What is the point of this? I remember they did something similar to this around five or six years ago.
Maybe if the Dallas Division and Kroger in general invested as much in its people as it does prices, technology and e-commerce, things wouldn't be looking the way they are now. Customers have more shopping options than ever before and if you don't give them a good reason to shop with you instead of the competition, your foothold in the industry is only going to become increasingly precarious.
They did the same thing to us last year, when they switched our old districts A-H system to the districts 1-5 system. I went from district G to district 1 and we gained like 2 or 3 stores, so the coordinators just had more stores to look after. Then they took the marketplaces, and made them into a special district 6 anyway.
What is the point of this? I remember they did something similar to this around five or six years ago.
Maybe if the Dallas Division and Kroger in general invested as much in its people as it does prices, technology and e-commerce, things wouldn't be looking the way they are now. Customers have more shopping options than ever before and if you don't give them a good reason to shop with you instead of the competition, your foothold in the industry is only going to become increasingly precarious.
We need to get rid of about 20% of our middle management. Amazon/Walmart doesn't have this amount of useless help. More people helping customers and less helping themselves to Kroger's piggy bank.
Actually Cincinnati/Dayton eliminated 2 "Zone" and then established "Districts" and then added a District back last year.....Eliminating a District automatically saves $500k a year. Its hard to build a Divisions moral when your have to drive 1 hour to go to a basic district meeting and never have any Divisional meetings to motivate the associates.
What is the point of this? I remember they did something similar to this around five or six years ago.
Maybe if the Dallas Division and Kroger in general invested as much in its people as it does prices, technology and e-commerce, things wouldn't be looking the way they are now. Customers have more shopping options than ever before and if you don't give them a good reason to shop with you instead of the competition, your foothold in the industry is only going to become increasingly precarious.
We need to get rid of about 20% of our middle management. Amazon/Walmart doesn't have this amount of useless help. More people helping customers and less helping themselves to Kroger's piggy bank.
Well... they are getting rid of office ASPs completely, but I highly doubt that the removal of that position is going to lead to more help in the departments.
What is the point of this? I remember they did something similar to this around five or six years ago.
Maybe if the Dallas Division and Kroger in general invested as much in its people as it does prices, technology and e-commerce, things wouldn't be looking the way they are now. Customers have more shopping options than ever before and if you don't give them a good reason to shop with you instead of the competition, your foothold in the industry is only going to become increasingly precarious.
We need to get rid of about 20% of our middle management. Amazon/Walmart doesn't have this amount of useless help. More people helping customers and less helping themselves to Kroger's piggy bank.
Kroger first mistake is downsizing store secretaries and designating and hiring more Co managers as hr managers, these people are the laziest worthless stupidest idiotic I've ever seen in my life who don't do nothing but sit on their butt and stare at the computer 10 hours a day.
Explains the arbitrary and unhelpful slashing of delivery frequency (to nearly half) a few months ago.
This has had a terrible impact at the Marketplace I work at. Meat Market, I hear, is suffering the most from having fewer trucks. It's not uncommon for it to be slim pickings out on the sales floor. Between fewer trucks and warehouse scratches, customers are not happy. Kroger needs to wise up; Winco, Costco, Target and Walmart are all within five minutes of the store I work at and it should come as no surprise that the store isn't doing the kind of business it once was.
we lost our monday produce truck in the the cuts to deliveries. so now if we don't get enough of something to make it through sunday the customers who come in monday are going to not be happy
Yes, in-stock position has been negatively affected by the slashed deliveries.
Halving frequency has about doubled the delivery sizes, too, making them much more difficult to deal with and taking away much of our scheduling flexibility. In a way, they kind of sabotaged the core of our business . . . in a time of GROWING volume . . . at least, at our store.
Since this was such a financial crisis, how many district, divisional, and national management people took pay cuts?
