Progressive Grocer - August/September 2009 - (Page 42)

Executive Insights Learning from industry leaders A View From Tops Tops Markets CEO Frank Curci weighs in on the 76-store supermarket chain’s ongoing transformative journey to restore the brand’s reputation and offerings while rebuilding the operational infrastructure to produce a “true neighborhood” shopping experience. By Meg Major F rank Curci’s got big plans for Tops Markets, LLC, the Williamsville, N.Y.-based regional supermarket chain that he returned to as CEO in December 2007. Indeed, for the past 18 months, Curci’s central focus has revolved around repositioning the grocer’s stores — which include 41 units and five franchises in the Buffalo area, 20 stores in the Rochester area, and 10 stores in the central region and southern tier of New York and northwestern Pennsylvania — as a locally operated and managed company. Presiding over a period of great change for a fleet of full-service supermarkets that measure approximately 60,000 square feet and a work force of 10,000, Curci’s got 25 solid years of supermarket experience under his belt, most notably as the CEO of Tops until 2003. Prior to that, he served as COO for Alabama-based Southern Family markets, a subsidiary of C&S Wholesale Grocers, where he led the startup of two chains emphasizing the neighborhood grocery store format. While at Ahold from 1995 to 2003, Curci was CEO of Tops, and held senior leadership positions at its former South Carolina-based Bi-Lo subsidiary, and earlier, Edwards Super Food stores on the East Coast. He also spent nine years at Mayfair Supermarkets, which operated as Foodtown in New Jersey. Originally founded as a neighborhood grocery chain in the early 1960s in Buffalo, Tops was acquired by Ahold, N.V. in 1991 and subsequently centralMore ONLINE company, we are able to deliver an easier, more convenient, value-driven shopping experience. For additional highlights of PG’s interview with Tops Markets CEO Frank Curci, go to Progressivegrocer.com/topsexecutiveinsights 42 • Progressive Grocer • August/September 2009 PG: In the 18 months since Tops has been returned to local management, what is it that you are most proud of, and why? FC: Prior to the sale of Tops Markets, almost all business decisions were made out of a centralized location. Bringing back the functions that allow us to operate our own accounting, advertising, category management, marketing and information technology ized the finance, information techdepartments was a challenging nology and merchandising into yet rewarding initiative. I am Ahold’s Carlisle, Pa.-based Giant very proud of our team for sucFood Stores subsidiary in 2003. cessfully running the day-to-day Since completing the sale of operations of a 76-store superTops to Morgan Stanley in late market chain, while transitioning 2007, Curci and his aggressive manand rebuilding the infrastructure agement cohorts have been workof the company. ing diligently to restore the chain to This transition has allowed its local roots, from bottom to Tops. us to operate as true neighborWe asked Curci to tell us more hood stores, each one cusabout the company’s ongoing literal Tops Markets CEO Frank Curci tomized to fit its surrounding and figurative restoration efforts. community, with the product mix reflecting the cultural and Progressive Grocer (PG): What do you see as ethnic variety of the individuals in the areas we your company’s greatest strengths, points of dif- serve. Our store management teams have embraced ferentiation and biggest accomplishments? the notion of acting as the CEOs of their own Frank Curci (FC): Tops’ vision simply states: stores, as they make decisions at store level that are “Your Friendly Neighborhood Store That Has What right for their customers. You Want, While Saving You Time and Money.” At Tops, we pride ourselves on offering variety and PG: Please tell us about how plans are unfolding choice to our customers, all within a store that fits its with Tops’ $150 million capital expenditures purse individual community and surroundings. We know that will funnel out over the next five years. what our customers want and, as a locally operated FC: We’ve pledged to invest in the markets we A H E A D O F W H AT ’ S N E X T www.progressivegrocer.com http://www.Progressivegrocer.com/topsexecutiveinsights http://www.progressivegrocer.com

Table of Contents for the Digital Edition of Progressive Grocer - August/September 2009

Progressive Grocer - August/September 2009
Contents
Nielsen’s Shelf Stoppers/Spotlight: Alcoholic Beverages/Light Beer
CES: Inside the Market Basket: Economical Choices Bring Grocery Gains
Lempert Report: Earth-Friendly Isn’t Everything
Store of the Month: Kosher Country
Executive Insights: A View From Tops
Independents Report: Become a Leader Your Associates Will Follow
Perspectives:Wegmans Food Markets: How Two Halves Make More Than a Whole
Independent Thinking: N.G.A. Annual Independent Grocers Survey: Cream of the Crop
Fall Promotions: Tailgating Takes Over
Proteins: Meaty Alternatives
Fresh Developments: PG Looks at the Latest News From the Perimeter
Beverage Alcohol: Keeping the Aisle Afloat
Culinary Oils: Oil Can
Frozen Desserts: Frozen Desserts Heat up
Family Planning: Up Front With Family Planning
Vitamins and Supplements: Healthy Sales With a Capital ‘D’
Pharmacy: Dealing With Diabetes
What’s Next: Editors’ Picks for Innovative Products
Equipment: Lasting Impressions: The Shopper’s Perspective

Progressive Grocer - August/September 2009