On a larger scale, now that shareholders of both Ahold and Delhaize have approved the merger, it shouldn’t be more than 90 days until the marriage is official. I have a lot of respect for James on many levels, but I can’t even view his comments about Wegmans as being aspirational because, when it comes to effective labor utilization and employee training, Ahold USA isn’t even close to converting realistic aspirations into the level of store execution that Wegmans demonstrates. Show me some passion at store level! Moreover, there simply aren’t enough associates (and store hours) to serve Ahold USA’s consumers effectively, which makes any comparison to Wegmans a non-starter at this point. Morale might have improved somewhat from the awful levels of 18 months ago, but as a group, the store associates at many AUSA stores generally remain a not-happy and/or indifferent bunch. But here’s the dirty little secret that continues to exist under McCann’s 38-month tenure: store labor (hours) and training continue to be substandard by comparison to most retailers, let alone the one iconic merchant whose DNA includes depth of employment at its stores and a stellar associate training program. Let’s give the Carlisle, PA-based organization its due: “Project Thunder” has produced higher ID sales and improvements are very noticeable in those perishable areas where “Thunder” has been implemented. In no way, and I mean that in the most emphatic of terms, should the current state of Ahold USA be compared to Wegmans. However, all formulas contain intangibles and at one point in the video, McCann states that “we’re not setting out to get to the middle…but rather to become a retailer like Wegmans – they (consumers) really, really love to go beyond the functional place to buy groceries – to becoming part of those families’ lives. McCann also notes that the results are beginning to show signs of success as the $26 billion company has improved sales and earnings in recent quarters.
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