Taking Stock

Vendors Concerned About AUSA’s Slipping Sales, Increasing Demands 

About a year after its vendor meeting usually occurs, Ahold USA finally held its annual confab with its top suppliers, distributors and brokers, and nearly 1,400 vendors visited the GiantCenter in Hershey, PA last month to hear what the Northeast’s largest supermarket retailer had to offer.

And from the feedback I received from many vendors after the meeting, Ahold is going to have to perform better to gain greater consideration of its demands of the vendors.

To be fair, Ahold USA is in the midst of a huge transition affecting everything from internal culture, leadership style and “go to market” approach.

COO James McCann, who assumed the top U.S. job 14 months ago, has been very frank and consistent in delivering a message of extreme urgency to his associates and AUSA’s vendors. McCann’s pressing approach certainly has merit given how quickly the landscape has changed and to criticize him simply on “style points” would be unfair, too.

But to dismiss some of the motion that exists among the associates, which was also echoed by the vendors with whom I communicated, would be to ignore the fact that those changes are currently adversely impacting both parties.

At this year’s meeting in Hershey, which had a snappier and better pace than in the past, many of the same executives who spoke in recent years – Mark McGowan, Erik Keptner, Bhavdeep Singh, Jodie Daubert, Jeff Dichele, Ray McCall and Tracy Pawelski – once again outlined their objectives and “requests” from AUSA’s large supplier community. And several first time presenters – Jan Van Dam, executive VP/supply chain, e-commerce and now marketing; and John Ruane, senior VP/fresh – also addressed the large crowd detailing the top priorities of their departments.

In a nutshell, the meeting could have been titled “The Big Ask,” because there was little offered in terms of hard numbers substantiating performance, and a lot of references to future improvements and to the importance of showing faith in one of “your best customers.”

McCann has bold plans and a grand vision for Ahold USA. He currently views AUSA as a good retailer, substantially ahead of many of its competitors, but trailing both Market Basket and Wegmans in many measurable metrics. One of his desires is to make the company “famous” across a broader spectrum with upgraded products, better in-store execution and improved services, which would enhance AUSA’s overall value image, consumer perception and presumably financial performance.

Produce, “own” brands and digital retailing have become top priorities for the chain to concentrate on in 2014 to achieve “fame.” In other departments such as meat and natural/organics, the goal is to equal the best in class, and in price, Ahold USA’s objective is to “meet expectations.” Those are certainly noble goals for which to strive, although based on the vendor feedback I received, there’s a lot of work to be done to elevate both produce and “own” brands to the “famous” category. Here’s the challenge: McCann and his leadership team are “asking” the vendors for more, but offering them tangibly less in an environment that many vendors believe is also becoming more confrontational.

Nearly a month after the meeting, I have communicated with approximately 50 brokers, direct sales reps and DSD executives who attended the meeting. Their collective takeaway has been remarkably consistent. Here are a few of their comments: “They want us to invest in their organization, but we’re sales people – by nature and by corporate policy – we live in a ‘what have you done for me lately?’ world. And lately, Ahold’s number have been sliding and the demands are increasing,” said one executive for a very large CPG company.

“If McCann wants to change the culture, if he believes that radical surgery is needed and that there are too many complacent people in Carlisle, that’s his prerogative – he’s the boss. However, when sales continue to slide, the financial demands increase significantly and we’re told that private label items are going to replace many of the branded items we represent, betting ‘on the come’ on behalf of Ahold isn’t all that appetizing anymore,” declared one veteran brokerage senior leader.

“Ahold is still a very important customer for our company,” said a large national DSD vendor executive. “But Ahold’s sales are trending downward and if you add in the reality that many of the associates are confused or unhappy, that’s not going to make their new challenges any easier to achieve. And when you add in the increased cost of doing business with Ahold, you’ve got to question their perspective on the realities of the total market landscape.”

As I mentioned in a column I wrote last month, it’s still early in McCann’s tenure. He clearly feels it’s necessary to move mountains – and move them quickly. But MountAhold is a very tall peak which is tricky to navigate, and with 122,000 associates it’s also a crowded mountain top. McCann’s high intelligence quotient and his tireless work ethic will become moot if he can’t communicate more effectively with his entire audience. That includes not only a large and diverse group of associates, it also covers AUSA’s vendors and ultimately its current and perhaps future customers.

To be balanced, Ahold USA is undergoing seismic changes in many departments. To say the least, this is a highly ambitious effort involving the very core of the organization. The company is nearing a crossroads at which the associates ultimately will either buy into those changes or they won’t. AUSA’s results over the next few quarters will be the most important indicator of success or failure.

In other words, change can be productive, but only if it works.

‘Round The Trade 

And there’s ever more Ahold USA news: Erik Keptner, the popular and hard working executive VP-marketing for AUSA will be shifting jobs at the big retailer. A member of the rare “30 pound brain” club, Keptner will now become senior VP-sales and merchandising for the company’s Giant/Carlisle unit and Jan Van Dam, current executive VP-supply chain and e-commerce, who joined AUSA from parent company Royal Ahold 14 months ago, will add marketing to his leadership duties. The big retailer is also expected to add a new senior VP-marketing from the outside shortly. The timing of this announcement is kind of ironic, given the fact that Keptner was inducted into the Shopper Marketing Hall of Fame just a week earlier. In other personnel moves, departing AUSA will be the well-liked Jeff Beaulieu, VP-sales and merchandising for the Giant/Carlisle division. Also at AUSA, C&S Wholesale Grocers, currently the retailer’s largest outside distributor, will now also be assuming inventory management responsibilities from Ahold USA for general merchandise and health and beauty care items at American Sales Company (ASC) in Buffalo, NY. This will leverage C&S’s expertise and provide Ahold USA with new efficiencies and a simpler operating model. Ahold USA will still own and operate the ASC warehouse, while C&S will be responsible for purchase order creation, inventory levels, and overall service levels. Inbound logistics will be managed jointly with Ahold USA transportation. Specifically, Ahold USA will continue to maintain inventory management responsibility for purchase order creation and inventory management responsibility for seasonal merchandise and pharmacy. C&S will work closely with the Ahold USA replenishment and merchandising teams in these efforts…for those who were expecting major changes at A&P after former CEO Sam Martin was dispatched in January, think again. The fumblin’, stumblin’ and bumblin’ Montvale, NJ retailer stayed “in house” with its new chief executive choice, elevating Paul Hertz from chief operating officer. Hertz joined A&P in 2010 and his career path closely dovetails with other former Yucaipa linked executives (including Martin) who have toiled at other former Yucaipa controlled entities such as Fred Meyer and Wild Oats. Hertz will report to Greg Mays, the Tea Company’s chairman (and another Yucaipa legacy exec). Mays said, “Paul and his team made significant progress in 2013 in improving both the company’s operating and financial results. We believe that 2014 also holds great promise for further accomplishments; we expect to capitalize and improve upon last year’s performance, which will result in a stronger company and greater value for the company’s stakeholders. Paul’s mix of operational, managerial and retail experience makes him the ideal candidate to lead the company as we build on our operational momentum and focus on activities that will achieve projected sales results with a special focus on the needs of the customer.” “Significant progress?” “Great promise?” Is Mays talking about the status of one of his previous employers? Not going outside the company for a new CEO indicates one of two things to me: either A&P found little success in being able to attract a skilled and creative executive with game-changing ability, or it remains very content to continue with its current lineup (executives Christopher McGarry and Nirup Krishnamurthy were also promoted to chief administrative officer and chief strategy officer respectively) of executives who are better positioned to either sell most of its stores or perhaps re-enter bankruptcy. Either way, A&P remains a train wreck. However, we did find one admirable skill that the once iconic retailer possesses: its ability to detect internal fraud. A&P acknowledged that it tipped off federal authorities about a seven figure ticket selling scheme run by former senior VP of marketing John Moritz. It appears Moritz used company funds to buy concert, theatrical and sporting events tickets. And we’re not talking about peddling tickets to a Reading Phillies game either. Moritz’s ticket scheme arranged for A&P to purchase more than 7,000 tickets to major events such as the 2011 Super Bowl, concerts featuring U2, Lady Gaga and Bon Jovi as well as the Broadway hit “The Book Of Mormon.” Last month, Moritz pled guilty to one count of wire fraud in Newark, NJ. He faces as much as 20 years in the slammer and up to $250,000 in fines when he is sentenced on July 9….not quite yet at the A&P level of ineptitude (but gaining ground) is Canadian owned Natural Markets Food Group. After bombing with its Fresh & Green’s operation (those stores were former A&P/Super Fresh units, so maybe there’s a curse in place), the retailer/restaurant firm is now busily working on expanding its natural and organic entity, Mrs. Green’s. Last month we reported on the sluggish start at the chain’s first Virginia store in Fairfax (by our estimates doing only about $100K per week). Now several sources have informed us that the Virginia Department of Alcoholic Beverage Control confiscated about $15,000 worth of alcoholic products from the Fairfax unit because the store’s alcohol license application was still pending. While Mrs. Green’s was not selling the alcohol and clearly marked the merchandise “not for sale,” apparently having it on premises is a violation of ABC rules. I have a feeling Mrs. Green’s ain’t getting their booze back and their license may take a bit longer to get approved. A better Mrs. Green’s opening occurred late last month in West Windsor, NJ. The company’s newest unit featured improved merchandising and a better trained staff. However, like many of its underperforming new stores, the proof for Mrs. Green’s is in its ability to demonstrate to the affluent customer base it seeks that it can execute consistently at store level. So far that high-level of in-store execution has fallen way short. And with even more stores being added to its expansion roster including high rent areas in Washington, DC, New York City and another Chicago unit, Mrs. Green’s attempt at gaining high rewards thus far has only yielded high risk…it seems there’s never be a dull moment at Wal-Mart and, according to Businessweek, new CEO Doug McMillon stated at a company meeting that the chain’s out of stock issues represented a “$3 billion opportunity.” Bill Simon, president of Wal-Mart’s U.S. operation made a similar statement about a year ago, only to be overridden by company flak David Tovar, who claimed that the Behemoth was very pleased with its in-stock conditions. To even the greenest of trade observers, Wal-Mart’s out-of-stock problems are obvious and huge and have been that way for the past three years. The solution is relatively simple, even for a high volume retailer like Wal-Mart: hire more labor, train them better and pay them enough so they not only stay at their jobs, but they actually like their employer. Wal-Mart last month also rolled out an online tool that allows its customers to compare prices of 80,000 food and household items to those of its competitors. The new software is called “Savings Catcher” and has been rolled out in seven major markets including Charlotte, Atlanta, San Diego, Dallas, Minneapolis, Huntsville, AL and Lexington, KY. On the financial front, the Bentonville Behemoth suffered through one of its most challenging periods during its recently announced fourth quarter. Comp store revenues for the period ended January 31 fell 0.4 percent, marking the fourth consecutive quarter that same store sales have declined, and earnings dipped 21 percent during Wal-Mart’s critical holiday period. Traffic counts also decreased by 1.7 percent. Simon said cuts to SNAP adversely impacted the big retailer’s results. An exceptionally ferocious winter with multiple storms also cut into earnings, Simon noted, and detracted from a positive performance during the six-week holiday shopping period. He added that the storms weren’t an excuse, but merel
y an explanation. Simon also affirmed that Wal-Mart’s plan to aggressively open new smaller format units (Neighborhood Market, Express) is on track and in 2014 about 270-300 units will open. “Customers’ needs and expectations are changing,” Simon asserted, “and they want to shop when they want and how they want, and we are transforming our business to meet their expectations.” However, at the end of the day, the behemoth’s SuperCenters remain the stalwart engine for the company, and 115 new combo units are slated to open this year. And while the boys from Bentonville may be going through a rough patch, let me remind you that Wal-Mart finished the past 52 weeks with a staggering $473.1 billion in annual sales, earned $16.1 billion and plans to spend $12.4-$13.4 billion this fiscal year (2015) in cap-ex…Village Super Markets, ShopRite’s second largest member and its only publicly-traded operator, posted a 69.1 percent drop in net income in its second quarter ended January 25. The Springfield, NJ-based regional chain, which operates two stores in Maryland, said that the profit decline was caused in part by a $2-million charge for future lease obligations due to the closure of a store in MorrisPlains, NJ, and an $840,000 boost in the prior year’s second quarter following a partnership distribution. Excluding the two items, the 29 store retailer said net income would have declined 42 percent. Overall sales for the quarter rose 2.6 percent to $392.2 million, reflecting the opening of a replacement store in Hanover Township, NJ in November. Same-store sales were flat… even Costco, the perennial poster child for strong earnings and consistently stellar identical store sales, hit a rough patch (for them) during their second quarter ended February 16. The Issaquah, WA-based club store merchant experienced a 15.4 percent earnings dip and, while comp store revenue gained three percent, that number represented about half of what Costco typically posts for same store sales gains. CFO Richard Galanti noted that Costco was hit hardest during the four weeks leading up to Christmas, adding that weaker sales in several non-food categories impacted the nation’s largest club store operator, as did Costco’s own decision to hold margins in place, particularly in fresh foods. Costco will open its first store in Spain (Seville) on May 11 and is looking to expand to France, perhaps as early as 2015…and expanding from Europe to the U.S. will be huge German retailer Lidl, Aldi’s main rival. Lidl is said to be looking to open as many as 100 stores on the East Coast beginning in 2015. In Europe, the company is a real powerhouse, running nearly 10,000 small discount units in 28 countries. However, as many European retailers have learned (Tesco, Carrefour, J. Sainsbury, Leedmark, etc.), operating in the U.S. poses different and challenging realities. And Lidl will be entering the United States during one of the most competitive, overstored and economically unstable periods in the history of food retailing… speaking at last month’s UBS Global Consumer Conference in Manhattan, Kroger CFO J. Michael Schlotman said the retailer plans to enter at least one new market in the near future, “We are going down the path of picking one new market to enter organically. We’ve been engaged in that process since October, and we’ve essentially decided where we’re going to go, though it will be awhile before we go public,” Schlotman noted, adding that Kroger is not sharing more specifics because of competitive reasons and the fact that the price of real estate always increases if they know you’re looking. He also said that growing “fill-in” markets was on Kroger’s agenda. “We have identified several markets, what we call fill-in markets, where our sales trends are strong, our results and our ‘Customer 1st’ surveys we do are strong, so we know that we’re connecting and resonating with the customers in those markets where we’re just under-stored compared to other markets where we have a lot higher market share. We’ve dedicated most, if not all, of this increased capital to those.” And, would Kroger consider the possibility of acquiring stores that may be divested, a clear reference to possible overlap divestitures that the FTC might mandate in light of the recently announced Cerberus agreement to acquire Safeway? “We’ve been happy picking up assets when they become available in markets where we currently operate, and those have been very beneficial for us,” Schlotman noted. “But it would be complete conjecture until they (the FTC) start the review process and figure out what they may have to dispose of. They must still have conversations with the FTC before they decide what assets would become available, and if there are attractive assets in markets where we operate and they fit nicely with our footprint, we’ve long said that those kinds of deals have been great for us. But we’ll wait to see what that chapter says when it get written.

Local Notes 

Supervalu’s independent (wholesale) business will consolidate from three regions to two, forming new east and west teams, the Eden Prairie, MN retailer/wholesaler announced late last month. The new east and west independent business regions will be located in Mechanicsville, VA and Hopkins, MN. To lead the new organizations, Supervalu has named the very talented Kevin Kemp president of the east region and Bill Chew president of the west region. With this new independent business organization, Supervalu said it will streamline the organization and reduce operating costs while continuing to drive sales growth with its current and prospective customers. Initially, the company anticipates reducing its employee workforce by approximately 200 positions throughout its independent business regional teams. Impacted employees will have an opportunity to apply for open positions within the new organization. Supervalu said it expects to fill approximately 120 new independent business jobs resulting in a net workforce reduction in its independent business organization as a result of this consolidation of approximately 80 positions. Also at Supervalu, because of sister firm New Albertsons/AB Acquisition’s pending deal to acquire Safeway, Mark Neporent and Lenerd Tessler have resigned from Supervalu’s board in light of their connection to Cerberus. Neporent is COO and general counsel for Cerberus Capital Management and Tessler is the co-head of global private equity and senior managing director of the New York private equity firm. Both men joined the board following the Cerberus-led acquisition of Supervalu’s assets and its investment in Supervalu. Also at New Albertsons/AB Acquisition, Shane Sampson, the veteran Albertson’s executive (part of chairman Bob Miller’s “posse”) who left Ahold’s Giant/Landover unit to become president of its struggling Shaw’s/Star Market division in New England after Cerberus gained control of Supervalu last March, is moving to Chicagoland to oversee SVU’s large Jewel-Osco unit. Shane’s a very strong operator and he did a really good job in helping stabilize, and then improve Shaw’s. Now he faces another huge challenge in enhancing Jewel, which has been trending downhill for a decade. But Chicago is a changing marketplace, with the closing of Dominick’s stores and the expanded presence of Wal-Mart, Meijer, Whole Foods and Mariano’s. However, Shane is entering an arena where Jewel is also expanding by adding nine former Dominick’s stores and pledging to spend $100 million on capital improvements. Moving to New England to become president of Shaw’s is Jim Rice (no, not the former Red Sox player). Another veteran Albertsons exec, Rice was most recently running Jewel-Osco on an interim basis (replacing another “Miller posse” member, William Emmons, who retired in January)…along with Ahold USA’s vendor meeting, the other major conference I attended last month was the eighth annual “Food Industry Summit (FIS)” organized and hosted by the great food marketing team at Saint Joseph’s University (a special shout out to George Latella, who unfortunately is on the “disabled list” after recently breaking his ankle). This year’s theme was “Leveraging Omni-Channel Marketing with the Connected Consumer.” Pro: Top-notch, brilliant speakers who know the fast-growing, rapidly changing digital world like the back of their hands. Con: Many of the speakers were such “brainiacs” who I don’t think really connected with a large segment of the audience. This is strictly my opinion, but the focus of the FIS in recent years has seemingly been to amp up the importance of digital marketing, e-commerce and social media. If that’s their priority, they’ve done a great job. However, what about the rest of the retailers and suppliers, who still sell way more stuff through traditional channels? A couple of comments from two attendees at the FIS support that thought. “It seems like the FIS has lost touch with mainstream bricks and mortar retailing, which pays my salary. I remember the early years of the FIS – when there were core conventional retailers involved who spoke about issues that were designed to help us sell more boxes,” he asserted. “I don’t think I have my head in the sand on this and I certainly understand the emerging importance of the digital world, but in the last few years, the topics and presenters were probably better suited to an IRI annual convention or to a current Saint Joe’s student.” Another attendee (who happens to be enrolled in Saint Joe’s graduate food marketing program), commented: “The speakers were extremely qualified, but my takeaway was that it was information overload. Can we get back to the day when the speakers provided us with data that we can actually apply to our businesses?” I, too, would like to see the FIS dial down the “techie-speak” a bit and return in part to topics and speakers that better represent what still remains the industry mainstream. By the way, the FIS is moving its meeting to the fall and the next “Food Industry Summit” is scheduled for October 14 at the Haub School of Business…the first personnel fallout from Target’s security breach late last year: Beth Jacob, the mass merchant’s chief information officer (CIO) has “resigned.” And while I’m pretty certain Jacob had no direct involvement in Target’s security and IT problems, the bad stuff happened on her watch and “a company’s got to do what a company’s got to do.” CEO Gregg Steinhafel said a search for an external candidate is under way… very interesting piece in the Wall Street Journal noting that Target is “punishing” Procter & Gamble for the role the large CPG packer has played in assisting Amazon’s exponential growth in recent years. The story states that P&G has literally set up shop inside Amazon’s many distribution centers (with many more to come) to help create greater efficiencies for the online merchant and Procter. The story adds, “P&G loads products onto pallets and passes them over to Amazon inside a small, fenced-off area. Amazon employees then package, label and ship the items directly to the people who ordered them. The under-the-tent arrangement is one Amazon’s competitors don’t currently enjoy, and it offers a rare glimpse at how the company is trying to stay ahead of rivals, including discount chains, club stores and grocers.” Target, which isn’t having a particularly enjoyable last few months, has allegedly reduced the number of end-caps, moved P&G products to less optimal shelf positions and taken away the “category captain” designation in several key categories. Whether it’s a fair retaliatory practice or not, the age old adage of never pissing off a customer applies here…published reports indicate spicemaker McCormick & Co. is considering moving its corporate headquarters from Sparks in northern BaltimoreCounty to consolidate administrative offices to a single site elsewhere in Maryland or southern Pennsylvania. According to a Baltimore Sun story, “It’s about consolidating the administrative buildings in HuntValley,” said company spokesman Jim Lynn. “We’re in the early stages of a long-term, multiyear project … to develop a more effective workplace. Our primary objectives are to increase employee collaboration, engagement and efficiency in a more open and centralized location.” McCormick said it will search for sites primarily in parts of Maryland and Pennsylvania where employees live with a goal of having a minimal impact on worker commutes, Lynn said. McCormick has a high concentration of workers in northern BaltimoreCounty and southern Pennsylvania. McCormick currently employs about 2,400 people in Maryland. Its administrative offices with about 800 employees are spread among four buildings, including the headquarters at 18 Loveton Circle in Sparks and three buildings on Schilling Circle in nearby HuntValley…in Washington, DC, Whole Foods plans to launch a monthly fresh food market at the site of the now closed St. Elizabeth’s h
ospital in Anacostia beginning April 5. Scott Allshouse, Mid-Atlantic regional president for Whole Foods, said his company would donate all of its profits to charitable organizations in the area, which includes the Anacostia, Barry Farm, CongressHeights and Douglass neighborhoods. “We’re going to take the opportunity to sell our products, provide access to high quality foods, and then take the profits and donate 100 percent back to the St. E’s community,” Allshouse said. Whole Foods currently has four stores in the District and has announced plans to open new units on H St. NW and on New Jersey Ave. SE, near the Washington Nationals ballpark…a tip of the hat to Weis Markets, whose third annual “Believe in Heroes” campaign helped raise $115,000 for the Wounded Warrior Project. “We are proud of our store associates who helped make this campaign a success and would like to thank our generous customers for purchasing select products or who directly donated to the cause at the register. Together, we have raised $115,000 for our nation’s wounded veterans,” said Kurt Schertle, Weis Markets’ COO. “The Believe in Heroes program benefiting the Wounded Warrior Project is something we look forward to supporting for years to come.”…some notable deaths to report this month. Mike Pastore Sr., founder of Pastore Wholesale Grocer in Baltimore’s Little Italy in 1966, has passed away the age of 87. Mike truly was a gentle giant – a bull of a man with a heart of gold who developed the company’s popular Sun of Italy product line. A few moons ago, I spent a number of afternoons with Big Mike at the racetrack and his kindness, wisdom and generosity touched everyone who knew him. My sympathies to his wife Dolores, his son Mike and daughter-in-law Maryann, their children Mike II and Judge Nicole Klein and the rest of the Pastore clan. You’ve lost a very good man…also passing on was Hobart Alter. Hobart who? Well if you’re an aging baby boomer like me, you might remember his nickname – “Hobie” – and the line of products he developed – surfboards. Hobie surfboards not only revolutionized the industry with their lightweight maneuverable design, “Hobie” became synonymous with the whole “surf movement” that began in Southern California in the early 1960s and was captured so well in the music of The Beach Boys and in films such as “Gidget” and “Beach Party.” “Hobie” Alter was 80…and one of the unsung heroes of football also has left us. Ralph Wilson, 95, owner of the NFL’s Buffalo Bills, died last month at his home in Gross Pointe Shores, MI. Wilson grew up in nearby Detroit and, after a successful career in the insurance business, invested $25,000 in 1959 to join fellow owners Lamar Hunt and Bud Adams to establish the American Football League the following year. He was the oldest and most tenured NFL owner and his popularity and philanthropy were summed up admirably by his former coach Marv Levy. “He wasn’t my boss, he was my friend. He meant so much to the game that both of us revered and to the community of Buffalo and beyond. It’s quite a loss.”… and kudos to Jan Gabriel, president of Paul G. Nester & Son, who was the first to answer our Harold Ramis movie trivia contest last month in which we asked our readers to pair lines from a Ramis inspired movie with the character or actor who uttered them. Here are the correct connections: 1) “Oh, this is your wife, huh? A lovely lady. Hey baby, you must’ve been something before electricity.” (“Caddyshack”/Rodney Dangerfield playing Al Czervik); 2) “I got laid off when they closed that asbestos factory, and wouldn’t you know it, the Army cuts my disability pension because they said that the plate in my head wasn’t big enough.” (“National Lampoon’s Vacation”/Randy Quaid playing Cousin Eddie); 3) “Fat, drunk and stupid is no way to go through life, son.” (“Animal House”/John Vernon playing Dean Wormer); 4) “C’mon, it’s Czechoslovakia. We zip in, we pick ‘em up, we zip right out again. We’re not going to Moscow. It’s Czechoslovakia. It’s like going into Wisconsin.” (“Stripes”/Bill Murray playing John Winger; 5) “I liked the university. They gave us money and facilities and we didn’t have to produce anything! You’ve never been out of college! You don’t know what it’s like out there! I’ve worked in the private sector. They expect results.” (“Ghostbusters”/Dan Aykroyd playing Dr. Raymond Stantz); 6) “The football team at my high school, they were tough. After they sacked the quarterback, they went after his family.” (“Back To School”/Rodney Dangerfield playing Thornton Melon; and 7) “This is pitiful – 1,000 people freezing their butts off to worship a rat.” (“Groundhog Day”/Bill Murray playing Phil).