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c. 2026 Rod Ice
All rights reserved
(7-26)
The recent announcement that Kroger would acquire Giant Eagle in a blockbuster deal affecting customers in Ohio, Pennsylvania, and some limited, surrounding markets caused my cell phone to erupt when it was first announced. Friends, neighbors and family members knew that I had been a co-manager under the banner for an extended period of service. And that my career in retailing lasted for 33 years overall, with five different chains. But as I listened to familiar voices breathlessly express concern over this updated ownership, I reacted with less emotion.
A familiar quote came to mind, attributed to French writer Jean-Baptiste Alphonse Karr. “The more things change, the more they stay the same.”
During my own adventure in store operations, I saw many diversions in the dominant paradigm that governed markets in my geographical area. When first returning home to Ohio from New York State, my home community had Bi-Rite, Valu King, and Golden Dawn as the three grocers that provided food items for local customers. Nearby were locations run by Pick-n-Pay, Fazio’s, Kroger, Rini’s Stop ‘n’ Shop, and assorted, small venues christened with the IGA brand.
This roster was reshuffled and revised, many times in the years that followed.
I joined the Bi-Rite team in early 1986, after a stint at American Seaway Foods, and two years with Fisher’s Big Wheel. That productive tour-of-duty lasted until being bought out by Rini-Rego, in 1992. The Cleveland company struggled to understand how doing business in Geauga County was different from their own traditions along Lake Erie. Eventually, Giant Eagle took over in 1997. Once again, we faced the influx of talented and savvy outsiders, who needed time for adjusting to our unique preferences in the region. These changes caused some headaches for senior employees who were used to the discipline of bygone days. But in my own terms, it simply meant a different name over the front door.
Selling consumable goods is in actuality, about offering a value proposition to patrons. The currency of a sustainable business is trust. Trust in the products, trust in customer service, and trust in the overall experience of being a participant. We all offer a similar range of options, otherwise. Breads, chips, milk, meat, and so forth.
Some of those who were jamming my cellular link with howls of protest and concern thought that the move by Kroger would bring chaos to Pittsburgh and Cleveland. With layoffs, closures, and mayhem to follow. But that dark perspective is one founded more in the uncertainty of social-media hype than factual evidence. As with any other commercial enterprise, the corporation from Cincinnati desires a smooth operation for all of its holdings. Acrimony among the labor force, or loyal shoppers, does not yield profit for the owners. If anything, past lessons learned by those who have been involved in the business, teach that patient guidance is a better habit than smash-and-burn techniques.
Walmart is still the dominant player, in every market. Their ability to outsell and outearn competitors has shaped the industry for many years.
One persistent memory from being drafted by Giant Eagle is that nothing changed too quickly after the actual sale. Eventually, the Rini-Rego banner disappeared, and Seaway as a private label also went away. Two things that had been familiar for many years. But by that point, a natural evolution to consolidate under the wide wings of large-fowl branding seemed natural. This progression occurred at a timely pace, but without shocking the population.
Another recollection reflects upon the issue of union contracts. With the main competition being an operator that rigidly eschews worker organization in any form, it would make no sense to deviate from the long history of having bargaining agreements in place for team members. If anything, this fair practice is a selling point for those not enticed by the allure of Bentonville, Arkansas. Especially since the COVID pandemic, staffing has been difficult for all retailers. Any unrest at this point would be incredibly counterproductive. A careful transition to the authority of new masters makes sense.
Perhaps most indelible in my remembrances is that with every reorganization at the boardroom level, a similar mantra was handed down to those of us on the sales floor. To both shoppers and workers, alike. “There is nothing to see here! No changes, no worries, business as usual! Have a great day!” Ultimately, this assurance of calm seas proved to be somewhat disingenuous of course, because there were indeed wholesale alterations of the business model, over time. New branding, new supervision, new logistics routing, and a new support network. It is a matter of practice during every takeover or merger.
Yet the history of Kroger as a dominant player gives clear evidence that they have been able to own and operate various chains nationally, without causing any disruption in the overall enterprise. Ralph’s, City Market, Food 4 Less, Fred Meyer, King Soopers, Pay-Less Super Markets, Gerbes, Jay C, Mariano’s, Metro Market, Pick ‘n Save, and others all exist under the watchful eyes of this huge outfit. Their superior buying power as a chain will certainly benefit Giant Eagle, in whatever form it remains. Consolidation is, for better or worse, a component of doing business that cannot be avoided. Especially when any entity is attempting to improve its standing in financial terms.
I was particularly humbled when a text message arrived from one of my young nephews, who is a dairy clerk at a location that I used to manage. His plea for reassurance came with a note of fear over his own plight as someone filling coolers and maintaining good conditions at his store.
“Uncle Rod, will I still have a job?”
I offered words of comfort in my reply, along with the simple logic of vending groceries to the public.
“Of course you will! Giant Eagle needs you on duty, Kroger needs you on duty, quite frankly, any reputable operator needs employees like you on duty! It is how things get done. The battle is won or lost every day, right there in your aisles. Customers can’t name the CEO necessarily, or any executives, or even many of the district supervisors and specialists. But they know you, personally. They know when you treat them with care, courtesy, and respect. And they are bound to come back again and again, because that connection matters most!”
I have been retired for almost a decade from this lively profession, but still miss serving others while offering guidance and support. To be considered a part of the greater family was something I always took as the grandest of compliments.
That durable bond should never be broken by anyone, for any reason, anywhere, at any time.
