klkla wrote:pseudo3d wrote:I wouldn't go to say "no long term strategy" (that could best define Sears/Kmart as they try to become profitable by destroying the last of the company).
Unfortunately Mr. Lambert from Sears/KMart clearly had a strategy... which was to bleed the company dry and profit by selling off it's real estate and other assets.
As for Albertson's, I agree with veteran+ that pre-Safeway there was a very clear strategy (the so-called 'playbook') but maybe they have bit off more than they can chew and seem to be struggling with any clear strategy since the merger.
Well, I think that a lot of Albertsons' execution is lacking. No question about that.
- They have the lighting issue, which is something they seemed to have an idea for (brighter stores) but outsourced it to the wrong people, leading to some really messed-up former-Safeway owned stores.
- They have the Florida stores, which were the result of a slow whittling down of the original Albertsons Florida division, closed one store (because it was small and dated), and was going to remodel the other three anyway. Capital expense I think would be better served elsewhere, but I think that the Florida Safeway stores are still in a position where it could go either way, and it's best to withhold judgement. Maybe wait a year.
- They have the 3's a Crowd initiative, which again, is a good idea, but it's executed terribly. To note, this has not been rolled out chainwide.
- They have the Signature brand, which is at least a national brand instead of a mix of Essential Everyday and Safeway brand. Again, good idea, a little lacking in execution.
Compare and contrast to Winn-Dixie/BI-LO, which has had its second (at least) "transformational" store in less than 5 years, promised a bunch of higher-end remodels this year, only to turn that into a bunch of bad repaints and low-end remerchandising efforts (Fresco y Mas, Harveys) and a "Prices are lower and staying low" campaign to "Prices are lower and staying low...at least for the next three months or so".