Shelby-Unified.indd 1

greatlakescheese.com 800.677.7181

Old World Traditiongreatlakescheese.com | A PASSION FOR EXCELLENCE 800.677.7181 12/9/11 3:01 PM

On Your 100th Year Anniversary We are proud to be your business partner! Best wishes for continued success from your friends at

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Stop & Shop 100-Year History Marked By Commitment, Innovation & Teamwork

1914

T 1918

1930

Economy Grocery Stores is founded. Joseph Rabinowitz (Jr.) starts the Standard Grocery Company with his brother Max in 1898.

The company is located on Richmond Street in Boston. Building burns down. Company moves to 205 A Street in the Boston Wharf Building.

he heritage of Stop & Shop is a particularly proud one, based on a tradition of teamwork, innovation and a commitment to excellence. The principles that have guided Stop & Shop have been consistent through its development. They are commitments to consumers, communities and employees and providing its customers with choice and value and quality in the products sold to customers. By honoring and perpetuating these commitments, Stop & Shop has grown from a small chain of corner grocery stores serving the city of Boston to a vital and dynamic retail corporation extending throughout much of the East Coast. Stop & Shop’s history spans eight decades, each one characterized by responsiveness to the changes on society. From the rough early years preceding the Depression to the demanding lifestyles of today, Stop & Shop has become firmly established as a successful and vital retail presence.

Beginnings

1935

Sidney Rabb served as chairman of Stop & Shop from 1930 to 1985.

The Rabbs convert the old Ford Assembly plant on Memorial Drive at the Boston University Bridge into a store the named RH White’s Foodmart.

Stop & Shop traces its roots to the Economy Grocery Stores Co., founded in 1914. Sidney R. Rabb, a man often referred to as the father of the modern supermarket, joined his uncle Julius Robbins’ small grocery store business in 1918. He quickly set about improving operations with the help of his father, Joseph Rabinowitz (who served as president), and in later years, his uncle, Jacob. Economy Grocery Stores began to flourish.

Pioneering Developments The early 1920s marked a prosperous time for the country. Americans were forging ahead, their confidence re-instilled by victory in World War I and big business was growing at a rapid rate. Economy Grocery Stores undertook an aggressive strategy of growth by acquisition and realized great gains in the early years of the decade. In 1925, Norman S. Rabb joined the company. With now 262 stores in operation, the firm incorporated and issued its first shares of stock to the general public as the Economy Grocery Stores Corp. Sidney Rabb was named chairman, a post he would hold for the next 60 years. With growth came innovation. In 1927, Economy began an experiment, combining meat retailing with the burgeoning grocery business. At first, Arrow Markets, a local meat retailing chain, was permitted to operate concessions in several Economy Grocery stores. When the combination proved successful, Economy acquired the Arrow chain and assumed management of the meat operations in the grocery stores. But the optimism and enthusiasm that pervaded the nation came to an abrupt and devastating halt as the fall of 1929 heralded the crash of the American stock market. The Great Depression ensued, characterized by widespread employment, long bread lines and soup kitchens. In spite of economic uncertainty, Economy Grocery Stores Corp. continued its growth by acquisition. In 1932, 106 Grey United Company stores were purchased, expanding the company’s operating area

throughout Massachusetts and into part of Vermont and New Hampshire. In 1935, Irving W. Rabb, Sidney Rabb’s youngest brother, joined the company on a fulltime basis after having spent his college summers working in various positions. The three brothers, Sidney, Norman and Irving, spent countless hours in the stores, learning from their employees and customers alike. They were widely admired for their hands-on approach to the business and for their open and accessible management style. Union activity was widespread and brisk during the mid 1930s. Economy Grocery Stores were among the first in New England to unionize after the Rabbs invited representatives of the retail clerks, a division of the American Federation of Labor, to speak to their people about union benefits. Although few business analysts saw the mid-1930s as a time for innovation and substantial capital investments, Sidney Rabb persevered with his vision of a new food retailing outlet—a large self-service market, featuring combined meat, grocery and produce departments, all owned and operated by a single management. He firmly believed that a market of this type (what is considered today’s supermarket) would provide convenience and lower prices for customers and would generate larger profits for the company. Thus, in the midst of a national crisis, Economy Grocery Stores took a bold gamble by opening the R.H. White Foodmart in Cambridge, Mass., in 1935. The massive food mart was situated on the (Continues on page S&S-10)

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The History of Stop & Shop...

1937

1938

1945

1946

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The self-service markets open under the name Stop & Shop.

Innovative employee benefits are created, such as a Personnel Division with formalized training programs, followed by an employee retirement program.

World War II starts. Shortages of staple items plus the lack of manpower make for “rough sledding.” But sales keep climbing.

Economy Grocery Stores changes its name to Stop & Shop in 1946.

site of a former Ford assembly plant and provided parking for more than 1,000 automobiles. The cries of folly which resounded throughout the food industry soon turned into cheers of admiration as business boomed and first year sales approached the $2 million mark—the equivalent of about 45 of the conventional Economy markets of the era. The overwhelming response of the public to the Foodmart prototype triggered a program of gradual conversion and relocation of the smaller Economy markets. The larger, more profitable stores were called Stop & Shop Supermarkets. Shortly before this program was instituted, the total number of Economy stores peaked at 435 units. However, the shift to Stop & Shop Supermarkets resulted in fewer stores with higher volumes, and the vision of a successful supermarket had become a reality. As the 1930s drew to a close, the economic health of the nation was improving but rumblings of an imminent war with Germany made many Americans uneasy. The year 1941 marked the U.S. entry into World War II, bringing many changes to the American lifestyle and the role supermarkets were to play in coming years. With the war came rationing, price controls, war bond promotions and scrap drives. Men left the supermarket labor force in droves to join the armed forces and were replaced by thousands of their resourceful and determined female counterparts. Conservation measures forced many stores to close. Hours were long and supermarket growth was virtually at a standstill until shortly after war ended in 1945. As the country began to regroup and rebuild, the Economy Grocery Stores Corp. followed suit. Spurred on by

the success of the Stop & Shop Supermarkets, the company concentrated its efforts on a program of converting the entire chain to a supermarket operation. By closing the older stores in conjunction with the opening of new supermarkets, Economy was able to maintain jobs for all of its people. In 1947, sales had risen above $42.5 million, with Stop & Shops accounting for the majority of total sales. More and more, the public identified with the Stop & Shop name, and during the year, the name of the company was changed from Economy Grocery Stores Corp. to Stop & Shop. At the year’s end, the company operated 86 Stop & Shop Supermarkets. The year 1948 marked the opening of a large central bakery on Causeway Street in Boston. The structure was originally built in 1900 for the Sunshine Biscuit Co. and was acquired and remodeled to supply fresh bakery products for Stop & Shop Supermarkets.

1950s-Post War Boom The end of the war brought about a social and economic revolution centered around suburbia. The baby boom had begun and the expansion of the suburbs created demand for supermarkets in convenient locations along the nation’s rapidly developing highway system. Stop & Shop continued to grow, acquiring sites in popular strip centers throughout New England. Creative merchandising was evidence of the intense competition that was building among food retailers throughout the region and the nation, and a full-scale construction boom had seized the industry. Sales hit the $50 million mark — a true milestone in the development of the company. The Stop & Shop Foundation was established in 1951 to formalize the company’s commitment to its communities. To this

day, the foundation is actively pursuing its vision — that all individuals be ensured equal access to quality education, employment and health care, and that all may be exposed to varied and rich cultural experiences, factors that enhances the quality of life for the community as a whole. During the early 1950s, trading stamps were popular in some area supermarkets, but Stop & Shop maintained a nostamp policy for its stores, reasoning that customers wanted low prices with no hidden costs for promotions. However, in response to continuing consumer interest in trading stamps, Stop & Shop joined with several non-competing food chains to found Top Value Enterprises, distributors of Top Value Stamps. The stamps debuted in 1955, just ahead of a nationwide trading stamp phenomenon that was to span a decade and become one of the most successful of all supermarket promotions. Stop & Shop continued on its steady course of success and opened its Rhode Island territory with a large supermarket in Pawtucket, R.I., in 1956. By the end of the 1950s, sales neared the $200 million mark.

Continued Growth In following years, Stop & Shop increased both its presence and support capabilities with the development of a perishable distribution center in 1955 and a massive grocery distribution center with 11 acres of floor space in Readville, Mass., in 1960. The opening of the Readville facility was a boon to the company’s rapidly expanding needs, housing a dairy plant, a quality control laboratory, a coffee roasting facility and a commissary kitchen, in addition to its distribution operation. Expansion (Continues on page S&S-12)

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The History of Stop & Shop...

1948

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in the Connecticut and Western Massachusetts markets also necessitated the construction of a 120,000-square-foot distribution center in No. Haven, Conn., which opened in 1961.

Diversification

1956

1958

1964

In 1948, the first real self-service supermarket, and the first store under the Stop & Shop banner, opened on Memorial Drive, Cambridge.

Kay DiMaggio, from Medford’s Fellsway store, is named top regional winner of the Super Market Institute’s Checker of the Year competition.

The biggest store opens in the giant Northshore Shopping Center, Peabody – the largest shopping center in the Northeast.

Stop & Shop celebrates its 50th Anniversary.

The 1960s was a decade of change and experimentation for the nation and Stop & Shop kept pace with the times. The 1961 acquisition of Bradlees, a struggling, small chain of discount department stores, radically altered the scope of Stop & Shop retail operations. The company recognized the dynamic growth potential of the discount department store business and saw in it parallels to the development of supermarkets a generation earlier. Five of the six original Bradlees stores were located in the same strip centers as Stop & Shop Supermarkets. The acquisition allowed the company to enter the discount department store business with a company allied in operations and geography, and with a nucleus of experienced people. When it was acquired, Bradlees operated only the children’s wear department; licensees operated the other remaining departments. Over the years, as licenses expired, Bradlees assumed operations of all departments, with the exception of the shoe department. Initially, Bradlees struggled for growth, but after the aches and pains associated with regrouping and expansion, Bradlees flourished. Its sales climbed from $5 million in 1962 to $107 million by 1968. After 40 years of dedicated service, Joseph Rabinowitz retired from the presidency in September of 1963 and was elected Honorary President by the Board of Directors. Irving Rabb, executive vice president, general manager and member of the board, was elected to

succeed him as president. In 1965, Mr. Rabb was named to the post of vice chairman of the board and Donald A. Gannon, former executive vice president, was elected president of Stop & Shop. In 1961, the company undertook a new venture with the opening of its first discount food store, a supermarket under the Bradlees name but operated by the supermarket division. The large volume discount supermarket offered foods at lower than conventional price, without trading stamps. Varieties were limited and store hours were shorter than was typical of the time. Customers now had a choice between low food prices with no trading stamps and conventional Stop & Shop’s wider product line, increased service and stamps. Self-service retailing was taken a step further when the first combination store, under the Bradlees name, was opened in the same year. It featured both food and mercantile goods at lower prices under one price, with separate checkouts. The combination store represented the latest in one-stop shopping convenience, and was to become the forerunner of today’s superstore. After several years of developing the discount food store, in 1965, in recognition of customers’ preference for lower prices, better values and instant cash savings, Stop & Shop instituted “Mini-Pricing” – a daring and highly successful strategy which combined aggressive pricing, increased promotional efforts and the dropping of trading stamps. After an initially slow acceptance, sales skyrocketed to a record rate. MiniPricing was a success. Stop & Shop also inaugurated a new era in corporate responsiveness with its pioneering Consumer Board Program, designed to bring customers and store manage-

ment together for open discussion. Stop & Shop held its first Consumer Board in 1967 under the leadership of Vice President Carol R. Goldberg, who later would become president and chief operating officer of the corporation. In 1968, to help support southern expansion of its business in the Connecticut, Western Massachusetts, New York and New Jersey markets, Stop & Shop began constructing a fully mechanized 350,000-squarefoot grocery distribution center in No. Haven, Conn., adjacent to its existing perishable goods warehouse. The center was the first company warehouse to utilize a fully computerized inventory system. In another innovative move to improve distribution methods, the company announced plans for the development of a 165,000-square-foot central meat processing and distribution plant to be constructed in Marlboro, Mass. The plans called for a central refrigeration plant to prepare beef in an aseptic environment that would encourage natural aging for tenderness and flavor. The facility was the most technically sophisticated plant of its kind in the country when it opened in December of 1971. With Stop & Shop the leading supermarket chain in metropolitan Boston (based on sales and market share) and Bradlees enjoying a tremendous growth, further diversification was to become a reality. The corporation’s evolution continued with the debut of Medi Mart Drug Store Co. in 1968. It was a prosperous time for the drugstore market, when drugstore chain sales were growing at about twice the rate of their general retail counterparts. Initially, Medi Mart consisted of four stores, two in Connecticut and one each in New York and New Jersey. (Continues on page S&S-14)

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The History of Stop & Shop...

1964

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In 1969, Stop & Shop once again demonstrated its interest in new markets with the acquisition of the Charles B. Perkins Co., a 21-unit tobacco and sundries firm operating in eastern New England.

Tragic Setback

1977

1980

1985

Donald Gannon served as president of Stop & Shop from 1964 to 1972. Photo courtesy of The Boston Globe.

The company forms Stop & Shop Manufacturing Company with bakery, dairy, commissary, Photo Finishing Lab, Meat Processing and Corporate Quality Control.

Lew Schaeneman was named Stop & Shop president in 1980 and was named CEO as well in 1985.

Avram Goldberg served as chairman and chief executive officer from 1985 to 1989.

But 1969 brought tragedy as well as expansion. On Aug. 5, a devastating fire destroyed the company’s immense grocery distribution center at Readville, Mass. The half-million-squarefoot facility erupted into a gigantic “popcorn cooker” of exploding cans, crashing girders and melting forklifts. Within hours, company officials gathered to put a standing emergency plan into action. A complex set of logistics was devised to keep the 138-store supermarket company supplied and in operation. Few companies could have survived a disaster of such proportion. However, through the diligent efforts of Stop & Shop people and suppliers and with the confident support of its bankers, Stop & Shop managed to continue operations, utilizing a number of resourceful methods, including direct shipment from suppliers. Losses exceeded $30 million and while completion of the North Haven facility was accelerated, the Readville complex would not be rebuilt until 1971.

Further Expansion The 1970s was a decade of dramatic growth, sparked by Stop & Shop’s emergence as a diversified retailer. By early 1970, sales reached a high of $750 million. To convey a more accurate picture of its steadily growing complex of retailing companies, Stop & Shop officially became the Stop & Shop Companies Inc. Its divisions included 150

Stop & Shop Supermarkets, 52 Bradlees Department Stores, 10 Medi Mart Drug Stores and 25 Perkins Tobacco Shops. The crippling of its food distribution facilities and the social changes of the times — rising personal aspirations, and the desire to be heard and to get involved — created a spark which stimulated one of the most basic operational changes in the company’s history. In 1970, Stop & Shop Companies altered its store management philosophies completely, to place far greater autonomy in the hands of store management. To create a level of independence, responsibility and entrepreneurship never before realized, senior management began to remove intermediate levels of control and supervision between the store manager and headquarters and to broaden store management proficiency with new, in-depth training procedures. The manager, closest to the consumer and most sensitive to competitors, became freer to respond, to suggest and to act responsibly and independently. In 1971, Donald A. Gannon, president of the corporation, retired after 27 years and many outstanding contributions to the company’s growth. Avram J. Golberg, previously executive vice president, was elected president of the corporation, and during the following years, the Stop & Shop Cos. pursued an aggressive general merchandise retail strategy. At approximately 3:27 p.m. on Jan. 5, 1974, the company surpassed the historic $1 billion sales mark and several months later, traded stock for the first time on the New York Stock Exchange. After a series of difficult years, and in spite of rising food costs, the supermarket company began once again to make an important contribution to sales and profits. The corporation’s largest single investment,

the $13 million Marlboro Meat Processing Center, completed its first full year of operation, a proven success. Bradlees took a major step forward in the area of product safety by introducing its Play Safer Toy testing program, setting standards which in many instances were more rigorous than those of the federal government. Medi Mart continued to gain in customer acceptance and market identity. The year 1976 will be remembered as a year of exuberant celebration — the nation’s bicentennial — a time of relative normalcy after the shock of Watergate and the agonies of Vietnam. Americans were recovering from the recession of 1974 and 1975, as evidenced by a triggered release of pent-up demand for durable goods. The results were especially positive for the company’s general merchandise divisions. At year’s end, there were 157 Stop & Shop Supermarkets, 75 Bradlees Department Stores, 35 Medi Market Drug Stores and 50 Perkins Tobacco Shops. To expand production and processing of items sold in its supermarkets and to stimulate sales of such products to its outside sources, The Stop & Shop Cos. consolidated its manufacturing and Marlboro meat processing divisions to form the Stop & Shop Manufacturing Co. in early 1977, with Carol R. Goldberg as president. Rising energy and transportation costs and the refinement of boxed beef (a more cost effective method of shipment) would necessitate closing the meat processing division three years later. In 1978, in response to a growing demand for quality fashion merchandise for the price-conscious active woman, the company embarked upon another retailing venture — the “Off The Rax” women’s off-price specialty shops. However, reces(Continues on page S&S-16)

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The History of Stop & Shop...

1989

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sionary trends and a difficult economic environment affected discretionary shopping, and by 1984, Stop & Shop concluded that its experiment in the offprice specialty store business had not been successful, and sold the chain.

Forging Ahead

1994

1996

2000

Peapod launches the world’s first web-based internet home delivery service, an idea now used globally.

Bob Tobin served as president of Stop & Shop from 1994 to 1995 and was later promoted to serve as an Ahold USA top executive.

The late Bill Grize served as Stop & Shop president and chief executive officer from 1996 to1997, and later was promoted to an Ahold USA executive position.

Peapod becomes a wholly-owned subsidiary of Royal Ahold.

The company reached the $2 billion sales milestone in 1980. It had taken 60 years to reach the first $1 billion and just six years to reach the second. In 1982, Bradlees, enjoying the most successful year in its history, acquired a 400,000-square-foot distribution center in Edison, N.J., to support its continued growth outside New England. The acquisition couldn’t have been more timely. In later 1982, Stop & Shop Cos. reached an agreement with Lucky Stores Inc. to acquire 13 sites in the Metropolitan D.C., and Baltimore, Md., markets for its Bradlees division, an acquisition which would spearhead the opening of 20 new stores in the following year. The year 1982 was also a significant year for the Stop & Shop Supermarket Co. Repeating its ancestors’ pioneering development of larger, high volume stores, the company unveiled its primary growth vehicle for the future: the Super Stop & Shop, a large supermarket combining specialty food shops with a broad selection of general merchandise, which offers one-stop shopping convenience. Sales and earnings again reached new highs in 1983, a year that saw the company reach its goal of virtual balance between food and general merchandise sales. Sales leaped 19 percent to almost $2.8 billion; earnings climbed 46 percent to almost $51 million. Bradlees’ entrance into the Washington and Baltimore markets was a success, establishing the chain as a significant retail entity in

less than a year. The Stop & Shop Supermarket Co., while continuing its program of superstore construction, also completed chainwide conversion to electronic point-of sale scanning, and began testing instore mini computers for inventory and expense control. As 1984 yielded to 1985, Stop & Shop had cause for celebration, having reached the $3 billion sales mark on Dec. 1. The company ended the year operating 119 Stop & Shop Supermarkets, 132 Bradlees Dept. Stores, 63 Medi Mart Drug Stores and 52 Perkins Tobacco Shops.

1985-A Year Of Growth Less than one month into the new year, the company announced the acquisition of Almy’s, a 19-unit moderate priced department store company operating in New York and New England. It marked the Stop & Shop Cos.’ first venture into the moderate priced department store business. Shortly after the acquisition, company officials embarked on a rejuvenation effort to jolt the sleepy chain into the retailing mainstream. Almy’s was recast as a department store, offering quality brand name fashion merchandise for the family and home at great values. Bradlees completed the largest expansion program in its history, opening 26 new stores and increasing the sales area 23 percent compared with the previous year. Of major significance was the acquisition of 18 Jefferson Ward stores in the Philadelphia market, a purchase which established Bradlees as a significant retail force in the nation’s fourth largest metropolitan area and which closed the chain’s only geographic gap from Maine to Virginia. The year 1985 was a banner year for the Stop & Shop Supermarket Cos., which

opened nine superstores. The company completed its chainwide installation of mini computers, evidence of its continuing emphasis on technological innovation and management information systems as a major competitive tool. At the end of the fiscal year, Stop & Shop Supermarkets reported record-breaking sales and contribution to profit. The manufacturing company also had a successful year as it responded to the growing needs of the Super Stop & Shops. The bakery program was improved significantly with the construction of a state-of-the art frozen dough facility in Marlboro, Mass. The capacity of the dairy was doubled, and the Readville manufacturing facility was modernized to expand the processing of all cooked meats and salads.

End Of an Era Sadly on Oct. 13, 1985, the associates of the company and countless others were saddened by the death of longtime chairman and beloved leader Sidney R. Rabb. He was the standard bearer for 67 years, both a visionary and a pragmatist who firmly believed the company’s ultimate resource is its people. The Board of Directors subsequently elected Avram J. Goldberg as chairman of the board and chief executive officer and Carol R. Golberg as president and chief operating officer. In the mid to late 1980s, Stop & Shop began to transition its business to the supermarket side of the business. Through the years, the company had acquired businesses in other channels of trade — drug chain, department store, tobacco, and some clothing units. As it looked to the future, the supermarket business would be the company’s primary area of focus. Thus in 1986, the (Continues on page S&S-18)

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Stop & Shop Celebrates 100 Years More Coverage @ thegriffinreport.com

The History of Stop & Shop...

2000

2002

2006

2008

(Continued from page S&S-16)

Marc Smith served as president and chief executive officer of Stop & Shop from September 2000 to 2006.

Stop & Shop opened a low energy Super Store in Foxboro, Mass.

José Alvarez was president and chief executive officer of Stop & Shop/Giant-Landover from April 2006 through July 2008.

Carl Schlicker served as president and chief executive officer of both Stop & Shop and Giant Landover from 2008 to 2009 before being promoted to run Ahold USA.

company announced plans to sell its Charles B. Perkins and Medi Mart divisions. A similar strategy was implemented in early 1987 when company officials announced plans to divest Almy’s Department Stores. Two years later, the company would face difficult times. In 1988, responding to a hostile takeover by Herbert Haft, the company went private with the help of Kohlberg, Kravitz and Roberts. As a result, both of the Goldbergs left the company, ending 70 years of family management of Stop & Shop. The next year Lewis Schaeneman Jr. was named chairman of the board. The 1990s saw many changes and much growth for Stop & Shop. By 1991, the retailer was able to go public again, selling 41 percent of the company for $212.5 million. The next year, the company sold its Bradlees stores, ending its foray into the department store business. In 1993, Bob Tobin was named president of Stop & Shop, adding the CEO title in 1994 and the chairmanship in 1995 when Mr. Schaeneman retired. In 1995, the company was operating 100 super stores and it was ready to embark on an era of rapid expansion. That year, the company acquired Melmarkets which operated 17 Foodtown units on Long Island, giving Stop & Shop its first foothold in the New York region. That same year the retailer acquired Purity Supreme which operated 38 stores in the N. Billerica, Mass., market. And the company acquired 28 Mayfair supermarkets in northern and central New Jersey. The next year, long-time Stop & Shop employee Bill Grize was named president of the company; he added the CEO title in 1997, and Mr. Tobin remained with the company as its chairman.

In 1996, Royal Ahold NV acquired Stop & Shop for $2.9 billion. Previously, Ahold acquired Giant Food Stores of Carlisle, Pa., and Finast Supermarkets of Ohio, Connecticut, New York and Massachusetts. The next year, the Netherlands-based international retailer acquired GiantLandover’s 173 stores in the Baltimore-Washington market and in 2000 the Edwards chain. As the 1990s closed, the company was again making strides in adding new technology to its shopping experience. In 1999, Stop & Shop became the first supermarket company to offer in-store scanning technology to its customers. That year, customers could use the company’s Personal Shopping Assistant. In 2003, the company’s Shopping Buddy program was launched, and the next year as more advances were made to the technology, the company switched to EasyShop. Further improvement led the next year to SCAN IT technology. Today shoppers have the option of using their mobile phones to shop with Mobile SCAN IT! As the new century dawned in 2000, Bill Grize became the CEO of Ahold USA and Marc Smith was named to head Stop & Shop. The company continued to invest in the future by acquiring a 51 percent stake in Peapod and acquired the remaining shares of the home delivery company in 2001. In 2007, Peapod reached a major milestone, fulfilling its 10 millionth online order. The company continues to invest in home delivery today and continues to roll out Pick-up Points, which are drive-up facilities for customers to use Peapod’s online ordering. In yet another first, Stop & Shop opened its first low energy superstore in Foxboro, Mass., in 2002. The company remains dedicated to supporting the environment as part of its ini-

tiative to be a better neighbor to the communities it serves. In 2013, Stop & Shop, along with the other Ahold USA retail divisions, had six stores receive Leadership In Energy and Environmental Design (LEED) certification from the U.S. Green Building Council, the nationally accepted benchmark for the design, construction and operations of high performance green buildings. This represents the largest fleet of LEED-certified stores among grocery retailers in the U.S. The company remains dedicated to making its existing stores energy efficient and to date, Ahold USA has 56 stores that have achieved LEED certifications for existing buildings The first decade of the 2000s saw Stop & Shop experiment with the co-branded storewithin-a-store concept and debuted a new prototype featuring Dunkin’ Donuts, Office Max, Toys R Us, Boston Market and a portrait studio in 2003. In 2005, the retailer teamed up with officer supply retailer Staples and in 2006, Stop & Shop announced a five-year agreement with Starbucks. In 2004, Stop & Shop opened a new state-of-the-art 1.2 million-square-foot distribution and transportation facility in Freetown, Mass. Later that year, Ahold USA integrated the Stop & Shop and GiantLandover operations into one organization based in Quincy, Mass. Later that year, Bill Grize retired as Ahold USA president and chief executive officer. Recognizing that an opportunity for growth existed in the booming natural and organic segment, Stop & Shop and GiantLandover introduced the Nature’s Promise line in 2004. Natural organic sales were projected to reach the $16 billion mark by the end of the year. Finding success with its own brands, two years later, the division launched the (Continues on page S&S-20)

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Stop & Shop Celebrates 100 Years

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The History of Stop & Shop...

2009

(Continued from page S&S-18)

New organizational structure is announced, with Ahold USA supporting four new divisions including Stop & Shop New England and Stop & Shop New York Metro.

2014 Celebrates 100th Anniversary.

Simply Enjoy brand. In 2006, Stop & Shop launched its new Value Improvement Program (VIP), offering customers fresh, quality and relevant products at low prices every day. That program dovetailed with the launch of the new “Healthy Living Guide,” a seasonal magazine filled with coupons, recipes and fresh inspirations. That year, Jose Alvarez was named president and chief executive officer of Stop & Shop and Giant-Landover. By 2008, after the VIP Program was completed, the company rebranded with a new logo, new website, new store décor and a new mission statement. Under Mr. Alvarez’s tenure, these changes repositioned the company for future growth.

As the first decade of the new century ended, Ahold USA made the decision to realign its retail divisions. In 2009, Stop & Shop was divided into two divisions — New York Metro and New England. Mark McGowan was named president of the New England division, and Ron Onorato was named to head the New York Metro Division. He was later replaced at that post by Don Sussman, who heads that division today. In 2011, Carl Schlicker was named chief operating officer of Ahold USA. In 2012, Joe Kelley became the new president of Stop & Shop’s New England Division. Later that year, the company was named one of the most innovative food retailers by Fast Company magazine. The publication recognized the division

of Ahold USA for its mobile app SCAN IT Mobile, which allows personalized savings to customers while they shop. This year, the company is proudly marking 100 years of fresh ideas. From its humble beginnings in Somerville, Mass., to today, the company has been an innovator and a leader in the food retailing business. Much of what is taken for granted in most stores today was first developed and tested in a Stop & Shop store. As the company celebrates a rich and strong legacy, it also looks to the future as it embarks on another 100 years of fresh ideas.

Keurig 5x7 Congratulations

on 100 Years of Success

Gold Medal Bakery Congratulates Stop & Shop On Your 100th Anniversary and 30 years of partnership. Best wishes and a â&#x20AC;&#x153;toastâ&#x20AC;? to 100 more!

Providing the retailers of Ahold USA the finest in baked goods. www.goldmedalbakery.com

Congratulations on 100 years of service! Your partners at

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STOP & SHOP LEADERSHIP Stop & Shop’s New York Metro Division Leader, Don Sussman

Sussman Success Based on Daily Improvement, Customer Engagement And A-Team Approach

Don Sussman, president of Stop & Shop’s New York Metro Division

on Sussman, president of Stop & Shop’s New York Metro Division, has more than 32 years of retail experience and 16 years within Ahold USA companies. Not only does he bring sales, merchandising, marketing and purchasing skills to his position but he is a people person and one who is excited and proud about the dedication of his New York Metro team. Mr. Sussman previously served as the interim division president for the Giant Landover Division. Prior to joining the Giant Landover Division, he was executive vice president of the Ahold USA Supply Chain. Mr. Sussman joined Stop & Shop in 1995, and spent many years in leadership roles in merchandising and marketing functions for Stop & Shop, Giant Landover, and Ahold USA including senior vice president of non-perishables, executive vice president of merchandising and executive vice president of the supply chain. Mr. Sussman, a life-long resident of New York, knows the marketplace well. He started his career at Pathmark where he held

a variety of roles, including assistant store manager, director of sales for the New York division, vice president of meat and vice president of grocery. He has been president of the Stop & Shop New York Metro Division for nearly three years. His area of supervision includes 182 stores in New York, New Jersey and Connecticut and nearly 26,000 employees. Mr. Sussman plans to deliver on his promises that every New York Metro Stop & Shop store is better tomorrow than it was the previous day and that every store exemplifies the Stop & Shop promises of a “Better Place to Shop”, “Better Place to Work,” and “Being a Better Neighbor.” Mr. Sussman said the New York Metro stores are continuing to improve their fresh food and produce presentation and make it a point of differentiation. He also said the stores are increasing assortments in organics, natural and ethnic categories. “We want our customers to enjoy shopping in our store every time they walk through the doors and we look forward to their engagement and feedback,” he said.

Every employee is encouraged to further their career at Stop & Shop with educational and job opportunities. Every associate is encouraged to improve their job performance and their customer service skills. “I would like to see our team members engage even more with our customers,” said Mr. Sussman. He stresses that each associate is a valued member of the New York Metro team. Not only is their work valued but so are their ideas toward store improvement and community engagement. The New York Metro division is very community minded and donated $7.6 million towards hunger relief efforts, improving the lives of children and health & wellness. Mr. Sussman recalled how each Stop & Shop store helped out in the community when Hurricane Sandy devastated the New York Metro area in 2012. “Our associates went above and beyond to get the stores open quickly to serve their customers in their time of greatest need,” said Mr. Sussman. “Many were victims themselves, yet they continued to work for the public good. Together as better neighbors, we were able to rebuild healthy communities.”

GOOD GROWTH SEEN IN STOP & SHOP’S NEW YORK METRO DIVISION Goldberg told The Griffin Report that although the New Jersey stores contributed to the chain’s improved profits, Stop & Shop was unable to become a significant factor in Stop & Shop had operated as the region. many as 19 stores in Greater New Jersey and New York but In 1993, Stop & Shop pulled out in August of 1981 announced plans to re-enter the New York, New Jersey marto concentrate on stores in ket with plans to build superRhode Island. stores in the region by 1995. In 1981, Stop & Start of the expansion came Shop President Avram in 1995 with the announcement to build 20 stores in the New York area. In 1995, Stop & Shop announced The New York Metro Division has grown to 182 stores and vastly increased the presence of Stop & Shop in New York Metro area since the 1980’s.

plans to expand its service area to Long Island, northern New Jersey, and Westchester County. In November, Stop & Shop acquired MelMarkets which operated 17 Foodtown Supermarkets in Nassau and Suffolk counties on Long Island. “We believe that Mel’s is the premier supermarket company on Long Island with a strong consumer franchise and excellent locations. The Mel’s acquisition provides us with an immediate springboard into the Long Island market which we had previ-

ously had identified as a strategic growth area for our business,” said Bob Tobin, then chairman and chief executive officer of Stop & Shop. From 1998 to 1999, several Super Stop & Shop stores were built in the northern Hudson Valley. In July of 2000, Stop & Shop created a separate New York division to facilitate its newly gained control of Edwards stores in Long Island and northern New Jersey.

Royal Ahold continued the transition of its Edwards stores, converting all of its New York and New Jersey locations to the Stop & Shop format late in 2000. In 2001, Ahold acquired most of the Grand Union locations in New Jersey and New York State south of Kingston. These were all renamed Stop & Shop. Today, the Stop & Shop New York Metro division operates 182 stores in New York, New Jersey and parts of Connecticut.

Congratulates Recreate PMS

On 100 Years

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STOP & SHOP LEADERSHIP Interview With Stop & Shop’s N.E. President

People-Minded Joe Kelley Returns To His Grocer Roots in New England

Joe Kelley, Stop & Shop New England president

t seems fitting that Joe Kelley was selected to run the New England Division of Stop & Shop in 2012. He is an industry veteran, with nearly 30 years of grocery experience, beginning his career as a deli clerk in 1984 at Purity Supreme in Brookline, Mass. His passion for the grocery business stems from his father who ran grocery stores for 40 years. Mr. Kelley learned “the ropes” by working in every position in the grocery store, understanding how important each staff member is to the success of a retailer Today, Mr. Kelley leads more than 35,000 associates in 213 stores across Massachusetts, Rhode Island, and Connecticut. He is responsible for the division’s sales, operating profits, organization, and people. Mr. Kelley grew up in Massachusetts and knows the

New England market well. However, before recently returning to the New England marketplace, he was the chairman, president and chief executive officer of Marsh Supermarkets of Indianapolis, Ind. Prior to Marsh, Mr. Kelley was the executive vice president for Price Chopper. He joined Price Chopper in 2005 as the vice president of sales, merchandising, and marketing, and was promoted four times over five years. Mr. Kelley has also held leadership roles at Bozzuto’s of Cheshire, Conn., Adams Hometown Markets in Connecticut, A&P, and Purity Supreme. In May of 2012, Ahold USA selected Mr. Kelley to run the New England Division of Stop & Shop when Ahold promoted Mark McGowan to executive vice president of the supply chain for Ahold USA. Mr. Kelley is dedicated to inte-

grating charitable initiatives into the company’s core business strategy. He leads by example serving on several boards including the board of the Dana-Farber Cancer Institute, the Greater Boston Food Bank, the Massachusetts Food Association, and the United Way of Massachusetts Bay and Merrimack Valley. He was honored as Person of The Year by the Massachusetts Food Association in 2011 and by the Connecticut Food Association in 2009. In a recent interview, Mr. Kelley noted that for most of his professional life, he has competed against Stop & Shop. He noted how Stop & Shop was ahead of other retailers in many business and operational aspects and how impactful Stop & Shop is to the communities they serve. “Now that I have been here a couple of years, I have a deeper appreciation of Stop & Shop associates in the community reaching

out and the pride they take in their work and helping out in the community,” he said. Mr. Kelley visits stores throughout New England regularly as a way of connecting to store associates and store teams. One of his missions is to embed Stop Shop’s promises into the work place as a better place to shop, better place to work, and better neighbor. As a better place to shop, Mr. Kelley praises Stop & Shop for offering a superior shopping experience, , selection of national and Own Brand products, the use of customer-facing innovations including grocery pick-up and home delivery through sister company Peapod. As a better place to work, Mr. Kelley is very pleased with the talent and longevity of Stop & Shop associates particularly the number of years of service they have with the organization.

As a better neighbor, the number of community programs Stop & Shop has been involved with on a regional and local level has inspired Mr. Kelley. In 2013, the New England Division of Stop & Shop donated over $21 million in food and charitable contributions to the communities the division serves with a focus on fighting hunger and helping kids. “Competition makes us stronger. And it’s important that consumers have a choice. It’s all about differentiation. One of the things going for us is the level of trust that has been built up over decades and how we engage in our communities,” he said. “The success of our company is the 35,000 talented associates we have and their efforts to deliver the best service each and every day to our customers and the communities they serve,” said Mr. Kelley.

Congratulations 100 Years strong

速

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STOP & SHOP LEADERSHIP Stop & Shop N.E. President’s Keynote Speech

Joe Kelley Tells NEW Audience: Mentoring Is Important To Stop & Shop

top & Shop New England President Joe Kelley told a packed audience of 500 Network of Executive Women members and guests that he is a firm believer in mentoring and from his experience, Stop & Shop does it better than anyone else. Mr. Kelley was the keynote speaker at the New England Chapter of NEW spring networking event held April 11 at Lombardo’s in Randolph, Mass. In his speech, he highlighted three Stop & Shop female executives who exemplify the Stop & Shop spirit: Kim RichardsonRoach, Ahold USA marketing executive and program manager

who worked for many years at Stop & Shop; Judi Palmer, director of marketing and external communication for Stop & Shop New England; and Gail Scavetta, vice president of human resources for Stop & Shop New England. Mr. Kelley commented on the late Bill Grize, praising him as a strong Stop & Shop executive leader who knew the importance of mentoring, diversity, and the importance of developing people, particularly women in the industry. He related his own experience with being mentored saying that Larry Zettle, executive vice president at Price Chopper, took an interest in him during his tenure there and “it paid off. His lessons about being a

Joe Kelley, Stop & Shop New England president

store manager and director were so valuable,” said Mr. Kelley. Stop & Shop continues to invest in people. “There is no substitute for making people feel part of a team and Stop & Shop has a great history of cultivating people.” He credits Mrs. Scavetta for realizing the importance of flexible scheduling. “I know that working in a grocery store is not the easiest job and Gail realized the importance of flexible scheduling for working parents. Gail is committed to making Stop & Shop a better place for everyone to work.” “I believe that happy associates are the most productive,” Mr. Kelley added. Mr. Kelley recalled the suc-

cesses of Ms. Palmer, working in 12 different roles over the course of a 38 year career at Stop & Shop. Some of her positions included copy writer, producing promotional spots for television and radio, developing integrated marketing communications and her current role as director of marketing and external communications. Mr. Kelley recalled Ms. Palmer’s efforts at persuading a Rhode Island car dealer to give Stop & Shop a free car as a way to promote Rhode Island as the “Stop & Shop superstore state” as well as to promote traffic to his dealerships. “Judi is a motivated individual who has always wanted to make a difference.”

Ms. Richardson-Roach is a long time Stop & Shop Ahold USA associate (25 years) who not only has done outstanding work in marketing and merchandising for the company but has been a big factor in the continued success of New England NEW and the New England Food Foundation. Kim also was presented the NEW Regional Best of The Best Award by NEW, an annual prestigious award showcasing excellence and dedication to the organization. “Her mentor was the late Bill Grize and he saw something in Kim. He would be very proud of her today,” said Mr. Kelley.

Posing here at the recent NEW event at Lombardo’s of Randolph were (l to r): Kim RichardsonRoach, Judi Palmer, and Gail Scavetta, all of Ahold & Stop & Shop; and Julie and Joe Kelley, Stop & Shop New England president.

Congratulations to stop & shop on 100 years of serviCe

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STOP & SHOP LEADERSHIP Speech To Massachusetts Food Association

Sidney Rabb Discusses His Favorite Subject: People (Editor’s Note: This article originally appeared in The Griffin Report’s Dec. 1981 issue.)

“I

n our kind of business, we come to know how people live and work, and what and how they think. We learn to understand them and to share in their problems. And to know them is to like them for from them we learn another great lesson- people are basically good.” That was part of the message that more than 400 members of

the 400 members of the Mass. Food Assn. received last month from Sidney Rabb, chairman of the board at the Stop & Shop Cos. The 81-year old retailer, who helped turn a small family grocery store into New England’s top selling supermarket chain, was lauded as “the outstanding living statesman of the industry.” And his remarks and reminiscences from 63 years of activity in the retail food trade reflected that standing. “I can honestly say that I could

not have chosen a more challenging, more interesting, more satisfying, or more rewarding arena in which to spend my business life,” Mr. Rabb told the audience. “This is a great business. It has been good to us and will continue to be good as long as we concern ourselves with the people in our business—our employees, our suppliers, and our customers— those from whom we have learned so much and to whom we owe so much.” Mr. Rabb pointed out that the

retail food trade in his lifetime, this century, has made tremendous strides. “No business has made a greater contribution to the American standard of living that ours has.” He cited the “unbelievable evolution and development of an entire food production and distribution system—the availability of thousands of items from all over the world, in one place, in usable form, at relatively low prices, in attractive and clean stores—and with wages and salaries and even profits in terms we never dreamt of not too many years ago.” Today’s supermarket is a far cry from the corner grocery he grew up with, “that little store at the turn of the century with few items, little or no sanitation, and low wages.” Mr. Rabb was exposed to “his first taste of retailing” at the small ethnic grocery run by his immigrant Russian grandparents in the North End of Boston. “They took care of their customers” who were mostly fellow immigrants from Europe. “This was much more than a little food store in the North End. It was also a community social center. People came not to buy but to meet one another, to share their problems and to pool their experiences as each in his own way strove to build a new life in this great country.” Mr., Rabb said he never forgot that model and neither did his own father, who went into partnership with two relatives and three competitors to form the Standard Grocery Co. One of Mr. Rabb’s uncles came up with the idea of starting a chain of stores and another uncle backed him in that venture which was “the humble beginning of Economy Grocery Stores,” the forerunner of the Stop & Shop Cos. Mr. Rabb got into

Sidney Rabb

the family business in 1918 when he was fresh out of the Marines. Some 63 years later, he feels it was a good decision.” The company over the years has continued as a family affair. Mr. Rabb’s early experiences left him with a lasting impression of “the way families, young and old, worked together, built together, shared their successes and their failures…that’s what family and friends were for.” And although getting the job done and making a decent living was “priority number one,” the family business also offered Mr. Rabb what he called the “privilege of being exposed to the social and human, as well as the economic problems of all people who contributed so much to community life in a growing democracy.” Because the food business is “so basic and fundamental,” Mr. Rabb said,” no one deals with people more often or more regularly day after day and no one really knows people better” than those who work in it. He described his colleagues as “earthy, hard working, and sensitive in their dealings with the public.” With 63 years invested in the business and no plans to retire, Mr. Rabb explained his feelings for the trade in these terms: “It’s a people business. And we love people. We all do or we wouldn’t be here.”

Congratulations Stop & Shop – on a –

Century of Success!

h t A 0 0 nnive 1

rsar y

Congratulations Stop & Shop on 100 Years of Service!

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Stop & Shop Celebrates 100 Years More Coverage @ thegriffinreport.com

STOP & SHOP LEADERSHIP From The Griffin Report Archives November 2010

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STOP & SHOP LEADERSHIP The Architects of Super Stop & Shop

Super Stop & Shop: A Hall of Fame Idea Lasts Through the Decades

Avram Goldberg

(Editor’s Note: This article are very reminiscent of today’s originally appeared in The footprint. It is almost history Griffin Report’s Nov. 2010 issue.) repeating itself. Back in the early 1980s, the he Super Stop & Shop con- entire country was caught up in cept survived the test of a recession, energy prices were time. It was a Hall of Fame skyrocketing and supermarkets concept that has lasted nearly 100 were looking at the beginning years and spurred many important themes of today, such as the buildup of perishables and fresh foods, the integration and importance of non-foods into center store activity, shopper excitement within the store and improved supermarket technology. Looking back at the history and before the implementation of the Super Stop & Shop concept, the philosophy and conditions

Carol Goldberg

presence of the big box stores. Stop & Shop had the presence of mind to talk and listen to its customers and took up the challenge of creating a new type of store that offered quality products at great value. Today the store continues to provide quality

and value to its customers with new technology and a variety of food services. In 1982, the Griffin Report described the first Super Stop & Shop stores as having everything such as 150 varieties of imported and domestic

Stop & Shop had the presence of mind to talk and listen to its customers and took up the challenge of creating a new type of store that offered quality products at great value.

cheeses; 80 varieties of teas; 60 types of cookies; a bake shop; hot foods department; a florist shop; a pharmacy; a Barnes & Noble Bookstore; and complete scanners. While the architects talked about improving the four walls within the “box,” they were mindful about the importance of customer service and being a neighborhood friendly store. Below are the architects of the Super Stop & Shop concept:

Avram and Carol Goldberg: In 1985, following the death of chairman Sidney Rabb, his sonin-law Avram Goldberg became president of Stop & Shop. Mr. (Continues on page S&S-38)

Celebrating 100 years of Growth and Progress Your Friends at THE

DAVIDSON Specialty Foods

CO.

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Stop & Shop Celebrates 100 Years

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STOP & SHOP LEADERSHIP The Architects of Super Stop & Shop

Bob Tobin

and chief operating officer for all Goldberg moved swiftly and deci- the Stop & Shop companies. Her sively to enlarge and diversify research and work with consumer Stop & Shop from the traditional research boards led to the thinksupermarket model by creating and planning for the layout and ing “super stores.” These stores design of the stores. would be immense -- averaging Robert (Bob) 55,000 to 60,000 square feet -- and planned around a “street Tobin: In 1993 Bob Tobin became of shops” concept where each president and, shortly, chief execclass of product enjoyed its own section and offered an extensive utive officer and chairman of Stop & Shop where he continued the assortment of brands. Carol Goldberg, one of the growth and scope of the chain. chief planners of the original Super He engineered the acquisition of Stop & Shop in Pembroke, Mass., Purity Supreme, enlarging Stop became executive vice president & Shop’s New England footprint and established an initial foot(Continued from page S&S-36)

Bill Grize

hold in the New York market with the acquisition of Foodtown’s Melmarkets. This aggressive expansion attracted the attention of, acquisition by and financial backing of the Dutch global retailing giant Royal Ahold.

vice. He further oversaw aggressive expansion into the metro New York market via purchase of supermarkets from C&S and a number of former Edwards’s stores. He elevated the Super Stop & Shop convenience concept to a new level with departWilliam (Bill) ments offering party goods, toys, Grize: office supplies and home accesIn 1996 Bill Grize became sories. Sadly, Mr. Grize passed president and subsequently chief away in early 2010. executive officer of Stop & Shop. Carl Schlicker: Under his leadership Stop & Shop In 2008 Royal Ahold proacquired the Edwards chain, moted Carl Schlicker to presipreviously a part of Giant Food dent and chief executive officer Stores, and Peapod, the online of Stop & Shop and its sister home shopping and delivery ser-

Carl Schlicker

company, the Giant Landover group of stores. His goal was to initiate a “value improvement program,” essentially rolling out price reductions and savings for the superstores and winning back shoppers from competing discount chains. Under his leadership the Stop & Shop chain was divided into New England and New York Metro divisions to respond more quickly and capitalize on market opportunities at the local level.

This is the modern day appearance of the Super Stop & Shop in Pembroke, Mass. The Pembroke site was the first site of the Super Stop & Shop concept.

Congratulations to Stop & Shop on your 100 year Anniversary

Thanks for helping

Spread Joy in New England

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Stop & Shop Celebrates 100 Years

The Griffin Report of Food Marketing • JUNE 2014

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STOP & SHOP LEADERSHIP Behind the Scenes with Av and Carol Goldberg

Consumer Input & New Merchandising Concepts Were Keys To Planning the First Super Stop & Shop (Editor’s Note: This article originally appeared in The Griffin Report’s Nov. 2010 issue.)

“When it comes down to it, people made a difference, taking a concept and keeping it going. It is quite remarkable.” – AV GOLDBERG

he process involving the planning for Super Stop & Shop came from analysis of consumer insight, travel around the country to view alternate format stores and many internal strategy sessions with the executive teams of Stop & Shop, MediMart, and Bradlees, all Stop & Shop sister companies. In an interview in 2010, Avram Goldberg, then chairman and chief executive officer of Stop & Shop, and Carol Goldberg, who was to become executive vice president and chief operating officer of The Stop & Shop Companies, said they visited sites around the country that had a drug store next to a supermarket. The actual research started in the late 1960s and continued for another decade, culminating in local consumer research. “We learned how to listen to our customers,” said Carol. The Goldbergs envisioned one integrated store that allowed one-stop shopping and the best of merchandising between supermarkets and drug stores. One of the earliest obstacles was convincing state regulators as well as internal staff that a drugstore or pharmacy could exist within a supermarket and that supermarket operations people could run such a store. Avram remembers making special presentations to the state pharmacy board for such a new site approval. The planning process included strategy discussions with industry executives including Jack Laurendeau, Sr., who had many years of experience with both Stop & Shop and Bradlees. The economy at the time was challenging for consumers because of high inflation. “Good value was very important to our shop-

Avram Goldberg, former chairman and chief executive officer of Stop & Shop

pers,” agreed both Av and Carol. As the result of an extensive demographic study, the Goldbergs decided that Pembroke, Mass., would be the site of the first Super Stop & Shop. The Pembroke store was a prime and visible tenant in Pembroke Plaza with easy access to Route 3 headed south to the Cape. Carol said the actual design of the new store came from talking to a diverse set of customers who told her they were interested in freshness, quality, and convenience. She said as soon as customers walked into the store, Stop & Shop wanted to impress them with open space, a beautiful floral section next to great produce department followed by freshly prepared foods and a variety of groceries. At that time, a 42,500-square-foot store was considered huge by supermarket standards. However, one of the goals

of the store was an easy, comfortable shopping experience. For example, the dairy section was located on the perimeter of the store so that shoppers could get in easily and make a quick shopping trip for a gallon of milk, orange juice, and eggs. The ultimate goal was to create a store that was easy for shoppers but yet generated a high sales ratio per square footage. The emphasis would be on freshness, especially for perishable items. Besides the idea of freshness,

“Good value was very important to our shoppers.” – AV AND CAROL GOLDBERG another new idea the Super Stop & Shop spawned was the integration of the general merchandise category. “Realizing the convenience factor, we wanted to put items in the store that customers wanted on a daily basis for their household,” said Avram. In addition, the idea came to generate more seasonal sales such as including items for Back To School, grilling, Halloween, and winter needs. One of the more challenging decisions, they said, was what to call the new store. The obvious name was Stop &

Carol Goldberg, former executive vice president and chief operating officer of Stop & Shop

Shop, but they wanted a differentiating brand name for their shoppers; hence the name Super Stop & Shop. The ultimate questions Stop & Shop asked their customers after seeing this new store were: Were people happy shopping; Did they see everyday value? While customers seemed pleased, the ultimate approval came from the Wall Street investment bankers who liked the numbers on the bottom line, making the stock price soar, said Avram. Avram and Carol both agreed while it was important for customer to enjoy shopping the store, it was also important to run an efficient store with customers being served by highly engaged associates. “When it comes down to it, people made a difference, taking a concept and keeping it going. It is quite remarkable,” said Avram.

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Stop & Shop Celebrates 100 Years

The Griffin Report of Food Marketing • JUNE 2014

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STOP & SHOP LEADERSHIP The Architects of Super Stop & Shop

Bob Tobin: Super Stop & Shop Concept Had ‘Legs’ To Survive (Editor’s Note: This article originally The concept was and still is very sound,” appeared in The Griffin Report’s Nov. said Mr. Tobin. The message was “we 2010 issue.) want to be your One-Stop Shopping store for all of your needs.” ob Tobin, retired former president When the Pembroke, Mass. store was and chief executive officer of Stop very successful after its opening in June & Shop, Ahold USA, and a member of the Ahold Board of Directors, first remembers the concept of the “Super Stop & Shop” in the late 1970s when his former boss, Lew Schaeneman, recruited him to the Boston area to be in charge of Stop & Shop’s new supermarket format. This was the birth of the revitalization of The Stop & Shop Supermarket Company. This concept was the result of many research trips and studies through the U.S. and Canada for supermarket and drug store combinations. But Stop & Shop also had two distinct stores called “Stop & Shop” and “MediMart”, which existed together in many locations. “Lew and I visited many other drug – BOB TOBIN OF and food combination stores. We realSTOP & SHOP ized that shoppers in these stores did not shop the entire store and there were no cross-shopping experiences,” of 1982, Mr. Tobin’s goal was to make said Mr. Tobin. The challenge was to the second “Super Store” concept as put both concepts under one roof and successful in Shelton, Conn. also integrate the GM/HBC side so that Due to its success the concept the customer could shop the entire expanded to Cape Cod with Super Stop store to its fullest. & Shop replacement stores in Falmouth, “The concept was to ensure there was Orleans, and Hyannis. “We knew from something happening in all four corners the beginning we had a winning conof the store, make the perimeter come cept,” said Tobin. “It was a sales igniter alive with perishables but also attract and catalyst for the 80s and 90s,” said the shopper to the center of the store. Mr. Tobin.

“The concept was to ensure there was something happening in all four corners of the store, make the perimeter come alive.”

“What makes a store ‘neighborhood friendly’ is the function of the management team.” – BOB TOBIN

Mark McGowan (right) president of Stop & Shop, welcomed Bob Tobin (now retired), former Stop and Shop and Ahold leader at the recent Stop & Shop/Giant Family Foundation reception held on the grounds of the TPC Boston in Norton, Mass.

In 1982, Mr. Tobin told The Griffin Report that even after the initial media “hoopla had quieted down, customer acceptance of the store concept remained high in these new stores.” The concept received positive reaction with all the demographic groups, from the people living on Cape Cod to Greenwich, Conn. and from all shopper demographics. It has survived decades of shopper acceptance with food/drug combination expanding to drugstores today. “The concept was not only accepted by our customers but became the format of a “neighborhood friendly store,” said Mr. Tobin. “What makes a store ‘neighborhood friendly’ is the function of the management team. Customer service, easy check-out aisles, quality products and great value are all important factors that still exist today,” said Mr. Tobin. In 1982, Mr. Tobin felt that Stop & Shop could still operate conventional stores as well as Super Stores because the two could co-exist and complement one another. Super Stop & Shop is still a very productive and profitable store concept today with the right demographics, location, flexibility, service, technology, quality products at great values and an efficient store management team.

Bob Tobin, former president and chief executive officer of Stop & Shop and Ahold USA

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Stop & Shop Celebrates 100 Years

The Griffin Report of Food Marketing • JUNE 2014

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STOP & SHOP LEADERSHIP The Architects of Super Stop & Shop

Remembering Bill Grize & His Legacy to Stop & Shop

Bill Grize

(Editor’s Note: This article originally executive officer of Stop & Shop. appeared in The Griffin Report’s Nov. 2010 Under his leadership, Stop & Shop’s issue.) sales grew 22 percent from $5.5 billion in 1997 to $6.7 billion in 1999, accompanied illiam (Bill) Grize was one of the by substantial growth in the company’s former leaders of the Super Stop & operating profits. In 2000, Mr. Grize was Shop Supermarket Company during appointed president and chief executive the 80s, 90s and into the 21st century. He was officer of Ahold USA, Inc. Subsequently, in an integral visionary of the concept as it blos- 2001, he was appointed to the Royal Ahold somed over the next few decades. Corporate Executive Board. Over the years, Mr. Grize quickly rose Mr. Grize was well known in the food in the ranks of Stop & Shop’s Connecticut industry as a person with extraordinary Division. In 1990, he became senior vice passion for people. He believed that his president and general sales manager of The company’s management had both a civic Stop & Shop Supermarket Co. and in 1993, and business obligation to provide diversity he was promoted to executive vice present in the stores and corporate offices in order of retailing. In 1994, Mr. Grize was named to serve the needs of the customer and the Stop & Shop’s chief operating officer and community. in 1997, he was named president and chief Mr. Grize’s tireless commitment to the

community was highlighted by his work with the Dana Farber Cancer Institute, where he served as a trustee. When receiving the Sidney Rabb Award, he was praised for his support of the Jimmy Fund, which raises funds for cancer research and patient care at Dana Farber. Under Mr. Grize’s leadership, Stop & Shop grew its support for Dana Farber and the Stop & Shop Family Pediatric Brain Tumor Clinic and has donated $54 million since 1989. Mr. Grize’s passing in 2010 was a great loss to Ahold USA and the supermarket industry. His career spanned nearly four decades and his innovative ideas and strong work ethic made him an inspiration to associates across the company.

Congratulations Stop & Shop On Your 100th Anniversary

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The Griffin Report of Food Marketing • JUNE 2014

Stop & Shop Celebrates 100 Years More Coverage @ thegriffinreport.com

STOP & SHOP LEADERSHIP The Architects of Super Stop & Shop

Under Carl Schlicker, Stop & Shop Connects The Importance Of Value & Community (Editor’s Note: This article originally early 1990s, when he was working for appeared in The Griffin Report’s Nov. Edwards and First National. 2010 issue.) “What I liked was Stop & Shop’s vision of the expansion of categories n 2010, Carl Schlicker, serving as with the emphasis on perishables, the the president and chief executive offi- quality of perishables, and making the cer of Stop & Shop/ Giant Landover, store a compelling place to shop while said he believed he was the “lucky stew- giving great service,” said Mr. Schlicker. ard” to preserve the legacy of the Super “That is what set them apart and made Stop & Shop concept. other stores try to emulate. “We are the beneficiaries of their Correlating Super Stop & Shop to his (Stop & Shop’s) vision 30 years ago. era, Mr. Schlicker emphasized value Super Stop & Shop was a great vision and connecting good pricing and good from some great people. It has made promotion to the delivery of quality for a very successful company,” said Mr. perishables. Schlicker at the time. Mr. Schlicker constantly challenged In 2007, Mr. Schlicker, then execu- how Stop & Shop could improve and tive vice president of sales and market- add further value to its shoppers. “How ing at GIANT/MARTIN’S, was promoted we can provide different options for president & chief executive officer people? How can we make their lives Carl Schlicker, of Stop & Shop’s sister company also easier?” former chief operating officer of Stop & under the ownership of Royal Ahold, He realized that technology Shop/Giant Landover and Ahold USA the Netherlands. The following year in advances like SCAN IT! and automatic July 2008, Mr. Schlicker was promoted deli kiosks might be enjoyed by some to president & chief executive officer of customers but not by others. “For Stop & Shop/Giant Landover. some they may think how can I get a Mr. Schlicker first became aware great dinner on the table while, for of the Super Stop & Shop concept as others, they may say I have 30 minutes to shop and I need to keep a runa competitor in the late 1980s and ning total of purchases. For some, value equals convenience,” said Mr. Schlicker. He added, “Value is a relative term and it means different things to different people. What we need to answer is how do we deliver value over time. When you think about it, value is the centerpiece of why everyone shops.”During his tenure at Stop & Shop and later at Ahold USA, Mr. Schlicker spearheaded the company’s conscious commitment to play a leading role in its communities. That legacy of community giving, whether through efforts to fight – CARL SCHLICKER hunger or help children, lives on today as part of Stop & Shop’s legacy

“What I liked was their (Stop & Shop’s) vision of the expansion of categories with the emphasis on perishables, the quality of perishables, and making the store a compelling place to shop while giving great service. That is what set them apart and made other stores try to emulate.”

“Value is a relative term and it means different things to different people. What we need to answer is how do we deliver value over time. When you think about it, value is the centerpiece of why everyone shops.” – CARL SCHLICKER

of being a good neighbor. Mr. Schlicker was named chief operating officer of Ahold USA in January 2011. He retired from that position in 2013 after leading Ahold USA through organizational changes aimed to simplify processes and reduce bureaucracy while preserving the regional heritage of the divisions and empowering them to respond more directly to customer needs. It also set the stage for continued growth and allowed for a reinvestment back into stores, product offerings and programs to address the changing needs of customers.

Happy 100th Annivesary Looking forward to the next 100 years together YOUR FR I E ND S A T

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Stop & Shop Celebrates 100 Years

The Griffin Report of Food Marketing • JUNE 2014

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STOP & SHOP IDEAS & INNOVATIONS

Stop & Shop Continues To Lead The Way In Energy Savings & Green Innovations

Various state and Stop & Shop officials examined one of nine complementary electric car charging station. at the Wayland, Mass. store. They were: Phillip Griffiths, under secretary, Massachusetts Executive Office of Energy and Environmental Affairs; George Bachrach, president, Environmental League of Massachusetts; Deborah Farr, director of real estate development for Ahold USA; Jihad Rizkallah, vice president of corporate responsibility for Ahold USA; Elizabeth Chace-Marino, senior manager for government affairs for Ahold USA; Mark Macomber, energy project manager for Ahold USA; and Mike Bussell, store manager for Stop & Shop Wayland.

top & Shop is continuing its efforts to reduce waste throughout the company and improve efficiencies in energy use in both new and existing stores. By 2020, the company has set a goal of getting to “zero waste,” diverting 90 percent of waste going to landfills and incineration through the expansion of its organic recycling program and new opportunities for recycling cardboard, plastic, paper, and single stream recycling. It is also working on reducing its carbon footprint by 20 percent by 2015 against a baseline of 2008. To further reduce waste in landfills, Stop & Shop encourages customers to remember to bring their reusable bags. In 2013, companywide, 102 million plastic and paper bags were

saved thanks to those custom- occurring water purification sysers who regularly shopped with tem found in wetlands, the carbon reusable bags. in the unsold food is cleanly and efficiently converted into a biogas State-Of-Theand used as a power source. Art Investment Once operational, the digester will create approximately 1.25 Continues megawatts of clean, based load Legacy Of electricity which would offset Leadership more than 40 percent of the Stop & Shop recently Freetown Massachusetts facilannounced the construction ity’s energy use. The anaerobic on a brand new 12,000 square digester is anticipated to begin foot facility at its Freetown, operations by fourth quarter of Massachusetts Distribution 2015. Center which will house the com“We are committed to energy pany’s first anaerobic digester, efficiency and environmental a zero waste solution that uses stewardship,” said Joe Kelley, existing transportation distribu- president, Stop & Shop New tion systems to generate clean, England division. “The introducsustainable power. tion of this anaerobic digester With this new anaerobic will enable us to reduce food digester, food that goes unsold and waste in the local environment is unable to be donated to regional while at the same time generate food banks, will be transported clean, reusable power for our back to the distribution center. By Freetown Distribution Center.” recreating the natural process of anaerobic digestion, an organically

Building Greener Stores Stop & Shop continues to lead the way among grocery retailers in building energy efficient and sustainable stores by using Leadership in Energy and Environmental Design (LEED) standards for all new stores. Stores include several environmentally-responsible features such as; skylights to harvest daylight and dim the lights to reduce electricity consumption during peak daylight hours, white roofs to reflect sunlight and reduce

heat gain in the stores, LED lighting, and high efficiency fan motors in refrigerated cases and condensers.

Low Energy Pioneer Foxboro Superstore In late 2001, the Super Stop & Shop in Foxboro, Mass. became the first supermarket in the company’s history to be built specifically as a low energy superstore. Stop & Shop opened its 60,000 square foot energy effi(Continues on page S&S-50)

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Stop & Shop Celebrates 100 Years

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STOP & SHOP IDEAS & INNOVATIONS

Stop & Shop Leads The Way In Energy Savings (Continued from page S&S-48)

cient superstore on Nov. 8, 2001. One of the more noticeable features was the use of 50 skylights in the roof throughout the sales area of the store. The skylights are connected to light fixtures dimmable down to 20%. As daylight is harvested, the lights will be dimmed, reducing the electricity consumption. Other unique features of the Foxboro building included low energy parking lot lights and more energy efficient HVAC and refrigeration systems. The Foxboro store was also designed to be environmentally friendly. Building materials made from recycled products were used across the store. The ceiling tiles are made from recycled glass; the roof is made of white rubber membrane free of hazardous chlorine and the roof insulation was also made from recycled materials, in addition, low-mercury content fluorescent lamps were used for ambient lighting through out the store. Since the Foxboro superstore in 2001, Stop & Shop opened 94 stores incorporating many of the concepts tested in the Foxboro store, which continues to be the basis of today’s store design.

Stop & Shop Takes Next Step In Fuel Cell Power In 2011, Stop & Shop announced a significant step in retail store energy innovation: a special dedication of a 400-kilowatt fuel cell – a first for the supermarket chain – at its store in E. Torrington, Conn. The fuel cell, a UTC Power PureCell System Model 400, was supported with a grant from the Connecticut Clean Energy Fund’s On-Site Renewable Distributed Generation Program. It is expected to generate over 90 percent of the store’s electric energy.

Pictured here with a solar power display are: Tim Seaman of RGS Energy, Ruth Maloney of Stop & Shop N.Y. Metro Division, and Frank Murray Jr. of NYSERDA

Since the fuel cell was commissioned in June of 2011, it has produced over 1.7 million kilowatt-hours of electricity, accounting for 95 percent of the store’s total electric energy requirements. This, coupled with the use of the thermal energy produced by the fuel cell, has reduced the total electric and natural gas utility bills for the store by roughly 50 percent. “In our commitment to be a sustainable company, we continually look for new innovations and technologies that help us build more energy-efficient stores,” said Jihad Rizkallah, head of corporate responsibility for Stop & Shop’s parent company, Ahold USA.

Stop & Shop Invests in Renewable Energy Sources In 2008, Stop & Shop installed

its first Photovoltaic solar system to generate electricity on the roof of its stores in Fairfield CT. Since then, the company has installed systems on the roofs of 31 additional stores. Combined, the 32 stores are capable of generating 7.6 Million kWh of clean renewable power on an annual basis.

lubricants to reduce drive train friction losses, and longer trailers to carry more product in one trip. Stop & Shop also trains drivers in ways to shift efficiently and avoid idling, and the company is using on-board computer data to give their truck drivers feedback on their fuel efficiency.

SmartWay Transport Partnership

Stop & Shop Elated With First Energy Star Certified Store Status

In 2008, Stop & Shop joined the EPA’s SmartWay Transport Partnership, a voluntary collaboration between EPA and the freight industry to increase energy efficiency while significantly reducing greenhouse gases and air pollution. Stop & Shop had been working to improve the fuel efficiency of its transportation fleet with measures that include automatic engine shutdowns to reduce idling, cab roof fairings, reduced cab/trailer gap to reduce wind resistance, advanced

In 2007, the Stop & Shop announced its first U.S. Environmental Protection Agency (EPA) ENERGY STAR certified store during a ceremony in its Southbury, Conn., supermarket. The ENERGY STAR label is given to buildings that display superior energy efficiency. ENERGY STARcertified buildings use about 35 percent less energy than average buildings.

“By taking proactive steps to improve energy efficiency, Stop & Shop is cutting costs, reducing harmful emissions to the air and setting an example for other companies,” said Robert Varney, regional administrator of EPA’s New England office. While we are delighted to recognize Stop & Shop for its first ENERGY STAR store, we are even more pleased about Stop & Shop’s commitment to reduce energy across all their stores.” In its commitment to be a sustainable company, Stop & Shop is a member of the U.S. Green Building Council and EPA’s Smart Way program and has been recognized by the EPA for the superior energy management of its stores.

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Stop & Shop Celebrates 100 Years

The Griffin Report of Food Marketing • JUNE 2014

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STOP & SHOP IDEAS & INNOVATIONS

From Shopping Buddy To SCAN IT! Mobile

ABOVE: In 2004 “Shopping Buddy” fit on the shopping carts, enabling shoppers to use the power of an Internet computer for faster and more personalized service. Shopping Buddy was a wireless, webbased system used for self-checkout, information, deli orders, and targeted offers. LEFT: In 2011, Stop & Shop launched the award-winning SCAN IT! Mobile app, which allows customers to shop, bag, and tally their grocery order with their personal iPhone and Android devices. The mobile application syncs with customer loyalty cards, providing customers with access to their online accounts—including checking for gas points, A+ School Rewards and personalized savings.

hile most of us were still struggling with the onset of email in 2001, Stop & Shop was way ahead of everyone in the use of customerfacing technology. In 2001, Stop & Shop was the first large grocer to start testing a new wireless shopping cart which would total items before the customer reached the register, allowing customers to order deli items while they shopped in other aisles, and alerting shoppers to special discount specials in every aisle. It was a revoluntionary idea for 2001 developed in conjunction with MIT of Cambridge, Mass., and Unipower Solutions of Quincy, Mass. The new wireless shopping cart made its debut

in the Hingham, Mass., S t o p & Shop. Also in conjunction with the wireless shopping cart technology was the beginning of the deli kiosk ordering program. Customers through a computer filled out their deli requests as well as quantity and slice thickness. Perhaps common today, these early innovations were ground-breaking at the time.

2004: Launch of Shopping Buddy Advance to 2004 when Stop & Shop, under further development, rolled out Shopping Buddy. At the time, Stop & Shop expanded from a test scenario to a roll out of the new “intelligent” shopping carts to several more stores. Called “Shopping Buddy,” the carts enabled shoppers to use

the power of an Internet computer for faster and more personalized service. Shopping Buddy was described as a wireless, web-based system used for self-checkout, information, deli orders, and targeted offers. Stop & Shop rolled out Shopping Buddy to three pilot stores in Massachusetts and plannned to install 20 additional stores in the first quarter of 2005.

known as “SCAN IT!.” Today, shoppers can “scan-and-bag” as they shop and receive targeted savings along the way by using hand-held scanners provided in stores. Shoppers benefit from speedy checkout, instant price checks and running totals. Customers receive tailored promotions based on their individual shopping history, redemption history, in-store location tracking and just-scanned items in aisles.

SCAN IT! Takes SCAN IT! Goes Customers To New High-Tech Mobile In 2011, Stop & Shop launched Heights the award-winning SCAN IT! Mobile Fast forward to 2008 when, The Griffin Report published a story focusing on customer trends including convenience, self-checkout, along with helpful nutrition and price information. Almost every shopper agreed that whatever a retailer could do to avoid waiting in line was a step in the right direction. As a result, Stop & Shop customers were the first to use the a portable shopping assistant

app, which allows customers to shop, bag, and tally their grocery order with their personal iPhone and Android device.The mobile application syncs with customer loyalty cards, providing customers with access to their online accounts—including checking for gas points, A+ School Rewards and personalized savings. Customers can access store circulars to check out everyday savings on the go and

also get directions to the nearest Stop & Shop. In March 2012, Stop & Shop was cited by FastCompany as one of the “Top 10 Most Innovative Food & Beverage Companies” in the United States for its Scan It! mobile app. FastCompany is a magazine dedicated to reporting about how the “fast companies,” entrepreneurs, and other cuttingedge organizations are leading the pack. FastCompany likes to be the first in recognizing innovative consumer trends and has an influential voice in doing so. Stop & Shop made it in at number nine “for streamlining the checkout process with an easyto-use mobile payment app. First introduced last June, the Scan It! app allows smartphone users to scan, tally, and pay for groceries on their phones, making this New England supermarket the first with a fully integrated in-store payment system.”

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Stop & Shop Celebrates 100 Years

The Griffin Report of Food Marketing • JUNE 2014

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STOP & SHOP IDEAS & INNOVATIONS

Peapod by Stop & Shop Has Proven To Be A Smart Online Shopping Tool for Customers

Founded in 1989 as a shopping option for busy people, Peapod has made over 26 million deliveries since its inception. Today’s shoppers can visit peapod.com to shop for fresh fruits and vegetables, seafood, meat and dairy as well as best selling national brands and Stop & Shop private label products. They can shop anywhere, anytime from their laptop, tablet or smartphone with Peapod’s mobile app. They can also create personal lists, read nutrition information online, and sort products rapidly by price or by nutrition criteria.

ounded in 1989 by brothers Andrew and Thomas Parkinson as a shopping option for busy people, Peapod stands as the country’s leading Internet grocer today serving 24 U.S. markets in communities in Illinois, Wisconsin, Indiana, Maryland, District of Columbia, Virginia, Massachusetts, Connecticut, Rhode Island, New Hampshire, New York, New Jersey, and Pennsylvania. An Ahold USA company since 2001, Peapod has made over 26 million deliveries since its late 1980s inception in Chicago. Peapod first partnered with Stop & Shop to provide online grocery shopping in the Greater Boston market in September of 1996 and then expanded to Long Island, New York in 1998 and Connecticut in 2000. Peapod also began partnering with Giant Landover to provide

the delivery service in the Metro Washington DC area in 2000 and partnered with GIANT Carlisle to serve the Philadelphia market beginning in 2011. In 2012, Peapod and its AUSA partners expanded the online service offering to include a store pick-up option and there are now over 180 pick-up locations on the East Coast and Chicago areas. Additional pick-up locations will be added throughout 2014 and 2015 in all of the AUSA trade areas. To support the rapid growth of the online channel, Peapod also opened the Peapod Propulsion Lab, a digital innovation center, in Chicago in 2013. Today’s shoppers can visit peapod.com to shop for fresh fruits and vegetables, seafood, meat and dairy as well as best selling national brands and Stop & Shop private label

products. They can shop anywhere, anytime from their laptop, tablet or smartphone with Peapod’s mobile app. They can also create personal lists, read nutrition information online, and sort products rapidly by price or by nutrition criteria. Loyalty card users can jumpstart their first online order by entering their card number online shopping to shop from a list of items they have bought at their local store. They also earn Gas Rewards and A+ School Rewards for their online purchases. “The retail world is changing fast and fulfilling the needs of the connected customer is a crucial part of future growth,’’ said James McCann, chief operating officer for Ahold USA. “Our combination of in-store shopping, home delivery and pick-up points is key to delivering on Ahold’s Reshaping Retail ambitions.’’

Congratulates

On 100 Years Of COntinued suCCess!

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Stop & Shop Celebrates 100 Years

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STOP & SHOP IDEAS & INNOVATIONS

Stop & Shop: Always a Better Neighbor with Community Assistance for Many Efforts

hether it’s the Triple Winner Game, Food For Friends, Juvenile Diabetes, A+ School Rewards, emergency funding for 9/11, Hurricane Sandy disaster relief efforts, The One Fund to aid the victims of the Boston Marathon bombing, or assistance to food pantries, Stop & Shop has been at the forefront of community donation efforts and showing its concern as a “Better Neighbor” in the communities they serve. Stop & Shop Supermarket participated in many initiatives in 2013 as part of an ongoing commitment to responsible retailing and their promise to be a better neighbor within the various communities it serves. Throughout the years, the company has supported local communities fight against hunger, efforts to combat childhood cancer and promote general health and wellness - with emphasis on children’s educational and support programs. “Stop & Shop has maintained a longstanding commitment to all of the communities it calls home,” said Joe Kelley, president of Stop & Shop New England Division. “As we enter into our 100th year and reflect on how far we have come, our promise remains the same, to always support our loyal customers, neighborhoods and philanthropic communities in which we serve.” More than $28 million was donated in 2013 through customer, vendor and associate donations, to local organizations committed to fighting hunger, improving the lives of children and building healthy communities. As a food retailer, Stop & Shop recognizes the important role they can play in helping to eradicate hunger in the communities they serve, with over $12

million in hunger-related donations in 2013. Stop & Shop works especially close with regional food banks to donate high-protein meat and other safe consumable food, and contributed more than $10 million to their food bank partners through the “Meat the Needs” program in 2013. With support from Stop & Shop vendor partners, “Our

proud to be part of the team that is forcing pediatric cancer to retreat. Triple Winner has become a campaign that has saved lives, created research paths and provided genuine hope to families waiting for a cure,” said Don Sussman, president of Stop & Shop New York Metro Division. “For the last 13 years, Stop & Shop has provided a crucial lifeline to pioneering pediat-

a Triple Winner scratch ticket. Several brands of single-serve ice cream cups, including those by Häagen-Dazs ice cream and EDY’s Slow Churned Light Ice Cream participated in Stop & Shop’s Triple Winner program. Stop & Shop will donate 100 percent of the money raised during the Triple Winner program to the Dana-Farber Cancer Institute and Memorial Sloan Kettering

regional food banks. As part of the Food for Friends program, Stop & Shop and its customers helped donate more than $550,000 worth of holiday trimmings to hunger relief organizations. The trimmings boxes, which cost customers $10 each, contained non-perishable Stop & Shop Own Brand items such as cranberry sauce, stuffing mix, cut green beans and more.

Turkey Express In addition, Stop & Shop’s annual Turkey Express program donated more than 21,000 turkeys in 2013 and 1,500 hams in 2014 to regional food banks across the Northeast.

Stop & Shop has maintained a longstanding commitment to all of the communities it calls home. As we enter into our 100th year and reflect on how far we have come, our promise remains the same, to always support our loyal customers, neighborhoods and philanthropic Additional Support communities in which we serve.” As the official supermarket of the New York Giants, Stop & – JOE KELLEY OF STOP & SHOP Family Foundation donated nearly $13 million to such charitable causes as funding cancer research and pediatric cancer hospitals; grassroots programs that support children’s health and nutrition, and programs to alleviate child hunger by reaching out to more food insecure children with healthy meals.

Triple Winner Game Starting in 1992, Stop & Shop has raised over $67 million through the Triple Winner Game to date. The Triple Winner Game supports the fight against pediatric cancer at Memorial Sloan Kettering Cancer Center in the New York Metro Division and The Stop & Shop Family Pediatric Brain Tumor Clinic at the DanaFarber Cancer Institute in the New England Division. Both institutions provide children with indepth intellectual and emotional support to help them adapt to their lives post-treatment. “Stop & Shop is enormously

ric cancer research at Memorial Sloan Kettering Cancer Center (MSKCC),” said Paul Meyers, MD, vice chair of MSKCC Department of Pediatrics. “With their associates and communities response and partnering with us in support of our efforts to better research, treatments and outcomes, Stop & Shop embodies the very essence of generosity.” “Stop & Shop is honored to be able to make this yearly contribution to help support cancer research at The Stop & Shop Family Pediatric Brain Tumor Clinic at the Dana-Farber Cancer Institute,” said Mr. Kelley “Year after year, the Triple Winner Game makes us proud to have customers and vendor partners so eager to help make this campaign a success.” Helping out this year and in past years to aid the Triple Winner Program is EDY’s Ice Cream. On April 26, customers who made a $1 contribution received a free single-serve ice cream cup and

Cancer Center. In addition, EDY’s donated $.05 for every single-serve cup, shake or smoothie sold between April 19 and June 7, 2014, with no limitation on the amount donated during this time frame.

Hunger Relief Efforts As part of the Stop & Shop’s goal to share meals and give thanks during the holiday season, Stop & Shop donated more than $2 million dollars to hunger relief organizations across the Northeast due to loyal participation from its customers. Stop & Shop raised more than $1.5 million dollars through its Food for Friends program this past holiday season. Customers could contribute through instore donations of $1, $3 or $5 at checkout registers. Of the $1.5 million raised, 60 percent was donated to the local hunger relief agency or food pantry each store adopted and the remaining 40 percent was donated directly to

Shop New York Metro division donated $150 for every first down the NY Giants made during the regular 2013-14 season. With 280 first downs this season, the Giants helped Stop & Shop carry $42,000 to eight regional partners in the tri-state area. As the official supermarket of the New England Patriots, Stop & Shop New England also announced that they will donate $500 for every sack the Patriots made during the 2013-14 season. In total, Stop & Shop will be donating $10,000 to their food bank partners.

A + School Rewards Program Customers can help earn money for their local schools when they grocery shop through Stop & Shop’s simple school fundraiser, A+ School Rewards Program. There is no limit to what schools can do with their A+ School Rewards, including earning cash for technology, scholarships, school programs, field trips, playgrounds, and other (Continues on page S&S-58)

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STOP & SHOP IDEAS & INNOVATIONS

Stop & Shop: Always a Better Neighbor... (Continued from page S&S-56)

educational needs. In the 20132014 school year, St. Charles School on Staten Island, the No. 1 New York Metro rewards leader, raised over $21,000 with plans to purchase new computers for their classrooms and improve their technology systems. The A+ School Rewards program is a great way for customers and families to raise money to help support their local schools. Customers are encouraged to sign up or to re-designate their schools as soon as possible so their chosen schools can begin earning points when the program begins. Since 2009, Stop & Shop’s A+ School Rewards program has raised more than $7 million to help both public and private schools in the Northeast region fulfill their academic and enrichment need.

Special Assistance Efforts Four memorable emergency fundraising drives conducted by Stop & Shop included the Sept, 11, 2001 bombings in New York City; the emergency assistance to area food pantries for Staten Island; disaster relief efforts in 2012 for Hurricane Sandy affected areas in New York Metro area; and the more recent One Fund donation for the Boston Marathon bombing victims, In 2001, Stop & Shop launched the Massachusetts Sept. 11 Relief Fund. The fund was intended to expedite and simplify the proceeds of distributing money to 177 Bay State families whose family members were killed or injured in the Sept, 11, 2001 terrorist attacks. Stop & Shop helped to inaugurate the fund with a $500,000 check donation. During the Thanksgiving season of 2005, an 18-wheeler from Stop & Shop filled with nonperishable foods was delivered to Staten Island to provide emergency relief and assistance to 45

food pantries across the borough. Staten Island Borough President James Molinaro reached out to Stop & Shop when he learned that 45 Staten Island food pantries would not be receiving an anticipated delivery, leaving many needy residents without food for the holidays. During that Thanksgiving season, Stop & Shop delivered 16,000 turkeys to food banks in its operating states. In 2012, Hurricane Sandy hit the New York Metro area the hardest. As a result, Stop & Shop and Ahold USA donated $2.5 million from their companies and charitable foundation, Our Family Foundation, to the American Red Cross. The donations were made to support Hurricane Sandy disaster recovery and cleanup efforts and helping families affected by the storm in the New York tri-state area. In addition, stores in the New York Metro division served as drop-off points for canned and packaged food for those in need. Since many New York Metro division associates were personally affected by this storm, the company also made a donation of $500,000 that was used to help associates whose lives had been disrupted by Hurricane Sandy. Within days after the Marathon bombing in April of 2013 Stop & Shop and its parent company Ahold USA, announced donations totaling $500,000 from the companies and their charitable foundation, Our Family Foundation, to The One Fund Boston, created to aid victims of the tragic events that occurred during the Boston Marathon. On April 18, 2013, Mr. Kelley said, “Words cannot express the tragedy that took place at the Boston Marathon. We mourn with all of those who were affected. Our thoughts and prayers are with the City of Boston and our local and global communities as the details of this tragic event continue to unfold. Stop & Shop is here for our associates, our communities, and to support the local, state, and fed-

In 2006, Jose Alvarez, Stop & Shop president and chief executive officer (in the center behind check) along with Boston Red Sox Chief Operating Officer Mike Dee, presented a check worth $4 million to Dr. Mark Kieran, Director of the Stop & Shop Pediatric Brain Tumor Clinic.

In 2005, Stop & Shop Supermarkets made an emergency delivery of nonperishable foods to 45 Staten Island food pantries at the request of Staten Island Borough President James Molinaro. Stop & Shop District Manager Bob Fappiano joined Hylan Boulevard store manager Bob Rebele, and Richmond Avenue store manager Larry DiAntonio (left to right) as they unload an 18-wheeler.

eral responders working around the clock. We’re proud to see the spirit of people coming together in support of the victims and for the great city of Boston. We’re glad to support The One Fund Boston to help families and the city recover.”

“One of our promises as a business is to be better every day and this extends to our neighbors,” said James McCann, chief operating officer, for Ahold USA. “Many of our associates live, work, and give back in New England, and these events have truly affected us all. Through The

One Fund Boston, we hope to help in the healing process for so many whose lives have been forever altered.”

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STOP & SHOP IDEAS & INNOVATIONS Stop & Shop’s Health & Wellness Programs

Combining Information with Interactive Programs and In-Store Resources, Emphasis On Healthier Kids Nutritionist Julie Menounos Serves As An In-store Resource

Julie Menounos, (far right) in-store nutritionist for Stop & Shop, talked about a living with gluten free diet with a young family at a demonstration held at the Chelmsford, Stop & Shop.

hile other retailers have offered nutritional education to their shoppers, Stop & Shop has taken it a step further with interactive programs, especially geared to children. Stop & Shop’s goal is to provide their customers with a variety of health and wellness resources to make healthier choices for themselves and their families. Earlier in 2014, Don Sussman, president of Stop & Shop’s New York Metro Division said, “At Stop & Shop we embrace the opportunity to create programs to educate our customers and their families about the importance of nutrition and the importance of food for a healthy lifestyle. Stop & Shop is proud of the community forums and programs we create or sponsor to help improve the lives of those we serve.” The company focuses on healthier kids through a variety of innovative and ageappropriate initiatives including Passport to Nutrition, an interactive program to make the topic of healthy eating more interesting for children. A total of 4,000

Passport to Nutrition kits were distributed to parents and educators, and more than 114,000 children were reached through this educational program in 2013. Stop & Shop also hosted more than 1,300 Kid Healthy Ideas store tours and reached over 24,000 children. In 2013 Stop & Shop continued to host successful and award-winning Healthy Kids Summits, free events that engage local community leaders, families and kids themselves to make sure kids are getting the nutrition and exercise their bodies need. In 2013, more than 1,200 kids participated in these events. Also in 2013, Stop & Shop and its parent company’s Our Family Foundation, launched an three-year, $6 million initiative to fight childhood hunger across its market area. This initiative provides healthy meals to underserved children through child care, after school programs, mobile pantries, community gardens, and other grassroots approaches spearheaded by regional food bank partners.

In 2012, Stop & Shop hosted a “Healthy Kids Summit” at Fenway Park in Boston, Mass., with help from local community experts and members of its in-house health & wellness team. The free event, which drew more than 200 local residents and customers, educated parents, care givers and children on the important nutrition and exercise information needed to make overall healthier life choices. Alongside community leaders and experts including sports figures like Daniel Nava, Red Sox outfielder, who shared his tips on staying active and healthy, Julie Menounos, M.S., R.D. L.D.N, led the conversation about helping children eat right and get the exercise they need. In addition to participating in Healthy Kids Summits, Julie cites several Stop & Shop tools to help families make healthier choices including the Healthy Ideas Shelf Tags, Passport to Nutrition, and Kid Healthy Ideas Magazine. As a registered dietitian, Julie received her degree from Syracuse University and completed her dietetic internship, and a Master of Science degree at the University of Connecticut. Growing up in a Greek family, Julie learned to appreciate the importance of family meals, home cooking, herbs and spices, and fresh ingredients. She loves helping others discover and enjoy the taste and flavors of whole foods. Since nutrition is shaped by the decisions made at the grocery store, she is excited to help families make nutritious choices in each aisle. “As a local grocery chain with roots right here in New England, Stop & Shop’s focus has always been to ensure local children are healthy, happy and informed,” said Julie.

“The information provided by Stop & Shop helps families make better decisions when it comes to nutrition, exercise and balanced lifestyles.” In another Healthy Kids Summit held in October 2013, Stop & Shop partnered with the New England Patriots and United Way at Gillette Stadium in Foxboro, Mass. The Patriots involvement was part of the NFL and United Way’s league-wide Hometown Huddle program and PLAY 60 initiative, bringing awareness to youth health and fitness. The summit drew more than 400 children and adults and featured local community experts and athletes including New England Patriots defensive back Devin McCourty, and Caitlin Gibbs, director of association health Innovation, Hockomock YMCA. Julie said future healthy summits could involve food tastings where children try new foods, including fruits and vegetables. Julie is often is out in the community, offering cooking classes, cooking demonstrations or working one on one with mothers to help them make affordable, nutritious selections. She helps customers with food planning addressing special dietary needs, weight loss, food allergies and gluten free options. She makes herself available to schools to talk about healthy eating habits and is always ready to talk to any age group and non-profit groups about health and nutrition.

Proprietary Program – Healthy Ideas Stop & Shop’s “Healthy Ideas” nutritional shelf labeling program helps consumers identify foods that may be labeled “healthy.” Foods that have a Healthy Ideas symbol meet The Food and Drug Administration’s (FDA) strict criteria for “healthy,” which includes foods that are limited in total fat, saturated fat, cholesterol, sodium, and sugar. The Healthy Ideas logo and shelf tags inform customers about healthy own brand and national brand products in every aisle of the store.

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STOP & SHOP IDEAS & INNOVATIONS Stop & Shop’s Health & Wellness Programs

Stop & Shop Inspires Healthy Habits Through ‘Kids Summit” at Fenway Park

Taking part in the Healthy Kids Summit at Fenway Park were (l to r): Julie Menounos of Stop & Shop, Joann Donnelly of the YMCA of Greater Boston, Dr. Huy Nguyen of the Boston Public Health Commission, Elizaabeth War of H.P. Hood, and Red Sox player Daniel Nava.

top & Shop of Quincy, Mass. recently hosted a “Healthy Kids Summit” at Fenway Park in Boston, Mass. with help from supermarket and local community experts including Red Sox left fielder, Daniel Nava, the YMCA of Greater Boston; Elizabeth M. Ward, M.S., R.D. The Hood “Answer Mom,” and members of the the Boston Public Health Commission. The free event, which drew more than 200 local residents and customers, educated parents, care givers and children on the important nutrition and exercise information needed to make overall healthier life choices. When Boston Mayor Thomas M. Menino launched Boston Moves For Health, an ambitious initiative to improve the health and wellness of the city by increasing access to free and low-cost physical activities and healthy living resources, he noted that 50

percent of adults and one in three school-aged children in Boston are either overweight or obese. Stop & Shop is hoping to encourage local children and their families to stay healthy and active by making good choices. “For many families, healthy eating habits begin at home which is why Stop & Shop is continuously seeking ways to positively impact the well being of the people in the communities in which we serve,” said Suzi Robinson, spokesperson for Stop & Shop New England Division. “We are committed to helping our customers make beneficial decisions while shopping and are excited to bring together these great community leaders today in an effort to inspire the Boston community and beyond.” The summit was comprised of a brief and highly interactive 30-minute panel discussion led by community leaders and experts.

Participants included: • Daniel Nava, Red Sox left fielder, who shared his tips on staying active and healthy • Joann Donnelly, executive director of healthy living, YMCA of Greater Boston • Elizabeth M. Ward, M.S., R.D., The Hood “Answer Mom,” on behalf of the New England Dairy Promotion Board • Dr. Huy Nguyen, M.D., medical director, Boston Public Health Commission • Julie Menounos, MS, RD, LD-N, in-store nutritionist at the Stop & Shop Chelmsford, Mass. store, who moderated the panel.

Happy Centennial

Congratulations 100 Years and Going Strong! From Your Newest In-store Marketing Partner

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STOP & SHOP IDEAS & INNOVATIONS Stop & Shop’s Health & Wellness Programs

Stop & Shop Healthy Kids Summit Promotes Fitness & Health With Help From N.E. Patriots

New England Patriots’s Devin McCourty helped children on the obstacle course at Stop & Shop’s “Healthy Kids Summit” held recently at Gillette Stadium in Foxboro, Mass, The summit was designed to provide tips for families to make small, easy changes to live a healthier lifestyle.

top & Shop partnered with the New England Patriots and United Way to host a “Healthy Kids Summit” yesterday, Tuesday, Oct. 22 at Gillette Stadium in Foxboro, Mass. The summit aimed to equip parents, caregivers and children with the knowledge and skills necessary for kids to lead healthy, fit and balanced lifestyles. The Patriots involvement is part of the NFL and United Way’s leaguewide Hometown Huddle program and PLAY 60 initiative, bringing awareness to youth health and fitness. The summit drew more than 400 children and adults and fea-

tured local community experts and athletes including New England Patriots defensive back Devin McCourty, Stop & Shop’s in-store nutritionist Julie Menounos, MS, RD, LDN and Caitlin Gibbs, director of association health Innovation, Hockomock YMCA. “As a local grocery chain with roots right here in New England, Stop & Shop’s focus has always been to ensure local children are healthy, happy and informed,” said Ms. Menounos. “The information provided at the ‘Healthy Kids Summit’ will help families make better decisions when it comes to nutrition, exercise and balanced lifestyles. We’re grateful for our

dedicated and involved panelists and partners who help make these summits fun, inspirational and educational.” The Eastern Massachusetts region, where Stop & Shop got its start nearly 100 years ago, was recently praised for its efforts in fighting childhood obesity, showing a 12.4 percent drop in obesity rates among children under age six, however, statistics from the past five years still show about 30 percent of children in the state are overweight or obese. Through its “Healthy Kids Summits,” Stop & Shop aims to further educate adults and children alike on how to make healthy

choices to continue the decline in childhood obesity in Massachusetts and across New England.The “Healthy Kids Summit” included a trivia game that challenged audience members to show their knowledge on nutrition, exercise and a balanced lifestyle. The panel was comprised of athletes and health and fitness experts. The panel included: Mr. McCourty; Ms. Menounos; Mr. Gibbs, and Dr. Brian Patel, associate chief of the Emergency Care Center (ECC) at Sturdy Memorial Hospital The trivia was followed by high-energy skills and drills sessions, run by a dozen current New England Patriots players, and a

mini health fair. For the first time, Stop & Shop is working alongside the New England Patriots as part of the NFL’s Hometown Huddle, a partnership between United Way and NFL since 1999, with NFL teams across the country participating in a variety of hands-on community service projects. As part of the partnership, Patriots Special Teams Captain Matthew Slater is recruiting volunteers for United Way to read, tutor and mentor to young people in the region as the Patriots’ representative of Team NFL/ United Way.

From the PACE TARGET brokerage inc. Team and Our Vendor Partners

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STOP & SHOP IDEAS & INNOVATIONS Stop & Shop’s Health & Wellness Programs

Stop & Shop Partners With Staten Island Yankees At A Healthy Kids Summit

Stop & Shop, the Staten Island Yankees, the Staten Island YMCA and Unilever hosted a “Healthy Kids Summit” Oct. 12 at Richmond County Savings Bank Ballpark at St. George located at on Staten Island. Here are some staff members and some of the 250 youngsters who had an opportunity to take part in many activities including: prizes, food sampling, face painting, zumba exercises, a trivia contest and a chance to run the around the bases in the stadium.

top & Shop, the Staten Island Yankees, the Staten Island YMCA and Unilever hosted a “Healthy Kids Summit” on Saturday, October 12th, 2013 at Richmond County Savings Bank Ballpark at St. George located at on Staten Island. A panel of experts discussed proper diet and nutrition, the importance of exercise, the need to balance homework and social activities, the need to turn off cellphones, IPADS, television and other electronic devices, the value of a family dinner hour and how to address bullying and other social pressures that pre-teens face.

The panel included: • Joseph Verhey, Executive Director of the Staten Island Broadway YMCA, talked about the types of programs offered for youth and families at the Staten Island YMCA. • Amanda Wexler, Senior Program Director for the YMCA Counseling Service, talked about bullying and how to avoid peer pressure. • Lucrecia Shall, Educational Consultant, talked about healthy eating for kids and families. • Diane Arneth, Executive Director of Staten Island

Partnership for Community Wellness • Caitlin Fitzpatrick, Education Associate from the Food Bank of New York City. Following the formal program more than 250 youngsters had an opportunity to take part in many fun activities including: prizes, food sampling, face painting, zumba exercises, a trivia contest and a chance to run the around the bases in the stadium. According to the Center for Disease Control (CDC) childhood obesity has more than tripled in the past 30 years. Obese youth are more likely to have risk factors for

cardiovascular disease, such as high cholesterol or high blood pressure. Despite growing rates of childhood obesity and chronic illness among the nation’s kids, only 15% of American parents rank overall physical health as the top concern for their children. 74% of children ages 5 to 12 do not get the recommended 60 minutes of physical activity per day and 58% of them spend less than four days a week playing outdoors.

Congratulations!

It is our privilege to have worked on this store, and many, many others, for more than half a century.

Hereâ&#x20AC;&#x2122;s to another 100 years!

101 Federal Street, Boston, MA â&#x20AC;&#x201D; www.sherin.com

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The Early Days of Stop & Shop Customer Service

y 1935, Economy Grocery Stores had 466 small service oriented stores in New England, averaging 1,000 to 2,500 square feet, with the emphasis on service. In the 1930s, this was a time when the grocer picked your produce for you.

The finest imported produce The finest imported produce from around the world, from around the world, by a company that by a company that expects only expects only the BEST the BEST

. . H H m m a a i i l l l l . i . i c c n W n W JWilliam I I , , . . r r J e H e k k p p o o K K Kopke Jr Inc Est. 1937

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Stop & Shop Through the Years

n the late 1930s, self-service supermarkets are opened under the Stop & Shop name. Customers were interested in self service meat and fish as well as the Stop & Shop own brand. During World War II in the 1940s, the labor shortage ended up to be a boon to supermarkets. Shoppers became more accustomed to self-service, which created lower labor costs and an increased number of purchases per customer.

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A SCRAPBOOK OF STOP & SHOP PHOTOS From The Griffin Report Archives December 2011

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Stop & Shop Photo Montage

rom the 40s to the 60s, the post war boom spurred more people to drive to their neighborhood grocery store and car promotions in the stores were popular. Even back in the war days, Stop & Shop urged recycling and in 1965, Stop & Shop instituted mini pricing featuring lower prices, better value, and cash savings.

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Fresh Ideas from Stop & Shop

ome fresh ideas from Stop & Shop were emphasis on local produce, Peapod delivery and pickup points, bag recycling, and always a staple through the years, happy, service oriented staffers.

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Latest Checkouts From Stop & Shop

oday’s Stop & Shop mobile technology allows for touch screen deli ordering and Mobile SCAN It allowing customers to shop, bag, and tally their grocery order with their personal iPhone and Android devices. The mobile application syncs with customer loyalty cards, providing customers with access to their online accounts—including checking for gas points, A+ School Rewards and personalized savings.

Happy 100th Anniversary

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STOP & SHOP AD INDEX 4C Corporation/DKM....................................................... 4 Advantage Sales & Marketing.........................................27 Ahold............................................................................... 2 Anheuser Busch.............................................................22 B & G Foods..................................................................53 Barilla............................................................................11 Bass Pro Shops.............................................................74 Ben Litowich & Son, Inc.................................................65 Bimbo Bakeries.............................................................17 Blackhawk Network........................................................86 Boston Red Sox.............................................................43 Bridgeford Foods............................................................79 C&S Wholesale..............................................................13 CBA Industries...............................................................81 Cedar’s Mediterranean Foods.........................................39 Church & Dwight............................................................55 Cott Beverages...............................................................91 ConAgra Foods -Catapult Marketing...............................23 Continental Mills............................................................90 Crossmark Sales & Marketing........................................71 Davidson Company........................................................37 Del Monte Foods............................................................31 DGC Capitol Contracting................................................59 Diamond Foods.............................................................75 Domino Foods................................................................. 9 Doris International ........................................................63 Front Line Marketing......................................................65 G E Lignting...................................................................71 G L Mezzetta..................................................................39 Garelick Farms / Dean Foods.........................................55 General Mills..................................................................25 Gold Metal Bakery.........................................................21

Goya................................................................................ 9 Graphic Image Inc..........................................................73 Great Lakes Cheese Co.................................................... 6 Greater Boston Food Bank.............................................47 Gurda Gardens..............................................................93 H P Hood.......................................................................57 Hapco Farms.................................................................85 Henschel Steinau Inc.....................................................74 Hormel Foods................................................................73 Imperial Distributors......................................................... 7 Irving Consumer Products..............................................82 Johnson & Johnson........................................................17 Jon Morris Co.................................................................32 Kedem Foods.................................................................47 Kellogg Company...........................................................45 Keurig Green Mountain Coffee........................................20 Leavitt Corp...................................................................72 LGS Specialty Sales, Ltd.................................................51 Linowes and Blocher......................................................57 Lobster Trap Co. Inc........................................................93 L’Oreal Paris...................................................................29 Mama Rosies Ravioli......................................................84 Marlees Seafood............................................................95 Martins Famous Pastry Shoppe......................................63 Mastronardi Produce......................................................77 Maybelline.....................................................................25 Metro Foods..................................................................23 Mountain States Rosen..................................................87 Mutual Oil Company.......................................................49 National Fish & Seafood................................................83 Nestle USA...................................................................... 5 New Brunswick International..........................................41

New England Coffee.......................................................88 New England Patriots.....................................................31 Newell Rubbermaid........................................................49 Outerwall.......................................................................33 Pace Target Brokerage....................................................67 Pacific International Marketing, Inc.................................94 Peets Coffee..................................................................33 Peoples United Bank......................................................96 Pepperidge Farms, Inc....................................................79 Pepsico..........................................................................19 Primavera Marketing......................................................78 Pro Star.........................................................................61 Procter & Gamble..........................................................15 Readypac......................................................................85 Register Tape Unlimited, Inc............................................83 Retail Solutions..............................................................94 Rockin & Roastin Coffee................................................92 Schmidt Baking.............................................................92 Sherin and Lodgen.........................................................69 Sinco, Inc.......................................................................89 Slade Gorton.................................................................41 Snyder’s Lance...............................................................87 State Garden Inc............................................................90 Try Angle Foods..............................................................88 Unilever.........................................................................35 United Food & Commerical Workers...............................60 UTZ Qualtty Foods..........................................................15 Vermont Hydoponic Produce Co.....................................95 Wenner Bakery...............................................................89 White Wave Foods..........................................................91 William H Kopke Jr. Inc...................................................78

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