Si&"z'x"~I'OMPETITIVE

STRATEGIES OF INDEPENDENT GROCERS:
A TEN-YEAR REVIEW

Paula S. Weber
St. Cloud State University
pweber@stcloudstate. edu

ABSTRACT

'ltidependent grocers have faced stiff competition from each other in terms of price
competition and moves to consolidate, as well as from large, well financed grocery chains

during the past decade. This paper explores competitive strategies pursued by successful
independents for a ten-year period from l990-2000. The analysis is based on a review of ten
years of issues of the Progressive Grocer: The Publication for Strategic Management.
Tlirough structured content analysis, five dimensions of competitive strategy pursued by
mdependents were identified and analyzed: marketing, quality, international, low cost, and

service. Study results highlight strategic trends followed by successful independent grocers.

Study findings provide insight into the strategic responses of independent grocers to the
intense competitive pressures faced during the last decade. The paper concludes with
suggestions for future strategic actions by independent grocers.

INTRODUCTION

Intense competitive pressures, globalization of consumer demands, and major technological
advances have heightened the need for organizations to implement strategic initiatives in

order to survive and prosper. While competitive pressures are not new to the grocery

industry, smaller independent grocers are experiencing vastly increased competitive burdens.

As competition intensifies, important questions emerge. How does an independent grocer

compete and survive in today's environment? What can the independent grocers do to
differentiate themselves? What strategies have been effective for independents facing stiff
competition from much larger competitors?

This study identifies some of the salient strategies pursued by successful independent grocers
over the last ten years. Independent grocers were either self-identified and/or described as

independents in the media. Independent grocers can be loosely defined as those stores that

not publicly owned. Store ownership remains in the hands of family members, a partnership,
or a few private owners. Independent grocers may own as few as one store or as many as 30
or more. This study highlights competitive strategies pursued by independents recognized for
their success by the media in their field. It also provides insight into potentially successful

strategies for the future of independent grocers.

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COhIPETITIVE STRATEGIES

Thc competitive strategy pursued by an organization has long been considered a
multidimensional concept (Porter, 1980). In the context of small businesses, substantial
empirical evidence also supports the multidimensional nature of business strategy (Kim d;
Choi, 1994). Studies by Dess and Davis (1984), Miller (1988), and Beal (2000) have
attempted to operationalize the dimensions of competitive strategy. Beal's (2000) study
delineated five factors: low-cost leadership, and four distinct dimensions of differentiation:
marketing, service, quality, aml innovation. In contrast with Porter's generic strategies, Beal's
research focused specifically on the strategic practices of small organizations. In addition,
13eal's work described specific operational actions associated with each strategy of which four
relate specifically to different types of ditTerentiation strntegies.

Baal (2000) defined low-cost leadership as the strategy of being the lowest cost provider in
the industry. Marketing differentiation is creatmg the perception with targeted customers that
thc company's products are distinctly different. Service differentiation distinguishes the firn&
based on service before, during, and after the purchase. Quality differentiation reflects an
emphasis on superior quality. Innovation ditferentiation focuses on the unique features or
performance characteristics of a product. Beal's study argues that these five dimensions
comprise the key dimensions of competitive strategy for organizations. Building on the
results of this research, the current study explores the dimensions of competitive strategy
utilized by successful independent grocers.

RESEARCH METHODOLOGY

Data Collection

Data were gathered on the competitive strategic practices pursued by independent grocers
during the past decade (1990-2000). The research method used was a form of structured
content analysis (Jauch, Osborn, &k Martin, 1980). Content analysis is a methodology for
developing solid descriptive information about a dimension that appears in written form. It
allows researchers to make inferences by identifying and categorizing characteristics of
messages. Competitive practices pursued by independents were identified through an
extensive review of publicly available information similar to Chen and Hambrick's (1995)
work exploring the airline industry. The content analysis methodology is very useful for
systematically and objectively examining a large quantity of non-empirical data. For
additional information on this methodology, see Anolyzing Media Messages: Using
Quanliran've Content Analysis in Research by D. Riffe, S. Lacy and F. G. Fico (1998).

After reviewing a variety of potential data sources, Progressive Grocer: The Publication for
Strategic lvfanagemenr was selected for content analysis. Progressive Grocer is an industry
trade journal that has been a leading source of strategic information for the grocery industry
for more than 75 years. Progressive Grocer has an annual circulation of over 60,000 and is
read by grocers throughout the world. It is a premier source of information for and about the
grocery industry and is seen as "the voice" of the industry. Its articles reflect actual practices
in the industry. Progressive Grocer is read and referred to by industry leaders across the U.S.
and the world.

Ten years of issues of Progressive Grocer were researched to identify strategic activities
pursued by successful independent grocers. Specific articles were identified by searching for
key words which included independent, strategic, success, and competitive. In total over 80
articles were identified and reviewed resulting in the documentation of 361 examples of
competitive strategies (see Bibliography).

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Coding Structure

A formal coding structure was used to perform the content analysis. The structure was based

on previous studies that attempted to operationalize dimensions of competitive strategy. This

study utilized findings from Beal's (2000) study that were modified and expanded upon as

more concise definitions arose from evidence gathered during the study. As a result, the final

coding framework incorporated strategic dimensions closely aligned with the grocery

industry.

Three independent coders were trained on the coding structure. Each coder was given all 361

data points in random order. The raters were not previously involved with the data and had no

contact with each other during the coding process. A kappa coefficient of'agreement was

calculated to determine inter-rater reliability between the three coders. According to Siegel

and Castellan (1988), this coefficient is calculated as the ratio of the proportion of times the
raters agree to the maximum proportion of times that the raters could agree. The kappa
coefficient for this study is K=92. When all raters were not in agreement, the majority rating

was selected. In a few cases, when coders diITered on the coding of a data point, the point
was reviewed and a majority decision subsequently reached on the coding of the data point.

Table 1 —Coding Categories and
Examples of Strategic Activities specific to each Coding Category

Emphasizes customer services before, during, and after purchase. This includes

development of new customer services, improvement of existing services, and
improvements that enhance service to the customer including technological

enhancements. Examples include before or after purchase factors including such
Service

activities as providing general services to the community; for example, the sale of
Differentiation

postage stamps. Other examples include support of community projects, sending

birthday cards to customers, establishing a no-wait policy, offering prepared foods,

offering choice of paper or plastic bags, adding in-store salad bar, recycling facility,
or scanning equipment.
Involves creating perceptions in the minds of targeted customers that the firm's
products or services are distinctively ditTcrent from those of the competition. This
includes building brand or company identification, advertising and promotional

programs, establishing reliable wholesale or manufacturer relationships, direct
Marketing

Dllferentiation
marketing to specific customers, and tracking customer preferences for focused

marketing campaigns. Examples include: coupon offerings, discount programs, free

samples, special promotions or themes, in-store displays, etc.

This factor involves management decisions to improve the efficiency and

productivity of operations, and the enhancement of processes or procedures, with
Low-cost

particular emphasis on the financial management of the company. Examples include
Leadership

pricing strategies, displaying comparison prices, changes in employee policies,

development of strategic alliances, improving store layout or appearance, etc.

Emphasis is on superiority in the reliability and durability of the products and
services. This includes quality control or improvement measures, benchmarking of

Quality industry best practices, efficient resolution of customer problems, and product

Differentiation improvements. Examples include: customer loyalty programs, offering private label

or name brand products, focus on freshness, emphasis on variety of products
available including generic or organic foods

Emphasizes products or services to customers based on ethnicity. This includes any

efforts to attract the international customer or to respond to the expanded global
International

tastes of the U.S. consumer. International Differentiation: Examples include offering
Differentiation

ethnic foods, providing services specific to international consumer desires, adding

bihngual labels or bilingual staIT.

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Journal irf Small Business S!rraegv vun !t, Nu. 2 Full/!Vinrer 2002
Coding Categories

Definitions oi'each of the five dimensions identitied by 13eal's (2000) study were modified to
include grocery specitic activities. In particular, the innovation dimension was reframed to
focus on innovations to meet growing consumer demand, specifically in the international area,
as documented in the study data. Low-cost leadership was also expanded to incorporate not
only low-cost efforts but also other managerial efficiency efforts. These modifications were
based on a grounded theory approach influenced by (Glaser & Strauss, 1967; Gioia &
Chittipeddi, 1991; Sutton & Callahan, 1987). The final framework facilitated a
comprehensive analysis of study data. Coding categories utilized in the study are presented in
Table 1. Specific examples of strategic actions relative to each coding category are also
contained in 'fable 1.

RESULTS

Figure I displays 1990 study results. It shows that strategic efforts pursued by independent
grocers focused on only two dimensions: service and marketing. Also notable was that these
strategic actions were pursued almost equally. In contrast, study data from 1995, Figure 2,
highlights that four different strategies were being pursued. Service remained a primary
strategy representing slightly more than half of the strategic initiatives. In 2000, Figure 3,
study data reveal that five different dimensions of strategic activities were pursued. The
newest addition was strategic efi'orts aimed at meeting consumers'eeds for international
foods and international marketing. For 2000, strategic activities relative to service were found
to be twice as common as marketing strategies. This is in contrast to the beginning of the
decade when marketing strategies were being pursued equivalently with service strategies.
Study data demonstrate a dramatic increase in the variation of competitive strategies actively
pursued by independent grocers by the end of the decade.

r Figure 1: 1990
Marketing~ Service

50% ~ 50%
Figure 2: 1995

Marketing

13%

Quality
15'/

Service
51%

LowCost
21%

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Figure 3: 2000

Int'I

14%
I Service

Marketing ~ 38%
19%

Quality LowCost
15% 14%

Figure 4: Trend Line by Strategy

100% 8 Marketing
50%- 0 Quality

0% C3lntl

oi oi oi 8 os cs ULowCost
oi sn oi o

f3 Service

L

Service

Figure 4 presents a trend analysis of strategic activities across the ten-year study period. This
analysis reveals a consistent emphasis on service as a pnmary competitive strategy. Services

were consistently expanded during the 1990's, peaking in 1999. Figure 2, 1995, shows that
service remained strong despite a decline in marketing differentiation strategies. Successful

independents were continuously added new services such as a snack bar, bakery, salad bar,

floral shop, banking services, dry cleaning, video sales and rentals, postal services, one-hour

photo finishing, and wine or beer shops. The most recent strategic endeavors in service

differentiation strategies included on-line shopping with home delivery and ready-to-eat hot

entrees or complete meals packaged to go.

Marketing

As depicted in Figure 4, marketing was a consistently pursued competitive strategy

throughout the ten-year period with a significant emphasis during a three-year period from

1992-1994. Specific strategies included in-store food giveaways and food samples, special
promotions and displays, in-store demonstrations, niche marketing, in-store entertainment,

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double coupon offers, and an intensive focns on building customer loyalty through a wide
variety of frequent shopper programs and discount cards. Focusing on the best customer'
continued to be a kcy strategic eft'ort in 2000. Some of the programs noted were personalizing
services by sending specialized flyers depending on the shopper's purchasing habits and
family needs. Other programs made a special effort to know their best customer's names and
favorite products. Thus, a preferred customer could be greeted at the meat counter with
"Hello, Mrs. Smith, we have your favorite fresh salmon in today."

Low-Cost Leadership

I.ow-cost leadership strategies, shown in Figure 4, fluctuated dramatically from their first
appearance in 1991 to a high in 1994 and a complete absence in 1997. The trend line in this
category demonstrates some distinct peaks and valleys in the use of this strategic option. The
most consistent strategic effort in this category was remodeling of the store and store layout.
Successful independents also focused on reducmg overhead costs and involving and
empowering employees including offering stock options and providing extensive training
opportunities.

Quality

Figure 4 also highlights that quality differentiation strategies first appeared in 1992 with a
relatively steady increase until 1997 followed by substantial increase in emphasis in both 1998
and 1999. Specific quality differentiation strategies identified included a focus on freshness
of produce, baked goods, and from-scratch meals. I.lealth foods were also important and
included an emphasis on organic foods and low-fat items. Strategic emphasis was also given
to high quality meats, extensive deli-meat selection, and expert butchers.

International

international strategies (Figure 4) first appeared as focused strategies in 1993 and showed
minimal activity until booming in 1999. Strategic practices included offering an extensive
variety of ethnic foods as well as an emphasis on meeting the needs of the ethnic consumer.
Most recently, the international focus extended to include the hiring of bilingual employees,
advertising in foreign languages, and providing labels and signage in several languages.

SUMMARY

As a percent of total strategic actions pursued, competitive efforts in either service or
marketing were the top strategic eff'orts in each of the ten years of the study. Marketing and
service strategies tended to compete for primary strategy pursued. In 1991, service fell
sharply in relation to marketing. However, from 1992-1996 service strategies exceeded
marketing. Marketing then exceeded service again in 1997 only to be substantially surpassed
by service in 1998-2000. Most notably, in 2000, marketing differentiation, while still the
second highest strategy pursued, fell to only 50% of that of service (19% marketing, 38%
service) from its position in 1990 as an equally important competitive strategy with service
differentiation. Service only declined as a percent of total strategic initiatives with the advent
of the international focus. Marketing differentiation strategies tended to be inversely related
with low-cost strategies. As one increased, the other decreased.

Analysis of the late 1990's revealed management, quality, and international vying for the lead
competitive'strategy. Strategies focusing on quality differentiation and low-cost leadership
were significant efforts in 1998. In 2000, the data showed these categories to be of relatively
equal emphasis with service remaining a lead emphasis.

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DISCUSSION

'I'his stuily explored the strategic practices of independent grocers during a decade of intense
competition. Because study data is based solely on actual experiences, study results are

extremely ielevant and useful in informing practice. Results showed that the most frequently

mentioned strategy for success was superior service. Service differentiation remained the

primary competitive tool for independent grocers throughout the 1990's. In addition, study
results showed a steady increase in the number of competitive strategies pursued as the decade
progressed.

Despite all the new challenges independent grocers faced during the tumultuous period from

1990-2000, service differentiation was the most heavily relied upon approach for attaining and

maintaimng competitive advantage. The most frequently noted change in specific service

strategies pursued was the addition of a vanety of non-food service options like in-store
banking or photo labs. More recent trends were the addition of on-line or electronic shopping.

Throughout thc years. marl eting etTorts also were a consistent focus. Pnmary marketing

efforts focused on niche markcung and the development of a variety of programs to enhance
customer loyalty. 'I'he hoom in 1997 was primarily driven by marketing efforts focused on

spec&tie consumei puichasc liahiis. Marketmg differentiation strategies appeared to replace

any strategic etli»ts in the loiv-cost leadership area in 1997. However, from 1998 on,
marketmg strate ies dccieased in emphasis.

Low-cost leadership efforts continued to fluctuate throughout the years. A pattern manifested

in the data was a consistent focus on service coupled with strategic initiatives generally split

between marl'eung differentiation and low-cost leadership. The decline in marketing

strategies in 1992 and 1994, in particular, were counterbalanced by significant increases in the

focus on low-cost leadership.

Quality efforts played a key role in the late 1990's particularly in 1998, 1999, and 2000. The

emphasis on quality efforts seemed to surpass marketing efforts during the last years of the
decade. Particular areas of emphasis for quality differentiation strategies were on the
freshness of produce, baked goods, and prepared meals. Successful independents were
positioning themselves to be the place to stop for the "home-cooked" meal that could be

served to the family fresh and hot that evening.

Low-cost leadership and international strategies were pursued with relatively equal effort at

the end of the decade. Primary areas of emphasis in these strategic efforts included the
addition of scanning equipment, store remodeling and the offering of a variety of ethnic foods
as well as foreign language signage.

Implications for Practitioners

Though only preliminary and suggestive, a second outcome of this study was to identify
relevant implications for future strategic actions of independent grocers. Study results provide
support for following an historic recipe for success: superior service; as well as the

capitalizing on the latest technological advances to improve efficiencies and gather customer

data.

Service as a differentiation strategy worked successfully for a wide variety of independent
grocers during the decade of the study as well as countless previous years. Industry and
consunier expectations appear to be for high-levels of service from the independent grocer.
Technological changes provide the grocer with new opportunities for higher levels of

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Jmi mal of Siiuill Busnicis Sirnii gv Vnl. /3, Nn 2 l'ollllpinier 2002

efficiency and service along with more focused marketing efforts. The appearance of
strategic initiatives to meet the desire 1'r intenuitionaf foods and the needs of non-English
speaking consumers demonstrates the ongoing need to continuously identify and employ new
dimensions of competitive practices. The successful independents in 2000 included those that
successfully developed new innovative strategies for the consumer with more global tastes
and a wider vanety of ethnic heritages.

Today's competitive environment demands an ever-broadening range of competitive
strategies to ensure the growth and survival of the independent grocer. Although competition
over the last decade has been fierce, ninny independents have found the recipe for strategic
success.

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Journul of Small Business Strotegy Vo/. /3, //o. 2 Pal//Winter 2002

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Paula Schmidt Weber, PhD, is an Associate Professor of strategic management and
international management at St. Cloud State University, St. Cloud, MN. Dr. Weber has
previously taught a variety of management topics at the University of Houston -Victoria, and
at New Mexico Highlands University. Her publications include manuscripts in the Journal of
Applied Behavioral Science, Journal of Management Education, Case Research Journal, and
the Leadership and Organization Development Journal. She has served as an assistant editor
for tire Journal of Applied Business and Behavioral Sciences and has been a reviewer for
numerous publications. Dr. Weber's printery research interests are in the areas of
organizational change, organi ation development, and strategic decision-snaking.

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