Among Today’s Supermarket Executives, ‘Retirement’ Age Is Becoming Much Younger
In my next life, I want to return as a personnel executive. Make that a human resources professional. If I can’t achieve that, perhaps I can become a chief financial officer. The sheer joy of being able to utter the words “traction,” “incent,” or “attrit.” Of course, I could be an attorney who would have final say over the language of any corporate announcement or financially-oriented speech. As a company’s general counsel I would be the ultimate arbiter of “nothing speak.” I take that thought back – I could never be a lawyer.
Don’t insult me by telling me to navigate your “blue ocean,” or question my “core competency.” Please don’t ask me to focus on my “swim lane” because I don’t think that’s a “scalable” approach to success. From now on, I will not refer to A&P’s status as beleaguered or troubled; The Tea Company is really on the “bleeding edge” and clearly this is a chain that hasn’t absorbed its “learnings” effectively.
Modern business jargon may be silly and stupid, but at least I can translate the nothing-speak. It took the simple minds of seemingly thousands of HR executives to employ the word “retirement” in a manner that not many are familiar with.
“Johnny turned 65 today and after 40 years with the company he is retiring. We wish him all the best in his future endeavors,” Johnny’s boss might have said. Or, “We’d like to present Jimmy with this beautiful gold watch commemorating his 38 years of service to our company. May you have a long and enjoyable retirement,” was typically how a retirement ceremony used to be conducted.
Oh, how things have changed. Currently, the new “retirement” apparently doesn’t happen when you’re 65, and rarely is a gold watch associated with the process. In fact, if you thought that the word retirement implied some type of voluntary action, think again.
To wit, some recent examples: Rick Herring, president of Ahold USA’s Giant/Carlisle division and Herb Ruetsch, chief executive of fast-growing Fairway Market. Both men are in their early 50s and by my best guess, neither of them had assembled a long list of “honey dos” in preparing for futures that would also probably include fishing trips, golf vacations and an annual pilgrimage to Washington to visit AARP’s headquarters.
Additionally, late last year, Pierre-Olivier Beckers, chief executive of Brussels-based The Delhaize Group (Food Lion, Hannaford), “retired” at the ripe old age of 50. Word on the street had it that Beckers wants to spend more time venturing on the “Pirates of the Caribbean” ride at Disneyland Paris. By “retiring” so young, none of these men will qualify for the early-bird seniors discount at Old Country Buffet, either.
While I can’t tell you the full story, I can make a fair to middling guess as to why Herring and Ruetsch recently joined the ranks of the Golden Agers. In the case of Rick Herring, he has a new boss, and he’s nothing like the old boss. The “old boss” was Carl Schlicker, former COO of Ahold USA, who like Herring had strong roots in the Giant/Carlisle organization which for years resembled the “little engine that could” among the three AUSA banners. For the past four years, Herring, whose background is not in operations or merchandising (he’s a finance guy who formerly headed Ahold Financial Services), headed the profitable and growing division that oversaw Giant (Carlisle) and Martin’s stores in Pennsylvania, Maryland, Virginia and West Virginia. Beyond performance, Rick Herring was greatly admired by the company’s associates and its vendors. A gentleman and a class act all the way. But times are a changin’ rapidly in this business.
Schlicker retired last February at the age of 62 and was replaced by James McCann, a Brit who has been with Ahold in Europe since 2011 and also did tours with some of Europe’s other leading food retailers – Tesco, Carrefour and J. Sainsbury. Clearly the culture began changing at Giant/Carlisle and AUSA’s three other divisions after the corporate consolidation of 2009. While Carlisle remained the company’s primary base of operations, the folksy, entrepreneurial feel of the organization began to erode. And since McCann took the helm a year ago, most of the original ambience and flavor of Giant/Carlisle (Schlicker often termed the associates in the division as being “simple country grocers”) has dissipated. This is by design. McCann is a no-nonsense, hard-charging, tireless, results-driven executive. It’s clear that changing the culture is a priority. Of course, when changes occur they usually begin at the senior management level. Anthony Hucker, former president of the Giant/Landover unit, left in September (he is now executive VP-COO of Schnuck’s in St. Louis) and Paula Price resigned as executive VP-CFO of Ahold USA in December. I’m fairly certain there’ll be other leadership changes, too.
There’s clearly nothing wrong with McCann’s desire for a more disciplined and regimented team. Ahold corporately is also becoming more streamlined, as witnessed by the recent revampment of Ahold Europe (which technically no longer exists as a unit). It’s obvious that’s how chief executive Dick Boer wants it and it’s a style that both Boer and McCann seem comfortable with, despite increasing agita from the associates in the U.S.
But matey, it’s all about the results. For the first time in many moons, Ahold USA lost market share in its recently completed fourth quarter. Its overall sales decreased and ID revenue also flashed red numbers. That is a triad that I’ve never witnessed in my 36 years of covering Ahold or its banners. And in Europe the numbers are arguably worse, with competitors carving out market share from Albert Heijn’s huge base in The Netherlands and its other brick and mortar entities in other parts of Europe also struggling. McCann and Boer can argue that outside factors such as the economy, new and diverse competition, the government sequester or Hurricane Sandy were all contributing factors to the company’s struggles and they wouldn’t be wrong. However, the truth is that Ahold and its banners have become vanilla in the way they go to market. Everything from pizzazz at store level (remember “sell more stuff?”) to the perception of its everyday pricing to the differentiation of its banners isn’t as sharp as it once was.
McCann is keenly aware of this (his intelligence quotient is at an extremely high level) and perhaps believes that radical culture surgery is the only way to turn to get the ship moving forward at full speed again.
However, unlike most other retailers we’ve written about that are in change mode, Ahold is not in trouble. At least not yet. The company remains the largest supermarket chain in the Northeast. It’s got the finest or among the best locations in most of the large metropolitan areas in which it operates (Boston, Providence, Hartford, Metro NY, Philadelphia, Central and Northeast PA and Baltimore-Washington) and a number one or two market share in all those areas to boot. And in areas such as consumer research, technology and digital marketing, Ahold remains an industry leader.
McCann’s awareness of the big picture is certainly an asset. And one or two quarters of flat or declining sales can partially be attributed to the re-culturization and the implementation of new programs (along with the above mentioned outside factors). But nobody in business today has a long leash and without better results both McCann and Boer know they are also vulnerable and could become candidates to “retire.”
And speaking of “retirement,” how about Herb Ruetsch’s seemingly sudden sayonara vacation cruise from Fairway? Reutsch, who had been with Fairway since 1998 and was named CEO two years ago, was reportedly offered a great “retirement” package to get out of Dodge as quickly as possible (he will remain a “special advisor.” Then again, isn’t “retirement” alone something special?) His departure might be linked to Fairway’s recent financial statement. In its third quarter ended December 29, the now publicly-traded supermarket “like no other” lost $31 million and saw ID sales dip 1.7 percent. Its stock price also plunged significantly (on February 13 shares were trading at $7.34, an all-time low since its April 2012 IPO launch. Fairway’s share reached $28.87 last July).
Current president Bill Sanford will become interim chief executive, and executive chairman Charles Santoro will remain in his post (both Santoro and Sanford are connected to Sterling Investment Partners, the private equity firm that gained control of Fairway in 2007 and helped engineer the plan to go public).
The Manhattan-based retailer also noted that it plans to cut $3-4 million in annual overhead as a means to bring the company to profitability (it has lost money each of the three quarters it has reported earnings) and is searching for a permanent CEO.
So, here’s the big issue with Fairway. As merchants they are wonderful. Fairway’s stores are unique in the way they are merchandised, in the products they offer (particularly fresh) and in their ability to really create a positive and differentiated shopping experience.
However, in the early going (and it’s still very early) there are too many moving parts, and as merchants among its senior leadership team, only co-president Kevin McDonnell has the hands-on industry experience required for such a special brand of retailing (Ruetsch, too, has a supermarket background, having worked for Grand Union for about 16 years).
That’s not meant as a knock against Santoro or Sanford, clearly two very bright men who have been instrumental in developing a strategic plan for Fairway. But that plan may also have flaws.
The company’s stores in Manhattan and Brooklyn are killers. With high volume units in a densely populated area and an extremely loyal customer base, Fairway is best in class at most of its locations. But its newest store in Chelsea isn’t hitting it as far as its other urban supermarkets and its two newest stores planned for Manhattan – in the Hudson Yards and in Tribeca – are costly start-up projects. Whole Foods and Trader Joe’s are expanding, too, and pose a real threat to Fairway’s dominance.
Furthermore, Fairway’s expansion efforts outside the five boroughs have brought mixed results. Certainly, the stores are doing enough volume to eventually become profitable. But most of those stores aren’t going to generate the same level of sales when compared to their sister city stores. And it’s clear that the savvy “foodie” mentality that successfully connects with Fairway’s shoppers in Red Hook or on Broadway isn’t as strong in the suburbs.
Prior to the IPO last spring, Fairway executives envisioned a plan which could find stores stretching from Boston to DC – as many as 90 stores in all, including up to 40 in the Metro NY area. Forty stores in the New York metropolitan area – perhaps that’s possible. Beyond that 50 mile radius, as good as the Fairway shopping experience can be, I just can’t see it working in the Boston, Philly and Baltimore-Washington areas where there are far fewer “foodies” and many more “shoppers” who won’t be able to appreciate Fairway’s unique offering. And that’s assuming the regional chain can improve its infrastructure and execution levels and ultimately its bottom line.
In the long-term, maybe it’s best for the psyches of Messrs. Herring and Reutsch that they won’t be around to witness the radical changes that lie ahead at their former organizations. They’ve paid their dues and earned the respect of many in the trade. They’ve both had stellar careers.
But couldn’t they have just resigned or been fired? At their ages and with their job skills, I’m betting it won’t be long before each of them makes a remarkable comeback from “retirement.”
Competitors Beware: Kroger Express Headed For Further Mid-Atlantic Market Penetration
Consumers won’t see an immediate change now that the FTC has given its final blessing of Kroger’s nearly $2.5 billion acquisition of Harris Teeter. In fact, the nation’s largest pure play supermarket operator has made it very clear that it wants the successful Harris Teeter “brand” to remain very much in place for shoppers and associates who have helped make the Matthews, NC upscale (former) regional chain highly successful both in its core markets in the Carolinas, as well as in emerging markets in Virginia, Maryland, Delaware and Washington, DC.
And for consumers in those emerging areas, all stores will continue to carry the Harris Teeter banner, and president Fred Morganthall and his team will continue to shape culture and policy as it pertains to the stores. But, of course, there will be changes and competitors already know that Kroger’s corporate ownership now means increased buying power and expertise in many backroom areas. In fact, no other supermarket chain has displayed the combination of corporate clout and regional flexibility that Kroger has, and that type of “local connection” is one of the prime reasons the Cincinnati chain is the most successful when measured against its peers nationally.
And one more thing that Kroger will likely add to its newest acquisition: lower prices. Potentially lowering retails will be a powerful competitive weapon for Harris Teeter, whose only negative perception is that it’s too high-priced. In all the other key metrics in determining what makes a supermarket successful – training, customer service, in-stock conditions, fresh departments, private label, etc. – Harris Teeter grades out near the top of the charts. So, while lowering prices will certainly help HT against powerful and growing entities like Wal-Mart, Target and Wegmans, it will be an even bigger factor in the Baltimore-Washington market against market leaders Giant/Landover and Safeway.
It’s been 15 years since Harris Teeter first entered the B-W market with a smallish two-level supermarket in the Ballston area of Arlington, VA. The company hoped its presence in the DC market would essentially serve to replace the old Giant/Landover reputation (Giant was sold to Ahold USA that same year) as the “go to” food retailer that provided a high level of customer service and strong perishables departments. A decade and a half later, Harris Teeter (which has now expanded its base into Baltimore) operates nearly 40 stores in the B-W market and continues to take share away from the market leaders which, despite many prized store locations, have chosen not to defend their turf as aggressively as they might have.
Even as a regional chain, Harris Teeter hasn’t shied away from paying more than $30 per square foot for some locations (especially inside the Beltway and in the cities of Washington and Baltimore) and has among the most aggressive real estate programs of any operator in the B-W market, regardless of size. Expect that to continue and perhaps be enhanced by Kroger, which spent more than $2 billion on cap-ex last year.
While Kroger’s stores in other parts of the company are primarily organized, Harris Teeter’s are not. Don’t expect any changes there; Harris Teeter’s stores will remain non-union. And while the closest Kroger banner you’ll see to the DC area is 100 miles south in Richmond (where the chain is currently gaining share, partly at the expense of Ahold USA’s Martin’s stores), it wouldn’t be surprising to see Kroger expand its 125,000 square foot Marketplace format into the B-W market in a few years (there are currently two Marketplace units open in Virginia in Chesterfield County and in Virginia Beach, which compete with its own Kroger banner and will now compete with Harris Teeter as well).
With the Federal Trade Commission’s decision not to force Kroger to divest any overlapping stores, the big chain’s market share will immediately increase exponentially in regions such as Tidewater and Charlottesville, VA as well as in the Raleigh-Durham area of North Carolina and in Nashville, TN.
As I’ve said from the beginning, this will prove to be a great deal for both Harris Teeter and Kroger. For HT (and the Dickson family and its Teeter shareholders), it found a highly strategic buyer that was willing to pay a premium price to acquire one of the country’s hidden gems. For Kroger, the opportunity to learn the nuances of an upscale, perishables-driven regional operator and gain entry into new markets offers the best growth opportunity the company has had since its 1998 purchase of Fred Meyer on the West Coast.
Harris Teeter moving into the “top three” in the Baltimore-Washington market? Harris Teeter expanding into the DelawareValley? Marketplace combo stores opening in the Northeast? Wait a few years – it’s all possible.
‘Round The Trade
Just before presstime, we learned that Jonathan Weis has shed the “interim” title and now will become permanent CEO and president. He retains the vice chairman title. Also at Weis Markets, the Sunbury, PA regional chain announced the launch of its “Three More Ways To Save” program, offering discounts on more than 2,000 products throughout every store department in all 165 Weis Markets locations in the company’s five state market area. “In January, our customers look to us for ways to stretch their dollars, not just on a weekly basis but over the long-term,” said Kurt Schertle, Weis Markets’ executive VP. “To meet these expectations, we’ve launched Three More Ways to Save, which offers an expanded range of everyday savings throughout every store department. Equally important, these are savings they can depend on over the long haul.” Components of the “Three More Ways to Save” promotion are threefold. With its “Lowest Price Guarantee,” Weis is offering the lowest price in the market on four weekly items. If a competitor advertises the same item at a lower price, the customer will receive double the price difference with their purchase. Also included is “Everyday Lower Prices” in which Weis has lowered prices on more than 1,000 products throughout all departments. This program is long-term and has no end date. The third component of the program is its “Price Freeze,” now in its 10th edition, in which the retailer has lowered prices for 90 days on thousands of seasonally relevant items that will remain at these prices through April 13, 2014. By the way, Schertle, who last September assumed some of the duties of departed former CEO Dave Hepfinger, is getting high marks from both Weis associates and the vendor community. Weis also received conditional approval to build a new supermarket in Martinsburg, WV on an 18.5 acre site that would be part of a new 151,000 square foot shopping center…at Wal-Mart, the planet’s largest merchant said that its fourth quarter earnings, which will be released on February 20, would likely be lower than anticipated for several reasons including slower than expected U.S sales. Those lagging sales are being attributed to reductions in SNAP benefits, the effects of several winter storms and a restructuring at its Sam’s Clubs where it is laying off 2,300 associates. Most of the riffs will be in the stores and at the middle management level. Sam’s currently represents about 12 percent of the Bentonville Behemoth’s total annual revenue of $469 billion. And while the next Wal-Mart item is about six weeks old, it’s still hard for me to “digest” this story. The mass merchant was forced to recall batches of donkey meat in some of its stores in China, after the local delicacy was found to contain the DNA of other animals, including fox. Selling donkey meat is perfectly legal in the world’s most populated country, but selling fox meat is not. If those were my only two choices for dinner, then I definitely “don’t want to work on Maggie’s farm no more.”…kudos to CVS for announcing that it will stop selling cigarettes and other tobacco products at its 7,600 stores by October 1. Beyond even the toxic health risks associated with tobacco, the fact is that retailers whose business is related to health and wellness should not be in the business of selling one of the least healthy products that’s legally available today. Walgreens and Rite Aid are continuing to assess the situation. There doesn’t seem to be more assessing that needs to be done: do the right thing and follow CVS’ lead…just returned from the National Grocers Association (NGA) convention and once again this year the vibe was very good. The annual Las Vegas event continues to offer good speakers and effective workshops while providing independent retailers (and regional chains) with a lot of one-on-one interactivity without losing its “homey” ambience. This year’s show attracted a record number of attendees (3,100) and also broke its record of exhibitors (nearly 400) who displayed their wares at the show. A tip to NGA president Peter Larkin for once again creating an excellent forum for independents. And a special tip of the hat to Wakefern president Joe Sheridan who in his two years as an NGA officer (he is currently outgoing chairman) has done an excellent job of bringing passion, leadership and vision to the trade group. Sheridan also did an excellent job at the show’s opening ceremonies, noting that independent retailers are well poised to handle issues such as competition and digital challenges because of how close they remain to their businesses. He termed the entire e-commerce initiative as a disruption and that bricks-and-mortar retailers will still be relevant, but added that 2014 will be a “grinding” year with more competitive diversity and the reduction of SNAP benefits affecting virtually all markets. Another excellent speech was delivered by John Phillips, senior VP-customer supply chain and global go-to-market for PepsiCo. Phillips, a dynamic personality and terrific speaker, urged independent retailers to embrace the customer experience and make it personal, “because you know more about your customers than the chains. He then offered up a bevy of new programs and websites designed to gauge and analyze consumer data. As an aging boomer, Phillips provided the most comprehensible connection between digital “theory” and real world application that I’ve ever heard. However, not so dynamic was Bob Woodward, the noted journalist and author, who may be the public’s best link to the last eight U.S. presidents. There’s no question that Woodward is a fount of knowledge and a curator of recent American history. But as a speaker, he’s mediocre at best. His delivery is painfully slow and staggered and it appeared he didn’t do much preparation for his speech, instead relying on references from his books along with a few anecdotal tales from his political crypt. One last shout out from the NGA show. Recently retired Jim Rogers, who ran the Food Industry Alliance of New York for 26 years, was presented with the “Spirit of America” award, an honor that salutes key industry and community figures who have provided leadership in the areas of community service and government relations on behalf of the independent food distribution system. Well deserved…UFCW Local 1500 picketed the Mrs. Green’s Natural Markets store in Mt. Kisco, NY earlier this month in protest of the dismissal of nine employees whom the Westbury, NY Local said attempted to organize the store’s employees. That unionization attempt failed. As for the bigger picture at Mrs. Green’s, I still don’t get it. The natural/organics foods retailer, which is owned by a Canadian hedge fund and is led by former Giant/Landover CEO Robin Michel, opened its 17th unit late last month in Fairfax, VA. Apparently I’m not locking in on Robin’s vision. The newer stores (also including Wilton, CT and Hartsdale, NY – which I’ve visited – and, Chicago and Calgary, Alberta – which I have not) are nice, but struck me as a poor man’s version of a Whole Foods store. And I don’t know what the volume projections for the newer Mrs. Green’s stores are, but my gut tells me they can’t be happy with current sales. Robin seems undaunted though, with plans for more new stores in Manhattan’s West Village; Dobbs, Ferry, NY; West Windsor, NJ; New Canaan, CT and another Canadian unit in Burlington, Ontario…King Kullen will be converting its former 22,000 square foot West Islip, NY unit to its Wild by Nature natural/organic banner. The original King Kullen unit closed last month and should reopen as the regional chain’s fifth Wild by Nature unit in late summer/early fall…sadly, there are too many obits to report this month. From our business, I’m sorry to report the death of industry leader Bob Hermanns, who most recently was director of the Food Industry Management program at the University of Southern California. Hermanns, 70, died earlier this month, which was shocking to me because I spent some time
with Bob at the FMI Midwinter Convention in Scottsdale late last month. A truly kind and gentle soul with such a positive outlook on life, Bob also served as an executive for such organizations as Lucky, Jewel, American Stores, Associated Grocers and Weis Markets (where I first met him). The food industry has lost one of its truly good guys. Also passing on were two great actors – Philip Seymour Hoffman and Maximilian Schell. Hoffman, who, simply stated, was one of our generation’s most gifted performers, tragically died of a heroin overdose (what a waste) at the age of 46. An Oscar winner for “Capote” (2005) and multiple nominee, Hoffman simply had the “touch.” Whatever medium he acted in – television, stage or movies – his presence and raw ability improved every production he was part of. While “Capote” was certainly his signature role, he was also well known for his appearances in “Boogie Nights” (1997), “Almost Famous” (2000), and “Doubt” (2008). However, I’d refer you to the 2003 film, “Owning Mahowny,” in which Hoffman played a down on his luck bank manager Dan Mahowny, a sad sack with a gambling addiction and access to millions of dollars. A melancholic and haunting story with a riveting performance by Hoffman that is worth more than the price of a Netflix rental. Also passing on recently was Austrian actor Schell, 81, who won an Oscar in 1961 for his role as Hans Rolfe, the impassioned but ultimately unsuccessful defense attorney for four Nazi judges on trial for sentencing innocent victims to death in the great Stanley Kramer film “Judgment at Nuremberg.” Schell also was nominated for two other Academy Awards and was described by Austrian Cabinet minister Josef Ostermayer as one the “greatest actors in the German-speaking world.” He grew up in Switzerland after his parents fled Austria when it was annexed by Germany in 1938. His last film, “Les Brigands” will be released later this year. The great Pete Seeger has also died. Not only was Seeger one of the early inspirational folk singers in the pre and post-World War II era (he was a disciple of the legendary Woody Guthrie), he was one of the most important public figures in raising social consciousness about racial and economic inequalities in America. Musically, his beanpole physique and 5-string banjo skills made him an unmistakable presence among his musical peers. He was inducted in the Rock and Roll Hall of Fame in 1996 and either wrote or co-wrote such classic folk songs as “If I Had a Hammer;” “Turn, Turn, Turn;” “Where Have All The Flowers Gone;” and “Kisses Sweeter Than Wine.” Politically, Seeger was involved in so many important causes, beginning with helping migrant workers in the 1930s to marching in support of the “Occupy Movement” in 2011. “Be wary of great leaders,” he often said. “Hope that there are many, many small leaders.” Seeger, who was chopping wood 10 days prior to his death, was 94…just before presstime we learned of the death of Sid Caesar the iconic comic who practically invented variety television in its early years. With “Your Show of Shows” (1950-1954) and its successor, “Caesar’s Hour” (1954-1957), Sid Caesar not only owned half of America every Saturday night with his vast array of “schtick,” his weekly shows also gave opportunities to some of America’s funniest men and women who would later have great writing and comedy careers of their own. Those included Imogene Coca, Carl Reiner, Neil Simon, Mel Brooks, Woody Allen, Larry Gelbart (“M*A*S*H”) and Mel Tolkin (“All in the Family”). Caesar, who shed the spotlight for many years in the 60s and 70s due to struggles with alcohol and pill addiction, emerged a healthy and still funny man in the 1980s with roles hosting “Saturday Night Live” and appearing in the Mel Brooks movie, “The History of the World Part 1” (there was never going to be “Part 2”). Caesar was 91 when he passed. From the world of sports, two-well known Philadelphians have passed on, as has one of my childhood favorites from New York. Tom Gola, arguably the second greatest college player to hail from Philly (nobody can compare to Wilt Chamberlain), is now giving an assist to God. Gola attended LaSalleCollegeHigh School and then LaSalleCollege. For his career (he graduated in 1955) Gola held the NCAA Division 1 record for career rebounds – 2,201- and also scored 2,461 points. In 1954, he led the small school to the NCAA championship. As a rookie in the NBA two years later, he duplicated that achievement when he played for the old Philadelphia Warriors (now the Golden State Warriors). During a 10 year NBA career, he averaged 11 points and eight rebounds per game and was one of the best defensive guards in the league. He also coached at his alma mater, compiling a 37-13 record in two seasons. Gola, 81, had been in poor health for many years following a fall in 2003. Also “movin’ on up” is Harry Gamble, who served as Philadelphia Eagles team president from 1986 to 1994. His association with the Iggles dates back to 1981 when he was invited to help the team as a volunteer assistant coach under then head coach Dick Vermeil. Gamble also served as director of football operations and general manager and was a head coach at two Pennsylvania colleges better known for their academics – Lafayette and Penn. His son Tom is currently VP of player personnel for the Eagles. It’s been a tough period for former baseball stars who excelled at their craft despite managing to occasionally mangle the English language. Last month, we reported on the death of San Diego Padres announcer Jerry Coleman and this month the unforgettable Ralph Kiner has passed away. Kiner, 91, was an excellent power hitting outfielder who played primarily for awful Pittsburgh Pirate teams in the late 1940s and early 1950s. He led the National League in home runs for a record seven consecutive years (1946-1952) and was inducted into the Baseball Hall of Fame in 1975. But what I remember most about Ralph was his post-game show “Kiner’s Korner” and his on-the-air malapropisms. “Kiner’s Korner” was the Mets’ postgame TV show which featured the Hall of Famer interviewing the star of the game from a cheesy television booth with even cheesier music. There are many hilarious tales to be told from the show, but one that I remember clearly was in 1985 when Len Dykstra had just been called up from the minor leagues and had a great game. Dykstra’s mom, an attractive looking woman, also attended the game, so Kiner invited her to be on the postgame show, too. It was obvious that Kiner was taken aback by Mrs. Dykstra when he closed the show by saying: “Congratulations on having a great game, Lenny and for having a hot mom, too.” Among the bloopers that Ralph uttered on the air were: “All of his saves have come in relief appearances;” “On Father’s Day, we again wish you all happy birthday;” “The Hall of Fame ceremonies are on the thirty-first and thirty-second of July:” and the classic, “Hello, everybody. Welcome to Kiner’s Korner. This is….uh. I’m…uh.” Kiner could also bungle a few ballplayer’s names. Hall of Fame catcher Gary Carter was Gary Cooper; speedy outfielder Vince Coleman became Gary Coleman and catcher Dann Bilardello somehow exited Kiner’s mouth as Dann Bordello. Ralph, I’ll always remember you – I still smile fondly recalling some great memories of my youth. And finally it is with great sadness that I report the death of John Griffin, 82, founder and former owner of The Griffin Report, the first great regional food trade newspaper serving our industry, which John launched in 1966. John Griffin hired me and taught me (along with my now retired partner, Dick Bestany) the foundational skills of both the food and journalism businesses. John was a tough boss – demanding, temperamental, opinionated and passionate. His mercurial personality was only outpaced by his sheer brilliance as a writer. When I was a young (and somewhat brash) 22 year old, John allowed me the freedom to develop my own style; he also kne
w when I needed a lecture. Always prepared with a scalpel-sharp memory, John worked and played hard. The happy times were always a lot sweeter because when John Griffin was in a good mood, life was rarely more fun. But, even in humor there was always a point to be made, such as when I was the rookie on The Griffin Report team and one of my jobs in those days was to deliver the “flats” (the pasted-up pages of the newspaper) to our printer who was about 30 miles from our Boston office in Lowell, MA. As I took the large box, filled with approximately $50,000 worth of ads, John said to me: “You’ve got to get the flats up to the printer in an hour to meet our deadline. Do you understand?” I nodded affirmatively. He repeated, “Are you sure you understand?” I nodded again. He then said, “What I really mean is that if you have a car accident on the way, find somebody on the road to take the flats to our printer in Lowell. You can worry about yourself later.” To this day, I don’t know if he was kidding. I’ll miss you, John. May you rest in peace.
