Friday, September 1, 2000

Giant snoops

To Giant, 1 Sep 2000:

I am EXTREMELY disappointed that Giant Food, once the quality and value leader, has taken a major step downward and stooped to gimmicks and privacy invasion rather than providing good value and low prices to ALL customers.

Maybe some of your customers don't mind giving up their privacy and allowing you to snoop on their buying habits, but I find it a REPULSIVE idea.

And I'll bet you're not willing to reciprocate and give me equivalent information about your stocking and pricing behavior.

Given the sad state of the Giant store I've shopped at for 35 years, I would think your money would have been better spent in keeping the shelves stocked and the aisles clear, ensuring that you actually have advertised merchandise on sale at all times, and employing enough cashiers.

Instead of providing good merchandise and low prices, you've copied the BAD ideas of your competitors while killing your bulk food and super deal sections and getting rid of products I bought regularly.

If you can't bring back MY Giant, I hope someone else comes into the market and whips you.

Posted 9/01/2000

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Selected links about Giant Food

Wikipedia's history of Giant Food Includes the following statement about the once successful culture Giant has abandoned:
There were several reasons for Giant's market domination during Danzansky's 13-year tenure as president. First and most important were the principles laid down by founder N.M. Cohen. Companies often have paper principles but Cohen enforced them. The first principle was uncompromising quality. In the upscale Washington Metro Area, this was a competitive advantage Giant's competitors were slow to emulate until the advent of Whole Foods Market many years later. The second principle was value. Cohen believed that shoppers wouldn't mind paying a bit more if they got their money's worth in consistent quality. The third principle was service. Cohen was rarely in his office. He tirelessly spent his days dropping in unannounced at his store and making sure that every customer was treated as a welcome friend. He would be known to bawl out an employee for refusing to give a customer a refund for a spoiled competitor's product.