Kroger adjusts operations and invests in technology to hang on
to customers who avoid stores; 'we've got to get our butts in
gear'
By Heather Haddon
This article is being republished as part of our daily
reproduction of WSJ.com articles that also appeared in the U.S.
print edition of The Wall Street Journal (April 22, 2019).
Nobody can say Rodney McMullen doesn't know the grocery
business. He started as a bagger at Kroger Co. when he was in
college, rising through the ranks to become chief financial
officer, then chief executive officer, of America's biggest
supermarket chain.
But can he lead the 2,764-store Cincinnati-based company through
the changes upending the supermarket industry?
"You are in Cincinnati. You are a conservative bunch of people,"
said Bill Smead, chief executive of Smead Capital Management and a
Kroger investor. "Does anyone's blood pulse through their veins
with an entrepreneurial bent?"
Not since Walmart Inc. first pushed into groceries in the late
1980s have traditional chains faced so many challenges. E-commerce
is transforming the business, forcing cash-strapped companies to
overhaul their operations and invest heavily in technology and
talent to keep customers from straying to Amazon.com Inc. At the
same time, they have to keep food prices as low as consumers have
come to expect.
The transition has proven rough for Kroger, which stayed focused
on store sales long after mass-merchant competitors were investing
in online-ordering technology and delivery services. Executives
have debated which investments to make and how drastically to
change the company's business model. Some would-be technology
partners have been turned off by what they see as the grocer's
conservative culture -- including members of one group who stormed
out of a meeting in protest.
Mr. McMullen knows it is a pivotal moment for the company and
that investors are concerned. "We've got to get our butts in gear,"
he said in an interview. "There was no doubt we were behind." He
said he believes Kroger executives have devised a plan to help it
grow again.
Few American retailers have managed the online transition
smoothly. Target Corp. and Walmart struggled before improving
stores and e-commerce operations. Sears Holdings Corp. filed for
bankruptcy protection in October. Toys "R" Us was liquidated in
March 2018.
Online ordering and delivery has been around in the U.S. grocery
business for decades, but it hasn't caught on as rapidly as it has
in other sectors. Many U.S. shoppers live close to supermarkets and
prefer to select food from the aisles. That is changing as more
young people form families and older people get more comfortable
ordering online. One option proving especially popular is for
consumers to order groceries online for pickup in a store's parking
lot.
Online purchases account for just 5% of the roughly $1 trillion
U.S. food and consumer-product market, according to Nielsen. Yet
online sales are growing 40% annually, while in-store sales have
been flat for years.
"It's like driving on the autobahn," Mr. McMullen told investors
last fall. "It's incredibly exciting. But there's a lot going on,
and it's going on fast."
Years ago Walmart became the largest food seller in the U.S.,
while Kroger remains the biggest supermarket chain by stores and
sales. Walmart boosted its delivery business with its 2016 purchase
of Jet.com, bringing on Jet executives to accelerate online grocery
sales. Target bought Shipt Inc., another grocery delivery service,
in 2017. And Amazon broadened its reach into the grocery business
by buying Whole Foods in 2017, although it, too, has struggled with
online delivery of groceries.
To catch up, Kroger has budgeted $4 billion for investments,
including warehouses managed by robots, a meal-kit company and
digitally enabled shelves that market products to customers through
LED displays. Last year, it formed a partnership with an
autonomous-vehicle startup, Nuro Inc., and started selling its line
of natural and organic products on Alibaba Group Holding Ltd.'s
Tmall site in China.
Those investments are denting its profits at a time of intense
competition to sell groceries cheaply. Its shares are down 17%
since June 2017, when Amazon said it would buy Whole Foods, and
have dropped after five of Kroger's eight latest quarterly earnings
reports.
Sapphire Star Capital, an investment fund, sold a $350,000 stake
in Kroger in September. "We just had to cut them loose," said
Michael Borgen, the fund's chief executive. "They just got too
volatile."
John San Marco, a research analyst at Neuberger Berman, an
investment-management firm that owns Kroger stock, said the company
is doing the right thing by investing in online operations, even if
it dents profitability in the near term. "Kroger is in the very
early innings of a business transformation," he said. "This isn't a
one and done."
Mr. McMullen, who became CEO in 2014, has acknowledged that
Kroger was slow to invest online. He said many competitors also
avoided investing in online operations until recently. On Kroger's
latest earnings call in March, he sought to reassure investors that
Kroger's investments will pay off. "You have to start somewhere,
and you have to learn," he said.
Kroger has a record of dabbling in digital projects without
committing to more significant changes to its business, current and
former employees say.
In 2000, when Mr. McMullen was CFO, Kroger canceled a pilot
delivery program in Columbus, Ohio, because of low demand. Another
pilot has been running at Kroger's King Soopers chain in Denver for
two decades without expanding to additional parts of the
country.
Another such effort began about seven years ago when executives
were told that Amazon had surpassed Kroger as a top seller of
Procter & Gamble Co.'s diapers.
At the time, Kroger's digital-operations staff fit into a small
room at its Cincinnati headquarters. They started meeting every
Friday at 7 a.m. to discuss ways to improve Kroger's digital
efforts. The operation soon expanded.
Kroger didn't have the infrastructure to ship goods to
customers. Building warehouses and wooing tech talent to build an
online-grocery portal would have cost hundreds of millions of
dollars, employees say.
Kroger managers remained focused on their stores, where sales
determine their compensation and chances for advancement. Some
believed boosting online sales would create extra work and distract
the company from maximizing store revenues, former executives
said.
"Most of us, when we say the digital world, automatically
conclude that e-commerce is where everything is going," then-CEO
David Dillon told investors in 2013. "I don't draw that same
conclusion." Reaching customers digitally also included things like
online coupons and social media, he said.
Amazon continued to siphon diaper sales from Kroger and other
retailers, notching roughly $500 million in diaper sales last year,
according to estimates by market research firm Edge by
Ascential.
Kroger turned to acquisitions to boost its digital reach. It
bought Vitacost.com, an online retailer of natural foods and
supplements, for $280 million in 2014. But Kroger was slow to
integrate Vitacost's technology into its operations. That
frustrated Vitacost's founders and Kroger employees who had
brokered the deal, according to people from both companies.
A meeting at Vitacost's Boca Raton, Fla., headquarters soon
after the deal closed underscored the divide. Vitacost employees
suggested emailing promotions to customers so that discounts could
be tweaked more often than through the paper circulars that Kroger
planned months in advance.
Kroger executives balked, with one marketing head saying that
Vitacost was a rounding error in the company's overall balance
sheet and it wouldn't just change its promotional plans, according
to people from both companies. Some Vitacost executives walked out
in protest.
Kroger was slow to add a link to Vitacost on its website or
place signs in its stores promoting Vitacost. Officials from the
two operations clashed over whether to let Vitacost accept Apple
Pay or PayPal, the people said. Vitacost's revenue grew less than
that company had expected. Engineers and executives left the
company. Other Vitacost executives have remained at Kroger and
helped on various technology initiatives.
Some at Kroger acknowledge more could have been done to make its
Vitacost investment pay off. "Some look at us and argue we haven't
done much with Vitacost," said Michael Schlotman, who stepped down
as chief financial officer this month and will retire at the end of
the year. "It's a fair assessment."
Kroger now accepts PayPal on Vitacost but not its other
e-commerce sites. It uses Vitacost's technology for a ship-to-home
grocery service that made its debut last year. Executives hope the
service will win back business from Amazon's subscription service
for staple goods.
"It's just starting to get legs," Mr. McMullen said.
Kroger recently tried to partner with, invest in or acquire
three different startups: Shipt, the online grocery delivery
service; meal-kit company Plated; and Boxed.com, a bulk online
retailer, according to people familiar with those efforts. None
panned out.
Target bought Shipt in December 2017. National grocery chain
Albertsons Cos. purchased Plated in 2017 for more than Kroger
offered, according to people familiar with the negotiations. Boxed
executives and investors balked over terms offered by Kroger in
negotiations, talks stalled and Kroger never made a formal
offer.
"They aren't willing to pay enough to buy technical talent,"
said one person involved in negotiations between Kroger and those
startups.
Yael Cosset, Kroger's chief digital officer, declined to comment
on any negotiations. He said the company tends to be more
conservative in rolling out tech pilots that directly affect
customers in stores, but has moved faster behind the scenes on
other efforts.
Kroger officials say the company is now working with Microsoft
Corp., Oracle Corp., IBM Corp. and other tech companies, and is
spreading the word about Kroger to potential tech startup partners
at the Cincinnati-based Cintrifuse startup investment fund.
"Kroger has been very bold in their vision," said Luke Jensen,
chief executive of Ocado Solutions, a division of U.K.-based
automated-grocery company Ocado Group PLC that Kroger has invested
in to build a network of automated warehouses for online retail in
the U.S. "They are learning from us, but we are learning from
them."
Kroger spent years negotiating with Instacart Inc. before
Amazon's Whole Foods purchase spurred executives to strike a deal.
Instacart now makes deliveries from more than 1,600 Kroger
stores.
Some suppliers give Kroger executives credit for acknowledging
the challenges they face. Last year, one grocery-delivery vendor
told a Kroger technology executive that despite the company's
investments in automated online warehouses, it still wasn't getting
digital orders to customers as fast as its competitors.
The executive agreed, according to a person familiar with the
conversation. To figure out how to make same-day deliveries, he
told the vendor, Kroger might need to make another acquisition.
As the company tries to change, some senior executives are
leaving. Mr. Schlotman is retiring after more than three decades at
the company. Christopher Hjelm, the chief information officer who
urged fellow executives to help him turn Kroger into "a technology
company that just happens to sell food," is also departing. Matt
Thompson, the digital official who devised many of Kroger's online
pickup and delivery strategies, left earlier this month. Investment
banker Robert Beyer is stepping down as lead independent director
in June.
A Kroger spokeswoman said the retirements were long planned. Mr.
McMullen has recruited new officials with technology experience at
the executive and board levels, she said.
Executive bonuses have declined in the past two fiscal years,
reflecting Kroger's weaker sales. Financial filings show that
executives hit less than 4% of their targets for performance-based
bonuses in the last fiscal year, the lowest payout in at least two
decades.
Mr. Cosset, the chief digital officer who is set to succeed Mr.
Hjelm as chief information officer in May, has set ambitious time
lines for opening online-pickup locations and other goals. Yet he
has also been careful not to drift too far from Kroger's focus on
its stores.
"The traditional brick-and-mortar customer shouldn't feel
neglected," he said.
Write to Heather Haddon at heather.haddon@wsj.com
(END) Dow Jones Newswires
April 22, 2019 02:47 ET (06:47 GMT)
Copyright (c) 2019 Dow Jones & Company, Inc.
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