No Place For The Meek: The Philadelphia-New York Corridor Remains Nation’s Most Competitive Marketplace
We’re not in Kansas anymore. Nor are we in Dallas, Miami, San Francisco or Denver. As we publish our first expanded Food Trade News market study, one fact remains true – there is no more competitive food and drug arena in America than the densely populated zone between Metro New York and Philadelphia.
Like many other markets, the 100 miles stretch between the two markets is overstored and filled with a variety of diverse retailing styles, but what makes it even more challenging to compete successfully is the cost of doing business in the corridor and the intense competition that exists among the operators.
It’s a market where real estate is scarce and very expensive; a territory that’s highly unionized, and – arguably more than any other region in the country – it’s a marketplace where the need for focused local marketing is vitally important. And if you’re planning to enter the lion’s den or open a store in a new neighborhood, expect the existing retailers to compete with even more tenacity as they look to spoil your “welcome” party.
That’s not say that you can’t be successful operating in the corridor – you’ve just got to be smart, resilient and tough. The rewards are there for those who can deliver on that proposition. But with the cost of doing business in “corridor-land” and the high level of execution that exists in much of the marketplace there is simply no room for mediocrity. For those who can’t keep up (but are still breathing), expect the bleeding to get worse.
So, here’s my perspective on the biggest players operating in the America’s toughest marketing area.
SHOPRITE – Whether you’re talking about Philadelphia or New York, ShopRite is the most successful food retailing factor that links the busiest corridor in America together. Although it only operated one net new store in the entire marketplace this year, ShopRite’s dominance can be seen in its consistently strong ID sales. The mighty members of Wakefern have been on quite a roll over the last five years and with their tenacious operating style and strong real estate pipeline, they are poised to gain even more market share in both the DelawareValley and Metro New York. And if Acme and/or A&P elect to sell or close stores, expect ShopRite to be a player in areas where it doesn’t currently operate stores. Another stellar year from one of the best retailing organizations in the country.
GIANT/CARLISLE (MARTIN’S) – Nobody has taken better advantage of the Philadelphia market repositioning than the non-union unit of Ahold USA. With 15 former Genuardi’s now operating at a significantly higher level than when Safeway owned the stores, Giant is now the leading retailer in the eight counties surrounding the city. In the next 12 months the chain has an additional new store opening in Newtown Square, PA and a replacement unit in Flourtown, PA. Giant may not be in the same league as ShopRite when it comes to per store average sales, but the regional chain is following in the footsteps of other Ahold USA divisions with strong locations, a comfortable shopping experience and plenty of money in the bank to add stores organically or make a major or fill-in acquisition.
STOP & SHOP – Ahold USA’s Metro New York division had a very solid year and continued to gain share by improving its store base at the expense of weaker operators such as A&P. Stop & Shop is now the dominant retailer on Long Island, and like overall Metro New York leader ShopRite, has the resources to keep its real estate pipeline flowing by adding new stores, remodeling others or waiting for a competitor to put more stores up for sale (did somebody say A&P?)
A&P – Call the stores A&P, Pathmark, Waldbaum’s, Super Fresh, Food Emporium or Food Basics, it really doesn’t matter. All banners of the Great Atlantic & Pacific Tea Company continue to drift towards the middle of the road, which ultimately means that they are candidates to be road kill. It’s been 16 months since Ron Burkle’s Yucaipa Cos. took control of the now privately held, once iconic grocery chain. Sure, Burkle, a true supermarket financial genius, is sitting on a boat load of valuable real estate and has gained major savings with A&P’s labor unions and its distribution costs, but where’s the beef? The perception of A&P is virtually unchanged from the stale and tired image it has had over the last decade. Morale at store level is mediocre at best and, in a much more crowded and diverse field, how is A&P really going to prove it can be a game changer? Expect more individual store closings and a possible sell-off of key divisions.
WAL-MART – The hidden factor in the entire Philly-New York equation. We all know how much volume a typical Wal-Mart can produce, even if its national ID sales have been generally flat or in slow grow mode. Huge per store volumes alone will upset any competitive marketplace. But Wal-Mart is slowly but steadily converting “Division One” stores to SuperCenters. New Jersey has become prime ground for such expansions and, if Wal-Mart ever gets its act together in terms of opening smaller format units (Neighborhood Markets, Wal-Mart Express), it could threaten ShopRite for overall leadership in the territory between Exit 18 of the New Jersey Turnpike and the five Pennsylvania counties that surround Philadelphia. Always beware the Behemoth.
ACME – I think the worst is over. After all, the whacking of former CEO Craig Herkert at parent company Supervalu sent positive energy to Acme’s headquarters in Malvern, PA. Adding experienced grocery executives Bob Miller and Sam Duncan to head up the new Supervalu and bringing in veteran Albertson’s exec Jim Perkins to head Acme is all positive news. Now the game has to be played on the field and, unfortunately, the previous clowns who ran Supervalu have left the once leading chain in Philadelphia a mere shell of its former self. Acme has dropped all the way to fourth place in the $20.7 billion DelawareValley marketing area. While Acme has fumbled and stumbled over the past seven years, the entire marketplace has become more crowded and diverse. For Acme there is a myriad of issues to address: physical condition of its stores, a non-competitive pricing image, poor morale among the associates and challenging labor contracts. So, it all gets down to how much money controlling entity Cerberus Capital Management wants to spend to fix these problems. Improving the enthusiasm at headquarters and opening the door to more local buying won’t be nearly enough. This is about a total image makeover to convince consumers they should return to Acme and not shop at ShopRite, Giant, Wal-Mart or Wegmans. Either Cerberus addresses these issues with earnest capital investment or the dish has already run away into the spoon.
WEGMANS – When Wegmans entered the Philly-Metro New York corridor in 1998 with the opening of its Princeton, NJ store, a new era of retailing began both for the company and for the rest of the marketplace. Since then, Wegmans has opened 11 more mega-stores in that territory and has produced huge per store volumes that have impacted the entire competitive base of those locales. The past 12 months were an extension of Wegmans’ further penetration with the opening of its King of Prussia, PA store and, later this year, the Rochester-based, family-owned regional chain will cut the ribbon at its new Montgomeryville, PA store. Other new stores in the “corridor” are slated for: Concordville, PA; Montvale, NJ; and Hanover Twp., NJ. Only ShopRite seems to have had some success in slowing down the Wegmans train. Wegmans’ biggest challenges are different from most of its competitors’. Instead of concerns about pricing image, labor unions or capital expenditure, Wegmans’ challenges lie in its ability to keep its talent base at a high level and its overall infrastructure effective enough to support its ambitious growth plan, which now ranges from the Boston area down to Charlottesville, VA.
WEIS MARKETS – After three very successful years, Weis kind of hit the sales wall over the past 12 months. Many of Weis’ stores are in economically challenged areas and it has been a year in which the Sunbury, PA regional chain faced about a dozen “direct hits” from new competitive openings. Still, I like what CEO Dave Hepfinger is doing to enhance the company’s long-term position. The store base has significantly improved over the past three years, the new stores are modern and more perishables-driven and Weis is also investing in infrastructure, particularly in IT. Hepfinger is also trying to expand into more metropolitan areas where the demographics are generally stronger and the population denser. With three former Genuardi’s stores under its belt, a fourth unit to open in Huntingdon Valley, PA , two New Jersey stores under construction and two units in Baltimore debuting earlier this year, Weis’ growth strategy is very sound. Now the proof will be in the execution.
WAWA – Under new CEO Chris Gheysens, the convenience store chain didn’t miss a beat. Gheysens replaced one of the best chief executives of his generation – Howard Stoeckel – who retired at the end of last year. Gheysens was groomed for the top slot and will lead the largest c-store chain in the market on its most important venture of the new millennium – its expansion into Florida. So far, so good. In the end, however, it’s not only about Gheysens’ batting average as the new leader; the skill level of the company’s management team and the passion of its associates make Wawa a unique entity when compared to retail operators, especially convenience stores. From its fuel strategy to its “no fee” ATM usage to its marketing and advertising programs, Wawa’s execution level is at the highest end of the spectrum.
Start At The Top For Some “Super” Value: Three CEOs Took Home $12.68 Million in Fiscal ‘12
Despite another putrid year of earnings and sales at Supervalu, the three chief executive officers who have led the troubled Eden Prairie, MN retailer/wholesaler received a combined $12.68 million in compensation according to recent Security and Exchange Commission (SEC) filings.
Former CEO Craig Herkert, who was fired last July from Supervalu after slightly more than three years at the helm, was paid $4.69 million in fiscal 2012, up 23 percent from the previous year. That included $375,000 in base salary and an additional $1.39 million in stock and option awards. The majority of Herkert’s compensation, $2.75 million, was paid as severance.
After Herkert’s departure, non-executive chairman Wayne Sales stepped in as CEO (Sales was responsible for bringing Herkert on board in 2009). For his nine-month tour, Sales was paid $5.28 million, which included a bonus of $1.63 million, stock awards of $2.74 million, and a base salary of $865,000. Sales also was also scheduled to receive as much as $12.8 million as a “golden parachute.”
While Sales “earned” an exorbitant amount in his brief tenure, he (and financial advisors Goldman, Sachs and Greenhill & Co.) did find a buyer for Supervalu (Cerberus Capital Management). Prior to the March 21 closing of the deal, Sam Duncan was hired first as a consultant, and then as CEO of Supervalu in February. Duncan’s compensation in fiscal 2012 was $2.71 million (a $500,000 bonus and $2.1 million in option awards).
Contrasting to the large financial packages offered to the three CEOs and other current and former senior executives, Supervalu has aggressively sought to cut personnel and restrict other benefits.
When Cerberus completed the deal to acquire a controlling 30 percent stake in Supervalu, it also officially bought five former Supervalu operating divisions (877 stores) under a separate agreement. Shortly after the two-part deal was finalized, Supervalu riffed 1,100 employees. This followed several previous years of staff reductions (under the reigns of Herkert and his predecessor Jeff Noddle). Then last month, new CEO Duncan reinstated the company’s bonus plan (which Herkert axed), but only a certain segment of associates are eligible. That “selective” process clearly irked some veteran employees who didn’t qualify for the new bonus program, noting that Duncan failed to mention if or when wage increases and the reinstatement of the company’s “matching” 401(k) program would be addressed.
And then there’s the overriding issue of increasing sales. While it’s still early in the tenure of Duncan and his revamped team, there’s been little indication thus far that Supervalu’s initial moves have yielded significant sales gains.
And what might happen if, despite improved leadership and focus, Supervalu’s performance continues to languish? What if the operating banners don’t receive adequate capital investment to better compete in the overstored markets in which its corporately-owned stores are located? Exactly how will Supervalu reverse the negative momentum of declining market shares among all its regional supermarket chains? How will its Save-A-Lot unit more effectively compete with Aldi and (to a lesser degree) PriceRite? And will its independent retail (wholesale) division add new independent retailers to its base or even maintain its current roster of independents, some of whom have been unhappy with the company long before Duncan took the helm?
Duncan has addressed some of these issues in the past three months – now the proof will be in the action and execution.
‘Round the Trade
After three months of Cerberus Capital Management ownership, and new local leadership in Malvern, PA, Acme has begun to make visceral changes to its operation. Beginning on June 21, the once-mighty chain unveiled a new advertising look and marketing plan featuring thousands of lower everyday prices and the elimination of the Acme SuperCard. Acme customers can still use their loyalty cards, which will provide benefits for some ancillary marketing and tie-in promotions, but not for the purpose of discounting items. After speaking with senior Acme officials just prior to the release of the new ad plan, it was clear that the division of New Albertsons Inc. is really determined to plug the many holes that former owner Supervalu created of seven years. In fact, Acme division president Jim Perkins appears in Acme’s new circular pledging improved service, cleaner stores and better pricing. In a related letter to Acme’s vendor, Dennis Clark, VP-merchandising and marketing, also outlined several areas that the chain will focus on. Those include improved quality in the company’s “fresh” departments (Acme has been prioritizing upgrading its perishables conditions since the new management took over) and a “Fresh or it’s Free” guarantee. “Everyone has worked hard to make this day significant. We know we haven’t arrived but we are pleased with the progress we have made in a few short months. We need your support as we continue down the path of rebuilding Acme. I am convinced we are on the right course to drive sales together. I encourage you to visit an Acme near you and see the changes we have made,” Clark stated in his letter. During my discussion with those senior Acme officials, I emphasized that without significant capital investment, these other well intentioned and hopefully well executed plans cant be a difference maker. Their response to me was that significant capital investment is coming, both in real estate and other infrastructure improvements. If that’s the case, then Acme has a fighting chance to reclaim some of the glory it enjoyed for much of the past 50 years…big national news of the moment is Safeway’s decision to sell its Canadian operation to Sobey’s (a unit of Empire Capital Ltd) for $5.7 billion. This long-rumored deal includes 213 supermarkets, 10 liquor stores, 12 manufacturing facilities and four distribution centers. It will also strengthen the Nova Scotia based retailer’s position in Western Canada and will close the gap between Canadian market leader Loblaw (approximately $32 billion in annual sales and roughly 1,050 units) and the newly larger Sobey’s operation, which will have slightly more than 1,500 stores and annual revenue of about $24 billion. For Safeway, it’s an opportunity to deploy a healthy return into its infrastructure. New CEO Robert Edwards said the proceeds will be used to pay down $2 billion in debt and repurchase Safeway stock. Some of the proceeds may also be used to invest in other growth opportunities…also moving assets is Smithfield Foods, the largest pork processor in the U.S., which has agreed to be acquired by China’s Shaungui International Holding for $4.72 billion in cash. The deal represents a premium of more than 30 percent over the Smithfield, VA firm’s closing share price when the deal was announced on May 29, and CEO Larry Pope called it “a great transaction for all Smithfield stakeholders, as well as for American farmers and U.S. agriculture.” Based on the emails and phone calls I’ve received in the past three weeks, not everybody is feeling as warm and fuzzy as is Larry. The deal would mark the largest Chinese takeover of a U.S. company to date…a little farther south, Bi-Lo Holdings, owners of Winn-Dixie and Bi-Lo Foods, has agreed to acquire from Delhaize America 72 Sweetbay stores (plus 10 leases for now closed units), 72 Harveys units and 11 Reid’s Supermarkets for $265 million in cash. For Bi-Lo Holdings, which is controlled by Texas private equity firm Lone Star Funds, the “on paper” opportunity is to expand its market share in Florida to better compete against market leader Publix and the growing presence of Wal-Mart. For parent company Delhaize America, the deal provides an opportunity to dump perennially losing stores and potentially utilize the proceeds to reinvest in its ailing store base. However, what it represents to this reporter is an opportunity for Bi-Lo Holdings/Lone Star to squeeze more cash out of the deal and maximize the value of the real estate. Don’t forget that under Lone Star’s watch, it bankrupted both Bi-Lo and Bruno’s after it bought those southeastern chains from Ahold. As one of our readers noted, “From an operational impact perspective, it’s like trading a deal involving a couple of .220 hitters.”…and it was the usual “Happyfest” earlier this month at Wal-Mart’s annual meeting held again this year at the Bud Walton arena at the University of Arkansas in Fayetteville. Musicians Kelly Clarkson, Jennifer Hudson and John Legend performed in front of 14,000 associates, shareholders and other interested parties and even actors Hugh Jackman and Tom Cruise were trotted out to convey a message (trust me, it wasn’t about next quarter’s earnings guidance). Among the business highlights of the meeting was the announcement that the Behemoth has approved a $15 billion buyback of its own stock over the next two years. CEO Mike Duke also addressed the crowd on the subject of the ongoing investigation into its 2004 bribery scandal and the recent garment factory collapse in Bangladesh. Duke noted that integrity has long been a company hallmark and vowed to “do the right thing.” Not all shareholders seemed to believe that Duke’s performance has been of the integrity caliber that he spoke of (Duke was part of the management team that was in the loop on the bribery allegations in Mexico), casting 12.11 percent “against” votes for the chief executive, the highest number of “no” votes since 1995 when electronic filings for the company were made available by the SEC.
Local Notes
Ahold reported strong first quarter earnings with worldwide sales up 4.4 percent (at constant exchange rates) for the period ended April 21. In the U.S., where it operates 774 stores, net sales were $8.1 billion, up 3.4 percent due to solid identical growth and benefiting from the inclusion of 15 former Genuardi stores acquired last year. The Amsterdam based retailer noted that its U.S. identical sales growth of 1.8 percent (1.9 percent excluding gasoline) was driven by more effective promotions and the strong performance in its Stop & Shop divisions during adverse weather events. The move to selling more generic drugs had a negative effect on sales growth; however this was offset by the positive effect from the timing of New Year’s Eve sales. Ahold USA gained market share in all four divisions, Ahold stated. Underlying operating margin was 4.1 percent compared to 4.2 percent last year. Ahold also announced a restructuring of its executive committee and has also named Hanneke Faber to the newly created position of chief commercial officer (CCO). Faber, who will report to Ahold CEO Dick Boer, joins the Amsterdam-based international retailer from Procter & Gamble, where she worked in various senior general management and marketing roles in the United States, Switzerland, Greece and the Netherlands. In her new role as CCO, Faber will be leading all global online and customer loyalty initiatives. Faber also will be part of the chains’ executive committee whose other members and responsibilities include: Boer: overall reshaping retail strategy, communications, external relations; CFO Jeff Carr: finance, information management, real estate, simplicity; chief corporate governance counsel Lodewijk Hijmans van den Bergh: legal & compliance, mergers and acquisitions, responsible retailing; Ahold USA COO James McCann: business operations, continental strategy; Ahold Europe COO Sander van der Laan: business operations, continental strategy; and a chief human resources officer who is not yet named a search is currently underway for a replacement for Marten Boisma, who is leaving the company): HR, leadership, organizational design. “Following the development and implementation of Reshaping Retail, Ahold is now at a point to adjust its leadership structure in a way that will best drive and support our growth phase,” said Boer. “Furthermore, I am delighted that we have Hanneke joining our company. Coming from a world-class marketing organization, she will provide us with key insights in leading online and customer loyalty initiatives going forward.” The members of the executive committee will officially assume their new duties on September 1…Costco, a true master of depots, could open as many as 150 new stores by 2018, according to CFO Richard Galanti. The Issaquah, WA sales machine has already opened 19 new club locations through the first nine months of its fiscal year and nine more are expected to debut over the next couple of months. Galanti, speaking during Costco’s quarterly conference call, said half of the warehouses would be built in existing markets and the remainder in new markets, both in the U.S. and overseas. And by the way, the nation’s largest club merchant once again posted some stellar numbers: earnings rose 18 percent to $459 million, overall revenue increased 7.8 to $23.6 billion and comp store sales (excluding fuel and foreign exchange rates) grew a mighty impressive 7 percent…more earnings stuff: Fairway Group Holdings Corp. earlier this month reported a fiscal fourth-quarter loss that widened as the Manhattan-based perishables oriented retailer said its one-time expenses were higher than a year ago. Fairway, which went public in April, stated that for the period ended March 31 it lost $14.4 million. That compares with a loss of $8.5 million a year earlier. Fairway’s one-time expenses rose to $4.4 million from $1.6 million. Revenue climbed 19 percent to $178.7 million from $150.3 million, caused in part by new stores. Same store sales rose 2.4 percent, excluding its store in Red Hook, Brooklyn. That store was temporarily closed starting in October due to Superstorm Sandy; it reopened on March 1. For the full year, Fairway reported a loss of $92.7 million compared to a loss of $36.7 million the previous year. Fairway plans to open two new stores (Nanuet, NY and in the Chelsea neighborhood of Manhattan) and a new central production facility in fiscal 2014. CEO Herb Ruetsch said that the company plans to open an additional three to four stores in each of the next few fiscal years…another retailer that produces seven figure weekly volumes, Village Super Markets, also posted its quarterly earnings earlier this month. Net income for the 29 store ShopRite member was $4.62 million in the third quarter of fiscal 2013 ended April 27, a decrease of 29 percent from the corresponding period last year. The Springfield, NJ retailer said that earnings declined primarily due to lower gross profit percentages and higher operating costs as a percentage of sales, partially due to investments in lower prices and enhanced customer service. Overall sales were $359.8 million in the third quarter of fiscal 2013, an increase of 3.7 percent. Village noted that sales gain was attributable to same store sales, as its Old Bridge, NJ store, acquired on January 29, 2012, is now included in same store sales. Same store sales increased due to higher sales in the two stores in Maryland, higher sales in one remodeled store and modest inflation. The high-volume merchant also noted that sales continue to be impacted by economic weakness, high gas prices and high unemployment, which have resulted in increased sale item penetration and trading down. Village predicted same store sales in fiscal 2013 would increase from 2.7 percent to 3.5 percent, also explaining that payroll costs increased due to efforts to enhance the customer experience and provide additional services, including its first Village Food Garden at the remodeled Livingston store and the addition of ShopRite from Home in several stores…Price Chopper cut the ribbon on its newest unit, a 50,000 square footer in Marshalls Creek, PA (Monroe County) in the heart of the Pocono Mountains. “We are so pleased to offer a brand-new, state-of-the-art supermarket here in MarshallsCreek,” said Jerry Golub, president and chief executive officer of the Schenectady, NY regional chain. “We look forward to providing Price Chopper quality, value and customer service to all who enter our doors and relish the opportunity to become a valued neighbor by supporting and nourishing the community around us.”…on a slightly smaller scale, but impressive in its own right, is the new store opened by Scott Karns and his family last month in Carlisle, PA. The 40,000 square foot former Nell’s unit is the eighth Karns store and a shining example of the entrepreneurial skills and passion for the business of an excellent independent grocer. Best of luck in your new digs…big month for the city of Danbury, CT as residents of that lovely FairfieldCounty berg witnessed two new store openings from each end of the pricing spectrum. Opening on May 17 was a new 38,000 square foot Whole Foods unit, the ninth WFM to open in the NutmegState and its fifth store to open in FairfieldCounty. And on May 22, PriceRite cut the ribbon on a 45,000 square foot unit at the location of a former Waldbaum’s (A&P) store. The new discount store marked the 11th PriceRite that Wakefern has opened in Connecticut and its 52nd overall…and speaking of A&P, the beleaguered retailer has agreed to pay $102,000 in fines and change its policies after it was accused of running a misleading frozen food month sweepstakes last March, New York State Attorney General Eric Schneiderman announced on June 6. The State of New York claimed that while A&P ran the promotion, it failed to properly notify customers that they could enter without making a purchase, which Schneiderman said violated consumer-protection laws. The Montvale, NJ-based chain had been cited by New York for similar violations in 2004 and 2005. “U
nder New York state law, companies that conduct sweepstakes must play by the rules by providing a level playing field for consumers, including those who do not make a purchase,” Schneiderman stated. “Today’s settlement ensures that A&P, which has previously ignored the law in this area, will provide an alternate method of entry which does not require a purchase and to fully inform consumers that no purchase is necessary to enter and win a sweepstakes.” The contest was called the “A&P Frozen Food Month 2013 Sweepstakes.” Consumers who purchased more than $50 in frozen-food products using an A&P Club Card were automatically entered in the sweepstakes at checkout. According to Schneiderman, “Winners received $350 in gift cards, and $43,400 was available in New York stores.” The AG also noted that store circulars said, “Every time your spending reaches $50 on frozen food, you’re automatically entered for a chance to win!” but failed to adequately detail that the entry could be made through the mail without a purchase; it was in the fine print. The official rules for the contest were not posted in stores, Schneiderman noted. “Because A&P failed to adequately disclose the alternate method of entry, consumers were largely unaware that there was a way to enter the sweepstakes without making a purchase. As a result, the vast majority of entrants and winners were consumers who made an in-store purchase,” Schneiderman explained form his office at the state capital in Albany. A&P acknowledged it will increase disclosure of sweepstakes’ rules and add new, larger signage. It will also advertise the alternative method of entry without a purchase with equal prominence. In addition to the fine, A&P has agreed to hire a compliance officer and add safeguards for its sweepstakes…about 150 miles south of Albany, a Bronx, NY Supreme Court judge has dismissed a lawsuit filed to attempt to halt online grocer FreshDirect from relocating to the Harlem River Rail Yards in Port Morris. Justice Mary Brigantti-Hughes tossed out the case on May 31. FreshDirect’s CEO Jason Ackerman who has been a driving force behind the new depot since it was first announced in February 2012, said: “We are eager to move forward with our plans to bring thousands of jobs to the Bronx.” The group opposing the move, South Bronx Unite, an organization comprised of local residents and advocates, filed suit in March, arguing that a 20-year-old environmental impact study of the land FreshDirect would build on is outdated. In addition, the group claimed that the deal violates the state’s original agreement with the Galesi Group, the development company that manages the Harlem River Yards, which calls for the area to be developed for freight train service to help reduce truck traffic in the area. The grassroots group also said that the move would bring more car and truck traffic to the neighborhood, making the Mott Haven neighborhood’s pollution problem even worse. South Bronx Unite plans to appeal the ruling…a tip of the hat to Quintin Frey, president of Turkey Hill Dairy, who will be retiring on August 4. As the third generation leader of the family-owned dairy (which is now owned by Kroger), Frey did a superior job of leading the Turkey Hill brand to new heights (in his 22 years as president, he has tripled the size of the company – sales are now $325 million annually). Beyond his business acumen, Quintin Frey is one of the good guys in our business – humble, accessible and easy to talk to. He’ll be staying on for a while as “brand ambassador,” but his leadership skills and his high level of ethics will be tough to replace…just before presstime we learned that Bozzuto’s has been named primary supplier for the new 13,000 Fare & Square store that will open this fall in Chester, PA. That non-profit unit is being subsidized by Philabundance, the food bank that serves the Greater Philadelphia area, which is seeking to provide more grocery outlets in food deserts…I’m sad to report several deaths of note over the past month. Now playing first-string organ in heaven is Ray Manzarek, the great keyboard player from The Doors, who passed away at the age of 76. While outrageous Doors singer Jim Morrison attracted most of the spotlight for the band’s still timely music (they haven’t played together since Morrison’s passing in 1970), Manzarek’s keyboard playing on his Vox Continental organ clearly provided the group’s foundation, so much so, that the four man ensemble didn’t utilize a bass player (Manzarek handled those duties with his left hand). Also leaving the planet was Jean Stapleton, who will be forever linked to her role as Edith Bunker, Archie’s somewhat dimwitted (but uncannily street smart) wife in the iconic TV show “All In The Family.” In reality, Stapleton was more than the malaprop portraying “Dingbat” who became the butt of many of her bigoted husband’s comments. Stapleton was an accomplished stage actress who also appeared in dozens of films and other television roles. She was 90…one of my favorite football players of all time has also left us. David “Deacon” Jones,” arguably the best defensive tackle in the history of the NFL, died at age 74 at his home near Los Angeles. In his day, there was no player feared more than Jones, who had the quickness of a linebacker and the strength of a nose tackle. His patented “head slap” move (now illegal) allowed him to beat offensive lineman (and knock them silly, to boot) and record an unofficial 173.5 sacks (a term he also coined) in his 14 year career which was mostly spent with the LA Rams. However, the NFL did not count quarterback sacks as an official stat until 1982, long after Jones retired. Recently joining the “Country Music Hall of Heaven” was single Slim Whitman. The 1950s country singer who encouraged a teenaged Elvin Presley when he made his professional debut in a concert headlined by Whitman. After fading from the limelight by the late 1970s, Whitman enjoyed a comeback of sorts when he sold millions of records via late-night infomercials. The success of those TV spots resulted in Whitman being abetted by “Tonight Show” host Johnny Carson, who good humoredly mocked Whitman’s schtick and held Slim Whitman lookalike contests. He was 90. And just before presstime we learned of the sudden and untimely passing of James Gandolfini, who in my opinion was one of the great American actors of the past 25 years. Gandolfini passed away in Rome, Italy where he was to attend a film festival and the young age of 51. While the New Jersey born actor (and Rutgers alumnus) will forever be known as brooding mob boss Tony Soprano, you can better judge his greatness and versatility in a couple of supporting roles before he became an American icon. If you have the opportunity to rent “True Romance” (1993) and “Get Shorty” (1995), you’ll easily recognize the power and charisma he displayed. “He was a genius,” said Sopranos creator David Chase. “Anyone who saw him, even in the smallest of his performances, knows that. He is one of the greatest actors of this or any time. A great deal of that genius resided in those sad eyes.”
