# The Cincinnati CPG Edge > Strategy, news, and category insights for CPG suppliers and brand managers calling on Kroger. Independent. Not affiliated with The Kroger Co. Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts. Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`). ## Pages ### About this site URL: https://www.cincinnaticpgedge.com/about/ Last updated: 2026-06-17T09:28:23.000Z About Cincinnati CPG Edge # Built for every CPG supplier calling on Kroger. Independent · Launched March 2026 · Cincinnati, Ohio --- Cincinnati CPG Edge is an independent weekly publication built for CPG professionals who work with Kroger. It delivers shelf-level insight, supplier news, strategic context, and operational guidance that helps every CPG supplier show up more prepared, written by someone who has spent decades inside the Kroger ecosystem. This is not a news aggregator. Every edition is written with a point of view, grounded in real Kroger experience, and designed to help CPG brand managers, brokers, and startup founders have better, more confident conversations with the world's largest traditional grocer. "Every supplier deserves to walk into Kroger prepared. The brands that win there are the ones that do the work to understand how it actually operates, and that knowledge should be available to everyone selling there." --- What we cover Weekly Kroger Intel Promotions, fuel point events, digital coupon activity, and what it means for your brands, every Friday. Private Label Watch Our Brands expansion, new SKU launches, Private Selection moves, and the TDP pressure they create for national brands. Supplier Operations Casepack requirements, shelf-ready packaging, days of supply, compliance updates, and execution guidance that keeps you on shelf. Earnings & Strategy CEO commentary, financial results, eCommerce direction, and what Kroger's strategy means for the brands on its shelves. CPG Startup Guide Everything a startup founder needs to get into Kroger, timing, presentations, portals, execution, and promotion planning. Category Insight TDP analysis, velocity benchmarks, reset activity, and assortment changes across key Kroger categories. --- About the editor Decades inside the Kroger ecosystem. Senior CPG Industry Veteran · Cincinnati, Ohio Cincinnati CPG Edge is written and edited by a veteran CPG industry professional with deep Kroger expertise at both the division and General Office level. Over the course of a long career managing major CPG brands at Kroger, our editor has developed an on-the-ground understanding of how the retailer makes decisions and what it takes for a brand to earn and keep shelf space there. This publication exists to put that knowledge to work for the entire CPG supplier community. Whether you are a brand manager at an established CPG company, a broker navigating a complex category review, or a startup founder approaching Kroger for the first time, Cincinnati CPG Edge is written for you. --- Why subscribe - Weekly Kroger insight delivered every Friday, written by a practitioner, not an algorithm - Full archive access to every edition, analysis, and category deep dive - Early access to new guides, tools, and resources as they launch - Member forum access to connect with other CPG professionals navigating Kroger - The CPG Startup Launch Guide, available to members at a set price, no retainer required Join the Cincinnati CPG Edge Community Walk into every Kroger conversation more prepared. Weekly insight, real expertise, no retainer fees. [Subscribe Now](https://www.cincinnaticpgedge.com/#/portal/signup) Cincinnati CPG Edge is an independent publication. · [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) · Questions? [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com) --- ### ### Member Community Forum URL: https://www.cincinnaticpgedge.com/member-forum/ Last updated: 2026-04-04T10:17:39.000Z _This page is for subscribers only._ ### Information URL: https://www.cincinnaticpgedge.com/information/ Last updated: 2026-06-17T09:24:40.000Z About Cincinnati CPG Edge # Built for CPG professionals who live and breathe Kroger. Independent · Launched March 2026 · Cincinnati, Ohio --- Cincinnati CPG Edge is an independent publication and is not affiliated with, endorsed by, or sponsored by The Kroger Co. Cincinnati CPG Edge is an independent weekly publication built for CPG professionals in Cincinnati. It delivers shelf level intelligence, supplier news, strategic context, and operational insight that generic trade publications miss, written by a former CPG industry executive with decades of experience working with Kroger accounts. This is not a news aggregator. Every edition is written with a point of view, grounded in long term, real world experience navigating Kroger as a supplier, and designed to give CPG brand managers, brokers, and startup founders a practical edge in their conversations with the world’s largest traditional grocer. “Kroger is the most complex and most rewarding retailer in the US to navigate. The brands that win there are the ones that understand how it works in practice, not how it looks from the outside.” \`\` ### Category Reviews URL: https://www.cincinnaticpgedge.com/category-reviews/ Last updated: 2026-03-16T09:28:35.000Z Coming Soon! ### New Item Intro URL: https://www.cincinnaticpgedge.com/new-item-intro/ Last updated: 2026-03-16T09:29:20.000Z coming soon. --- [![](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/03/IMG_20260312_102326.jpg)](www.acosta.com) Example of reset on meat snacks ## **Sign up for The Cincinnati CPG Edge* Independent intelligence for CPG brands working the Kroger Subscribe Email sent! Check your inbox to complete your signup. No spam. Unsubscribe anytime. ### Useful Industry Links URL: https://www.cincinnaticpgedge.com/links/ Last updated: 2026-06-07T13:22:10.000Z Your curated toolkit for navigating the **Kroger ecosystem** and the broader CPG landscape. These are the platforms, portals, and resources that suppliers, brokers, and brand teams use every day. Bookmark this page and come back often — we keep it updated. Kroger Supplier Portals The day-to-day platforms for managing your Kroger business, from promo planning to shopper insights. [ Kroger.com Corporate site, store locator, and digital shelf reference ](https://www.kroger.com/?ref=cincinnaticpgedge.com) [ Kroger Investor Relations Earnings releases, press releases, and executive presentations ](https://ir.kroger.com/?ref=cincinnaticpgedge.com) [ Kroger Partner Pass Single sign-on portal for Supplier Hub, Supplier Connect, and IRC ](https://www.thekrogerco.com/vendor-suppliers/partner-pass/?ref=cincinnaticpgedge.com) [ Kroger OnDemand (Sherlock) POS and movement data reporting for Kroger suppliers ](https://ondemand.kroger.m6demandview.com/?ref=cincinnaticpgedge.com) [ 84.51° Kroger's data analytics subsidiary — Stratum, loyalty, and media solutions ](https://www.8451.com/?ref=cincinnaticpgedge.com) [ 84.51° Stratum Shopper loyalty and basket-level insights platform ](https://stratum.8451.com/?ref=cincinnaticpgedge.com) [ DemandTec by Acoustic Promotion planning and trade deal submission for Kroger ](https://www.demandtec.com/?ref=cincinnaticpgedge.com) [ Kroger Precision Marketing Kroger's retail media network powered by 84.51° — onsite and offsite ad solutions ](https://www.krogerprecisionmarketing.com/?ref=cincinnaticpgedge.com) Kroger Shopper Communities The deal and coupon communities where Kroger shoppers live. Understanding how they find promotions is essential intel for any brand running events at Kroger. [ Kroger Krazy Matchups, digital coupons, and weekly ad breakdowns for Kroger shoppers ](https://www.krogerkrazy.com/?ref=cincinnaticpgedge.com) [ Hip2Save Large coupon and deal community with strong Kroger coverage ](https://hip2save.com/?ref=cincinnaticpgedge.com) [ The Krazy Coupon Lady One of the largest coupon communities in the US — heavy Kroger deal tracking ](https://thekrazycouponlady.com/?ref=cincinnaticpgedge.com) [ Kroger Digital Coupons Live view of Kroger's digital coupon offers — see what shoppers are clipping ](https://www.kroger.com/d/digital-coupons?ref=cincinnaticpgedge.com) Industry News & Trade Press The publications that break Kroger news, track CPG trends, and cover the grocery industry in depth. Worth bookmarking for your daily read. [ Grocery Dive Best trade publication for Kroger-specific news, strategy, and executive moves ](https://www.grocerydive.com/?ref=cincinnaticpgedge.com) [ Supermarket News Retail grocery industry news, data, and supplier perspectives ](https://www.supermarketnews.com/?ref=cincinnaticpgedge.com) [ Progressive Grocer Broad grocery industry coverage — store ops, technology, and CPG ](https://progressivegrocer.com/?ref=cincinnaticpgedge.com) [ Modern Retail Retail media, e-commerce, and digital transformation coverage ](https://www.modernretail.co/?ref=cincinnaticpgedge.com) [ Food Navigator USA Emerging brands, better-for-you trends, and CPG innovation news ](https://www.foodnavigator-usa.com/?ref=cincinnaticpgedge.com) [ Winsight Grocery Business Grocery retail and foodservice industry intelligence ](https://www.winsightgrocerybusiness.com/?ref=cincinnaticpgedge.com) GDSN & Product Data Product content syndication and data pool services required for retail item setup. [ 1WorldSync GDSN data pool for product content syndication to retailers ](https://1worldsync.com/?ref=cincinnaticpgedge.com) [ Syndigo Product content management, digital shelf analytics, and GDSN ](https://selfservice.syndigo.com/?ref=cincinnaticpgedge.com) [ Salsify Product experience management and content syndication platform ](https://www.salsify.com/?ref=cincinnaticpgedge.com) [ IX-ONE (The Data Council) GDSN data pool used by Whole Foods, Sprouts, UNFI, and KeHE ](https://www.ix-one.net/?ref=cincinnaticpgedge.com) Distribution & Logistics Wholesale distributors and cold chain warehousing partners that keep product moving from plant to shelf. [ UNFI Largest North American distributor of natural, organic, and specialty foods ](https://www.unfi.com/?ref=cincinnaticpgedge.com) [ KeHE Distributors Employee-owned distributor specializing in natural, organic, fresh, and specialty ](https://www.kehe.com/?ref=cincinnaticpgedge.com) [ Americold Global leader in temperature-controlled warehousing and cold chain logistics ](https://www.americold.com/?ref=cincinnaticpgedge.com) [ Interstate Warehousing (IWI) 5th largest public refrigerated warehouse in North America, Franklin, IN ](https://tippmanngroup.com/interstate-warehousing/?ref=cincinnaticpgedge.com) [ Dot Foods Largest food redistribution company in North America — LTL delivery to distributors nationwide ](https://www.dotfoods.com/?ref=cincinnaticpgedge.com) Trade & Coupon Services Platforms for trade promotion, coupon processing, and digital offer management. [ Inmar Intelligence Coupon clearing, trade promotion, and analytics services ](https://inmar.com/?ref=cincinnaticpgedge.com) [ Neptune Retail Solutions In-store media, digital incentives, and omnichannel retail marketing (formerly Quotient) ](https://neptuneretailsolutions.com/?ref=cincinnaticpgedge.com) Category & Market Data Syndicated data and market intelligence sources for building selling stories and tracking category trends. [ Circana Market measurement and consumer insights (formerly IRI + NPD) ](https://www.circana.com/?ref=cincinnaticpgedge.com) [ NielsenIQ Retail measurement, panel data, and consumer analytics ](https://nielseniq.com/?ref=cincinnaticpgedge.com) [ SPINS Natural, organic, and specialty channel data and insights ](https://www.spins.com/?ref=cincinnaticpgedge.com) [ Numerator Receipt-based consumer panel data and omnichannel purchase insights ](https://www.numerator.com/?ref=cincinnaticpgedge.com) Retailer Discovery & Pitch Platforms Get your brand in front of retail buyers and category managers through curated discovery platforms. [ RangeMe Product discovery platform connecting brands with retail buyers ](https://www.rangeme.com/?ref=cincinnaticpgedge.com) [ ECRM / RangeMe Connect Session-based buyer meetings and virtual product discovery ](https://ecrm.marketgate.com/?ref=cincinnaticpgedge.com) Industry Associations & Resources Trade groups, advocacy organizations, and networks that shape the CPG and grocery landscape. [ FMI – The Food Industry Association Trade association for food retailers and wholesalers ](https://www.fmi.org/?ref=cincinnaticpgedge.com) [ Consumer Brands Association Advocacy for the CPG industry (formerly GMA) ](https://consumerbrandsassociation.org/?ref=cincinnaticpgedge.com) [ Naturally Network Community for natural, organic, and better-for-you brands ](https://www.naturallynetwork.org/?ref=cincinnaticpgedge.com) [ PLMA Private Label Manufacturers Association — relevant for Kroger Our Brands ](https://plma.com/?ref=cincinnaticpgedge.com) Tools & Compliance Barcode generators, GS1 standards, and regulatory resources for getting (and keeping) items shelf-ready. [ Barcode Generator Free UPC-A barcode generator for product packaging ](https://barcode.tec-it.com/en/UPCA?ref=cincinnaticpgedge.com) [ GS1 US UPC, GTIN, and barcode standards management ](https://www.gs1us.org/?ref=cincinnaticpgedge.com) [ FDA Food Safety FSMA compliance, labeling requirements, and food safety guidance ](https://www.fda.gov/food?ref=cincinnaticpgedge.com) [ FDA Nutrition Label Tool Interactive nutrition facts label builder ](https://www.accessdata.fda.gov/scripts/InteractiveNutritionFactsLabel/?ref=cincinnaticpgedge.com) [ SupplierWiki Free how-to guides, cheat sheets, and webinars on retailer compliance and deductions ](https://supplierwiki.supplypike.com/?ref=cincinnaticpgedge.com) [ Subscribe to CPG Edge ](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) [ Visit Cincinnati CPG Edge — View Past Articles ](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) You will be directed away from this page to the selected site. Know a link we should add? **[Drop us a line.](mailto:info@cincinnaticpgedge.com)** **From Cincinnati CPG Edge, keeping you in the Kroger know.** ### Analytical Services URL: https://www.cincinnaticpgedge.com/analytical-services/ Last updated: 2026-03-29T12:41:34.000Z _This page is for subscribers on the Silver - Premium content, CPG Start Up Access and Gold Members tiers only._ ### Advertise With Us URL: https://www.cincinnaticpgedge.com/advertise-with-us/ Last updated: 2026-05-25T10:41:06.000Z Reach the People Who Move Products Off Shelves Cincinnati CPG Edge is read by brand managers, brokers, category managers, and retail buyers who make decisions about what gets on shelf and what stays there. If your business serves the CPG and retail industry, this is your audience. Who Reads Cincinnati CPG Edge Our readers are professionals working at the intersection of brands, brokers, and retail: - Emerging and established CPG brands navigating retail distribution - Broker sales teams managing national and regional accounts - Category managers and buyers at major retail banners - Suppliers and vendors supporting the retail supply chain Why Advertise Here The CPG trade media landscape is crowded with noise. Cincinnati CPG Edge is different. We publish independent, practical intelligence that busy retail professionals actually read and share. Your message lands in a focused, engaged environment, not a cluttered feed. Opportunities Available Newsletter Sponsorship Your brand featured inside our email edition, delivered directly to subscriber inboxes. Includes your logo, a short message, and a link. Flat rate per send or monthly packages available. Sponsored Article A full editorial-style post written around your product, service, or point of view. Clearly labeled as sponsored, published on the site, and included in the next email edition. Resource Page Listing A featured placement for your company on our Industry Links page, seen by every supplier researching the Kroger ecosystem. Includes your logo, description, and direct link. **Let's Talk** Rates are straightforward and sized for the CPG industry, not Fortune 500 ad budgets. Reach out and we'll put together something that makes sense for your goals. [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com) ### Store List URL: https://www.cincinnaticpgedge.com/store-list/ Last updated: 2026-03-29T12:39:33.000Z _This page is for subscribers on the Gold Members tier only._ ### The Kroger Startup Launch Guide URL: https://www.cincinnaticpgedge.com/the-kroger-startup-launch-guide/ Last updated: 2026-05-29T09:54:14.000Z _This page is for subscribers on the Gold Members tier only._ ### Menu URL: https://www.cincinnaticpgedge.com/menu/ Last updated: 2026-03-29T12:38:44.000Z Coming Soon ## We're building something good. This section is under development. Check back soon — or subscribe to the weekly newsletter to stay up to date as Cincinnati CPG Edge grows. [Subscribe for Updates](https://www.cincinnaticpgedge.com/#/portal/signup) ### Kroger Ad View URL: https://www.cincinnaticpgedge.com/kroger-ad-view/ Last updated: 2026-09-03T10:08:58.000Z #adview { Kroger Ad View # Weekly Ad Archive Kroger weekly print ad PDFs, updated each Wednesday. Click to view or download. **9** ads archived ![Week 31 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/09/snip-wk-31.jpg) Week 31 2026 Current Sep 2 – Sep 8, 2026 Weekly Ad Print\_2631\_01400482.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/09/Weekly-Ad-Print%5F2631%5F01400482.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/09/Weekly-Ad-Print%5F2631%5F01400482.pdf) ![Week 30 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/snip-wk-30.jpg) Week 30 2026 Aug 16 – Sep 1, 2026 Weekly Ad Print\_2630\_01400482.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2630%5F01400482.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2630%5F01400482.pdf) ![Week 29 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/snip-wk-29.jpg) Week 29 2026 Aug 19 – Aug 25, 2026 Weekly Ad Print\_2629\_01400482.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2629%5F01400482.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2629%5F01400482.pdf) ![Week 28 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/snip-wk-28.jpg) Week 28 2026 Aug 12 – Aug 18, 2026 Weekly Ad Print\_2628\_01400482.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2628%5F01400482.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2628%5F01400482.pdf) ![Week 27 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/snip-wk-27.jpg) Week 27 2026 Aug 5 – Aug 11, 2026 Weekly Ad Print\_2627\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2627%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/08/Weekly-Ad-Print%5F2627%5F01400475.pdf) ![Week 25 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/07/snip-wk-25.jpg) Week 25 2026 July 22 – July 28, 2026 Weekly Ad Print\_2625\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2625%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2625%5F01400475.pdf) ![Week 24 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/07/snip-wk-24.jpg) Week 24 2026 July 15 – July 21, 2026 Weekly Ad Print\_2624\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2624%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2624%5F01400475.pdf) ![Week 23 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/07/snip-wk-23.jpg) Week 23 2026 July 8 – June 14, 2026 Weekly Ad Print\_2623\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2623%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2623%5F01400475.pdf) ![Week 22 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/07/snip-wk-22.jpg) Week 22 2026 July 1 – June 7, 2026 Weekly Ad Print\_2622\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2622%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2622%5F01400475.pdf) ![Week 21 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/06/snip-wk-21.jpg) Week 21 2026 June 24 – June 30, 2026 Weekly Ad Print\_2621\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2621%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/07/Weekly-Ad-Print%5F2621%5F01400475.pdf) ![Week 19 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/06/snip-wk-19.jpg) June 10 – June 16, 2026 Weekly Ad Print\_2619\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/06/Weekly-Ad-Print%5F2619%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/06/Weekly-Ad-Print%5F2619%5F01400475.pdf) ![Week 18 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/06/snip-wk-18.jpg) Week 18 2026 June 3 – June 9, 2026 Weekly Ad Print\_2618\_01400475.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/06/Weekly-Ad-Print%5F2618%5F01400475.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/06/Weekly-Ad-Print%5F2618%5F01400475.pdf) ![Week 17 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/05/snip-wk-17.jpg) Week 17 2026 May 27 – June 2, 2026 Weekly Ad Print\_2617\_01400473.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2617%5F01400473.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2617%5F01400473.pdf) ![Week 16 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/05/snip-wk-16.jpg) Week 16 2026 Memorial Day Ad – May 20 – 26, 2026 Weekly Ad Print\_2616\_01400477.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2616%5F01400477.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2616%5F01400477.pdf) ![Week 15 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/05/snip-wk-15.jpg) Week 15 2026 May 13 – 19, 2026 Weekly Ad Print\_2615\_01400477.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2615%5F01400477.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2615%5F01400477.pdf) ![Week 14 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/05/snip-wk-14.jpg) Week 14 2026 May 06 – 12, 2026 Weekly Ad Print\_2614\_01400477.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2614%5F01400477.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/05/Weekly-Ad-Print%5F2614%5F01400477.pdf) ![Week 13 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/04/snip-wk-13.jpg) Week 13 2026 April 29 – May 05, 2026 Weekly Ad Print\_2613\_01400477.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/04/Weekly-Ad-Print%5F2613%5F01400477-1.pdf) [ View in Browser ](https://www.cincinnaticpgedge.com/content/files/2026/04/Weekly-Ad-Print%5F2613%5F01400477-1.pdf) ![Week 12 ad preview](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/04/snip-wk-12.jpg) Week 12 2026 April 22 – 28, 2026 Weekly Ad Print\_2612\_01400477.pdf · 4 MB [ Download PDF ](https://www.cincinnaticpgedge.com/content/files/2026/04/Weekly-Ad-Print%5F2612%5F01400477.pdf) [ View in Browser 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Ads vary by division; items on this page are for Cincinnati. ### Privacy Policy URL: https://www.cincinnaticpgedge.com/privacy-policy/ Last updated: 2026-04-04T11:25:23.000Z **# CINCINNATI CPG EDGE PRIVACY POLICY 20260404** **Last updated April 04, 2026** This Privacy Notice for Cincinnati CPG Edge LLC ("**we**," "**us**," or "**our**"), describes how and why we might access, collect, store, use, and/or share ("**process**") your personal information when you use our services ("**Services**"), including when you: - Visit our website at [http://www.cincinnaticpgedge.com](https://www.cincinnaticpgedge.com/) or any website of ours that links to this Privacy Notice - Download and use our Facebook application (Cincinnati CPG Edge), or any other application of ours that links to this Privacy Notice - Engage with us in other related ways, including any marketing or events **Questions or concerns?** Reading this Privacy Notice will help you understand your privacy rights and choices. We are responsible for making decisions about how your personal information is processed. If you do not agree with our policies and practices, please do not use our Services. If you still have any questions or concerns, please contact us at [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com). **## SUMMARY OF KEY POINTS** ***This summary provides key points from our Privacy Notice, but you can find out more details about any of these topics by clicking the link following each key point or by using our*** [***table of contents***](#toc) ***below to find the section you are looking for.*** **What personal information do we process?** When you visit, use, or navigate our Services, we may process personal information depending on how you interact with us and the Services, the choices you make, and the products and features you use. Learn more about [personal information you disclose to us](#personalinfo). **Do we process any sensitive personal information?** Some of the information may be considered "special" or "sensitive" in certain jurisdictions, for example your racial or ethnic origins, sexual orientation, and religious beliefs. We do not process sensitive personal information. **Do we collect any information from third parties?** We do not collect any information from third parties. **How do we process your information?** We process your information to provide, improve, and administer our Services, communicate with you, for security and fraud prevention, and to comply with law. We may also process your information for other purposes with your consent. We process your information only when we have a valid legal reason to do so. Learn more about [how we process your information](#infouse). **In what situations and with which parties do we share personal information?** We may share information in specific situations and with specific third parties. Learn more about [when and with whom we share your personal information](#whoshare). **How do we keep your information safe?** We have adequate organizational and technical processes and procedures in place to protect your personal information. However, no electronic transmission over the internet or information storage technology can be guaranteed to be 100% secure, so we cannot promise or guarantee that hackers, cybercriminals, or other unauthorized third parties will not be able to defeat our security and improperly collect, access, steal, or modify your information. Learn more about [how we keep your information safe](#infosafe). **What are your rights?** Depending on where you are located geographically, the applicable privacy law may mean you have certain rights regarding your personal information. Learn more about [your privacy rights](#privacyrights). **How do you exercise your rights?** The easiest way to exercise your rights is by visiting [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com), or by contacting us. We will consider and act upon any request in accordance with applicable data protection laws. Want to learn more about what we do with any information we collect? [Review the Privacy Notice in full](#toc). **## TABLE OF CONTENTS** [1\. WHAT INFORMATION DO WE COLLECT?](#infocollect) [2\. HOW DO WE PROCESS YOUR INFORMATION?](#infouse) [3\. WHAT LEGAL BASES DO WE RELY ON TO PROCESS YOUR PERSONAL INFORMATION?](#legalbases) [4\. WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?](#whoshare) [5\. WHAT IS OUR STANCE ON THIRD-PARTY WEBSITES?](#3pwebsites) [6\. HOW LONG DO WE KEEP YOUR INFORMATION?](#inforetain) [7\. HOW DO WE KEEP YOUR INFORMATION SAFE?](#infosafe) [8\. DO WE COLLECT INFORMATION FROM MINORS?](#infominors) [9\. WHAT ARE YOUR PRIVACY RIGHTS?](#privacyrights) [10\. CONTROLS FOR DO-NOT-TRACK FEATURES](#DNT) [11\. DO UNITED STATES RESIDENTS HAVE SPECIFIC PRIVACY RIGHTS?](#uslaws) [12\. DO WE MAKE UPDATES TO THIS NOTICE?](#policyupdates) [13\. HOW CAN YOU CONTACT US ABOUT THIS NOTICE?](#contact) [14\. HOW CAN YOU REVIEW, UPDATE, OR DELETE THE DATA WE COLLECT FROM YOU?](#request) **## 1\. WHAT INFORMATION DO WE COLLECT?** **### Personal information you disclose to us** ***In Short:*** *We collect personal information that you provide to us.* We collect personal information that you voluntarily provide to us when you register on the Services, express an interest in obtaining information about us or our products and Services, when you participate in activities on the Services, or otherwise when you contact us. **Personal Information Provided by You.** The personal information that we collect depends on the context of your interactions with us and the Services, the choices you make, and the products and features you use. The personal information we collect may include the following: - names - email addresses **Sensitive Information.** We do not process sensitive information. **Payment Data.** We may collect data necessary to process your payment if you choose to make purchases, such as your payment instrument number, and the security code associated with your payment instrument. All payment data is handled and stored by Stripe. You may find their privacy notice link(s) here: [https://stripe.com/privacy](https://stripe.com/privacy?ref=cincinnaticpgedge.com). All personal information that you provide to us must be true, complete, and accurate, and you must notify us of any changes to such personal information. **Information collected when you use our Facebook application(s).** We by default access your Facebook basic account information, including your name, email, gender, birthday, current city, and profile picture URL, as well as other information that you choose to make public. We may also request access to other permissions related to your account, such as friends, check-ins, and likes, and you may choose to grant or deny us access to each individual permission. For more information regarding Facebook permissions, refer to the [Facebook Permissions Reference](https://developers.facebook.com/docs/facebook-login/permissions?ref=cincinnaticpgedge.com) page. **## 2\. HOW DO WE PROCESS YOUR INFORMATION?** ***In Short:*** *We process your information to provide, improve, and administer our Services, communicate with you, for security and fraud prevention, and to comply with law. We process the personal information for the following purposes listed below. We may also process your information for other purposes only with your prior explicit consent.* **We process your personal information for a variety of reasons, depending on how you interact with our Services, including:** - **To facilitate account creation and authentication and otherwise manage user accounts.** We may process your information so you can create and log in to your account, as well as keep your account in working order. - **To deliver and facilitate delivery of services to the user.** We may process your information to provide you with the requested service. - **To respond to user inquiries/offer support to users.** We may process your information to respond to your inquiries and solve any potential issues you might have with the requested service. - **To send administrative information to you.** We may process your information to send you details about our products and services, changes to our terms and policies, and other similar information. - **To fulfill and manage your orders.** We may process your information to fulfill and manage your orders, payments, returns, and exchanges made through the Services. - **To enable user-to-user communications.** We may process your information if you choose to use any of our offerings that allow for communication with another user. - **To save or protect an individual's vital interest.** We may process your information when necessary to save or protect an individual’s vital interest, such as to prevent harm. **## 3\. WHAT LEGAL BASES DO WE RELY ON TO PROCESS YOUR INFORMATION?** **In Short:* We only process your personal information when we believe it is necessary and we have a valid legal reason (i.e., legal basis) to do so under applicable law, like with your consent, to comply with laws, to provide you with services to enter into or fulfill our contractual obligations, to protect your rights, or to fulfill our legitimate business interests.* **If you are located in the EU or UK, this section applies to you.** The General Data Protection Regulation (GDPR) and UK GDPR require us to explain the valid legal bases we rely on in order to process your personal information. As such, we may rely on the following legal bases to process your personal information: - **Consent.** We may process your information if you have given us permission (i.e., consent) to use your personal information for a specific purpose. You can withdraw your consent at any time. Learn more about [withdrawing your consent](#withdrawconsent). - **Performance of a Contract.** We may process your personal information when we believe it is necessary to fulfill our contractual obligations to you, including providing our Services or at your request prior to entering into a contract with you. - **Legal Obligations.** We may process your information where we believe it is necessary for compliance with our legal obligations, such as to cooperate with a law enforcement body or regulatory agency, exercise or defend our legal rights, or disclose your information as evidence in litigation in which we are involved. - **Vital Interests.** We may process your information where we believe it is necessary to protect your vital interests or the vital interests of a third party, such as situations involving potential threats to the safety of any person. ***If you are located in Canada, this section applies to you.*** We may process your information if you have given us specific permission (i.e., express consent) to use your personal information for a specific purpose, or in situations where your permission can be inferred (i.e., implied consent). You can [withdraw your consent](#withdrawconsent) at any time. In some exceptional cases, we may be legally permitted under applicable law to process your information without your consent, including, for example: - If collection is clearly in the interests of an individual and consent cannot be obtained in a timely way - For investigations and fraud detection and prevention - For business transactions provided certain conditions are met - If it is contained in a witness statement and the collection is necessary to assess, process, or settle an insurance claim - For identifying injured, ill, or deceased persons and communicating with next of kin - If we have reasonable grounds to believe an individual has been, is, or may be victim of financial abuse - If it is reasonable to expect collection and use with consent would compromise the availability or the accuracy of the information and the collection is reasonable for purposes related to investigating a breach of an agreement or a contravention of the laws of Canada or a province - If disclosure is required to comply with a subpoena, warrant, court order, or rules of the court relating to the production of records - If it was produced by an individual in the course of their employment, business, or profession and the collection is consistent with the purposes for which the information was produced - If the collection is solely for journalistic, artistic, or literary purposes - If the information is publicly available and is specified by the regulations - We may disclose de-identified information for approved research or statistics projects, subject to ethics oversight and confidentiality commitments **## 4\. WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?** ***In Short:*** *We may share information in specific situations described in this section and/or with the following third parties.* We may need to share your personal information in the following situations: - **Business Transfers.** We may share or transfer your information in connection with, or during negotiations of, any merger, sale of company assets, financing, or acquisition of all or a portion of our business to another company. **## 5\. WHAT IS OUR STANCE ON THIRD-PARTY WEBSITES?** ***In Short:*** *We are not responsible for the safety of any information that you share with third parties that we may link to or who advertise on our Services, but are not affiliated with, our Services.* The Services may link to third-party websites, online services, or mobile applications and/or contain advertisements from third parties that are not affiliated with us and which may link to other websites, services, or applications. Accordingly, we do not make any guarantee regarding any such third parties, and we will not be liable for any loss or damage caused by the use of such third-party websites, services, or applications. The inclusion of a link towards a third-party website, service, or application does not imply an endorsement by us. We cannot guarantee the safety and privacy of data you provide to any third-party websites. Any data collected by third parties is not covered by this Privacy Notice. We are not responsible for the content or privacy and security practices and policies of any third parties, including other websites, services, or applications that may be linked to or from the Services. You should review the policies of such third parties and contact them directly to respond to your questions. **## 6\. HOW LONG DO WE KEEP YOUR INFORMATION?** ***In Short:*** *We keep your information for as long as necessary to fulfill the purposes outlined in this Privacy Notice unless otherwise required by law.* We will only keep your personal information for as long as it is necessary for the purposes set out in this Privacy Notice, unless a longer retention period is required or permitted by law (such as tax, accounting, or other legal requirements). No purpose in this notice will require us keeping your personal information for longer than the period of time in which users have an account with us. When we have no ongoing legitimate business need to process your personal information, we will either delete or anonymize such information, or, if this is not possible (for example, because your personal information has been stored in backup archives), then we will securely store your personal information and isolate it from any further processing until deletion is possible. **## 7\. HOW DO WE KEEP YOUR INFORMATION SAFE?** ***In Short:*** *We aim to protect your personal information through a system of organizational and technical security measures.* We have implemented appropriate and reasonable technical and organizational security measures designed to protect the security of any personal information we process. However, despite our safeguards and efforts to secure your information, no electronic transmission over the Internet or information storage technology can be guaranteed to be 100% secure, so we cannot promise or guarantee that hackers, cybercriminals, or other unauthorized third parties will not be able to defeat our security and improperly collect, access, steal, or modify your information. Although we will do our best to protect your personal information, transmission of personal information to and from our Services is at your own risk. You should only access the Services within a secure environment. **## 8\. DO WE COLLECT INFORMATION FROM MINORS?** ***In Short:*** *We do not knowingly collect data from or market to children under 18 years of age or the equivalent age as specified by law in your jurisdiction.* We do not knowingly collect, solicit data from, or market to children under 18 years of age or the equivalent age as specified by law in your jurisdiction, nor do we knowingly sell such personal information. By using the Services, you represent that you are at least 18 or the equivalent age as specified by law in your jurisdiction or that you are the parent or guardian of such a minor and consent to such minor dependent’s use of the Services. If we learn that personal information from users less than 18 years of age or the equivalent age as specified by law in your jurisdiction has been collected, we will deactivate the account and take reasonable measures to promptly delete such data from our records. If you become aware of any data we may have collected from children under age 18 or the equivalent age as specified by law in your jurisdiction, please contact us at [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com). **## 9\. WHAT ARE YOUR PRIVACY RIGHTS?** ***In Short:*** *Depending on your state of residence in the US or in some regions, such as the European Economic Area (EEA), United Kingdom (UK), Switzerland, and Canada, you have rights that allow you greater access to and control over your personal information. You may review, change, or terminate your account at any time, depending on your country, province, or state of residence.* In some regions (like the EEA, UK, Switzerland, and Canada), you have certain rights under applicable data protection laws. These may include the right (i) to request access and obtain a copy of your personal information, (ii) to request rectification or erasure; (iii) to restrict the processing of your personal information; (iv) if applicable, to data portability; and (v) not to be subject to automated decision-making. If a decision that produces legal or similarly significant effects is made solely by automated means, we will inform you, explain the main factors, and offer a simple way to request human review. In certain circumstances, you may also have the right to object to the processing of your personal information. You can make such a request by contacting us by using the contact details provided in the section "[HOW CAN YOU CONTACT US ABOUT THIS NOTICE?](#contact)" below. We will consider and act upon any request in accordance with applicable data protection laws. If you are located in the EEA or UK and you believe we are unlawfully processing your personal information, you also have the right to complain to your [Member State data protection authority](https://ec.europa.eu/justice/data-protection/bodies/authorities/index%5Fen.htm?ref=cincinnaticpgedge.com) or [UK data protection authority](https://ico.org.uk/make-a-complaint/data-protection-complaints/data-protection-complaints/?ref=cincinnaticpgedge.com). If you are located in Switzerland, you may contact the [Federal Data Protection and Information Commissioner](https://www.edoeb.admin.ch/edoeb/en/home.html?ref=cincinnaticpgedge.com). **Withdrawing your consent:** If we are relying on your consent to process your personal information, which may be express and/or implied consent depending on the applicable law, you have the right to withdraw your consent at any time. You can withdraw your consent at any time by contacting us by using the contact details provided in the section "[HOW CAN YOU CONTACT US ABOUT THIS NOTICE?](#contact)" below. However, please note that this will not affect the lawfulness of the processing before its withdrawal nor, when applicable law allows, will it affect the processing of your personal information conducted in reliance on lawful processing grounds other than consent. **### Account Information** If you would at any time like to review or change the information in your account or terminate your account, you can: - Log in to your account settings and update your user account. Upon your request to terminate your account, we will deactivate or delete your account and information from our active databases. However, we may retain some information in our files to prevent fraud, troubleshoot problems, assist with any investigations, enforce our legal terms and/or comply with applicable legal requirements. If you have questions or comments about your privacy rights, you may email us at [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com). **## 10\. CONTROLS FOR DO-NOT-TRACK FEATURES** Most web browsers and some mobile operating systems and mobile applications include a Do-Not-Track ("DNT") feature or setting you can activate to signal your privacy preference not to have data about your online browsing activities monitored and collected. At this stage, no uniform technology standard for recognizing and implementing DNT signals has been finalized. As such, we do not currently respond to DNT browser signals or any other mechanism that automatically communicates your choice not to be tracked online. If a standard for online tracking is adopted that we must follow in the future, we will inform you about that practice in a revised version of this Privacy Notice. California law requires us to let you know how we respond to web browser DNT signals. Because there currently is not an industry or legal standard for recognizing or honoring DNT signals, we do not respond to them at this time. **Global Privacy Control:** We recognize and honor Global Privacy Control (GPC) signals. If you use a browser or extension that supports GPC, we will treat this as a valid request to opt out of the sale or sharing of your personal information for targeted advertising purposes under applicable state privacy laws, including the California Consumer Privacy Act (CCPA). When we detect a GPC signal from your browser, we will automatically apply your opt-out preference without requiring you to take any additional action. For more information about GPC and how to enable it, visit [globalprivacycontrol.org](http://globalprivacycontrol.org/?ref=cincinnaticpgedge.com). **## 11\. DO UNITED STATES RESIDENTS HAVE SPECIFIC PRIVACY RIGHTS?** ***In Short:*** *If you are a resident of California, Colorado, Connecticut, Delaware, Florida, Indiana, Iowa, Kentucky, Maryland, Minnesota, Montana, Nebraska, New Hampshire, New Jersey, Oregon, Rhode Island, Tennessee, Texas, Utah, or Virginia, you may have the right to request access to and receive details about the personal information we maintain about you and how we have processed it, correct inaccuracies, get a copy of, or delete your personal information. You may also have the right to withdraw your consent to our processing of your personal information. These rights may be limited in some circumstances by applicable law. More information is provided below.* **### Categories of Personal Information We Collect** The table below shows the categories of personal information we have collected in the past twelve (12) months. The table includes illustrative examples of each category and does not reflect the personal information we collect from you. For a comprehensive inventory of all personal information we process, please refer to the section "[WHAT INFORMATION DO WE COLLECT?](#infocollect)" **Category** **Examples** **Collected** A. Identifiers Contact details, such as real name, alias, postal address, telephone or mobile contact number, unique personal identifier, online identifier, Internet Protocol address, email address, and account name YES B. Personal information as defined in the California Customer Records statute Name, contact information, education, employment, employment history, and financial information YES C. Protected classification characteristics under state or federal law Gender, age, date of birth, race and ethnicity, national origin, marital status, and other demographic data NO D. Commercial information Transaction information, purchase history, financial details, and payment information NO E. Biometric information Fingerprints and voiceprints NO F. Internet or other similar network activity Browsing history, search history, online behavior, interest data, and interactions with our and other websites, applications, systems, and advertisements NO G. Geolocation data Device location NO H. Audio, electronic, sensory, or similar information Images and audio, video or call recordings created in connection with our business activities NO I. Professional or employment-related information Business contact details in order to provide you our Services at a business level or job title, work history, and professional qualifications if you apply for a job with us NO J. Education Information Student records and directory information NO K. Inferences drawn from collected personal information Inferences drawn from any of the collected personal information listed above to create a profile or summary about, for example, an individual’s preferences and characteristics NO L. Sensitive personal Information NO We may also collect other personal information outside of these categories through instances where you interact with us in person, online, or by phone or mail in the context of: - Receiving help through our customer support channels; - Participation in customer surveys or contests; and - Facilitation in the delivery of our Services and to respond to your inquiries. We will use and retain the collected personal information as needed to provide the Services or for: - Category A - As long as the user has an account with us - Category B - As long as the user has an account with us **### Sources of Personal Information** Learn more about the sources of personal information we collect in "[WHAT INFORMATION DO WE COLLECT?](#infocollect)" **### How We Use and Share Personal Information** Learn more about how we use your personal information in the section, "[HOW DO WE PROCESS YOUR INFORMATION?](#infouse)" **Will your information be shared with anyone else?** We may disclose your personal information with our service providers pursuant to a written contract between us and each service provider. Learn more about how we disclose personal information to in the section, "[WHEN AND WITH WHOM DO WE SHARE YOUR PERSONAL INFORMATION?](#whoshare)" We may use your personal information for our own business purposes, such as for undertaking internal research for technological development and demonstration. This is not considered to be "selling" of your personal information. We have not disclosed, sold, or shared any personal information to third parties for a business or commercial purpose in the preceding twelve (12) months. We will not sell or share personal information in the future belonging to website visitors, users, and other consumers. **### Your Rights** You have rights under certain US state data protection laws. However, these rights are not absolute, and in certain cases, we may decline your request as permitted by law. These rights include: - **Right to know** whether or not we are processing your personal data - **Right to access** your personal data - **Right to correct** inaccuracies in your personal data - **Right to request** the deletion of your personal data - **Right to obtain a copy** of the personal data you previously shared with us - **Right to non-discrimination** for exercising your rights - **Right to opt out** of the processing of your personal data if it is used for targeted advertising (or sharing as defined under California’s privacy law), the sale of personal data, or profiling in furtherance of decisions that produce legal or similarly significant effects ("profiling") Depending upon the state where you live, you may also have the following rights: - Right to access the categories of personal data being processed (as permitted by applicable law, including the privacy law in Minnesota) - Right to obtain a list of the categories of third parties to which we have disclosed personal data (as permitted by applicable law, including the privacy law in California, Delaware, and Maryland) - Right to obtain a list of specific third parties to which we have disclosed personal data (as permitted by applicable law, including the privacy law in Minnesota and Oregon) - Right to obtain a list of third parties to which we have sold personal data (as permitted by applicable law, including the privacy law in Connecticut) - Right to review, understand, question, and depending on where you live, correct how personal data has been profiled (as permitted by applicable law, including the privacy law in Connecticut and Minnesota) - Right to limit use and disclosure of sensitive personal data (as permitted by applicable law, including the privacy law in California) - Right to opt out of the collection of sensitive data and personal data collected through the operation of a voice or facial recognition feature (as permitted by applicable law, including the privacy law in Florida) **### How to Exercise Your Rights** To exercise these rights, you can contact us by visiting [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com), by emailing us at [info@cincinnaticpgedge.com](mailto:info@cincinnaticpgedge.com), or by referring to the contact details at the bottom of this document. We will honor your opt-out preferences if you enact the [Global Privacy Control](https://globalprivacycontrol.org/?ref=cincinnaticpgedge.com) (GPC) opt-out signal on your browser. Under certain US state data protection laws, you can designate an authorized agent to make a request on your behalf. We may deny a request from an authorized agent that does not submit proof that they have been validly authorized to act on your behalf in accordance with applicable laws. **### Request Verification** Upon receiving your request, we will need to verify your identity to determine you are the same person about whom we have the information in our system. We will only use personal information provided in your request to verify your identity or authority to make the request. 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The publication is operated by an independent editor and is not affiliated with, sponsored by, or endorsed by Kroger Co., any Kroger division, or any brand or supplier referenced in its content. Section 02 Eligibility and Account Registration Cincinnati CPG Edge is intended for business professionals in the consumer packaged goods industry. By subscribing or registering, you represent that: - You are at least 18 years of age - You are accessing the publication for professional or business purposes - The information you provide upon registration is accurate and current - You will maintain the confidentiality of your account credentials You are responsible for all activity that occurs under your account. Section 03 Subscription Tiers and Payment Cincinnati CPG Edge offers both free and paid access tiers. 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You can also visit us at [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com). ### The Kroger Vendor Vault URL: https://www.cincinnaticpgedge.com/the-kroger-vendor-vault/ Last updated: 2026-04-22T10:30:05.000Z _This page is for paying subscribers only._ ### Getting Into Kroger URL: https://www.cincinnaticpgedge.com/getting-into-kroger/ Last updated: 2026-04-08T10:17:00.000Z _This page is for paying subscribers only._ ### Setting Up as a Vendor URL: https://www.cincinnaticpgedge.com/setting-up-as-a-vendor/ Last updated: 2026-04-08T10:14:31.000Z _This page is for paying subscribers only._ ### Operating at Kroger URL: https://www.cincinnaticpgedge.com/operating-at-kroger/ Last updated: 2026-04-08T10:14:56.000Z _This page is for paying subscribers only._ ### Trade Spend and Marketing URL: https://www.cincinnaticpgedge.com/trade-spend-and-marketing/ Last updated: 2026-04-08T10:15:18.000Z _This page is for paying subscribers only._ ### Protecting Yourself URL: https://www.cincinnaticpgedge.com/protecting-yourself/ Last updated: 2026-04-08T10:15:07.000Z _This page is for paying subscribers only._ ## Posts ### Kroger Won't Wait, Neither Should You URL: https://www.cincinnaticpgedge.com/kroger-wont-wait-neither-should-you/ Last updated: 2026-09-03T09:26:27.000Z It is 3:30 on a Tuesday. Your Category Manager needs an allocation form filled out, two to three hours of work, and it is due end of day. Sound familiar? Or maybe it is the KOMPASS deck that lands Wednesday and is due Friday. Or the CPI form, the monster one, that shows up late Thursday and is due Monday morning. Add in a dozen different sales planning templates that all seem to arrive the same way, and you start to notice a pattern. Almost everything Kroger sends you comes with little to no time to prepare. Here is the thing worth saying plainly. Kroger is not doing this to you. Kroger is busy too, likely busier than you are. They are keeping a lot of masters happy and a lot of balls in the air, and today more than ever as the retailer keeps morphing into what feels like an entirely new operation. Organizing your workflow around their timeline was never their job. It is yours. You are the account manager, the business manager, the manager. So manage. ## Most of This Is Predictable Here is what surprises people once they see it clearly. Most of what feels last minute is not actually random. Sales planning, contracts, and KOMPASS reviews all move on a category calendar that repeats roughly every four weeks. Some Category Managers run a tighter timeline than others, some run looser, but the rhythm on a given desk rarely changes once it is set. Learn the pattern of your category and you stop getting surprised by the same surprise every period. Think about the postal service for a second. The mail goes out whether it rains or snows. Nobody at the post office is waiting on you to feel ready. Kroger runs the same way. Prices change on Wednesday. The ad breaks every week. The KOMPASS review happens with or without you in the room. The business moves on its own schedule, daily and weekly, and your job is to move with it, not to ask it to slow down. ## Organize Yourself Like It Is Your Job, Because It Is If there is one thing fully in your control, it is this. Think of a paramedic in an ambulance. Everything has a home and everything is exactly where it is supposed to be, every single time, because there is no time to go looking for it when it matters. That is the standard. It takes a long time to build, and most people never quite get there. A small, honest example. If you are dedicated to Kroger, your files should not have the word "Kroger" in every folder name. "Kroger Allocation File P3 2026" breaks the alphabetization you learned in grade school. If your whole world is Kroger, drop the retailer name and file by what the document actually is, allocation, contract, KOMPASS, sales plan. When someone needs a file at 3:31, they should not be hunting through a folder that looks like a junk drawer to find it. None of this changes the deadline. It changes whether you meet it calmly with a complete, accurate submission, or scramble and send something with gaps in it. ## The Forms Are Not Perfect Either Plenty of the forms Kroger sends have broken formulas, formatting that fights you, and instructions that assume you already know things nobody wrote down. That is fair to notice and fair to be frustrated by. It also shows that Kroger's teams are doing the same thing you are, getting the job done with imperfect tools and not a lot of training, under their own version of the same pressure. We covered a version of this pressure in the Back Office Series, where the 180-day deduction dispute clock is the clearest example we have of what waiting actually costs. The rule does not care why you were late gathering documentation. It does not pause for a busy week. Suppliers who review remittances and file on a schedule recover real money. Suppliers who wait until they notice a problem often find the window has already closed. The clock on a Kroger request, big or small, works the same way. Waiting is rarely the safe choice. It is usually the expensive one. ## Four Levels of Manager A good manager submits on time. A great manager is always prepared and always on time, no exceptions. An amazing manager does both of those things and turns work in early, often before anyone asked. Do not request an extension and do not ask for an exception to the timeline. Kroger will move on without you, and that is not a threat, it is just how a company this size operates every single day. A clean system will not change the due date on your next KOMPASS deck. It will change whether you walk into that deadline prepared or panicked. That difference shows up in the quality of what you submit, and over time, it shows up in how your Category Manager sees you. ## The Bigger Picture You play a role in how Kroger's operations actually run, or they would not be asking you for anything in the first place. That is a real responsibility, and it comes with real pressure sometimes. Sixty five million households rely on this system working, form by form, deadline by deadline, across a huge community of people getting the details right. Do your part, do it well, and do it with a smile. | Before Your Next 3:30 Request Hits Learn your Category Manager's timing pattern, sales planning, contracts, and KOMPASS all run on a repeating cycle Drop the retailer name from your file structure, you already know it is Kroger Give every document a home before you need it, not while you are looking for it Build in a buffer so "on time" means early, not exactly at the wire Never ask for an extension, the business moves whether you are ready or not | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. | Want more of this in your inbox? Visit [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) and subscribe. | | ------------------------------------------------------------------------------------------------------------------------------------------------------ | [Share this post via email](mailto:?subject=Worth%20a%20read%3A%20Kroger%20Won%27t%20Wait%2C%20Neither%20Should%20You&body=Thought%20you%27d%20find%20this%20useful%20%E2%80%94%20a%20good%20read%20on%20staying%20ahead%20of%20Kroger%20deadlines%3A%20%5BPASTE%20PUBLISHED%20POST%20URL%20HERE%5D) ### When Kroger Says No to a Price Increase URL: https://www.cincinnaticpgedge.com/when-kroger-says-no-to-a-price-increase/ Last updated: 2026-08-31T12:07:09.000Z A photo like this one is worth more than a paragraph of speculation. Empty shelf tags where Red Bull should be, and a store sign that reads, in part, that the item is out of stock while the store works with suppliers to keep prices affordable. That is not a rumor. That is Kroger telling its own shoppers, in its own words, what is going on. ![Empty Red Bull shelf at Kroger with out of stock sign citing supplier pricing](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/red-bull-1.jpg)A Kroger shelf tag explaining the Red Bull gap to shoppers. ## What We Actually Know Kroger and Red Bull are working through a pricing disagreement, and it is showing up on shelf. That much is public and confirmed by Kroger's own signage. Beyond that, the specifics of what either side is asking for have not been made public by either company, and this post is not going to guess at numbers or terms that have not been confirmed. What matters for the rest of us is not the exact ask. It is what Kroger is willing to let happen on shelf while the two sides sort it out. ## Why This Is Worth Every Vendor's Attention Kroger has been public about wanting to protect pricing for its shopper base, especially with input costs climbing across the store. A gap on shelf for a brand with the recognition and velocity of Red Bull is not a small thing to let happen. It tells you Kroger is comfortable letting a visible disruption play out in front of shoppers rather than simply accepting a number it does not want. Category Managers and merchandising leadership across every category are watching how this resolves, the same as the rest of the industry. However it plays out will shape the tone of the next cost increase conversation for a lot of brands that have nothing to do with energy drinks. ## This Has Happened Before This is not the first time Kroger has drawn this kind of line with a supplier over pricing, and it will not be the last. Kroger has let items thin out or disappear before rather than accept cost or margin terms it did not want, even on brands shoppers considered staples. Shelf space is not sentimental. When a brand and Kroger cannot land on a number, Kroger has shown more than once that it will let the item go rather than take a hit it does not want to take. And the shelf does not stay empty. A private label item, a competitor, or another item already in the category fills the space, often within a reset cycle or two. Once that happens, getting back in is a much harder conversation than the one you were originally trying to avoid. ## What This Means If You Are Planning a Cost Increase Manufacturers absolutely have moments where they need to take cost. Nobody in this business would argue otherwise, and Kroger knows it too. The issue is not whether you take an increase. The issue is how you walk in when you ask for one. | Before you take a cost increase to your Category Manager • Freight alone is a weak reason to ask for a cost increase, Kroger has heard that one before• "We have not taken cost in years" is not a justification either, that is your internal timeline, not their problem• Build the story with your broker partner before the number goes to Kroger, not after• Know your real leverage, and be honest with yourself about how much of it you actually have• Have a plan for what you do if the answer is no, because a gap on shelf is a real possibility, not a scare tactic | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Bigger Lesson Kroger is one of the largest customers most CPG suppliers will ever have across its 22 divisions, and that leverage runs one direction more often than brands like to admit. That does not mean you roll over on every cost increase you are entitled to take. It means you show up prepared, with the data your Category Manager needs to defend you internally, and with a real answer for what happens to your business if Kroger says no. When Kroger says no to a price increase, the burden of proof is on you, not them. | Want more posts like this in your inbox? Visit [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) and subscribe. [Subscribe](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | [Share via Email](mailto:?subject=When%20Kroger%20Says%20No%20to%20a%20Price%20Increase&body=Thought%20you%20might%20find%20this%20useful%3A%20[PASTE%20PUBLISHED%20POST%20URL%20HERE]) ### You Got Discontinued. Now What? URL: https://www.cincinnaticpgedge.com/you-got-discontinued-now-what/ Last updated: 2026-08-28T08:35:31.000Z The call comes in or the email lands and the message is the same. Your items are being discontinued due to slow sales. Effective at the next reset. It stings. That is fair. You built the brand, you fought for the distribution, and now the shelf is going to someone else. The instinct to fight back, to get back in front of the Category Manager as fast as possible and make the case for reinstatement, is completely understandable. It is also, in most cases, the wrong move. And doing it too soon, without the right story in hand, can close a door that might have stayed open if you had been more patient and more prepared. ## Why You Got Cut in the First Place Before you start planning your return, it is worth being honest about why the item was discontinued. Not the story you tell yourself, the actual reason the retailer saw in the data. Discontinuations driven by slow sales are not arbitrary. The Category Manager is working from a comp index built on 84.51 shopper data, and the measures inside that index are specific. Sales and unit velocity tell them how much product is moving. Penetration tells them how many households are actually buying the item. Repeat rate tells them whether those households come back for it or try it once and move on. And consumer loyalty, whether the shoppers buying your item are loyal to your brand specifically or just buying on deal or occasion, tells them whether your item has a real following or a fragile one. There are other measures layered in as well, basket composition, trip frequency, shopper demographics, but those four are the core of how an item gets evaluated. When the comp index tells the story of an item that few people buy, fewer come back for, and almost none are loyal to, the discontinuation is not a surprise. It is a conclusion the data reached before anyone said a word. None of that changed because you got the discontinuation notice. The data that drove the decision is still there. Walking back into a review meeting without addressing it directly is not a presentation. It is wishful thinking dressed up as a pitch. ## How Soon Is Too Soon This is the question most brands get wrong. The answer is not a fixed number of weeks or a specific review cycle. It is a readiness question, and readiness means having something genuinely new to bring to the conversation. Going back at the very next review, weeks after being cut, with the same item and the same story, signals one thing clearly to a Category Manager: you did not hear what they were telling you. The discontinuation was the message. Showing up again immediately without addressing it communicates that your priority is getting back on the shelf, not solving the problem that got you removed from it. That is a self-serving posture, and Category Managers recognize it immediately. Too soon is any timing where the answer to "what is different now?" is not compelling, specific, and grounded in something real. If you cannot answer that question convincingly, you are not ready, regardless of how much time has passed. | THE QUESTION YOU HAVE TO ANSWER FIRST Before you request a meeting, before you ask your broker to set up a conversation, before you start building a new deck, answer this honestly: What is genuinely different about this item or this brand today compared to when the Category Manager decided to discontinue it? If the answer is "nothing yet, but we believe in it," you are not ready. If you have a real answer, build your case around it. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What a New Story Actually Looks Like A new story is not a new label. It is not a different promotional offer or a slightly adjusted price point. Those things might be part of a new story, but on their own they do not answer the fundamental question of why this item will perform differently than it did before. A credible reinstatement story typically includes at least one of the following, and ideally more than one: A reformulation or product change that directly addresses a performance gap. If the item's velocity was weak because of a taste, packaging, or size issue that has since been addressed, that is a story. It needs to be documented, and ideally supported by external validation, consumer research, or test market results. But reformulation alone is not enough. You also need to answer a harder question: how do you win back the shoppers who already tried the item and did not repeat? Those consumers exist in the data. They tried once, the repeat rate told the story, and now they have moved on. Your plan needs to address trial recovery specifically, whether through sampling, promotional support, or a targeted communication strategy that reaches lapsed buyers and gives them a genuine reason to try again. A better product that no one tries a second time is still a repeat rate problem. Meaningful velocity proof from syndicated data. If the item is gaining at other retailers, you can reference that directionally, but you cannot walk in with another retailer's proprietary data. That is not your data to share and presenting it will damage your credibility with both accounts. What you can bring is ROM data, Rest of Market performance pulled from MULO or FOOD channel syndicated sources. If your item is building velocity in the broader market, MULO tells that story. If food channel performance is strong, FOOD data makes the case. Present it honestly, with full context. Category Managers are not looking for cherry-picked numbers. They are looking for evidence that the item can work, and syndicated ROM data is the right vehicle to make that argument. A category or consumer trend that legitimately creates new demand. If something has shifted in the market since the discontinuation, a wellness trend, a dietary shift, a cultural moment that puts your product in a different light, and you can connect your item to that shift with data, that is a story worth telling. It needs to be real and documentable, not a stretch. A fundamentally different promotional or trade commitment. If your item did not get the support it needed to build velocity and you are now prepared to invest differently, that is part of the conversation. But trade dollars alone are not a strategy. They buy time. What happens to velocity when the promotion ends is the real question, and you need an answer for it. A genuinely new item with a differentiated reason to exist. Sometimes the honest answer is that the discontinued item had run its course and the right move is to come back with something built for where the category is going, not where it was. A new item with a clear incremental role in the planogram is a far stronger reinstatement conversation than an old item with new packaging. ## The Category Manager Is Not Your Audience. The Shopper Is. This is the mindset shift that separates a reinstatement pitch that gets heard from one that gets politely declined. The Category Manager's job is not to help your brand. Their job is to build the best possible assortment for the shopper and drive category performance. When you walk in asking for shelf space back, the question in their mind is not "how do I help this supplier?" It is "does putting this item back make my category stronger?" Your entire presentation needs to answer that question, not yours. That means leading with shopper data, not brand history. If you have access to 84.51 data or comparable syndicated data, your reinstatement pitch should speak directly to the comp index measures that drove the discontinuation. Show what penetration looks like at accounts where the item is performing. Show repeat rate trends that demonstrate the shopper comes back. Show loyalty data that demonstrates your buyer is a committed consumer, not a trial shopper who never returned. If the numbers at the current retailer were weak but improving before the cut, show that trajectory. If ROM data from MULO or FOOD shows the item performing at a stronger index in the broader market, show that comparison honestly. Category Managers respond to data that speaks their language, and the comp index is their language. A presentation built around how long you have been in business, how much you believe in the product, or how important this retailer is to your brand is a presentation about you. The Category Manager has heard it before and it does not move the needle. What moves the needle is showing them what you can do for their shopper and their category. | BEFORE YOU REQUEST THE MEETING Understand honestly why the item was discontinued. Not your version, the data's version. Identify at least one thing that is genuinely different today, reformulation, velocity proof, trend alignment, or a new item entirely. Build the case around the shopper and the category, not around your brand's need to be on the shelf. Talk to your broker before you set the meeting. They know the room and the timing better than anyone. Ask yourself if you would authorize this item if you were sitting on the other side of the table. If the honest answer is no, you are not ready. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What Happens If You Go Back Too Soon The risk of going back without a compelling new story is not just a declined pitch. It is a signal to the Category Manager about what kind of partner you are. A supplier who gets cut and immediately lobbies to come back without addressing the underlying issue communicates one thing: that their interest is their own distribution, not the health of the category. That reputation follows you. Category Managers talk. Reviews are documented. The supplier who shows up repeatedly asking for placement without earning it becomes a supplier whose future pitches get less attention and less benefit of the doubt. Contrast that with the supplier who gets discontinued, takes the time to understand why, comes back six months or a year later with a genuinely improved story, and presents it with humility and data. That supplier is taken seriously. They demonstrate that they understood the message and responded to it like a business partner, not like someone who just wants their facings back. The timeline matters less than the readiness. Six weeks with a real story beats twelve months with nothing new. But twelve months with a real story beats six weeks with the same pitch that already failed. ## Use the Time Well The period between discontinuation and your return pitch is not dead time. It is the most important work period your brand has. Use it to drive velocity at other accounts so you have proof of performance to bring back. Use it to invest in consumer research if you do not fully understand why penetration was low or repeat rate was weak. Use it to explore whether a reformulation, a new size, or a new format addresses the underlying issue. And use the time to build a comp index story you can actually defend, because walking in with data on penetration, repeat, and brand loyalty that speaks the retailer's language is one of the strongest signals you can send that you understand how the decision gets made. If your loyalty numbers were the problem, address what changed. If penetration was the gap, show a plan for how trial gets built differently this time. Showing up with answers to the specific questions the data raised is what separates a serious reinstatement pitch from a hopeful one. And use it to maintain the relationship without the ask. Staying visible as a good partner, sharing relevant category insights, supporting your broker in other conversations, keeping your compliance and operations clean, all of that builds the credibility that makes your eventual return pitch land differently than one that comes from a supplier who went dark after getting cut and only resurfaced when they wanted something. ## A Word to Brokers This section is for the brokers in the room, because you have a role in this moment too, and it is worth being direct about it. When a client gets discontinued, the instinct is to fight. To get back in front of the Category Manager as fast as possible, to show the brand you are in their corner. That instinct comes from a good place. But there is a version of it that does more harm than good, and it happens when we confuse advocacy with honesty, and optimism with a plan. Telling a client there is hope to get back in at the next review, without a clear-eyed assessment of whether they are actually ready for that conversation, is not support. It is the path of least resistance dressed up as encouragement. And it leads brands into rooms they should not be in yet, with stories they cannot defend, making impressions that are hard to walk back. Nobody goes to war unprepared. You assess the situation honestly. You identify what you are working with and what you are not. You decide when the timing is right based on readiness, not urgency. A category review after a discontinuation is exactly that kind of engagement, and your job is not just to get your client in the room. It is to make sure they belong there when they arrive. The honest broker response when a brand starts pushing for reinstatement timing is not "let's target the next review." It is a set of questions. What has changed? New retailers, new trends, new viral actions? Is there ROM data from MULO or FOOD that builds a credible case? Is there a plan for winning back the shoppers who tried the item and did not repeat? If those answers are not strong, the conversation is not about when to go back. It is about what needs to happen before going back is the right move. That is a harder conversation to have with a frustrated client who wants action. It is also the most valuable thing you can do for them. The broker who walks a brand into an underprepared reinstatement pitch does not just lose the meeting. They spend credibility with the Category Manager that takes time to earn back, and they leave the brand in a worse position than if they had waited. Category Managers remember which brokers bring them well-prepared presentations and which ones bring them the same story twice. That reputation is built one well-prepared meeting at a time. And it is damaged one unnecessary meeting at a time. | WHAT REAL BROKER ADVOCACY LOOKS LIKE It is not setting up every meeting your client asks for. It is telling them honestly when the story is not ready and helping them build one that is. It is understanding what the Category Manager needs to see before you ask them to see anything. It is protecting your client's credibility with the retailer even when they are pushing to spend it. Support your brands. Fight for them. Just make sure when you go to war, you have a plan worth fighting with. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Getting discontinued is not the end of the story. But the chapter that follows is written by what both the brand and their broker do next. Going in too fast, without the right story and without the honest counsel to know the difference, usually makes it a shorter book than anyone wanted. | Found this useful? Share it with your team. [Share via Email](mailto:?subject=Cincinnati%20CPG%20Edge:%20You%20Got%20Discontinued.%20Now%20What?&body=Thought%20this%20was%20worth%20sharing:%20[PASTE%20PUBLISHED%20POST%20URL%20HERE]) | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Stay in the Kroger Know Cincinnati CPG Edge delivers supplier-focused Kroger coverage straight to your inbox. Visit cincinnaticpgedge.com to subscribe. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. ### Kroger Sets the Price. Period. What Every Supplier Gets Wrong About Retail Pricing URL: https://www.cincinnaticpgedge.com/kroger-sets-the-price-period-what-every-supplier-gets-wrong-about-retail-pricing-2/ Last updated: 2026-08-25T12:08:14.000Z Kroger sets the retail price. Period. That is not a negotiating position, it is just how Kroger works, and it is the single most misunderstood part of the supplier relationship. You can build the most thoughtful pricing strategy in the world, submit a clean contract with a suggested retail price, and still watch that price show up differently from one Kroger division to the next. That is not Kroger being difficult. That is Kroger running 22 separate P&Ls in 22 markets that do not look anything alike. ## Everyday and Promotional Are Both Kroger's Call, not yours. This applies to both sides of the pricing coin. Everyday shelf price, the white tag, and promotional price, the yellow tag, are mostly both set at the division level based on what that division, pricing and sales planning team decide the local market will bear. Your contract gives Kroger a suggested retail price and a promotional funding structure. It does not give you control over what actually prints on the shelf tag. Suppliers who do not know this get frustrated fast. They see their item priced one way in a Cincinnati division store and a different way in a Southern California store, and their first instinct is that something went wrong. Usually nothing went wrong. Usually the two divisions are operating in completely different cost environments, and pricing reflects that. ## Why One Price Cannot Work Across 22 Divisions The cost of doing business at retail varies dramatically depending on where that store sits, and the gap is bigger than most people assume. Start with labor. California's statewide minimum wage is $16.90 an hour as of January 2026, and dozens of California cities set their own local minimum above that, several pushing past $19\. Indiana has no state minimum above the federal floor of $7.25 an hour. That is not a small gap, California's wage floor runs roughly double Indiana's for the exact same job. A division built on California labor costs is operating a fundamentally different business than a division built on Indiana labor costs, before a single case of product ever gets ordered. Real estate tells the same story. National commercial retail rent averages around $19 per square foot annually, but that average hides a massive range, from roughly $11 per square foot in lower cost states up toward $36 per square foot in California. A store built on $36 a foot rent carries a different cost structure than a store built on $11 a foot rent, and that difference has to show up somewhere. Layer in union labor agreements, which are far more prevalent and far more expensive in some Kroger divisions than others, plus regional differences in utilities, insurance, transportation, and workers' comp, and you start to see why a single nationwide retail price was never realistic to begin with. Kroger is not trying to make your life difficult. Kroger is running 22 different businesses that happen to share a logo. The chart below puts a number on that gap. It uses the MERIC Cost of Living Index, a composite measure of housing, utilities, groceries, transportation, health, and other costs, benchmarked against a US average of 100\. Look at the spread across just a sample of Kroger's own divisions, California comes in at 140.5, more than 65% above the national average, while Alabama sits at 85.0, well below it. A division operating at 140 on this index is not going to price, staff, or run promotions the same way a division operating at 85 does, and that gap alone should explain most of what suppliers experience as inconsistent pricing. ![Bar chart showing MERIC cost of living index by state across Kroger's own divisions, ranging from California at 140.5 to Alabama at 85.0, against a US average of 100](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/a57352c0-a018-4860-a5ca-b7f236eb85e1.png) MERIC Cost of Living Index, Q1 2026\. Harris Teeter is a separately managed Kroger Co. banner and is not included. Notice too that this is not a simple coasts-versus-middle-America story. Colorado, Arizona, Oregon, and Washington all sit meaningfully above the national average right alongside California, while Indiana, Tennessee, Georgia, and Texas cluster well below it. If you are building one pricing strategy and applying it evenly across every division on your distribution list, you are very likely overpricing yourself out of some markets and underpricing yourself in others, without ever realizing it. | WHY DIVISIONS PRICE DIFFERENTLY Labor: California's minimum wage is roughly double Indiana'sReal estate: commercial retail rent ranges from about $11 to $36 per square foot depending on stateUnion labor agreements vary significantly by divisionUtilities, insurance, transportation, and workers' comp all vary regionallyResult: 22 divisions, 22 P&Ls, 22 different cost structures behind the same shelf tag | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## It Gets More Granular Than That: Zone Pricing Within a Division Division-level differences are only part of the picture. Even inside a single division, the market can be so different from one end to the other that Kroger prices in zones, not as one flat retail across every store. Kroger's King Soopers division out of Denver, Colorado is a clean example. That one division runs two banners, King Soopers and City Market, covering a genuinely enormous range of markets. King Soopers covers the Front Range, from up around Wyoming down through the Denver metro and Colorado Springs and more. City Market covers the mountains and the Western Slope. Both banners, both operating under the same Colorado division, but the markets could not look more different. On one end you have everyday working communities like Aurora and Commerce City. On the other end you have Vail and Aspen, some of the wealthiest resort towns in the country. One contract, one suggested retail, cannot realistically cover that range. A price that makes sense in Commerce City may leave real money on the table in Aspen, and a price calibrated for Aspen would price a lot of shoppers out of Aurora entirely. This is exactly why zone pricing exists. Kroger breaks a division into pricing zones based on local market dynamics, income levels, competitive set, and cost to serve, and retail can vary meaningfully zone to zone, even under the same banner, even under the same division, even on the exact same item. The practical takeaway is the same lesson as the division-level discussion above, just one layer deeper. Do not assume your contract produces one retail price even within a single division. If your item is authorized across a division that spans a range this wide, the retail you see in a resort town and the retail you see in a working suburb thirty minutes down the highway can legitimately be two different numbers, and both can be correct. | ZONE PRICING IN ONE SENTENCE A division can contain multiple banners and multiple markets. Zone pricing lets Kroger price a resort town and a working suburb differently, even though both sit inside the same division, the same banner family, and sometimes the same contract. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Your Blanket Contract Does Not Mean What You Think It Means Here is where suppliers get themselves in trouble. You submit a contract with a suggested retail price and you blanket all 22 divisions on the paperwork. That does not mean Kroger has agreed to hold that same retail across the entire enterprise. It means you have made your intent known. Each division still prices according to its own cost structure and its own market. Submitting a blanketed SRP is not the same thing as securing a uniform national price, and treating it that way is a good way to be surprised later. ## The Mistake That Actually Costs You Money This is the part every supplier needs to hear clearly. If you submit a contract that is wrong, whether you gave away more margin than you intended, priced something incorrectly, or accidentally included divisions you never meant to add, Kroger will accept that contract. And Kroger will take your money against it. If that contract performs at any level, meaning product actually sells against it, getting a repay on a mistake you submitted is nearly impossible. This is not a system built to protect you from your own paperwork errors. The contract is the contract, and once it is live and performing, the burden is on you to have gotten it right the first time. | BEFORE YOU SUBMIT ANY PRICING CONTRACT Confirm exactly which divisions are included, not just which ones you intended to includeDouble check the SRP and any promotional funding math before submission, not afterUnderstand that a blanketed contract signals intent, it does not guarantee a uniform retail across the enterprise, or even across a single divisionKnow that once a contract is live and performing, disputing your own submission error is extremely difficultWhen in doubt, confirm with your Category Manager's team before the contract goes live, not after | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Takeaway Retail pricing at Kroger is not one decision, it is 22 decisions, made by 22 divisions carrying 22 very different cost structures, and inside some of those divisions, it is several decisions more, zone by zone. Your contract sets the terms you are offering. It does not set the price on the shelf, and it does not protect you from your own mistakes once it is live. The suppliers who manage this well are not the ones who assume uniformity. They are the ones who build their pricing strategy division by division, zone by zone where it applies, check their paperwork twice, and treat every contract submission like it is final, because for practical purposes, it is. | Want more of this kind of breakdown in your inbox? Visit [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) and subscribe. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. ### Your Broker Is a Partner, Not Your Business Plan. URL: https://www.cincinnaticpgedge.com/your-broker-is-a-partner-not-your-business-plan/ Last updated: 2026-08-25T10:24:17.000Z You have heard it before, usually from a frustrated manufacturer rep after something went sideways. "Our broker dropped the ball." Maybe they did. But more often than not, when you pull the thread, the real issue is not what the broker did or did not do. It is that the brand expected the broker to run the business for them. That is worth saying plainly, because it is one of the most common and most avoidable sources of tension in the CPG supplier world. ## Your Broker Is Not Your Employee A broker is a sales and retail partner. They understand the retailer, the category, the relationships, the language of the room, and the processes that govern how products get on and stay on the shelf. That is genuinely valuable, and a good broker brings things to the table that most brands cannot replicate on their own. But a broker is not your full-time employee. They are not on your payroll, they do not work exclusively for your brand, and they do not own your business. They function by working with multiple brands simultaneously. That is how brokerage works, and it is not a flaw in the model. It is the model. The brands that get the most out of their broker relationships understand this. They treat their broker as an extension of their team, a partner who amplifies what the brand is already doing well, not a substitute for doing it in the first place. ## The Workload Timing Problem There are natural peaks in the retail calendar, category reviews, promotional planning windows, reset periods, and new item presentations, where your broker should be working closely alongside you. Those are the moments that require tight collaboration, aligned priorities, and clear communication between your team and theirs. But here is what a lot of brands miss: when things slow down on your end, they often do not slow down on your broker's end. Their other clients are in full swing. The relative quiet in your category might land right in the middle of a heavy stretch for another brand they represent. Loading up your broker with every goal, every question, and every internal workload item during what feels like your downtime is one of the fastest ways to strain a partnership that was working well. The most productive supplier-broker relationships have rhythm. They are active when they need to be and efficient when they do not. ## The Work You Never See Just because you have not heard from your broker does not mean they are not working your brand. In fact, some of the most important work a broker does happens completely out of your view, and that is by design. The retail landscape has become increasingly demanding on broker operations. Retailers routinely send forms, requests, and compliance documents with turnaround windows of just a few hours. Merchandising forms for promotional events, allocation requests, contract submissions for deals, EDLC pricing agreements, and distribution paperwork tied to KEHE, UNFI, and other wholesale channels all flow through the broker's desk on a cadence that most brand managers never witness. The more complex your distribution setup, the more of this work is running quietly in the background at any given time. The more RBP groups a brand has the more layers. As pricing structures and distribution methods grow more complex, so does the administrative work required to keep your items correctly positioned, priced, and compliant within those structures. There are forms your broker fills out on your behalf that you may not know exist. Deadlines they meet that never appear on your calendar. Requests they fulfill before you would even have time to ask what they are. A good broker handles this as routine. They do not send you a summary of every form completed or every deadline met, because that is not where your attention should be. They absorb the operational complexity of the retailer relationship so that you can focus on your brand. That quiet competence is a significant part of the value you are paying for, and it deserves to be recognized as such. | WHAT IS RUNNING IN THE BACKGROUND Merchandising event forms with same-day turnaround windows Promotional deal contracts and EDLC pricing submissions Allocation requests and inventory management coordination Distribution paperwork across KEHE, UNFI, and direct channels RBP group maintenance and pricing compliance Your broker is managing this continuously. Most of it never surfaces in a check-in call because it does not need to. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Two Sides of the Same Table One of the most important things a supplier can understand is that the retailer and the vendor are not on the same side of the table. That is not a criticism. It is just the reality of how the relationship works, and understanding it makes you a better business partner. The retailer provides the stores, the labor, the distribution network, the shelf space, the infrastructure, and the customer relationship. That is a significant investment and a significant operation. The vendor provides the product and the promotional support behind it. Both sides need each other, but each side has its own responsibilities, its own priorities, and its own pressures. Suppliers who walk in expecting the retailer to absorb their business problems, bend the rules for their situation, or prioritize their brand's needs over the category's performance are misreading the relationship. The retailer's job is to serve the shopper and run the store profitably. Your job is to earn your place on that shelf by delivering results. Those two things are complementary, but they are not the same thing. This also shows up in how manufacturers are perceived inside the retailer relationship. A vendor who is difficult to work with, slow to respond, inconsistent on compliance, or combative in conversations creates friction that has nothing to do with their product. Retailers have long memories about which partners make their operations easier and which ones make them harder. That reputation is part of your brand equity whether you realize it or not, and no broker can paper over it. | THE PARTNERSHIP REALITY The retailer runs the store. You run your brand. Your broker bridges the two. When any one of those three does not do their part, the whole thing gets harder than it needs to be. Being easy to work with is not just good manners. It is a competitive advantage. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Own Your Business. Own the Bad Days Too. This is the part nobody likes to say, but it matters. When something goes wrong, take ownership. The instinct to point at the broker is understandable, but it is rarely the full picture and it damages a relationship that you almost certainly still need. Items sell well when there is demand, the right distribution, and solid execution behind them. Items struggle or get removed when one or more of those things breaks down. Category Managers make assortment decisions based on what the data shows, what the planogram requires, and what the category needs. Items also get removed when the manufacturer behind them is difficult to work with, inconsistent on compliance, or simply not a good partner to have in the building. That is a real factor, and pretending otherwise does not help anyone. And yes, even brands that have been around for decades face this. Expecting your broker to reverse a declining sales trend or save a struggling item through sheer relationship capital is asking for something that is not in anyone's toolkit. The best brokers are honest with you about this. The best brands listen. ## The Consumer Changed. Did Your Brand? Some items do not struggle because of execution failures or relationship problems. They struggle because the consumer moved on, and the brand did not move with them. Consumer eating habits are not static. They shift with health trends, lifestyle changes, generational preferences, and cultural moments. The low-fat era reshaped center store. The protein craze rewrote snacking. GLP-1 medications are already changing basket composition in measurable ways, with shoppers on those medications eating less, choosing differently, and buying fewer of the high-calorie, high-volume items that once anchored category sales. That is not a rumor. Retailers are watching it in the data right now. Then there is the share of stomach question, which is as old as the grocery business and as relevant as ever. Every meal a consumer eats at a restaurant, orders through delivery, or assembles from a meal kit is a meal they did not buy ingredients for at the store. When dining out grows, grocery volume shrinks. When it contracts, it comes back. The brands that understand this dynamic plan around it. The ones that do not tend to attribute volume losses to the wrong causes. Meal kit services added another layer to this. At their peak they pulled a real, measurable segment of planned cooking occasions out of the traditional grocery basket. Their growth has moderated, but they remain part of how a meaningful segment of consumers thinks about feeding themselves. That is share of stomach your product is competing for, and no amount of trade promotion recovers it if the occasion itself has shifted. None of this means your brand is destined to decline. It means that volume trends need to be read honestly. If your category is contracting, if the consumer the item was built for has changed their habits, if a medication or a movement or a meal delivery service has structurally shifted demand, that is the real story. Your broker did not cause it, and they cannot reverse it. What a good broker can do is help you read the room and position honestly for what comes next. | FORCES THAT MOVE CONSUMER DEMAND Health and lifestyle trends, from low-fat to high-protein to GLP-1 driven eating changes Share of stomach, the ongoing competition between grocery, restaurants, delivery, and meal kits for every eating occasion Generational shifts in how people think about food, convenience, and value Economic pressure that moves shoppers between tiers, categories, and channels These forces move with or without your brand. The question is whether you are reading them or ignoring them. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Bigger Is Not Better. Right Is Better. There is a tendency, especially among brands that are newer to national retail, to equate broker size with broker quality. Bigger broker, better coverage, better relationships, better outcomes. It is a logical assumption. It is often wrong. The large national brokers come with significant overhead. Senior leadership, national account teams, corporate infrastructure, all of which need to be funded. That cost lives somewhere, and it often lives in the quality of attention your brand receives day to day. You may find yourself with a partner manager who is spread thin, retail coverage that is leaner than the pitch suggested, and retailer relationships that are less personal than you expected. The right broker for your brand may not be the biggest one. It is the one where your business gets real attention from a partner manager who knows your items, knows your category, and has genuine working relationships at the retailer level. Dedicated coverage and real accountability are worth more than a recognizable name on the door. The most successful brands in grocery have strong broker partnerships, but the word strong does not mean large. It means the right broker, the right partner manager, and a relationship built on clarity about what each side is responsible for. | WHAT A HEALTHY BROKER RELATIONSHIP LOOKS LIKE You run your brand. Your broker extends your reach at the retailer. You collaborate closely during reviews and resets. You respect each other's bandwidth in between. You share the wins. You share the hard news. You do not assign blame when the category moves against you. You chose the right broker for your business, not the largest one with the best pitch deck. You hold yourself accountable for your own business results. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Bottom Line Your broker is one of the most valuable resources you have in the retail ecosystem. They open doors, translate the room, carry your brand forward in spaces you cannot always access directly, and quietly manage an operational workload that most brands never fully see. That is worth protecting. The way you protect it is by doing your part. Run your business. Bring clear priorities to your broker, not your entire workload. Own the outcomes, good and bad. Be the kind of manufacturer that retailers and brokers alike want to work with. Read your consumer honestly, because if the market has moved, no broker relationship in the world replaces the work of understanding why. The brands that get this right have broker relationships that compound over time. The ones that do not tend to cycle through brokers looking for someone to fix a problem that lives closer to home. | Stay in the Kroger Know Cincinnati CPG Edge delivers supplier-focused Kroger coverage straight to your inbox. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. ### Kroger Sets the Price. Period. What Every Supplier Gets Wrong About Retail Pricing URL: https://www.cincinnaticpgedge.com/kroger-sets-the-price-period-what-every-supplier-gets-wrong-about-retail-pricing/ Last updated: 2026-08-20T09:14:57.000Z Kroger sets the retail price. Period. That is not a negotiating position, it is just how Kroger works, and it is the single most misunderstood part of the supplier relationship. You can build the most thoughtful pricing strategy in the world, submit a clean contract with a suggested retail price, and still watch that price show up differently from one Kroger division to the next. That is not Kroger being difficult. That is Kroger running 22 separate P&Ls in 22 markets that do not look anything alike. ## Everyday and Promotional Are Both Kroger's Call, not yours. This applies to both sides of the pricing coin. Everyday shelf price, the white tag, and promotional price, the yellow tag, are mostly both set at the division level based on what that division, pricing and sales planning team decide the local market will bear. Your contract gives Kroger a suggested retail price and a promotional funding structure. It does not give you control over what actually prints on the shelf tag. Suppliers who do not know this get frustrated fast. They see their item priced one way in a Cincinnati division store and a different way in a Southern California store, and their first instinct is that something went wrong. Usually nothing went wrong. Usually the two divisions are operating in completely different cost environments, and pricing reflects that. ## Why One Price Cannot Work Across 22 Divisions The cost of doing business at retail varies dramatically depending on where that store sits, and the gap is bigger than most people assume. Start with labor. California's statewide minimum wage is $16.90 an hour as of January 2026, and dozens of California cities set their own local minimum above that, several pushing past $19\. Indiana has no state minimum above the federal floor of $7.25 an hour. That is not a small gap, California's wage floor runs roughly double Indiana's for the exact same job. A division built on California labor costs is operating a fundamentally different business than a division built on Indiana labor costs, before a single case of product ever gets ordered. Real estate tells the same story. National commercial retail rent averages around $19 per square foot annually, but that average hides a massive range, from roughly $11 per square foot in lower cost states up toward $36 per square foot in California. A store built on $36 a foot rent carries a different cost structure than a store built on $11 a foot rent, and that difference has to show up somewhere. Layer in union labor agreements, which are far more prevalent and far more expensive in some Kroger divisions than others, plus regional differences in utilities, insurance, transportation, and workers' comp, and you start to see why a single nationwide retail price was never realistic to begin with. Kroger is not trying to make your life difficult. Kroger is running 22 different businesses that happen to share a logo. The chart below puts a number on that gap. It uses the MERIC Cost of Living Index, a composite measure of housing, utilities, groceries, transportation, health, and other costs, benchmarked against a US average of 100\. Look at the spread across just a sample of Kroger's own divisions, California comes in at 140.5, more than 65% above the national average, while Alabama sits at 85.0, well below it. A division operating at 140 on this index is not going to price, staff, or run promotions the same way a division operating at 85 does, and that gap alone should explain most of what suppliers experience as inconsistent pricing. ![Bar chart showing MERIC cost of living index by state across Kroger's own divisions, ranging from California at 140.5 to Alabama at 85.0, against a US average of 100](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/08/a57352c0-a018-4860-a5ca-b7f236eb85e1.png) MERIC Cost of Living Index, Q1 2026\. Harris Teeter is a separately managed Kroger Co. banner and is not included. Notice too that this is not a simple coasts-versus-middle-America story. Colorado, Arizona, Oregon, and Washington all sit meaningfully above the national average right alongside California, while Indiana, Tennessee, Georgia, and Texas cluster well below it. If you are building one pricing strategy and applying it evenly across every division on your distribution list, you are very likely overpricing yourself out of some markets and underpricing yourself in others, without ever realizing it. | WHY DIVISIONS PRICE DIFFERENTLY Labor: California's minimum wage is roughly double Indiana'sReal estate: commercial retail rent ranges from about $11 to $36 per square foot depending on stateUnion labor agreements vary significantly by divisionUtilities, insurance, transportation, and workers' comp all vary regionallyResult: 22 divisions, 22 P&Ls, 22 different cost structures behind the same shelf tag | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## It Gets More Granular Than That: Zone Pricing Within a Division Division-level differences are only part of the picture. Even inside a single division, the market can be so different from one end to the other that Kroger prices in zones, not as one flat retail across every store. Kroger's King Soopers division out of Denver, Colorado is a clean example. That one division runs two banners, King Soopers and City Market, covering a genuinely enormous range of markets. King Soopers covers the Front Range, from up around Wyoming down through the Denver metro and Colorado Springs and more. City Market covers the mountains and the Western Slope. Both banners, both operating under the same Colorado division, but the markets could not look more different. On one end you have everyday working communities like Aurora and Commerce City. On the other end you have Vail and Aspen, some of the wealthiest resort towns in the country. One contract, one suggested retail, cannot realistically cover that range. A price that makes sense in Commerce City may leave real money on the table in Aspen, and a price calibrated for Aspen would price a lot of shoppers out of Aurora entirely. This is exactly why zone pricing exists. Kroger breaks a division into pricing zones based on local market dynamics, income levels, competitive set, and cost to serve, and retail can vary meaningfully zone to zone, even under the same banner, even under the same division, even on the exact same item. The practical takeaway is the same lesson as the division-level discussion above, just one layer deeper. Do not assume your contract produces one retail price even within a single division. If your item is authorized across a division that spans a range this wide, the retail you see in a resort town and the retail you see in a working suburb thirty minutes down the highway can legitimately be two different numbers, and both can be correct. | ZONE PRICING IN ONE SENTENCE A division can contain multiple banners and multiple markets. Zone pricing lets Kroger price a resort town and a working suburb differently, even though both sit inside the same division, the same banner family, and sometimes the same contract. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Your Blanket Contract Does Not Mean What You Think It Means Here is where suppliers get themselves in trouble. You submit a contract with a suggested retail price and you blanket all 22 divisions on the paperwork. That does not mean Kroger has agreed to hold that same retail across the entire enterprise. It means you have made your intent known. Each division still prices according to its own cost structure and its own market. Submitting a blanketed SRP is not the same thing as securing a uniform national price, and treating it that way is a good way to be surprised later. ## The Mistake That Actually Costs You Money This is the part every supplier needs to hear clearly. If you submit a contract that is wrong, whether you gave away more margin than you intended, priced something incorrectly, or accidentally included divisions you never meant to add, Kroger will accept that contract. And Kroger will take your money against it. If that contract performs at any level, meaning product actually sells against it, getting a repay on a mistake you submitted is nearly impossible. This is not a system built to protect you from your own paperwork errors. The contract is the contract, and once it is live and performing, the burden is on you to have gotten it right the first time. | BEFORE YOU SUBMIT ANY PRICING CONTRACT Confirm exactly which divisions are included, not just which ones you intended to includeDouble check the SRP and any promotional funding math before submission, not afterUnderstand that a blanketed contract signals intent, it does not guarantee a uniform retail across the enterprise, or even across a single divisionKnow that once a contract is live and performing, disputing your own submission error is extremely difficultWhen in doubt, confirm with your Category Manager's team before the contract goes live, not after | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Takeaway Retail pricing at Kroger is not one decision, it is 22 decisions, made by 22 divisions carrying 22 very different cost structures, and inside some of those divisions, it is several decisions more, zone by zone. Your contract sets the terms you are offering. It does not set the price on the shelf, and it does not protect you from your own mistakes once it is live. The suppliers who manage this well are not the ones who assume uniformity. They are the ones who build their pricing strategy division by division, zone by zone where it applies, check their paperwork twice, and treat every contract submission like it is final, because for practical purposes, it is. | Want more of this kind of breakdown in your inbox? Visit [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) and subscribe. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. ### 30% at the Shelf. Under 2% in the Bank. The Kroger Margin Math Every Supplier Should Know. URL: https://www.cincinnaticpgedge.com/30-at-the-shelf-under-2-in-the-bank-the-kroger-margin-math-every-supplier-should-know/ Last updated: 2026-08-13T08:57:43.000Z You have heard the number before: grocery stores mark products up 30 to 40% at the shelf. It sounds like a healthy business. It is not the whole story, and if you only know the markup number, you are missing the conversation that is actually happening across the table from your Category Manager. Here is the rest of it, straight from Kroger's most recent public numbers. ## The Walk From Shelf to Bottom Line In Kroger's first quarter of fiscal 2026, the company reported total sales of $46.1 billion. Gross margin, the difference between what Kroger pays for product and what it sells it for, came in at 22.7% of sales. That is company-wide and blended across every category, including lower-margin fuel sales, so it understates what a lot of center-store CPG categories run at the shelf. Category-level markups in the 30 to 40% range are real, particularly in perimeter departments like meat, dairy, and produce. But gross margin is not profit. It is what is left to pay for everything it takes to actually get product from the back door to the customer's cart. Kroger's operating costs, labor, store operations, distribution, and overhead, ran 17.3% of sales that same quarter. Strip that out of the 22.7% gross margin and you are already down to roughly 5 points of operating margin before anything else hits the books. By the time depreciation, interest, taxes, and everything else below the operating line gets paid, Kroger's net earnings margin for the quarter landed at just under 2%. On $46.1 billion in sales, that is roughly 2 cents of profit for every dollar that rings through the register. | THE WALK, Q1 FISCAL 2026 Gross margin (company-wide, blended): 22.7% of salesOperating costs (labor, stores, distribution, overhead): 17.3% of salesNet earnings margin: approximately 2.0% of sales | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Now Look at the Other Side of the Table Here is where it gets interesting for suppliers. The brand on Kroger's shelf next to a private label item is usually operating on a completely different margin structure than Kroger is. Procter & Gamble reported a gross margin of 51.0% for fiscal 2025, more than double Kroger's blended gross margin, with a net earnings margin of 19.1%. General Mills posted a net margin of 11.78% for fiscal 2025\. Across the CPG landscape, category-level gross margins commonly run from the high 20s in snacks up into the 60s and 70s in beauty and personal care, with most center-store food and beverage brands sitting in the 30 to 49% range. That is not a knock on manufacturer economics. Building a brand, funding innovation, and carrying marketing investment is expensive, and those margins exist for real reasons. But the gap is the point. A supplier operating at a 35% gross margin and a 10% net margin is negotiating with a retailer operating at a 22.7% gross margin and a 2% net margin. The two sides of the table are not working from the same math, and Kroger knows it. Scale it up and the gap gets even more striking. Kroger runs at roughly $150 billion in annual sales. At a 2% net margin, that is about $3 billion in profit for the year. P&G, by comparison, does a little more than half of Kroger's revenue, around $84 billion, but at a 19.1% net margin nets close to $16 billion. P&G makes more actual profit dollars on less than two-thirds the sales. That is the scale of the gap Kroger is working to close every time it sits down with a supplier. ## What Kroger Is Actually Asking For When a Category Manager pushes on cost, promotional funding, or KPM investment, it is easy to read that as pure margin extraction. Sometimes it is just business. But the underlying math explains why the pressure exists in the first place. Kroger's side of the shelf covers the stores, the labor to run them, the distribution network that keeps them stocked, and the infrastructure that supports every vendor selling through it, all funded out of a margin that is thinner than almost any manufacturer's. When Kroger looks across the table at a supplier with two to five times its net margin, the ask for better cost, tighter promotional terms, or more trade investment is not arbitrary. It is Kroger trying to close a real gap between what it keeps and what the supplier keeps, in service of funding the price investment that keeps customers walking through the door. Understanding that does not mean you should say yes to every ask. It means you walk into the conversation knowing where the pressure is actually coming from, instead of assuming it is personal or arbitrary. That is a very different negotiating position. ## And This Is Before the Extra Weight Here is the part that makes this math even tighter. The 2% net margin above is Kroger's baseline, before you layer on the more than $5 billion in non-operational costs the company is currently carrying, a failed merger, Ocado write-downs, an opioid settlement, and more. We broke that down in a previous post, and it is worth reading alongside this one: the pressure suppliers feel is not just about a thin operating margin, it is a thin operating margin with extra weight sitting on top of it. | THE TAKEAWAY Shelf markup is not profit. Kroger keeps roughly 2 cents of every dollar after labor, stores, and supply chain get paid. Most CPG manufacturers keep two to five times that. That gap, not arbitrary pressure, is what is driving the cost and trade conversations happening at your account right now. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Numbers change every quarter. The gap between retail and manufacturer margins has not, and it is not going away. Know the math, and you will read every pricing and trade conversation differently. | Want more of this kind of breakdown in your inbox? Visit [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) and subscribe. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. ### Assortments, POGs, and Pricing, What AI Could Change URL: https://www.cincinnaticpgedge.com/ai-assortments-planograms-store-layout-what-could-be-coming/ Last updated: 2026-08-06T10:32:52.000Z Nothing in this post is confirmed Kroger strategy. None of it is a leaked plan, an internal memo, or a roadmap someone showed us. This is a look at where the technology already sitting inside retail category management is heading, and an honest guess about what that could mean for how suppliers work with Kroger over the next several years. Treat it as a heads up, not a headline. Here is why it is worth thinking about now instead of later. Category management software built specifically to automate assortment, pricing, and planogram decisions is already live at retailers today, not in some distant future. Some of these platforms describe the ability to execute routine category decisions with limited human review. That is not the same as a Category Manager being replaced by a model. But it is a real signal about which parts of the job are becoming automatable, and which parts are not. So let's walk through the areas where this could show up, one at a time, and think honestly about what it would mean for you if it does. ## Assortment, Down to the Store Level Assortment decisions have historically been made at the division level, sometimes at the enterprise level, occasionally with store clusters layered in for major format differences. That is a reasonable way to manage complexity when a human being is reviewing every SKU decision across dozens of divisions. It is not the only way to do it if a model is doing the reviewing. AI-driven assortment tools can already cluster stores by actual demand behavior rather than geography or format alone, then generate a tailored SKU list for each cluster instead of a single division-wide plan. If this direction continues, the assortment your item earns in one store could look meaningfully different from the assortment it earns three miles away, based on data rather than a category review conversation. What that could mean for you: a single "we got the authorizion" moment may matter less than it used to. The real outcome may increasingly be decided store cluster by store cluster, based on how your item actually performs in that specific demand profile, not on how well the initial pitch landed. ## Pricing That Moves With Local Demand Pricing tools already on the market use demand elasticity models to recommend price points by category, and in some cases by local market, updated far faster than a manual pricing review cycle could move. Kroger has talked publicly about price investment as a strategic priority, and 84.51 already sits on the kind of shopper data that makes localized pricing possible in theory. If this direction plays out further, the list cost and retail conversation you have with your Category Manager could increasingly be a starting point for a model, not the final word. Your item's shelf price could vary more by market than it does today, based on real-time local elasticity data rather than a single national or divisional price point. What that could mean for you: pricing conversations may shift from "what is the retail" to "what is the retail in this cluster, and why does the model think that is the right number." Coming prepared with your own elasticity story, not just your cost story, could become more valuable over time. Take this a step further. If pricing models are already blending cost data, sales history, and elasticity, there is no real barrier to layering in operating costs on top of that, labor, shrink, distribution cost to a given store, everything that goes into the actual cost of doing business at that specific location. A model with all of that data could get remarkably close to a true store-level margin picture for your item, not just a category-level or division-level estimate. If that happens, "what is the retail" and "what is this item actually worth to us at this store" could become the same question, answered by the same system, in real time. ## Planograms Built by a Model, Not a Planner Planogram generation is one of the more mature use cases for AI in category management right now. Instead of a planner manually building shelf sets, software can generate a planogram from an approved assortment and space allocation, then adjust it automatically as sales data comes in. If Kroger leans further into this kind of tooling, planogram resets could happen more frequently and with less manual lead time than the reset cycles suppliers are used to planning around. That cuts both ways. Faster resets could mean a faster path to more space if your item is performing. They could also mean less warning before a reset, and less room to make the case for placement before the model has already decided. What that could mean for you: the sell-in window before a reset might get shorter. If planograms increasingly update based on rolling performance data rather than a fixed annual or seasonal calendar, showing up with strong, current velocity numbers could matter more than showing up with a well-timed pitch. ## Store Mapping and Layout This one is more speculative than the others, but the pieces are already in motion elsewhere in retail. AI-driven store clustering does not have to stop at product assortment. The same demand-pattern logic that decides which SKUs belong in a store could, in theory, extend to decisions about department adjacencies, aisle layout, and where entire categories sit relative to each other inside a store. Nothing suggests Kroger is doing this today at scale. But if store-level demand data is already driving assortment and planogram decisions, layout and adjacency are a logical next step, not a stretch. What that could mean for you: where your category sits in the store, and which categories sit next to it, could become another variable that shifts by store cluster instead of staying consistent across a division. That has real implications for cross-category promotional strategy and secondary placement opportunities. ## Promotions, Clustered Instead of Broadcast Today, most promotional planning still works close to a broadcast model. You fund a TPR, it runs across the divisions where you have distribution, and performance varies naturally by market. AI-driven promotion tools point toward something different: promotions targeted and funded by store cluster based on where the model predicts the strongest lift, rather than run uniformly everywhere at once. If this direction plays out, your promotional dollars could be allocated more efficiently, funding real lift in the clusters where your item responds well to promotion, rather than spreading a flat rate everywhere including markets where it barely moves the needle. That is potentially good news for trade spend efficiency. It could also mean more complex promotional agreements, more cluster-specific terms, and more moving pieces to track and reconcile. Push this idea a bit further and a broadly cast promotion, the kind that runs everywhere because that is simply how deals have always been built, could start to look inefficient to a model comparing lift by cluster. A promotion that only really performs in a portion of your distribution footprint might only get funded, or only get approved, where the data says it is meaningful to the overall business. The rest of the footprint could be left off the deal entirely, not because Kroger does not want your promotion everywhere, but because the model does not see the return to justify it everywhere. What that could mean for you: this cuts directly against the KISS principle we have talked about in this publication before, keeping your promotional structure simple and consistent. If promotions become more clustered by default, the suppliers who can still keep their side of the agreement clean and trackable will have a real advantage over suppliers who let the complexity spiral. ## The Sales Call Itself This is the most uncomfortable one to say out loud, so let's say it plainly. If a model can already generate the assortment recommendation, price the item by cluster, and decide where a promotion earns its funding, the traditional sales call, the meeting where a supplier walks a Category Manager through a deck and makes a case, starts to look less essential for the routine parts of the relationship. It is not hard to picture a version of this where a meaningful share of what used to require a sit-down meeting instead becomes a portal. Suppliers enter their items, their cost, their specs, and their claims directly into a system. This is not entirely new territory, manufacturers and brands are already doing a version of this today through GDSN, the Global Data Synchronization Network. Item attributes, specs, and claims get syndicated through GDSN-certified data pools like 1WorldSync and Syndigo, and that data already flows directly into how Kroger's systems understand a product, no meeting required. The shift this post is describing is less about creating a new behavior and more about that same data doing more of the decision-making. When there is genuine innovation, a new item, a reformulation, a real point of differentiation, the supplier refreshes that entry and the model evaluates it against the same data it already uses for everything else. The meeting only gets scheduled when there is something that actually requires a human judgment call. Take that a step further and the portal does not have to stop at what the supplier enters. Kroger already sits on its own POS data, and already licenses syndicated market data the way most large retailers do. A portal entry could plausibly get evaluated against that data automatically, not just checked for completeness, but checked against actual sell-through by division, by state, even by store cluster, to see whether the market is really asking for what the supplier is offering. Push it further still, and the same system could pull from other signals entirely, shifting diet patterns, ingredient trends, lifestyle and wellness movements, category innovation happening elsewhere in the market, to flag a gap in the assortment before a Category Manager would ever spot it by hand. In that version, the portal stops being just a faster way to submit your item. It becomes a way for Kroger to tell you what the shelf actually needs, informed by data the supplier never touched. What that could mean for you: the suppliers who treat the sales call as a formality, a check-in with nothing new to say, are the ones most exposed if this shifts. The suppliers who show up with real innovation, a genuine performance story, or a category insight the model would not surface on its own are the ones who keep earning a seat at the table, because that is exactly the part a portal cannot replace. | What We Are Not Saying We are not saying Kroger has announced any of this. We are not saying your Category Manager is being replaced by a model next quarter, or next year. We are not reporting a confirmed roadmap. We are saying the underlying technology already exists, is already live at other retailers, and Kroger has publicly pointed to AI and productivity as strategic priorities. That is enough reason to think about what could come next, without treating any of it as settled fact. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What This Could Mean for the Relationship If even some of this direction plays out over the next several years, the throughline is the same across every area above. Routine, data-driven decisions get faster and more granular. Relationship-driven, judgment-based decisions become more valuable, not less, because they are the part a model cannot do. That means your Category Manager's time, whoever holds that role and wherever they are sitting, gets more valuable, not less. Fewer manual data pulls could mean more room for a real conversation about your brand, your innovation pipeline, and your category strategy. It could also mean less patience for suppliers who show up unprepared, because the model has already done the baseline homework before the meeting starts. The suppliers who will be fine in this kind of shift are the ones already showing up with clean data, a clear story, and a simple, executable plan. That is not a new lesson. It is the same lesson this publication keeps coming back to, just with a new reason behind it. | What to Watch For Assortments that vary more by store cluster than by division Shorter windows between planogram resets, with less advance notice Pricing conversations that reference local elasticity data instead of a single national number Promotional proposals that get evaluated, or countered, by cluster instead of as a flat national rate, with funding reserved for where the deal actually moves the needle Margin conversations that reference a near real-time, store-level cost picture instead of a category or division average More routine business handled through a supplier portal, built on the same kind of item data suppliers already syndicate through GDSN, with fewer standing meetings reserved for items with nothing new to report Category Managers with more time for strategic conversation and less patience for unprepared pitches | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | None of this is a prediction with a date on it. It is a direction worth watching, and worth preparing for a little earlier than you think you need to. The suppliers who wait until it is confirmed will be the same suppliers scrambling to catch up once it is. From Cincinnati CPG Edge, keeping you in the Kroger know. | Stay in the Kroger know. Cincinnati CPG Edge is written for suppliers, brokers, and brand managers who work in the Kroger ecosystem. Visit cincinnaticpgedge.com to subscribe. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ### Kroger Just Put an AI in Every Customer's Pocket. The Shelf Space Inside It Will Be Sold. URL: https://www.cincinnaticpgedge.com/kroger-just-put-an-ai-in-every-customers-pocket-the-shelf-space-inside-it-will-be-sold/ Last updated: 2026-07-30T09:59:14.000Z A customer opens the Kroger app and types: "I want to make a high protein dinner for four under thirty dollars." In seconds, an AI shopping assistant hands them a complete recipe, builds the full ingredient list, applies relevant digital coupons, and drops everything into their cart, ready for pickup or delivery. No browsing. No searching. No choosing between brands on a shelf. That is not a future concept. That is Kroger's app right now, confirmed live and working. In January 2026, Kroger announced an expanded partnership with Google Cloud, deploying Google's Gemini Enterprise for Customer Experience platform across its entire digital operation. On July 28, that plan became a live consumer feature. Kroger launched its new AI Shopping Assistant nationwide across the Kroger Family of Companies websites and apps, framed publicly as a back-to-school meal planning tool. The consumer press covered both moments as technology stories. For CPG suppliers selling at Kroger, it is something far more consequential. It is a fundamental shift in how a shopper's cart gets built. And the shelf space inside that AI experience? It is going to be sold. What Kroger Actually Built The new system runs on Google's Gemini AI platform, rolled out nationally across the Kroger app and digital experience. It operates in two connected modes that work together to replace traditional browsing. The **Meal Assistant** converts a customer's description of what they want to cook into a complete recipe with a fully shoppable ingredient list, tied directly to Kroger's live inventory and pricing. The shopper does not browse categories or scroll through options. They describe what they want. The AI decides what goes in the cart. The **Shopping Assistant** handles broader grocery planning, surfacing relevant offers, personalizing recommendations based on purchase history, and streamlining the path from intent to checkout. Both tools are built on what Kroger is calling agentic AI capability, meaning the system can complete complex multi-step tasks from a single customer instruction. As of the July 28 launch, customers can also snap a photo of a written list or recipe card, or paste a URL, and the assistant will find the products and build a cart in seconds. | Kroger's AI Shopping Stack — What's Live Now Gemini Meal Assistant Customer describes a meal. AI builds the recipe, generates a complete shoppable ingredient list tied to live Kroger inventory, and adds it to the cart. Brand selection happens inside the AI layer, not on the shelf. Gemini Shopping Assistant Personalizes the broader grocery planning experience, surfaces relevant digital offers and KPM-driven promotions, and streamlines the path from shopping intent to checkout, powered by Kroger's 84.51° first-party data. Customer Experience Agent Studio Analyzes customer interactions on calls made to stores, proactively identifying issues and capturing availability signals at scale. Store-level execution problems are now visible to Kroger's operations team faster than before. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | The Question Every Supplier Should Be Asking When a customer asks Kroger's AI for a high protein breakfast option, what determines whether your product gets recommended over your competitor's? The full mechanics of AI-driven cart recommendations have not been disclosed publicly in detail. But the commercial intent is not subtle. Kroger has been explicit that eCommerce growth through third-party platforms and its own digital ecosystem is expected to fuel growth in Kroger Precision Marketing's retail media business. Foran said it directly in Kroger's most recent proxy filing: "As eCommerce grows, it fuels our retail media business, which creates value for our suppliers and generates profit we can reinvest in lower prices for customers." Translation: the AI shopping experience is a media channel. And Kroger has a long track record of monetizing every media channel it builds. How KPM Already Works — And Where This Is Going Kroger Precision Marketing, powered by 84.51°, has been selling sponsored search placements on Kroger.com since 2017\. When a shopper searches "protein bar" on Kroger.com today, the brands at the top of those results are paying for that position. That is not a secret. It is an established, growing retail media product that CPG brands budget for every year. KPM already offers sponsored search, display ads, email, direct mail, in-store promotions, programmatic connected TV, programmatic audio on platforms like Pandora and iHeartMedia, and sponsored social on Facebook, Instagram, and Pinterest. US retail media spending is projected at $71 billion in 2026\. Kroger is one of the networks scaling aggressively in that space. Now overlay that existing infrastructure with an AI shopping assistant that is making product recommendations before the customer ever types a brand name into a search bar. The logical extension is not a stretch. It is a natural progression of a business model Kroger has already built. | From Kroger's 2026 Proxy Filing "As eCommerce grows, it fuels our retail media business, which creates value for our suppliers and generates profit we can reinvest in lower prices for customers." — Greg Foran, CEO, The Kroger Co. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What Determines Whether Your Brand Gets Recommended Today While the paid placement mechanics inside the AI layer are still being built and have not been publicly announced, the organic factors that influence AI recommendations are already knowable. And they are the same fundamentals that have always separated visible brands from invisible ones at Kroger. Item data quality The AI is not browsing your packaging. It is reading your data. Product content syndicated through 1WorldSync and Syndigo, including attributes, images, nutritional information, and keyword-rich descriptions, feeds directly into how Kroger's digital systems understand and surface your product. Clean, complete item data is no longer just a retail compliance requirement. It is an AI visibility requirement. Digital promotion activity The Shopping Assistant is explicitly designed to surface relevant offers and savings as part of its recommendations. Your digital coupon programs, Boost member offers, and KPM activations are potential inputs into what the AI recommends to a shopper who hasn't searched for your category yet. Active promotion participation is not just a trade spend decision anymore. It is a discoverability decision. In-stock position An AI shopping assistant does not recommend products that are out of stock. Chronic availability issues that previously showed up as velocity gaps in your 84.51° data are now being captured in real time through Kroger's Customer Experience Agent Studio, which is analyzing store-level call interactions to identify availability problems proactively. If your in-stock performance has gaps, the AI knows before your Category Manager does. KPM investment KPM already uses 84.51° first-party purchase data from tens of millions of households to inform both organic search results and paid media placements. That same data infrastructure is now powering the AI recommendation engine. Brands with active KPM campaigns have a structural advantage in how the system understands their relevance to a given shopper, regardless of whether specific AI placement products have been formally announced yet. The Part Nobody Is Talking About Yet Every major retailer building AI-powered shopping experiences is going to face the same commercial question Kroger is facing right now: how do you monetize the recommendation layer without eroding the customer trust that makes the AI useful in the first place? Amazon has been navigating this tension on its platform for years. Sponsored product placements inside search results have become so prevalent that many shoppers no longer know where organic results end and paid placements begin. Kroger will face the same design challenge as it commercializes the AI layer. For suppliers, that tension actually creates an opportunity. The brands that invest in both strong organic fundamentals, clean data, active promotions, and solid in-stock, and paid KPM programs will be positioned regardless of how Kroger ultimately balances the organic versus paid weighting inside the AI. The brands that rely on shelf presence alone are building on a foundation that is quietly shifting underneath them. | The bottom line for suppliers: Kroger just put an AI shopping assistant in every customer's pocket that builds carts before the shopper ever browses a category, and it is confirmed live in the app today. The space inside that assistant will be monetized, because that is what Kroger does with every digital surface it builds. The question is not whether your brand needs a strategy for this new reality. The question is whether you are building one now, while the space inside the AI layer is still being defined. Clean item data, active digital promotions, strong in-stock performance, and a KPM relationship are not optional investments in a world where an AI decides what goes in the cart. They are the entry fee. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Now ](https://www.cincinnaticpgedge.com/#/portal/signup) [Explore the Full Archive ](https://www.cincinnaticpgedge.com/) From Cincinnati CPG Edge, keeping you in the Kroger know. ### KISS a New Twist— Keep It Simple, Supplier URL: https://www.cincinnaticpgedge.com/kiss-keep-it-simple-kroger-promotions/ Last updated: 2026-07-28T08:54:20.000Z There is a version of this conversation that plays out with small and mid-size suppliers more than it should. A brand gets listed at Kroger, earns some early velocity, and then starts looking around at what the big CPG players are doing. They see buy-this-get-that offers. They see funded TPRs across every division. They see complex contract structures with tiered pricing, Must Buy commitments, and Weekly Digital Deal programs. And they think: that is what success looks like, so that is what we should be doing. It is not. And chasing it can cost you the shelf space you already earned. ## The Complexity Trap Kroger's promotional infrastructure is built to handle big volume. Programs like Must Buys, Weekly Digital Deal (WDD), and cross-promotional offers exist because there are brands that can fund them, execute against them consistently, and generate the velocity to justify the investment Kroger's systems require to support them. Keep the big, complicated promotions for the big, complicated brands that bring huge volume and high household penetration to the table. If your brand is smaller, if your items are moving through KEHE, UNFI, or another distributor network, if you are operating with limited trade spend, those programs are not built for you. They are not a ladder to climb. They are a different building entirely, and walking in through the wrong door creates problems for you and for the Kroger team trying to manage your account. The complexity trap works like this: a supplier builds out a promotional program that is ambitious on paper but operationally fragile. Different cost structures across different distributor networks. Contract variations by division. Promotional terms that do not translate cleanly when Kroger's systems try to process them. The result is deductions, chargebacks, Category Manager frustration, and, at the far end of that road, a conversation about whether your items belong on the shelf at all. ## What Kroger Is Actually Telling You If your items are distributed through KEHE, UNFI, or a similar network, and your cost to Kroger varies by a few cents depending on the source, that is useful information about how Kroger sees your brand. Items that move through distributor networks are frequently viewed as slower movers or as inelastic items with limited sensitivity to promotional pricing. That is not a judgment on your brand's quality. It is a merchandising reality about your position in the category. That reality should shape your promotional strategy. A straightforward approach, one funded TPR at a clean rate, consistent pricing across your active items, trade terms that can be executed without a contract addendum, is not a consolation prize. It is the right tool for where you are in the relationship. And if your cost structure varies slightly across distributor sources? Find a landing spot. Pick a number that works across your active lanes and hold it. A few cents of variation that forces Kroger to manage multiple contracts per item is not a problem they want to have. Keeping it clean on your end keeps it clean on theirs, and that matters more than you think. ## The Programs That Are Not For You Let's be direct about a few specific programs, because the names come up constantly and the pressure to participate can feel real even when the math does not work. **Must Buys** are consumer-facing promotional mechanics, the kind shoppers see on the shelf tag or in the weekly ad: buy 3 twelve-packs of soda for $5 each, or buy 3 twenty-four packs of water and get 3 free. These programs drive real basket ring when the velocity is there to support them. But they require funded promotional rates, supply chain depth to absorb the demand spike, and enough base velocity to make the math work for Kroger. If your item is a slow mover, Must Buy mechanics will not fix that. They will expose it. **Weekly Digital Deal (WDD)** is Kroger's digitally funded promotional vehicle. It can drive real velocity when the product and the program are well matched, but access to WDD requires KPM investment, and the funding requirement relative to volume generated often does not pencil for smaller brands. The Category Manager knows this. Proposing WDD participation at your current velocity signals that you may not fully understand your own position in the category. **Buy-This-Get-That (BTGT) offers** require cross-category coordination, Kroger system setup, and execution discipline across multiple items and potentially multiple divisions. For large CPG players with dedicated trade marketing teams and Kroger-facing promotional operations, this is manageable. For a supplier running a lean team, this is a full-time project that will generate more complexity than sales. | A Word on Pricing Across Distributor Sources If you are sourced through KEHE, UNFI, or a regional distributor, your landed cost to Kroger may vary slightly depending on which DC or division is ordering. A few cents of difference is a business reality. Managing that difference through separate per-division contracts is not the answer. Find a single cost that works across your active distribution footprint and hold it consistently. The sanity it preserves, yours, your Category Manager's, and the deduction team's, is worth far more than the fraction of margin you might be optimizing by division. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What Simple Actually Looks Like Simple does not mean unsophisticated. It means promotionally clean and operationally executable. For most small and mid-size Kroger suppliers, the right promotional program looks like this: a well-timed TPR at a rate you can fund, tied to items with real velocity potential, executed consistently across the divisions where you have distribution. Clean deal documentation that matches what Kroger loads in their system. Pricing that does not vary by distributor source. That program is manageable. It is disputable when errors happen. It protects your margin. And it gives your Category Manager something they can actually support when it comes time for a category review. The goal is to be a reliable vendor with a simple story. Reliable vendors stay on the shelf. Complicated vendors create work, and when things get busy, complicated vendors get reviewed. ## A Note on the Relationship Category Managers at Kroger are managing large, complex portfolios. When a small supplier brings in a promotional proposal that requires multiple contract addenda, division-by-division pricing reconciliation, and a custom deduction tracking protocol, the response is rarely enthusiasm. It is usually a quiet note that goes into the back of the Category Manager's mind: this vendor creates complexity. You do not want to be that vendor. You want to be the vendor whose items move, whose paperwork is clean, whose promotions execute without drama, and who shows up to conversations with solutions instead of negotiations. Here is something else worth saying plainly: if you are a small vendor, your Category Manager is not going to sit down and review your trade plan with you. That is not a slight. It is just reality. Their portfolio is large, their time is limited, and smaller accounts do not get the same calendar access that a top-tier supplier does. That means the responsibility for building a sound, executable promotional plan falls entirely on you and your broker partner. If your broker does not have a deep understanding of Kroger's promotional thresholds, program rules, and what is actually available to vendors at your volume level, that is a gap worth closing before you walk into your next meeting. Keep it simple. It is not the easy path. It is the right one. | The KISS Promotional Checklist One clean TPR rate you can fund without damaging your margin Consistent pricing across your active distribution lanes, no division-by-division contract variations Trade deal documentation that matches exactly what Kroger loads in their system Promotional programs scoped to what your supply chain and trade budget can actually execute Must Buy mechanics, Weekly Digital Deal, and BTGT offers reserved for when your velocity and supply chain can actually support them A Category Manager who sees you as a vendor that makes their job easier, not harder | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. | Stay in the Kroger know. Cincinnati CPG Edge is written for suppliers, brokers, and brand managers who work in the Kroger ecosystem. Visit cincinnaticpgedge.com to subscribe. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ### You Need Kroger More Than Kroger Needs You URL: https://www.cincinnaticpgedge.com/you-need-kroger-more-than-kroger-needs-you/ Last updated: 2026-08-06T10:14:53.000Z There is a sentence that stings the first time you hear it, and stings a little less every year you spend in this business, because you watch it prove itself true over and over: you need Kroger more than Kroger needs you. They know it. And you should too. This is not an insult to your brand. It is not a comment on your product quality, your team, or your potential. It is simple math, and the suppliers who accept the math early behave differently, negotiate differently, and, here is the twist, usually end up building better Kroger businesses than the suppliers who spend years pretending the math is not real. ### Do the Math Honestly Start with your side of the ledger. For most suppliers reading this, Kroger is one of your largest customers, maybe the largest. Losing that business would be somewhere between painful and existential. It would mean lost revenue, lost production volume, lost credibility with other retailers, and a very hard conversation with whoever you answer to. Now do Kroger's side. Your brand is one of thousands on the shelf. Your category has more brands asking for space than there is space to give. If your items came off the shelf tomorrow, the category would still be there, the shoppers would still shop it, and in most cases another item would absorb your volume within a few weeks. That is not cruelty. That is how a retailer with 22 divisions and an enormous assortment operates. One side of this relationship can walk away and barely feel it. The other side cannot. Pretending otherwise does not change the math, it just changes how foolish you look when you test it. ### How the Delusion Shows Up Most suppliers would never say out loud that Kroger needs them. But watch how some of them behave, and the belief leaks out everywhere: - The veiled ultimatum in a negotiation, as if pulling the line is a threat that keeps anyone at Kroger up at night. - The "our brand deserves" pitch, built on how the supplier feels about their own items instead of how shoppers actually behave. - Showing up to a category review with opinions instead of data, expecting the strength of conviction to carry the meeting. - Treating a Category Manager's request as an inconvenience to be pushed back on, instead of a customer's requirement to be met. - Assuming that a good sales year bought permanent shelf rights, when it bought exactly one thing: the chance to earn next year. Every one of these behaviors tells your Category Manager the same thing: this supplier does not understand the relationship they are in. And a supplier who does not understand the relationship is a supplier who is hard to work with, which is the most dangerous label you can carry into a KOMPASS review. ### What Kroger Actually Needs Here is the honest nuance, because this post is a reality check, not a surrender document. Kroger does need things. It needs items that bring shoppers into the category, items that shoppers come back for, and suppliers who deliver in full and on time without drama. It needs differentiated assortments that give shoppers a reason to choose Kroger. What Kroger does not need is you, specifically, unless you are one of the items doing those jobs. And Kroger does not take your word for whether you are. They look at their own shopper data, the 84.51 numbers on penetration and repeat, and how your items index in the category. If the data says shoppers seek out your item and come back for it, you have something real. If the data says your item is interchangeable, no amount of passion in the meeting changes that. That is the only leverage a supplier actually has: shopper behavior, proven in the data Kroger already trusts, delivered by a vendor who is easy to do business with. Everything else is theater. ### Why Accepting This Makes You Better Something interesting happens to suppliers who genuinely internalize this truth. They stop wasting energy on posture and start spending it on performance. They walk into meetings prepared, because they know the meeting is a privilege, not an entitlement. They build their sell-in story around the data Kroger trusts, because they know their own enthusiasm is not evidence. They say yes to reasonable requests quickly, because they understand that being easy to work with is a competitive advantage most of their competitors ignore. They treat every category review like they are re-earning their spot, because they are. And here is the part nobody expects: these suppliers get treated better. Category Managers extend more trust, share more context, and advocate harder for the suppliers who respect the relationship for what it is. Humility, backed by performance, buys you more at Kroger than leverage you do not actually have. ### The One Exception That Proves the Rule Are there brands Kroger truly needs? A handful, sure. The items shoppers will leave the store over. If you have to ask whether your brand is one of them, it is not. And even the brands that are earned that position the same way everyone else has to: years of shopper loyalty, proven in the data, delivered reliably. Which means the path is the same for everyone. You do not talk your way into being needed. You perform your way there, one full and on-time PO, one honest category review, one repeat purchase at a time. | **THE REALITY CHECK** Kroger can replace your brand faster than you can replace Kroger. Operate accordingly. Your leverage is shopper behavior in the data Kroger trusts, not your opinion of your own brand. Never make a threat you cannot afford to have accepted. Being easy to work with is a competitive advantage, and it is free. Last year's performance bought you one thing: the chance to earn this year. Humility is not weakness. In this relationship, it is strategy. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | You need Kroger more than Kroger needs you. Say it out loud once, let it sting, and then let it change how you show up. The suppliers who accept it are not the ones who lose. They are the ones who last. | **Get every new post in your inbox.** Visit Cincinnati CPG Edge and subscribe today. [**Subscribe Now**](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | *From Cincinnati CPG Edge, keeping you in the Kroger know.* ### The vendor job nobody puts in the job description URL: https://www.cincinnaticpgedge.com/the-vendor-job-nobody-puts-in-the-job-description/ Last updated: 2026-07-17T12:03:19.000Z Here is a job responsibility that never shows up in a vendor agreement, a broker contract, or a sales job description, and it might be the most important one you have: keep the noise down. Your Category Manager is managing hundreds of items and dozens of supplier relationships. Every one of those relationships generates some amount of noise, and your Category Manager hears all of it. The call from replenishment about a PO that shipped short. The question from your side about a promotional rule you should already know. And the one that matters most, the tap on the shoulder from their boss asking, "What is going on with that brand?" When that tap on the shoulder happens because of your brand, you have a problem that no amount of great salesmanship fixes quickly. Category Managers report up to department coordinators and the merchandising team, and when your brand becomes the reason for an uncomfortable conversation in that chain, your credibility takes the hit, not just your scorecard. ### Noise Source Number One: Supply Let's start with the big one, because today nothing else comes close. Kroger's largest focus from its suppliers right now is simple: supply, in full and on time. Case fill against the PO. Arrival within the window on the ORAD. Full trucks during the promotions you asked them to support. Here is the uncomfortable truth that every supplier needs to internalize: Kroger does not care about your operational issues. Your co-packer had a yield problem. Your line went down. Your freight fell through. All of that is real, and none of it matters to Kroger, because you are their supplier. They measure the result, not the excuse. When your product is not on the shelf, the customer does not see your supply chain story. They see an empty spot, and so does your Category Manager's boss. If your brand is going to be quiet anywhere, be quiet here first. Ship in full. Ship on time. And when you know you are going to miss, say so early, with a recovery date, before anyone at Kroger discovers it on their own. ### Your Category Manager Is Not Your Teacher This one costs suppliers more credibility than they realize. Kroger publishes its policies and rules, including promotional rules, vendor requirements, and program guidelines. Knowing them is your job, not your Category Manager's. Every time you ask your Category Manager a question you could have answered by reading Kroger's own vendor documentation, you generate noise. Not the dramatic kind, the quiet, corrosive kind. You are signaling that working with your brand means doing extra work. Ask enough basic questions, and you become the vendor who needs to be taught, instead of the vendor who shows up prepared. This matters most with promotional rules. Promotions are where money, timing, and systems all intersect, and the rules exist for a reason. A supplier who submits a promotion that does not follow the rules is not just creating rework, they are creating a correction cycle that lands on their Category Manager's desk. Learn the rules before you plan the promotion, not after it bounces. ### Size and Dimension Changes: Small Changes, Big Noise Changing your item's weight, size, or dimensions feels like a small operational decision on your side. On Kroger's side, it touches everything: item setup, shelf space, the planogram, warehouse slotting, and pricing per unit on the tag. Here is what that looks like in real life. Your item's weight changed, but the change was never communicated to Kroger or completed properly in their systems. Now a customer scans your item at self-checkout, and the you-scan scale flags it because the weight on the belt does not match the weight in the system. The lane locks up, an associate has to walk over and clear it, and it happens again on the next lane, and the next store, and the next division. That is not one small mistake. That is your brand generating friction at every self-checkout in the company, and every one of those interruptions is noise that eventually finds its way to your Category Manager. If your item is changing in weight, size, or dimensions, that change needs to be communicated and completed correctly in Kroger's systems before the first changed case ships. Handled early, it is routine. Discovered late, it is noise with your brand's name on it, ringing at every register. ### Quiet Does Not Mean Silent Here is the part that trips people up. Being a quiet vendor does not mean going dark. It means the opposite. The quietest vendors in the building are usually the ones communicating the most, because they surface things before those things become phone calls. A supply issue you flag two weeks early, with a recovery plan attached, is not noise. It is a professional heads-up that lets your Category Manager adjust before anyone above them ever needs to know. That same supply issue discovered at receiving is noise, and by the time it reaches your Category Manager, it has already reached other people too. The rule of thumb is simple: your Category Manager should never learn something about your brand from someone else first. If news about your brand is coming, it should come from you, and it should come with a solution stapled to it. ### Why the Quiet Vendors Win Think about what happens at your next category review or KOMPASS review. Your Category Manager is deciding where to spend their limited advocacy. New item acceptance, expanded distribution, promotional support, all of it flows through their willingness to go to bat for you. Now put yourself in their chair. One vendor ships in full and on time, knows the rules before they ask, and communicates changes before the system feels them. Another vendor is the reason for two escalations this quarter and one awkward hallway conversation with the department coordinator. Both vendors might have great products. Only one of them has earned the benefit of the doubt. When your Category Manager fights for your item at a review, they are spending their own credibility on you. Quiet vendors make that an easy spend. Noisy vendors make it a risk. | **THE QUIET VENDOR CHECKLIST** Ship in full and on time. This is Kroger's number one expectation of its suppliers, and nothing else on this list matters if you miss it. Get a copy of Kroger's Standard Vendor Agreement (SVA) and read it. Do not just have it, read it, however painful it is, read all of it, and understand it. Most of what you need to know is outlined there, including the dreaded fines you will face for not following the written policy. Know Kroger's policies and rules, including promotional rules, before you ask. Your Category Manager is not your teacher. Communicate any change in item weight, size, or dimensions before the first changed case ships, and make sure it is set up correctly in Kroger's systems. Your Category Manager never learns about a problem from someone else first. Every problem you bring arrives with a proposed solution attached. Measure yourself by a simple standard: how many times did someone tap your Category Manager on the shoulder about your brand this quarter? The right answer is zero. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | None of this is glamorous. Nobody gets a plaque for the escalation that never happened. But the vendors who understand this are the ones Category Managers trust, and trust is the currency that buys everything else in this relationship. Keep the noise down. Your brand will be louder for it in the ways that count. | **Get every new post in your inbox.** Visit Cincinnati CPG Edge and subscribe today. [**Subscribe Now**](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | *From Cincinnati CPG Edge, keeping you in the Kroger know.* ### Know the Language. Know the Room URL: https://www.cincinnaticpgedge.com/kroger-supplier-language-guide/ Last updated: 2026-07-16T09:02:50.000Z ## The First Few Minutes Tell a Kroger Category Manager Everything. Before you have shown a single slide, before you have presented a piece of data or made a case for your item, the words coming out of your mouth are already telling the Category Manager across the table whether you understand Kroger or not. Kroger has its own language. It is specific, it is consistent across the organization, and it is one of the clearest signals of whether a brand and its rep have done the work or are walking in cold. Category Managers hear from dozens of suppliers. They can tell within the first few exchanges whether the person across from them is fluent or not. And that assessment colors everything that follows. This post is a plain-language guide to the terms, phrases, and conversational signals that matter most when you are building a Kroger relationship. ## The Words That Show You Know the Room Using Kroger's own terminology is not about impressing anyone. It is about demonstrating that you understand the environment you are operating in and respecting the time of the person you are talking to. Here is the vocabulary that signals fluency. | Use These. They Signal You Know the Room. **Category Manager** — The decision-maker on assortment and shelf placement. Never "Buyer." Buyers at Kroger handle DC replenishment, not assortment decisions. Calling a Category Manager a Buyer signals immediately that you do not understand the org structure. **Category Review or KOMPASS Review** — The structured process for evaluating new items and assortment changes. Never "line review." Line review is language from a different era and a different retailer. At Kroger it is a category review, full stop. **TDP (Total Distribution Points) — also called Mapping** — The standard Kroger measure of distribution breadth. Stores carrying your item multiplied by the number of SKUs. At the store level, Kroger refers to this as Mapping, as in which stores are mapped to carry your product. Knowing your Mapping is essential, and knowing your sourcing is equally critical. A store can be mapped to your item but if your DC sourcing is not set up correctly to serve that store, the product will not flow. Know both. Your rep should have eyes on both at all times. **Velocity** — Units sold per store per week. This is how Kroger evaluates item performance at the shelf level. Know your velocity. Know how it compares to the category average. Come in with this number ready. **Our Brands** — Kroger's private label program. Not "private label," not "store brand," not "generic." Our Brands. It is what Kroger calls it and using their terminology shows respect for how they have positioned their own product line. **General Office (GO)** — Kroger's Cincinnati headquarters. Not "corporate." The team that manages category strategy and enterprise-level decisions operates out of the General Office. Inside Kroger and among seasoned reps, it is simply called the GO. Using that shorthand signals familiarity with the organization. **Division** — Kroger's 22 operating divisions, each with its own banner, leadership, and store network. Not "region." Kroger does not use region as an operational unit. Knowing which division you are calling on, and understanding its banner, shows preparation. **TPR (Temporary Price Reduction) — also called Rollers** — The most common promotional vehicle at Kroger. Inside Kroger and among experienced reps, TPRs are commonly called Rollers. Both terms are used interchangeably in working conversations. Know what a TPR is, how it is structured, and what a reasonable depth of discount looks like in your category before you walk into any promotional conversation. **KPM (Kroger Precision Marketing)** — Kroger's retail media and marketing arm, powered by 84.51° data. KPM manages digital advertising, targeted promotions, and sponsored placement across Kroger's digital and in-store ecosystem. If you are running any media or digital investment at Kroger, KPM is the team you are working with or should be talking to. Knowing the name signals you understand how Kroger's commercial structure works beyond just the shelf. **Fuel Point Event** — Kroger's loyalty-driven promotional mechanic tied to their fuel rewards program. A high-visibility promotional vehicle. Understanding when and how fuel point events work in your category is basic fluency. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Words That Signal You Are Still Learning the Room These are the terms that signal, immediately and without ambiguity, that the person using them has not yet done the homework. Most of them are common in the broader retail world. None of them belong in a Kroger conversation. | Swap These Out Before You Walk In. **Buyer** — Wrong title, wrong function, wrong signal. At Kroger, Buyers handle DC replenishment. They do not decide what goes on the shelf. Calling a Category Manager a Buyer tells them you have confused Kroger with a different retailer. **Line Review** — Kroger does not hold line reviews. They hold category reviews and KOMPASS reviews. Using line review language is one of the clearest signals that you are carrying habits from a different retailer into the wrong room. **Corporate** — Kroger people refer to the General Office. Corporate is vague, slightly dismissive, and suggests you do not know how the organization refers to itself. **Private Label or Store Brand** — Kroger calls it Our Brands. Using industry-generic terminology for their own product line signals that you have not taken the time to understand how Kroger talks about its own business. **Region** — Kroger operates in divisions, not regions. This is not a minor distinction. It reflects how the organization is actually structured and how decisions are actually made. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Phrases That Damage Your Credibility Immediately Terminology is one layer. Conversational habits are another. These are the phrases that land badly in a Kroger conversation, not because the intent behind them is wrong, but because they signal a fundamental misunderstanding of the relationship. **"How many stores will I be in?"** This question, asked before the distribution mapping process is complete, is one of the most common mistakes emerging brands make. Store count is determined through the mapping process, which factors in category need, assortment fit, and distribution logic division by division. Asking a Category Manager for a store count before that work is done puts them in the uncomfortable position of speculating about something that has not been determined yet. Once mapping is complete, direct that question to your rep, not to Kroger. Your rep manages the distribution picture and should be your first call for store count questions at every stage of the process. **"If I could only get into Fred Meyer" or any single-division framing.** Framing your Kroger ambition around one division tells the Category Manager that your thinking is self-serving rather than category-focused. Kroger's Category Managers at the General Office think enterprise-wide. They are not looking for brands that want a piece of one division. They are looking for brands that can contribute to the category across the banner. Leading with a single-division ask signals that you are optimizing for your own convenience rather than bringing genuine category value. **"We do really well at Walmart."** Kroger and Walmart are fundamentally different retailers with different shoppers, different promotional structures, and different category priorities. What works at Walmart is not a Kroger proof point. Bringing it up as one signals that you have not done the work to understand how Kroger's business differs. If you have strong velocity at a comparable grocery retailer, that is worth sharing. Walmart is not comparable. **"Can you just get it listed?"** There is no "just" at Kroger. The assortment process is deliberate, data-driven, and category-managed for good reason. This phrase suggests you see the listing as a favor rather than a business decision, and it puts the Category Manager in the position of either explaining a process you should already understand or simply moving on. **"Can you pull some data for me?"** Data access at Kroger, including 84.51° and Stratum, is a supplier responsibility. Your rep should be managing your data relationships. Asking a Category Manager to pull data on your behalf signals that you either do not have the tools or do not have the representation to access them yourself. Neither impression helps your brand. **"I need to talk to someone above you."** Category Managers own their categories. Suggesting you want to escalate over them is one of the fastest ways to permanently damage a working relationship at Kroger. If there is a genuine escalation needed, your rep handles that conversation through the appropriate channels, not through a direct challenge in a meeting. | THE EXCEPTION: LOCAL AND REGIONAL PRODUCTS There is one legitimate reason to lead with a division-specific conversation, and that is when your product is genuinely local or regional in nature. A Cincinnati-made hot sauce, a Pacific Northwest seafood brand, or a product with strong regional identity has a real story to tell about why it belongs in specific divisions before expanding nationally. Kroger understands and values local relevance. In that context, a division-focused conversation is not self-serving, it is honest. The key is that the geographic focus should be driven by the product's story, not by the brand's convenience. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Everything Goes Through the GO. Not the Division. This is one of the most important structural realities of the Kroger supplier relationship, and one of the most frequently misunderstood. All assortment decisions at Kroger flow through the General Office. The GO Category Managers own the category, own the shelf, and own the decision on what gets listed, expanded, or deleted across the banner. Divisions execute what the GO decides. In some cases, particularly for locally relevant or regionally specific products, there is a division-level conversation that feeds back into the GO process. But even then, the final assortment decision is made at the General Office level. There is no path to a national Kroger listing that bypasses Cincinnati. This matters because brands sometimes try to build a shortcut through a division they have a connection to, believing that a strong division relationship will translate into broader distribution. It typically does not work that way. A division president is not your Category Manager. Division presidents manage retail operations within their geography. They are not the decision-makers on assortment, and treating them as such signals a fundamental misunderstanding of how Kroger is organized. | Understanding the GO vs Division Dynamic → All national assortment decisions are made at the General Office in Cincinnati → Regional or local items may have a division-level conversation, but those decisions still route back through the GO for completion → Division Presidents manage retail operations, not category assortment. They are not your path to a listing. → Going around the GO Category Manager to a division contact signals you do not understand the structure, and it rarely produces the outcome brands hope for → Your rep knows how to navigate this. Let them. The GO is the right starting point for every assortment conversation, every time. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Why the Language Signals Matter More Than You Think Category Managers at Kroger are experienced professionals managing large, complex categories under real performance pressure. They move quickly, they evaluate constantly, and they form impressions fast. A brand that walks in using the right language, asking the right questions, and demonstrating an understanding of how Kroger actually works earns a different quality of attention than one that does not. This is also, again, a strong argument for experienced representation. A rep who calls on Kroger regularly speaks this language naturally. They know which phrases land well and which ones create friction before the conversation even gets started. They prepare their brands for these conversations, coach them on what to say and what to avoid, and often run point on the parts of the discussion that require the most fluency. Knowing the language is not a trick. It is table stakes. And at Kroger, walking in without it is a disadvantage you do not need to give yourself. | **Cincinnati CPG Edge covers the Kroger ecosystem every week** — supplier operations, category strategy, promotional insight, and the context that helps every CPG supplier walk into Kroger more prepared. Visit [cincinnaticpgedge.com](https://www.cincinnaticpgedge.com/) to subscribe and stay in the Kroger know. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### "Customers Don't Buy Assortment. They Buy Items." What Foran's Mindset Shift Means for Your Brand. URL: https://www.cincinnaticpgedge.com/customers-dont-buy-assortment-they-buy-items-what-forans-mindset-shift-means-for-your-brand/ Last updated: 2026-07-09T08:41:03.000Z Category Strategy On June 18, during his first full earnings call as Kroger's CEO, Greg Foran said something that every CPG supplier selling into Kroger should read twice. He was talking about Our Brands performance — private label gaining share, new items resonating with customers — when he said this: | "As a business, we're changing our mindsets to think more like item-level merchants. Customers don't buy assortment, they buy items. Every item has to earn its place on the shelf, and every item is an opportunity to delight a customer or lose one. That's a discipline we need to use in Our Brands, and frankly, across the entire store." — Greg Foran, CEO, Kroger Q1 2026 Earnings Call, June 18, 2026 | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Those last four words are the ones worth sitting with. Not just in Our Brands. Frankly, across the entire store. That is Kroger's new CEO telling his organization, his investors, and anyone paying attention that the era of carrying items because they fill a slot in a planogram is over. Every item — yours included — now has to justify its existence on its own terms. This post is about what that actually means for how you show up as a supplier. ## What Item-Level Thinking Means Operationally for Kroger Foran came to Kroger from Walmart, where he ran the U.S. business for six years and is credited with one of the cleaner operational turnarounds in recent retail history. He is not someone who makes casual remarks on earnings calls. When he says Kroger is changing its mindset to think more like item-level merchants, that is a signal about how Category Managers will be evaluated, how assortment decisions will be made, and what the bar looks like for items that want to stay on the shelf. Item-level thinking, in practice, means a few things happening inside Kroger that you should plan around: **Category Managers will face more pressure to justify every slot.** When leadership is talking publicly about items earning their place on the shelf, that language flows down. Category Managers who carry items because they have always been there, or because a supplier has a strong relationship, will find that rationale increasingly difficult to defend internally. The question they will be asked is what the item does for the customer, not what it does for the supplier. **Assortment rationalization becomes more likely, not less.** Foran explicitly framed item-level discipline as something Kroger needs more of. That is a polite way of saying there are items on the shelf right now that have not earned their place. Some of those items belong to your competitors. Some of them may belong to you. The suppliers who understand which category they are in will be better positioned to respond. **The data conversation shifts from volume to value.** Item-level thinking is not just about sales velocity. It is about what role an item plays for a customer in a specific moment. An item that sells modestly but brings a unique customer into the category, or drives a basket that includes higher-margin items, has a story to tell. An item that moves units but is functionally interchangeable with three others in the same section has a problem. ## The Question Your Items Need to Answer Foran used three examples when he made that statement: the Garlic and Herb Rotisserie Chicken, the Black Diamond Watermelon, the Guatemalan Antigua Coffee. Notice what those items have in common. Each one is specific. Each one is named. Each one is differentiated enough that you can picture the customer who wants it and cannot get exactly that thing somewhere else. That is not an accident. He was not citing the best-selling rotisserie chicken. He was citing the garlic and herb one. The item with a reason to exist. The question every supplier should be asking about every item in their Kroger assortment right now is simple: if my Category Manager had to stand in front of Foran and explain why this item is on the shelf, what would they say? If the honest answer is "it sells okay" or "we've always had it" or "it rounds out the set," that is not an item-level answer. That is an assortment answer. And Kroger just told you they are done thinking in assortments. | The Item-Level Test For each item in your Kroger assortment, can you answer these four questions clearly? **1\. Who is the specific customer who wants this item?** Not a demographic — a moment. What is the occasion, the need, the reason they reach for it? **2\. What does this item do that nothing else in the set does?** If three other items could replace it without the customer noticing, that is a problem. **3\. What does the data say about the customer it brings?** Is this item growing a household that shops broadly across the category, or is it a standalone purchase with no basket impact? **4\. What happens to the category if this item goes away?** If the honest answer is "not much," your Category Manager already knows it. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What This Means for How You Sell If Kroger is moving toward item-level thinking, the suppliers who thrive in that environment are the ones who bring item-level stories. Not category stories. Not brand stories. Item stories. That means a few things change about how you prepare for a category review or a KOMPASS submission. **Lead with the customer, not the product.** The strongest item-level story starts with who buys it and why, not with what it is. Foran's examples were specific because specificity is what separates an item with a purpose from one that just occupies space. Your sell-in story should be able to name the customer — not a demographic profile, a real shopping occasion — and explain why this item serves that customer better than anything else in the set. **Know your item's job in the category.** Every item plays a role: it drives trial, it anchors a price point, it brings a customer into the category who would not otherwise shop it, it drives repeat visits, it builds the basket. If you cannot articulate the job your item is doing, your Category Manager will have a hard time defending it when assortment rationalization conversations happen during a KOMPASS review. **Differentiation is no longer optional.** Items that are functionally interchangeable with private label or with a category leader are the most exposed in an item-level environment. If your item cannot point to something specific — an ingredient, a format, a use occasion, a customer segment — that makes it genuinely different, the conversation about whether it earns its shelf space will not go in your favor. **Use Kroger's own data to make the case.** 84.51° and the syndicated data available to Kroger's Category Managers tells a rich story about basket composition, household penetration, and repeat purchase rates at the item level. Suppliers who walk into a category review having done that analysis, and who can show their item's contribution in terms Kroger's own systems confirm, are operating in the same language Foran is now asking his organization to speak. ## Your Job Is to Arm the Category Manager Here is something worth saying plainly: your Category Manager is not just evaluating your items. They are being evaluated on them. When Foran walks a store, or when a Category Manager sits down with their department coordinator or merchandising team to review the set, the question is not going to be what the supplier said about the item. It is going to be what the Category Manager knows about it. That is where your role as a supplier changes in an item-level environment. You are not just selling an item. You are equipping a person to defend it. The best supplier partners understand this dynamic. They do not walk into a category review and hand the Category Manager a sell sheet. They walk in with a story that the Category Manager can carry into the next conversation with their boss — one that answers the item-level questions before they are asked. What customer does this serve? What would the category lose without it? What does the data show about the household it brings in? Think about it from the Category Manager's side. They are sitting in a meeting with their department coordinator or merchandising leadership who has been told, from the top of the organization, that every item needs to earn its place. They need to be ready to answer for every SKU in their set. The suppliers who made that conversation easy — who showed up with a clear, data-backed item story — are the ones the Category Manager is going to fight for. The suppliers who left the Category Manager to figure it out on their own are the ones who find out about a deletion after the fact. Arming the Category Manager is not a soft concept. It is a practical one. It means: **Delivering the story in a format they can use.** A clean one-page item narrative — customer, role in the category, data that supports it, differentiation from private label and competitors — is something a Category Manager can reference, share internally, and pull up when the question comes. A thirty-slide deck is not. **Doing the data work before you walk in the room.** Your Category Manager has access to 84.51° and their own category data. But they have a lot of items to manage. The supplier who pulls the household penetration, basket attachment, and repeat rate for their items — and walks in having already interpreted what it means — is doing work the Category Manager does not have to do. That is the kind of partner who gets time and attention when it matters. **Keeping the story current.** The item story you built eighteen months ago may not reflect what the data shows today. If your item's role in the category has evolved, your Category Manager needs to know that before they walk into a review, not after. Regular updates — not just at reset time — are what keep your items on the right side of that conversation. | What Arming a Category Manager Actually Looks Like Before your next category review, build a one-page item story for each SKU you are presenting that answers these questions in plain language: **The customer:** Who buys this item and what occasion drives the purchase? **The role:** What job does this item do in the category that nothing else does? **The data:** What does household penetration, basket attachment, and repeat rate tell us about the value this item delivers? **The gap:** What would the category lose, and which customer would Kroger lose, if this item were not on the shelf? If your Category Manager can walk into a leadership conversation and answer those four questions confidently, you have done your job as a supplier. If they cannot, that is the gap to close before someone else closes it for you. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Honest Audit Most CPG suppliers with more than a handful of items at Kroger have at least one that would struggle to pass Foran's test. That is not a judgment — it is just the reality of how assortments get built over time. Items get added incrementally, relationships carry things that data would not necessarily support, and category sets expand until someone decides it is time to tighten them. Foran just signaled that tightening is coming. The suppliers who do the honest audit on their own portfolio before Kroger does it for them will be better positioned to have that conversation on their terms, not on Kroger's timeline. The items that earn their place on the shelf are the ones with a clear answer to a clear question: what customer does this serve, and what would that customer lose if it were gone? If your best items have a great answer to that question, this mindset shift is an opportunity. If some of your items do not, now is the time to find out — before your Category Manager has to. | The Bottom Line Foran did not say Kroger is cutting items. He said Kroger is changing how it thinks about them. That shift is already filtering down to the Category Managers who manage your set. The suppliers who come out of the next category review with their assortment intact are the ones who showed up with the story already built — customer, role, data, differentiation — so their Category Manager could walk into a leadership conversation fully armed. That is not just good selling. In this environment, it is the job. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | --- | Stay ahead of the Kroger ecosystem. Every week, Cincinnati CPG Edge covers what Kroger suppliers need to know to show up more prepared. Visit cincinnaticpgedge.com to subscribe. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. ### Kroger to Acquire Giant Eagle for $1.65 Billion URL: https://www.cincinnaticpgedge.com/kroger-to-acquire-giant-eagle-for-1-65-billion/ Last updated: 2026-07-01T12:02:35.000Z *Kroger announced a definitive agreement to acquire Giant Eagle for $1.65 billion. Here is what the deal covers and why suppliers should be watching it closely.* Kroger and Giant Eagle announced a definitive agreement today under which Kroger will acquire the Pittsburgh-based grocer for $1.65 billion, comprised of $1.25 billion in cash and the assumption of approximately $400 million in outstanding liabilities. The deal was unanimously approved by Kroger's Board of Directors. ### What Kroger Is Getting Giant Eagle is a family-owned food and pharmacy retailer with approximately $9 billion in annual sales, operating 197 supermarkets and 11 standalone pharmacies across northern Ohio, western Pennsylvania, West Virginia, Maryland, and Indiana. ### Why Kroger Says It Makes Sense CEO Greg Foran framed the deal as a natural extension of Kroger's core playbook rather than a reinvention. He called Giant Eagle a well run, high quality regional grocer with a strong reputation for fresh products, pharmacy, private label, and customer loyalty, and said the deal expands Kroger's reach into attractive adjacent markets so the company can keep doing what it does best in stores, fresh food, and affordable convenience. On the Giant Eagle side, CEO Bill Artman positioned the deal as continuity rather than disruption, describing it as the next chapter for Giant Eagle's team members, customers, vendors, and community partners, aimed at delivering better quality, service, and value while opening up growth opportunities for the team. ### The Money and the Timeline Kroger is financing the deal with cash while holding its net debt to adjusted EBITDA target in the 2.3 to 2.5x range, and plans to keep its dividend and its previously announced two billion dollar share repurchase program intact. The company expects the deal to be accretive to adjusted earnings per share in the second full year after close. On regulatory clearance, expect limited store divestitures as part of getting the deal approved, with closing targeted for 2027. ### Why This Matters for Suppliers This is where it gets interesting for anyone reading this newsletter. A few early threads worth watching as the deal moves through 2027: - **Giant Eagle vendors, start paying attention now.** If you already sell into Giant Eagle, you are about to find out what it means to be part of Kroger's supplier ecosystem, EDI requirements, Lavante style deduction management, and KOMPASS review cadence included. That is a big operational shift if you are used to Giant Eagle's process. - **Kroger vendors, this is a new distribution footprint.** Five states where Kroger did not have this kind of scale before. Whether that becomes an opportunity to expand into Giant Eagle's stores depends heavily on how Kroger structures the integration, and it is far too early to know. - **Watch for divestitures.** The release is explicit that some Giant Eagle stores will likely be divested to clear antitrust review. Those divested stores could land with another operator entirely, which is its own story for any brand with distribution there. - **This is a 2027 story, not a today story.** Nothing changes operationally yet. But the suppliers who start asking questions now, about banner structure, about who owns which relationship, about how private label plays into it, will be ahead of the ones who wait for an announcement email. We will keep tracking this one as it moves through regulatory review. If your team sells into Giant Eagle today, this is worth a conversation with your broker sooner rather than later. | Stay Ahead of the Story Visit cincinnaticpgedge.com and subscribe to keep up with what this deal means for Kroger suppliers as it develops. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com#/portal/signup) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. ![](https://storage.ghost.io/c/8d/9c/8d9c8219-b41f-4404-b806-bc33065c8e57/content/images/2026/07/e42bef4c-3fd1-46b2-a881-b4f9bbbd02e9.png) ### The Bill Kroger Is Carrying. Why Supplier Pressure Isn't Really About You URL: https://www.cincinnaticpgedge.com/the-bill-kroger-is-carrying-why-supplier-pressure-isnt-really-about-you/ Last updated: 2026-07-01T09:29:19.000Z Every CPG supplier selling at Kroger has felt it. The ask for better pricing. The pressure on promotional terms. The expectation of more trade investment, tighter allowances, and deeper KPM commitments. The conversations happen across categories, across divisions, and across brand sizes. And Kroger's message is always framed the same way: we need to invest in the customer experience and compete on value. That framing isn't wrong. But it is incomplete. Because behind it sits a financial picture that most suppliers have never seen laid out in one place. Kroger is carrying an extraordinary concentration of large non-operational cost burdens right now, most of them the result of strategic decisions and legal obligations that have nothing to do with the price of cereal, frozen meals, or natural snacks. When you add it all up, the number is staggering. And suppliers are among the few levers Kroger can pull to offset costs it cannot control on the other side of the ledger. This is not an indictment of Kroger. It is context that every supplier deserves to have when they walk into a sourcing conversation. The Merger That Cost Over a Billion Dollars and Produced Nothing In October 2022, Kroger announced a $24.6 billion agreement to acquire Albertsons in what would have been the largest supermarket merger in American history. Three years later, the deal was dead, blocked by federal and state courts on antitrust grounds. The cost of that failed attempt was extraordinary. Kroger spent $44 million on merger-related fees in 2022, $316 million in 2023, and $684 million in 2024 alone, totaling more than $1 billion in professional fees, legal costs, and credit facility expenses over three years. Every dollar of that went toward a transaction that generated zero return. The legal fallout is still unresolved. Albertsons sued Kroger for a $600 million termination fee plus billions in additional damages. Kroger countersued, accusing Albertsons of secretly undermining the deal. C&S Wholesale Grocers, which had been lined up to acquire nearly 600 divested stores, filed its own suit seeking a $125 million termination fee. Those cases are still working through the courts. | Albertsons Merger — The Running Tab $44M — Merger-related fees in 2022 $316M — Merger-related fees in 2023 $684M — Merger-related fees in 2024 $600M+ — Termination fee Albertsons is seeking in ongoing litigation $1B+ spent on a deal that never closed. Litigation still pending. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | The Ocado Bet That Didn't Pay Off In 2018, Kroger announced a landmark partnership with British automation company Ocado, with the ambitious goal of building 20 robotic customer fulfillment centers across the United States. The vision was a fully automated eCommerce operation that would let Kroger compete with Amazon at scale. By November 2025, that vision had collapsed. Kroger announced it would close three of its Ocado-powered fulfillment centers in Pleasant Prairie, Wisconsin; Frederick, Maryland; and Groveland, Florida. Shortly after, it canceled a fourth planned facility in Charlotte, North Carolina, and closed a spoke facility in Nashville, Tennessee. The financial damage from the Ocado retreat is one of the largest single write-downs in Kroger's history. Kroger recorded $2.6 billion in impairment and related charges in fiscal Q3 2025\. On top of that it paid Ocado $350 million to compensate for the early terminations and the canceled Charlotte facility. That's roughly $3 billion in combined charges tied to an eCommerce strategy that didn't deliver. For context, Kroger's entire annual operating profit guidance for 2026 is $5.0 to $5.2 billion. The Ocado write-down alone represented more than half of one year's operating profit gone in a single quarter. | Ocado Retreat — The Cost $2.6B — Impairment and related charges recorded in Q3 2025 $350M — Cash payment to Ocado for early terminations and canceled Charlotte CFC 3 of 20 — CFCs built out of the original 20-facility plan before the strategy was abandoned \~$3B in combined charges. More than half of one year's operating profit. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | The Opioid Settlement Kroger operates one of the largest pharmacy networks in the United States, and like every major pharmacy chain, it was swept into the national opioid litigation. The core allegation was that pharmacy operators failed in their legal duty to flag and refuse suspicious controlled substance prescriptions, effectively becoming a pipeline for pills that fueled the addiction crisis across communities. Kroger reached a settlement covering claims from states, counties, cities, and Native American tribes. As of January 31, 2026, Kroger has recorded $132 million in current liabilities and $981 million in long-term liabilities related to the settlement, totaling approximately $1.1 billion in committed payments being paid out over several years. That is real cash leaving the business on a defined schedule, going toward opioid abatement programs, treatment and recovery services, and communities most affected by the crisis. The Pharmacy Headwind Nobody Saw Coming Kroger's pharmacy business has been one of its strongest growth drivers in recent years, consistently leading divisional sales performance. But that growth is now running directly into a structural margin problem created by federal drug pricing policy. The Inflation Reduction Act gave Medicare the ability to negotiate prices on certain high-cost drugs directly with manufacturers. The result is lower reimbursement rates flowing to pharmacies. Kroger specifically called out a 130 basis point headwind to identical sales from the Inflation Reduction Act in its 2026 guidance. Albertsons described the same pressure as a key driver behind its near-flat sales outlook for all of fiscal 2026\. The road ahead gets steeper, with the Centers for Medicare and Medicaid Services scheduled to begin negotiating prices on 15 additional drugs in 2028\. A department that has been one of Kroger's most reliable traffic and margin drivers is now facing a multi-year structural squeeze it cannot negotiate around. The DOJ Settlement Nobody Was Talking About In April 2026, the Department of Justice announced a proposed settlement with Kroger resolving alleged Clean Air Act violations dating back to 2014\. The allegations centered on Kroger's failure to promptly repair leaks of R-22, a powerful ozone-depleting refrigerant, across its store network, and its failure to maintain adequate refrigeration service records over nearly a decade. Under the proposed consent decree, Kroger will spend an estimated $100 million over the next three years to retrofit or replace 600 large commercial refrigeration systems across its stores, implement a company-wide refrigerant management system, and maintain a corporate-wide average leak rate of no more than 9.5% per year. Kroger will also pay a $2.5 million civil penalty on top of the compliance investment. This is not a strategic misstep or a market dynamics story. It is a compliance failure from a prior era now being paid for in cash and operational restructuring. The $102.5 million in combined costs may look modest next to the other numbers on this list, but it is another real obligation landing on Kroger's balance sheet at exactly the moment the company is trying to fund price cuts and navigate a new CEO transition. The Capital Commitments That Keep Coming Even while absorbing all of the above, Kroger is simultaneously committed to a massive ongoing investment program. The company's 2026 guidance includes $3.8 to $4.0 billion in capital expenditures for store remodels, technology infrastructure, new locations, and digital investment. In December 2025, Kroger's board approved an additional $2 billion share repurchase program to be completed by end of fiscal 2026\. That combination of capital expenditure and buybacks represents roughly $6 billion in planned cash deployment in a single fiscal year, alongside the opioid payments, merger legal costs, and everything else on this list. | Kroger's Non-Operational Financial Burden — The Full Scorecard $1B+ — Albertsons merger fees spent over three years with zero return $600M+ — Termination fee Albertsons is seeking in ongoing litigation \~$3B — Ocado impairment charges and termination payments combined $1.1B — Opioid settlement liability on the balance sheet $102.5M — DOJ Clean Air Act settlement, refrigerant compliance investment plus civil penalty 130 bps — Inflation Reduction Act headwind to identical sales in 2026 $3.8–4.0B — Capital expenditure commitment for fiscal 2026 $2B — Share repurchase program authorized December 2025 None of these costs have anything to do with the price of the products on Kroger's shelves. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What This Means at the Supplier Table None of this is information that will come up in a sourcing conversation, a category review, or a trade planning meeting. Kroger's Category Managers aren't going to walk suppliers through the balance sheet before asking for better terms. That's not how these conversations work. But understanding the financial backdrop matters because it reframes what the pressure actually is. When a Category Manager asks for a lower cost, a deeper promotional allowance, or more KPM investment, they are operating inside a business that is simultaneously absorbing a billion dollar legal settlement, a three billion dollar eCommerce write-down, a billion dollar failed merger tab, a growing pharmacy margin headwind, and billions in annual capital commitments. Retail media revenue, tighter sourcing, and better trade terms from CPG brands are among the few levers Kroger can actually pull to offset costs that sit entirely outside its operational control. That context doesn't mean suppliers should simply say yes to every ask. It means they should understand why the asks are coming with the frequency and intensity they are, and walk into those conversations more prepared rather than just reacting to pressure. The suppliers who understand what Kroger is carrying right now are better equipped to have strategic conversations rather than transactional ones. And in a retail relationship as important as Kroger, that difference matters more than most brands realize. | The bottom line for suppliers: Kroger is one of the strongest grocery operators in America and its underlying business is performing well. But it is also carrying over $5 billion in non-operational financial burdens from decisions made over the last three years, and that weight is real. The pressure suppliers are feeling at the negotiating table doesn't exist in a vacuum. It exists in the context of a company managing an unusually heavy financial load while simultaneously trying to cut prices, grow eCommerce, and retain market share against Walmart, Aldi, and Costco. Knowing that context won't change the ask. But it will change how you respond to it. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | **Cincinnati CPG Edge covers the Kroger ecosystem every week** — supplier operations, category strategy, promotional insight, and the context that helps every CPG supplier walk into Kroger more prepared. Visit [cincinnaticpgedge.com](https://www.cincinnaticpgedge.com/) to subscribe and stay in the Kroger know. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger Just Changed the Loyalty Game. Here Is What It Means for Your Brand. URL: https://www.cincinnaticpgedge.com/kroger-just-changed-the-loyalty-game-here-is-what-it-means-for-your-brand/ Last updated: 2026-06-26T09:20:22.000Z Kroger Ecosystem On June 25, Kroger quietly made one of the more meaningful changes to its customer loyalty program in years. What used to be called Fuel Points is now simply Points, and members can now redeem them for dollars off groceries in-store and online, not just for savings at the pump. Most of the coverage focused on what this means for shoppers. That is the wrong lens for this audience. The question worth asking is what it means for your brand. ## What Actually Changed The mechanics are straightforward. Kroger members earn one Point for every dollar spent on eligible purchases in-store or online through pickup and delivery. Boost members earn 2X Points on all qualifying purchases. Those Points can now be redeemed two ways: **Fuel savings:** 10 cents off per gallon for every 100 Points redeemed, up to $1 per gallon on a single fill. **Grocery savings:** $1 off their grocery purchase for every 100 Points redeemed, up to $10 off per day. Members apply Points through the Kroger app or Kroger.com before checkout. That second option is new, and it is the piece that matters here. ## Why This Is a Supplier Story, Not Just a Shopper Story Here is the thing about Kroger's loyalty program that often gets overlooked from the vendor side: it is also the data engine. Every transaction tied to a Plus card feeds into the behavioral dataset that powers 84.51° and Kroger Precision Marketing. More engagement with the loyalty program means more signal, more shopper-level data, and a richer foundation for the targeted media and promotional tools suppliers use to drive volume. When Kroger makes the Points program more compelling, more shoppers engage with it more frequently. That is good for the ecosystem your brand competes in. But there is a more direct implication as well. The grocery redemption option keeps shoppers active in the digital experience, logged into the app, applying rewards before checkout. That is the same moment digital coupons get clipped and personalized offers get seen. A more active, app-engaged loyalty member is a better target for the promotional programs you are funding through KPM. | Why This Connects to KPM More shoppers engaged in the app before checkout means more opportunities for digital coupons and personalized offers to be seen, clipped, and redeemed. The loyalty program and your promotional media spend live in the same moment. If your KPM investment is generating impressions but not conversions, it is worth asking whether your digital coupon strategy is timed to catch shoppers when they are most engaged with the app. That window just got more valuable. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Membership Signal Kroger's Q1 2026 earnings call included a detail worth holding onto in this context: Boost membership grew 12% to more than 51 million members, with more frequent transactions and higher spending among engaged households. Boost members earn 2X Points on every purchase, which makes the new grocery redemption option even more attractive for that segment. That is a large and growing base of high-frequency shoppers who are now more digitally connected to Kroger's platform at checkout. For brands running targeted promotions through KPM, that is a more engaged audience than it was a week ago. ## What It Does Not Change To be clear about what this is and is not: the Points program change does not alter how your trade deals work, how deductions are processed, or how Category Managers evaluate your items in a category review. The fundamentals of the vendor relationship are unchanged. What it does is shift the context around digital engagement. Kroger has been building toward a more unified loyalty and media ecosystem, particularly with the tighter integration of 84.51° into KPM. An expanded, more flexible Points program is one more piece of that effort to deepen the digital relationship with shoppers, and a deeper digital relationship with shoppers is ultimately what makes Kroger's retail media offering worth the investment for suppliers. ## The One Question Worth Asking Your Team When a Kroger shopper opens the app to apply their Points before checkout, are you showing up? Is there a digital coupon live for your key items, timed to drive trial or repeat purchase? Is your brand visible in that moment when the app is open and the shopper is engaged? That is the practical question this change raises for suppliers. Kroger just made that moment more common. How you show up in it is still entirely your call. | The Short Version Kroger's loyalty program now gives shoppers a reason to be in the app before every grocery trip, not just before a fill-up. More app engagement means more exposure to digital offers. If your promotional strategy is not built around that moment, this is a good time to rethink it. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | --- | Stay ahead of the Kroger ecosystem. Every week, Cincinnati CPG Edge covers what Kroger suppliers need to know to show up more prepared. Visit cincinnaticpgedge.com to subscribe. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. ### Nobody Likes a Salesman: Are You a Vendor Partner or Just Another Rep? URL: https://www.cincinnaticpgedge.com/salesperson-vs-vendor-partner/ Last updated: 2026-06-25T08:11:47.000Z Nobody likes a used car salesman. So why do so many supplier reps walk into Kroger acting like one? You know the type. They show up with a sell sheet, a smile, and an ask. The Category Manager barely has time to sit down before the pitch starts. The rep is animated, enthusiastic, fully prepared, and completely focused on what they need out of the meeting. The Category Manager has been in dozens of meetings exactly like this one. They can feel it coming before the rep opens their laptop. And when the meeting ends, nothing moves forward. Not because the product was bad. Because nobody likes a salesman. --- ## The difference is visible in the first five minutes Category Managers at Kroger are managing complex categories across 22 divisions. They are tracking promotional performance, monitoring competitive activity, preparing for KOMPASS reviews, and fielding requests from dozens of suppliers at any given time. Their job is not to help you hit your number. Their job is to build the best possible category for Kroger shoppers. When a salesperson walks in, the Category Manager immediately understands the dynamic. This person needs something. The whole meeting will be structured around what they need. Every data point will be curated to support the ask. Every question will be a setup for the pitch. When a vendor partner walks in, it feels different. They ask questions first. They bring something useful even when there is no pitch attached. They talk about the category before they talk about their brand. They know what Kroger is trying to accomplish, and they frame everything around that. "Category Managers know within five minutes whether you are there for Kroger's business or your own quota." ## Salesperson vs. vendor partner, side by side | The Salesperson | The Vendor Partner | | -------------------------------------------------- | ------------------------------------------------------ | | Leads with the new item | Leads with what is happening in the category | | Brings data that supports the pitch | Brings data the Category Manager actually uses | | Asks for distribution, placement, or promo support | Earns those conversations by showing up prepared | | Talks about what their brand needs | Talks about what the category needs | | Disappears between reviews | Stays in contact, shares useful information year-round | | Measures success by what they got | Measures success by whether Kroger won | ## Think about it like a trust bank Every interaction with a Category Manager either deposits into or withdraws from a trust account. Salespeople are almost always withdrawing. They need placement. They need a promotional slot. They need a favorable position in the next KOMPASS review. Every meeting is a transaction, and the Category Manager is always on the losing end of it. Vendor partners make deposits. They bring a category insight the Category Manager had not seen. They flag a potential gap in the planogram before the reset. They share honest performance data even when it is not flattering. Over time, that trust account grows, and when the vendor partner does come with an ask, it lands completely differently because the relationship is already there. | **Ask yourself before your next Kroger meeting:** What am I bringing to this meeting that is useful to the Category Manager, regardless of whether my ask gets approved? If the honest answer is nothing, you are not ready for the meeting yet. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | ## This is not about being less ambitious Vendor partners still have goals. They still need distribution, promotional support, and shelf placement. The difference is not in what they want, it is in how they operate to get there. The salesperson tries to convince. The vendor partner tries to earn. And at Kroger, where Category Managers have more supplier relationships than they can fully manage, the reps who show up as genuine partners are the ones who get the call back, get the consideration, and get the results. The used car salesman might close a deal once. The vendor partner builds a relationship that compounds for years. Decide which one you want to be before your next meeting. --- | Cincinnati CPG Edge delivers practical Kroger insight for supplier teams, brokers, and brand managers every week. If this was useful, pass it along. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. Cincinnati CPG Edge · cincinnaticpgedge.com ### Why Cincinnati CPG Edge Exists (And Why It Belongs in Every Kroger Vendor's Inbox) URL: https://www.cincinnaticpgedge.com/purpose-of-cpg-edge/ Last updated: 2026-06-23T19:48:53.000Z There is no official Kroger vendor handbook. Nobody hands you the playbook when you start calling on one of the largest retailers in the country. You figure it out. You learn from the people around you. You make mistakes, read the room, and over time you start to understand how Kroger thinks, what Category Managers actually need, and what separates a vendor who gets results from one who keeps showing up and getting nowhere. And most of the time you figure it out completely alone. This industry is not known for its training programs. The typical onboarding looks something like this: you get the job, you sit through HR, you sign the paperwork, you get a laptop and maybe a phone, and then you are expected to go perform at a high level against one of the most sophisticated retailers in the country. No playbook. No roadmap. Just expectations. The CPG industry has always operated on a sink or swim model, and a lot of good people have sunk simply because nobody handed them the right information at the right time. Cincinnati CPG Edge exists to change that for everyone in the Kroger ecosystem. --- ## One purpose, one question Every post published here is filtered through a single question before it goes out. Does this help a CPG supplier walk into Kroger more prepared than they walked in yesterday? If the answer is yes, it runs. If it does not clear that bar, it does not belong here. That means you will find posts on how KOMPASS works and how to pitch within it. How Kroger's 22 divisions differ and why your market plan should reflect that. What a good promo plan actually looks like from the Category Manager's seat. How Kroger sees your brand versus how your company sees it. The operational details that trip up even experienced supplier teams. The stuff that takes years to learn the hard way, written down so you do not have to. "Making us all better vendors calling on Kroger." That is not a tagline. It is the whole point. ## This works better when more people are in the room Here is something worth saying directly. A more prepared supplier community is better for everyone. When vendor partners show up to Kroger meetings with sharper category insight, stronger promo plans, and a clearer understanding of how the business works, those meetings go better for the Category Manager too. Better conversations lead to better outcomes at shelf, and better outcomes at shelf are good for the whole category. This is not a zero-sum game. Raising the floor raises everyone. So if you have a colleague who calls on Kroger and is not subscribed, send this to them. If your sales team is prepping for KOMPASS reviews and could use a resource that speaks their language, share the link. If you know a broker, a brand manager, or a supplier rep who is newer to the Kroger ecosystem and figuring it out the hard way, point them here. The more people in this community who are operating with better knowledge, the better this whole thing works. ## What is coming There is a full editorial calendar being built out right now. Upcoming posts will cover how to build a promo plan Kroger will actually respond to, what it means when Foran says people buy items not assortments, how to think about your brand's role in the category before you walk into a review, and a lot more. Every one of them written for the supplier team that wants to get better at this, not just survive it. ## One more thing worth saying You may not agree with everything published here. Not every post will be perfectly on point for your specific situation, because the truth is every Category Manager operates a little differently, every division has its own nuances, and the Kroger ecosystem is not one-size-fits-all. That is part of what makes it interesting and part of what makes it hard. That is okay. Take what applies, set aside what does not, and if something in here makes you think differently about even one meeting or one conversation, this publication has done its job. The goal was never to be the final word. It was just to hand you a little more than you had yesterday. --- | Know someone who calls on Kroger? Forward this email or share the link below. Cincinnati CPG Edge is free to read and built for anyone working in the Kroger ecosystem. The more prepared we all are, the better this whole thing works. [Share Cincinnati CPG Edge](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | From Cincinnati CPG Edge, keeping you in the Kroger know. | Cincinnati CPG Edge Practical Kroger insight for supplier teams, brokers, and brand managers. Visit cincinnaticpgedge.com to explore the full archive. [Explore the Full Archive](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Cincinnati CPG Edge · cincinnaticpgedge.com ### Q1 Earning Call: Foran's Mandate Every Item Kroger Carries Must Earn Its Spot URL: https://www.cincinnaticpgedge.com/q1-earning-call-forans-mandate-every-item-kroger-carries-must-earn-its-spot/ Last updated: 2026-06-18T14:19:27.000Z Kroger's Q1 2026 earnings call this morning was not a typical financial readout. CEO Greg Foran used the platform to lay out a clear-eyed operating philosophy for where this company is headed, and several of the things he said should be on every CPG supplier's radar before their next Kroger meeting. Greg Foran, Q1 2026 Earnings Call "Customers don't buy assortment. They buy items." CEO, The Kroger Co. — June 18, 2026 Five words. Read them again. That single line from Foran on this morning's call signals a meaningful shift in how Kroger's leadership is thinking about the shelf, and it has direct implications for every brand currently on the Kroger planogram and every brand trying to get there. The context behind it: Foran is pushing Kroger toward sharper, more deliberate assortment decisions. Carrying a broad range of SKUs is no longer the default goal. The goal is carrying the right items, the ones customers actually want and are putting in their carts. That philosophy leads directly to his other headline statement from this morning. Every Item Kroger Carries Must Earn Its Spot Foran made this explicit on the call. Kroger is taking a harder look at what belongs on its shelves and what does not. This is not a casual efficiency initiative. It is a CEO-level mandate that will filter down to Category Managers as well as all divisions as they approach upcoming category reviews. If your item cannot demonstrate clear velocity, incrementality, or a distinct reason for being there that another SKU does not already cover, the conversation with your Category Manager is going to get harder. The days of winning shelf space on relationship and range breadth alone are giving way to a more disciplined, item-by-item performance standard. --- Foran's Framework ## The 5 Its: How Foran Described the Kroger He Is Building On the call, Foran outlined what he called the "5 Its" as the operating pillars driving Kroger's near-term transformation. Think of these as the lens through which Category Managers will increasingly be evaluated and the lens through which supplier conversations will be filtered. Kroger's 5 Its — Greg Foran, Q1 2026 Earnings Call 1 **Grow store counts.** Foran acknowledged Kroger has fallen behind competitors in new store openings and called this out directly. Plans are in place to grow new store openings by 30% in 2026, with 70 to 80 new stores targeted for 2027\. This is a signal that physical footprint matters, and supplier market plans built around Kroger's current store count will need to be revisited. 2 **Be competitive on price, but not the cheapest.** Foran was deliberate here. Kroger is not chasing Walmart or ALDI to the bottom. The goal is to be competitive on value so customers trust the price, not to win a race to the lowest shelf tag. This is a critical distinction for suppliers navigating cost and trade conversations. 3 **Become a more consistent and easy retailer.** Foran described a Kroger that is simpler to navigate for both customers and, by implication, suppliers. Execution standards, in-store conditions, and the shopping experience all need to be more reliable across the 22 divisions. For suppliers, this is an invitation to help Kroger win on basics. 4 **Simplify promotions.** Foran called out promotions directly, noting that they have become too complicated, both for customers trying to understand them and for Kroger to execute consistently. Expect pressure toward cleaner, clearer promotional constructs in your trade planning conversations. If your promotional calendar is complex, now is the time to simplify it. 5 **Scale KPM as a high-margin business.** Kroger Precision Marketing was named explicitly as a priority growth area. Foran flagged KPM's margin profile as a genuine competitive advantage, not just a services offering. KPM profit grew over 20% this quarter. This is a business Kroger's leadership is actively growing, and supplier investment in KPM is increasingly viewed through that strategic lens. --- What's Working ## Foot Traffic Is Up, Loyal Households Are Growing, and Our Brands Are Winning Among the positive signals Foran highlighted on the call, three stand out for CPG suppliers. **Foot traffic is up and loyal households are growing.** This matters because it tells you the customer base Kroger is building is getting stickier, not just bigger. Loyal households shop more frequently and across more categories. If your brand is not showing up in the basket of Kroger's most loyal customers, that is a gap worth diagnosing before your next category review. **Our Brands is outpacing national brands.** Kroger's owned brand portfolio is growing faster than branded equivalents, and Foran was enthusiastic about it. This is consistent with what we have been watching for several quarters, but the CEO-level emphasis raises the stakes. Our Brands is not just a margin play for Kroger anymore; it is a strategic pillar. National brand suppliers need a clear answer to the question every Category Manager is now implicitly asking: what does your brand do that Our Brands cannot? **eCommerce turned profitable for the first time in Kroger's history, this quarter.** This is a significant milestone. Kroger's adjusted eCommerce sales grew 19%, and the business crossed into profitability in Q1 2026 after years of investment. This changes the eCommerce conversation from a growth story with a cost drag to a genuine margin contributor, and it will shape how Kroger's leadership thinks about digital assortment, content standards, and supplier investment going forward. First-Ever eCommerce Profitability: What It Means for Suppliers When a channel becomes profitable for the first time, the people running it start managing it differently. Expect Kroger to bring more discipline to digital assortment decisions, more scrutiny to item content quality, and more expectation that supplier brands are actively participating in the digital shelf, not just showing up. If your Kroger.com product pages have stale imagery, incomplete descriptions, or missing attributes, that is now a business risk, not just a housekeeping item. The eCommerce team has new standing inside Kroger's P&L, and it will act like it. --- By the Numbers ## Q1 2026 Financial Snapshot +1.0% Identical sales without fuel (vs. +3.2% in Q1 2025) $46.1B Total Q1 2026 sales (up from $45.1B a year ago) +19% Adjusted eCommerce sales growth First profitable quarter in Kroger history +20% KPM profit growth Named a strategic priority by Foran Identical sales growth of 1.0% is a step down from recent quarters, and gross margin came in at 22.7% versus 23.0% a year ago. The compression was driven by higher transportation costs, egg deflation, and Kroger's deliberate price investment strategy. These are known and managed headwinds, not surprises. The company reaffirmed its full-year guidance across every metric. | Full-Year 2026 Guidance Metric | Reaffirmed Range | | ------------------------------ | -------------------- | | Identical Sales Without Fuel | +1.0% to +2.0% | | FIFO Operating Profit | $5.0 to $5.2 billion | | Adjusted EPS | $5.10 to $5.30 | | Free Cash Flow | $2.7 to $2.9 billion | | Capital Expenditures | $3.8 to $4.0 billion | --- The Bottom Line for Suppliers ## Foran Is Running a Tighter Ship. Are You Ready for That Conversation? This was not a routine earnings call. Greg Foran used it to put a clear stake in the ground: Kroger is simplifying, sharpening, and growing. The implication for supplier teams is that the bar is moving. Broader assortment, complex promotions, and passive shelf presence are not strategies that hold up in the Kroger Foran is building. The suppliers who will show up best in this environment are the ones who come to their next category review with a clear velocity story, a clean promotional strategy, active KPM participation, a strong digital shelf, and a compelling answer to why their item belongs in the basket of Kroger's most loyal households. That is not a new standard. It is just a more seriously enforced one. > "Customers don't buy assortment. They buy items." Greg Foran, CEO, The Kroger Co. — Q1 2026 Earnings Call That is the frame. Make sure your item is the one worth buying. From Cincinnati CPG Edge, keeping you in the Kroger know. Stay Ahead of What Kroger Is Doing Every week, Cincinnati CPG Edge breaks down the Kroger ecosystem so supplier teams can walk into every meeting more prepared. Visit cincinnaticpgedge.com to subscribe. [Subscribe Now](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) ### The KOMPASS Deck Nobody Warned You About URL: https://www.cincinnaticpgedge.com/the-kompass-deck-nobody-warned-you-about/ Last updated: 2026-06-18T16:30:54.000Z ## Getting the Meeting Is Not the Hard Part. Most brands spend enormous energy trying to get in front of a Kroger Category Manager. They work their network, engage a rep, refine their pitch. And then, when the meeting finally happens, they walk in with a deck that tells the Category Manager almost nothing they actually need to know. The KOMPASS new item proposal is Kroger's structured process for evaluating whether a brand and its products belong on the shelf. It is not a casual conversation. It is a formal submission with specific expectations, and brands that do not understand those expectations walk out of the room thinking the meeting went well, while the Category Manager has already moved on. What follows is an honest look at what Kroger Category Managers actually need to see in a new item proposal, and the mistakes that consistently undermine otherwise capable brands. ## What a KOMPASS Proposal Is Actually Evaluating Before getting into what to include, it helps to understand what the Category Manager is actually trying to answer when they review your proposal. They are not evaluating how much you believe in your product. They are evaluating whether your product solves a problem in their category. Specifically, they are asking: Does this item fill a gap in my current assortment? Does it bring a consumer into the category who is not already shopping it? Does it have the velocity potential to justify the shelf space it would occupy? And is this brand and its rep capable of executing at Kroger's standard once the item is listed? Every slide in your deck should be answering one of those questions. If it is not, it probably does not belong there. | What the Category Manager Is Evaluating in Your Deck → Does this item fill a real gap in my current assortment, or does it duplicate what I already carry? → Is the velocity story credible based on syndicated or third-party market data? → Does the consumer target align with Kroger's shopper base in this category? → Is the pricing and promotional plan realistic and competitive on shelf? → Does this brand have the operational capability and support structure to execute? → Is there a capable rep behind this brand who will handle the execution layer? | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What a Strong KOMPASS Deck Actually Contains A well-constructed KOMPASS proposal is not a brand story. It is a category argument. The distinction matters, because brands consistently confuse the two. **A clear category opportunity.** Lead with the category, not with your brand. Show the Category Manager a gap in their current assortment using data they recognize and trust. IRI, Nielsen, SPINS, or 84.51° data carries weight. Your own internal sales projections do not. If you cannot demonstrate the category need with third-party data, the rest of the deck is working uphill. **Syndicated velocity and market data.** Syndicated data gives the Category Manager a credible, third-party read on how the item is performing in market. It tells the story cleanly and in a format both parties recognize.. **A competitive assortment map.** Show the Category Manager where your item lives on the shelf relative to what they already carry. What does it sit next to? What does it replace or complement? Is it positioned to trade a consumer up, or to bring in someone who is not currently buying in the segment? This context matters more than most brands realize. **A realistic pricing and promotional plan.** Your everyday shelf price needs to be competitive within the set, and your promotional plan needs to reflect an understanding of how Kroger promotes. TPR frequency, depth of discount, and fuel point event eligibility all factor into how the Category Manager evaluates whether your promotional model works in their environment. **Broker and rep identification.** Your deck should clearly identify who is representing the brand at Kroger. This is not a formality. It tells the Category Manager there is an accountable team behind the brand that understands Kroger's systems and expectations. Removing this from the deck does not make the brand look more self-sufficient. It raises a quiet question about who is actually managing the business. ## The Mistakes That Kill a KOMPASS Proposal These are the patterns that consistently undermine otherwise capable brands in the KOMPASS process. Most of them come from building a brand story instead of a category argument. **Leading with the brand, not the category.** A deck that opens with your founding story, your mission, and your social media following before ever addressing what the Category Manager actually cares about loses the room early. The brand story can be in there, but it should support the category argument, not replace it. **Using projections instead of performance data.** "We expect to do X velocity at Kroger" based on nothing but internal modeling is not a data point. If you do not have syndicated market data to show, acknowledge it directly and present the consumer demand data that supports the opportunity. Speculation dressed up as a chart is easy to see through. **Ignoring the competitive set.** Presenting your item in isolation, as though the shelf does not already exist, signals that you have not done the category homework. Category Managers think in sets. Your item needs to make sense within the set they are already managing. **Overriding your rep's structure.** A rep who has submitted hundreds or thousands of KOMPASS proposals knows what the Category Manager expects to see and in what order. Brands that rebuild the deck based on their own instincts, keeping one slide and discarding the rest, often end up with a presentation that feels unfamiliar and slightly off to the Category Manager reviewing it. The structure of the deck is not decoration. It is a signal that the brand knows the process. | **A note on deck structure:** Kroger Category Managers review a high volume of new item proposals. A deck that follows a familiar, well-organized structure communicates competence before the content even lands. One that feels disorganized or unconventional creates friction. Your rep has built that structure for a reason. Trust it. The first thing a Category Manager notices when they open a deck is how many slides are in it. A bloated proposal signals that the brand does not understand the audience. Keep it tight. Every slide should earn its place. If a slide does not directly answer one of the questions the Category Manager is trying to resolve, remove it. One of the most common mistakes brands make is turning a new item proposal into a data review. A KOMPASS deck is not the place for deep dive analytics, category scorecards, or multi-page performance breakdowns. That material belongs in a business review with an established item, not in a first impression with a new one. Walk in with a clean, focused story. Save the data deep dive for when you have earned that conversation. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Product Still Has to Sell Itself A well-built KOMPASS deck opens doors. It gives a strong product the best possible chance to be evaluated fairly and seriously. But it is worth saying plainly: no deck gets a weak product listed at Kroger. The presentation creates the opportunity. The product has to close it. The brands that perform consistently in the KOMPASS process are the ones that bring both: a product with a genuine category argument behind it, and a presentation that demonstrates they understand the retailer they are pitching. Neither alone is enough. Together, they give a Category Manager a clear reason to say yes. Your rep has done this hundreds of times. Build it together, but let their experience guide the decisions. | **Cincinnati CPG Edge covers the Kroger ecosystem every week** — supplier operations, category strategy, promotional insight, and the context that helps CPG suppliers show up more prepared. Visit [cincinnaticpgedge.com](https://www.cincinnaticpgedge.com/) to subscribe and stay in the Kroger know. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Special Edition: Kroger Q1 Earnings Call Is This Week. Tune In Thursday 8am ET. URL: https://www.cincinnaticpgedge.com/special-edition-kroger-q1-earnings-call-is-this-week-tune-in-thursday-8am-et/ Last updated: 2026-06-15T08:44:03.000Z On Thursday June 18 at 8:00 a.m. ET, Greg Foran takes the mic for his first full quarterly earnings call as Kroger CEO. Wall Street will be listening for EPS numbers and comparable sales trends. CPG suppliers should be listening for something different entirely. The language Foran uses about pricing strategy, supplier relationships, retail media growth, and eCommerce momentum will shape the sourcing and trade conversations happening across Kroger's General Office for the next 90 days. This is also the first time suppliers will get a real read on how Foran presents to Wall Street as permanent CEO. His tone, his emphasis, and what he chooses to highlight versus what he leaves to the CFO will tell you a lot about his priorities heading into the back half of 2026\. Pay attention to the contrast with how Rodney McMullen used to run these calls. The differences, however subtle, matter for reading the room going forward. Here is what to listen for, and why it matters for your brand. | Kroger Q1 2026 Earnings Call — Mark Your Calendar Date: Thursday, June 18, 2026 Time: 8:00 a.m. ET Live webcast: [ir.kroger.com](https://ir.kroger.com/?ref=cincinnaticpgedge.com) — click Quarterly Results Replay available: Approximately 1:00 p.m. ET same day at ir.kroger.com The replay is free and available to anyone. No registration required. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What Wall Street Is Expecting Analysts are going into June 18 with these consensus estimates as their benchmark. Understanding what Wall Street expects helps you interpret Foran's tone on the call. A beat on earnings typically means a more confident CEO. A miss typically means more defensive language and more internal pressure to find margin wherever it exists. | Q1 2026 Analyst Consensus Estimates Revenue: \~$45.35 billion Adjusted EPS: $1.58, up roughly 6% from $1.49 in Q1 2025 Identical sales ex-fuel: Expected near the low end of 1% to 2% full year guidance due to egg deflation headwind in Q1 Full year EPS guidance: $5.10 to $5.30 (previously reaffirmed) eCommerce: Expected to show continued double-digit growth and progress toward 2026 profitability target | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Worth noting heading into the call: JPMorgan lowered its Kroger price target from $72 to $70 on June 11, just days before the earnings report, while maintaining a Neutral rating. Analyst Thomas Palmer's view is that Kroger will likely reaffirm its full year guidance rather than raise it. That cautious posture from a major institutional voice heading into the call is worth keeping in mind as you listen. A room full of analysts who are not expecting upside surprises tends to ask sharper questions about where margin pressure is coming from and who is being asked to help absorb it. There is also a DOJ environmental settlement sitting in the background. Kroger recently agreed to a $2.5 million civil penalty and a $100 million refrigeration upgrade commitment stemming from a decade-long pattern of refrigerant leak compliance issues across its store fleet. That $100 million capital commitment competes directly with other uses of cash including store remodels, eCommerce investment, and the price cut program. If an analyst asks about capital allocation priorities on June 18, the refrigeration settlement is part of that conversation and worth understanding before you listen. Six Things Suppliers Should Listen For 1\. How Foran talks about the price cut program Kroger has committed to cutting prices on thousands of products and funding those cuts through tighter sourcing and operational savings. Listen for whether Foran describes the program as on track, accelerating, or being phased more slowly than originally planned. The pace of the price cut rollout is a direct signal of how much sourcing pressure is coming to supplier conversations in Q3 and Q4. 2\. The exact language around supplier and vendor relationships Kroger's earnings calls almost always include at least one reference to working with supplier partners or improving the cost structure of the supply chain. Listen carefully to whether that language is collaborative, for example "working with our vendor partners," or more transactional, for example "improving our cost of goods." The framing tells you a lot about the temperature of sourcing conversations inside the GO right now. 3\. Retail media and KPM growth numbers Kroger Precision Marketing has been one of Kroger's fastest growing alternative profit streams and management has consistently committed to double-digit retail media growth in 2026\. If Foran confirms that trajectory is on track it signals that KPM investment from suppliers is becoming more important, not less, as a relationship lever. If media growth is softer than expected, watch for commentary on how Kroger plans to close the gap. 4\. eCommerce profitability progress After the $3 billion Ocado write-down, Kroger has committed to delivering approximately $400 million in eCommerce operating profit improvement in 2026 through its hybrid fulfillment model with Instacart, DoorDash, and Uber Eats. Q1 will be the first public checkpoint on that commitment. If eCommerce profitability is ahead of plan it validates the platform partnerships strategy. If it is behind, it could signal further restructuring. 5\. Our Brands performance and private label momentum Kroger's private label business has been growing faster than national brands across most categories, and Kroger has been quietly expanding Our Brands SKU count in several key categories as well. Listen for any specific callouts of Our Brands performance or new category expansion plans in the quarter. Strong private label growth alongside price cuts and SKU expansion is the combination that puts the most direct pressure on national brand shelf space and supplier margin. If Foran highlights Our Brands as a key driver of the quarter, that context matters for how you think about your next category review conversation. 6\. Tariff exposure and import cost commentary With the current trade policy environment, there is a real chance an analyst asks Foran directly about tariff exposure on imported goods and how Kroger is managing those costs across its supply chain. This is one to listen for carefully. If Foran acknowledges tariff headwinds and signals that Kroger is looking to its supplier base to help absorb those costs, that is advance notice of cost negotiation conversations coming your way. If he frames it as manageable and primarily absorbed internally, that is a meaningfully different signal. Either way, how Kroger publicly characterizes its tariff posture in Q1 will influence the conversations your category managers are having inside the GO right now. How to Listen Like a Supplier, Not an Investor Most earnings call coverage focuses on stock price implications, EPS beats or misses, and full year guidance revisions. That is the investor lens. The supplier lens is different. You are not trying to decide whether to buy or sell KR stock. You are trying to understand what decisions are being made inside Kroger's General Office that will affect your category review, your trade spend conversations, and your shelf position over the next two quarters. The most useful part of any Kroger earnings call for a supplier is usually not the prepared remarks. It is the analyst Q&A. That is where the follow-up questions surface the details that management did not volunteer. Pay particular attention to any questions about pricing strategy funding, private label versus national brand trends, tariff and import cost exposure, capital allocation given the refrigeration settlement, and the pace of eCommerce investment. Those are the questions where Foran's answers will be most directly relevant to your business. The replay will be available at ir.kroger.com at approximately 1:00 p.m. ET on June 18\. Set a reminder now and block 90 minutes. Cincinnati CPG Edge will publish a full supplier focused breakdown of the key takeaways after the call. | The bottom line for suppliers: The June 18 earnings call is one of the most important 90 minutes of the Kroger calendar for CPG suppliers. Foran's commentary on pricing, supplier costs, retail media, private label expansion, tariff exposure, and capital allocation will set the tone for sourcing conversations across the General Office for the rest of 2026\. Listen live or catch the replay. Either way, know what was said before your next category review meeting. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](mailto:?subject=Thought%20you%27d%20find%20this%20useful%3A%20Don%27t%20Be%20the%20Brand%20That%20Nags%20the%20Category%20Manager&body=I%20came%20across%20this%20article%20from%20Cincinnati%20CPG%20Edge%20and%20thought%20you%27d%20find%20it%20useful%3A%0A%0Ahttps%3A%2F%2Fwww.cincinnaticpgedge.com%2Fkroger-category-manager-access-guide%2F%0A%0A---%0AWant%20to%20stay%20in%20the%20Kroger%20know%3F%20Subscribe%20free%20at%3A%0Ahttps%3A%2F%2Fwww.cincinnaticpgedge.com%2F%23%2Fportal%2Fsignup) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Don't Be the Brand That Nags the Category Manager URL: https://www.cincinnaticpgedge.com/kroger-category-manager-access-guide/ Last updated: 2026-06-12T09:52:00.000Z ## Every Brand Knows It Needs to Stay in Front of Kroger. Not Every Brand Knows When to Stop. Staying visible with your Kroger Category Manager is real. Relationships matter, and a brand that goes completely dark between category reviews is not doing itself any favors. But there is a version of that instinct that goes badly wrong, and it happens more often than most brands realize. Kroger Category Managers are among the busiest people in the CPG retail world. They manage dozens of brands across complex categories, run KOMPASS review cycles, track promotional performance, handle vendor issues, coordinate with 84.51°, and answer to senior leadership on category results, all simultaneously. Their time is genuinely scarce, and they allocate it based on where it is most needed. A brand that emails constantly, follows up before a response has had time to arrive, or leans on the Category Manager to troubleshoot issues that a capable rep should be handling internally is not building a relationship. It is creating noise. And at Kroger, noise has consequences. ## Kroger Is Not There to Hold Your Hand This is a point worth saying directly, because not enough people say it. Kroger expects brands and their representatives to handle the vast majority of day-to-day business independently. System issues, deal submissions, deduction disputes, compliance questions, item setup problems, these are not Category Manager responsibilities. They are supplier responsibilities, and at most Kroger, they are broker or rep responsibilities. A well-run supplier relationship at Kroger is one where the Category Manager rarely has to get involved in operational issues at all. The brand and its rep handle 98% of what comes up without escalating, because they have the knowledge and the system access to do so. That is the standard Kroger operates against, even if they never say it out loud. | Issues Your Rep Should Handle Without Escalating → Deal submission errors or DemandTec questions → Routine promotional planning, deal submissions, and post-event performance recaps → Deduction disputes and Supplier Connect navigation → Item setup issues in Partner Pass or PartnerHub → IMF submissions and new item funding setup → Store count discrepancies and distribution gap research → Premature store count requests on new items — distribution authorizations finalize late in the process and the Category Manager does not have that answer yet → DC-level in-stock issues, replenishment problems, and warehouse exceptions → Casepack, compliance, or days-of-supply questions → Routine velocity or distribution status updates → General "how are we doing" check-ins with no specific purpose | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | When these issues consistently land in a Category Manager's inbox, it signals one of two things: either the brand does not have competent representation, or the brand does not trust its rep enough to let them work. Neither impression helps your standing at Kroger. ## Know Where Your Brand Ranks. Then Act Accordingly. One of the most important and least discussed dynamics in Kroger supplier relationships is brand rank within a category. It shapes everything about how much Category Manager time and attention is appropriate, and brands that do not understand this consistently overstep. If your brand is a top performer in its segment, a consistent velocity driver with strong TDP and solid promotional compliance, you have earned a different level of access. Category Managers invest time in brands that move the category. They return calls faster, engage more meaningfully in business reviews, and are more willing to have strategic conversations about growth. That access is built over time through results, not through volume of contact. If your brand is newer, smaller, or still building its velocity story at Kroger, the honest answer is that the Category Manager has bigger priorities. That is not a slight. It is math. A Category Manager responsible for a $900M category does not have equal hours to allocate to every brand on the shelf. Expecting the same level of engagement regardless of where your brand ranks is a misread of the relationship, and acting on that expectation creates friction. ## Keep It Simple. Seriously. There is a version of ambition at Kroger that works against itself, and it shows up most often in young to mid-size brands that are trying to look bigger than they are. Complex promotional structures, elaborate item architectures, multi-tiered funding arrangements, aggressive distribution asks across all 22 divisions at once. It feels like momentum. From the Category Manager's side of the desk, it often looks like chaos. The brands that build the most durable Kroger businesses, especially in their early years, are almost always the ones that keep things clean and organized. A tight item count. A simple, executable promotional plan. Clear funding that does not require three emails to decode. A rep who can answer any question about the business in under two minutes without pulling up six spreadsheets. The complicated stuff, the multi-division MEGA programs, the elaborate category captain presentations, the sophisticated modeled trade structures, that is territory earned over years of consistent performance and trust. The giant CPG companies operating at that level did not start there. They built to it. Trying to skip that runway as a smaller brand does not impress anyone at Kroger. It creates friction, confusion, and a reputation for being hard to work with. | **The simplicity standard for emerging brands:** If your Category Manager has to work hard to understand your business, your promotional plan, or your ask, that is a problem you created. Know your numbers cold, keep your item count manageable, make your funding easy to execute, and show up organized every single time. Simple, clean, and reliable builds more Kroger equity than complicated and impressive ever will. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## UPC and Product Changes Are Not Free. Kroger Will Notice. One of the fastest ways a young or mid-size brand can damage its standing at Kroger is also one of the least talked about. UPC changes and product changes, whether it is a formula tweak, a package redesign, a weight or count change, or a new case configuration, create real operational work for Kroger. And Kroger does not absorb that work quietly. It is worth understanding that Kroger does not operate on GS1 standards when it comes to what triggers a UPC change. GS1 sets the industry baseline, but Kroger's internal standards are tighter. A change that GS1 would not require a new UPC for may still require one at Kroger. Brands that assume GS1 compliance is enough and do not proactively check Kroger's specific requirements create item setup problems, shelf tag issues, and inventory discrepancies that ripple across the entire system. Every UPC change means new item setup work in PartnerHub, new shelf tags, potential planogram disruption, and coordination across Kroger's supply chain. Product changes that do not trigger a new UPC but alter the item in a meaningful way still require notification and system updates. None of this is invisible to the Category Manager, and none of it is welcome when it happens repeatedly or without adequate lead time. | What Brands Get Wrong About UPC and Product Changes → Assuming GS1 standards determine whether a new UPC is required — Kroger's rules are stricter and independent → Making packaging, formula, weight, or count changes without notifying Kroger well in advance → Underestimating the downstream impact — new shelf tags, planogram updates, and supply chain coordination all follow a UPC change → Treating a product change as a brand decision only — it is an operational event for Kroger the moment it hits the supply chain → Frequent changes that signal an unstable product lineup — at Kroger, consistency is a competitive advantage | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | The brands that handle this well treat every UPC or product change as a cross-functional project with Kroger as a key stakeholder. They notify early, come with a clear transition timeline, have their item setup documentation ready before the conversation starts, and make it as easy as possible for Kroger to absorb the change. That approach does not eliminate the work, but it demonstrates respect for Kroger's operations and goes a long way toward protecting the relationship. | **The hard truth about nagging at Kroger:** Category Managers have a long memory and limited patience. A brand that becomes known for excessive outreach, repetitive follow-ups, or escalating issues that should have been handled internally does not just annoy the Category Manager. It creates a reputational problem that can directly influence assortment decisions. At Kroger, cutting a brand is sometimes less about performance and more about removing a distraction. Do not be the distraction. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## When Category Manager Contact Is Appropriate None of this means avoiding your Category Manager. It means being intentional about when and why you reach out, and making sure every touchpoint adds value from their perspective, not just yours. **KOMPASS review cycles.** This is the structured moment where Category Manager engagement is expected and productive. Come prepared, bring the right data, and use the time to tell a forward-looking story, not to relitigate past decisions. **Meaningful new news.** A genuine innovation, a segment trend that directly affects their category, a competitive development worth flagging, these are reasons to reach out. Make it concise, make it relevant, and make it clear why it matters to them, not just to your brand. **Escalations that genuinely require CM involvement.** There are real issues that rise to the Category Manager level: a systemic distribution problem affecting multiple stores, a competitive assortment threat that needs attention, or a strategic conversation your rep has already tried to move forward through normal channels. When something legitimately requires their involvement, bring it cleanly and come with a proposed solution, not just a problem. **A relationship touchpoint with purpose.** There is nothing wrong with a brief, well-timed check-in if you have something genuine to share. The operative word is genuine. If the real purpose is just to stay visible, your Category Manager will sense it immediately, and it will not accomplish what you hope. ## Another Strong Reason to Have a Good Rep in Your Corner A capable rep is the single best buffer between your brand and an overloaded Category Manager. They know what to escalate and what to handle internally. They know how to read a Category Manager's engagement level and calibrate outreach accordingly. They have the relationships to get information through informal channels without putting unnecessary pressure on the formal ones. A brand with strong rep coverage rarely needs to lean on its Category Manager for the day-to-day. The rep handles the operational layer, manages the system work, and brings the Category Manager in only when it genuinely moves the business forward. That is the relationship dynamic Kroger prefers, and it is the one that produces the best outcomes for brands serious about building a long-term Kroger business. Earn your Category Manager's time. Protect it once you have it. And let your rep carry the load that should never reach them in the first place. | **Cincinnati CPG Edge covers the Kroger ecosystem every week** — supplier operations, category strategy, promotional intel, and the context that helps CPG brands make better decisions. Visit cincinnaticpgedge.com to subscribe. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](mailto:?subject=Thought%20you%27d%20find%20this%20useful%3A%20Don%27t%20Be%20the%20Brand%20That%20Nags%20the%20Category%20Manager&body=I%20came%20across%20this%20article%20from%20Cincinnati%20CPG%20Edge%20and%20thought%20you%27d%20find%20it%20useful%3A%0A%0Ahttps%3A%2F%2Fwww.cincinnaticpgedge.com%2Fkroger-category-manager-access-guide%2F%0A%0A---%0AWant%20to%20stay%20in%20the%20Kroger%20know%3F%20Subscribe%20free%20at%3A%0Ahttps%3A%2F%2Fwww.cincinnaticpgedge.com%2F%23%2Fportal%2Fsignup) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### You Need a Rep. Kroger Won't Teach You What It Takes to Sell There. URL: https://www.cincinnaticpgedge.com/kroger-broker-representation-guide/ Last updated: 2026-06-09T11:03:17.000Z ## Kroger Is Not Going to Teach You How to Sell to Kroger If you are an emerging or mid-size CPG brand approaching Kroger for the first time, here is something nobody at Kroger will tell you directly: they are not in the business of teaching you how to work with them. They expect you to already know, or to have someone in your corner who does. That is not a criticism. It is simply how the world's largest traditional grocer operates at scale. Kroger manages thousands of supplier relationships across 22 operating divisions. Their Category Managers are focused on assortment strategy, category performance, and KOMPASS review cycles. They are not there to walk you through how to submit a deal in DemandTec, explain your deduction statement in Supplier Connect, or help you understand why your item was set up incorrectly in the system. Kroger wants you to show up ready. And the way most brands get ready is by working with a broker or sales representative who already knows the ecosystem inside and out. ## What "Ready" Actually Means at Kroger Kroger operates on a set of systems, policies, and processes that are specific to Kroger. They do not map neatly to how Walmart works, how Target works, or how any other retailer works. A brand that has successfully navigated one major retailer can still walk into Kroger completely flat-footed if they do not understand the specifics. Being ready at Kroger means understanding how to navigate a very specific set of expectations: | What Kroger Expects You to Already Know → How to set up and manage your item data through Partner Pass and Supplier Connect → How to submit promotional deals correctly in DemandTec, with the right dates, divisions, and allowance structures → How to read and dispute deductions through Supplier Connect without escalating unnecessarily → How casepack compliance, shelf-ready packaging, and days-of-supply requirements work at the DC level → How to build a selling story that speaks to Kroger's category priorities, not just your brand's national narrative → How KOMPASS review cycles work and what Category Managers actually need to see in a business review | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | None of this is intuitive. All of it takes time to learn. And mistakes in any one of these areas can cost you shelf space, trigger deductions, or damage your relationship with a Category Manager before it ever has a chance to develop. ## The Case for Working With a Broker or Sales Representative A good broker or sales representative firm that specializes in Kroger is not a luxury for a growing CPG brand. It is infrastructure. They are the operating layer between your brand and one of the most complex retailer ecosystems in the country. The right representation brings several things a brand simply cannot replicate on its own without years of accumulated experience. **Established Category Manager relationships.** Kroger's Category Managers are the decision-makers on assortment and shelf placement. A seasoned broker has called on those managers for years, understands their priorities, and knows how to get your brand in front of them in a way that gets taken seriously. **Day-to-day operational fluency.** Deals submitted incorrectly get rejected or short-paid. Items set up wrong do not ship. A broker who lives in DemandTec, Partner Pass, and Supplier Connect every day catches problems before they become deductions or out-of-stocks. **Division-level coverage.** Kroger operates across 22 divisions, and the dynamics vary meaningfully from one to another. A Cincinnati-based broker calling on the General Office has a different access profile than a regional firm calling only on a single division. Understanding which coverage model fits your brand's growth stage matters. **Policy fluency.** Kroger updates policies, compliance requirements, and promotional structures regularly. A broker who calls on Kroger daily stays current in a way that a brand managing its own Kroger business from a distance simply cannot match. ## The Exception: Large CPG Companies With Dedicated Kroger Teams There is a segment of the CPG landscape where this calculus is different. Companies like Nestlé, Procter & Gamble, General Mills, Unilever, and a handful of others operate at a scale that justifies building a fully dedicated in-house Kroger team. These organizations have their own category managers, dedicated retail analysts, and direct General Office relationships that function independently of the broker channel. For those companies, going direct makes sense because the volume and relationship depth justifies the internal investment. But that is a very short list. For the vast majority of CPG brands selling into Kroger, including well-established mid-size companies, emerging brands, and startups, the broker or sales representative model is not just practical. It is how Kroger expects the business to be conducted. | **The honest question every Kroger supplier should ask:** Is the person or team managing my Kroger business fluent in how Kroger actually works, or are they learning on my dime? The cost of the wrong answer shows up in deductions, compliance failures, missed promotional windows, and shelf space lost to a competitor who had better representation. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## Having a Rep Is Not Enough. You Have to Actually Listen to One. Here is a pattern that plays out more often than it should. A brand hires a broker or rep with deep Kroger experience. That rep has spent years, sometimes decades, submitting new item proposals through KOMPASS, learning what Category Managers respond to, refining the story structure, the data presentation, the competitive framing. Thousands of submissions worth of pattern recognition, all available to the brand at no additional cost. And then the brand ignores almost all of it. They take the deck their rep built, pull one slide they like, and rebuild the rest themselves based on their own instincts about what Kroger wants to see. The result is a presentation that reflects how the brand sees itself, not how Kroger evaluates a new item. Those are two very different things, and Kroger's Category Managers can tell the difference immediately. | Worth saying plainly At Kroger, it is ultimately the product that earns the shelf space. A great deck does not get a mediocre product listed, and a strong product with a poorly constructed KOMPASS proposal can absolutely slow the process, create confusion with the Category Manager, and undermine the credibility of the brand walking into the room. The deck is your first impression. It should reflect the fact that you know where you are. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | There is also a practical signal worth understanding. When a new item proposal arrives at Kroger with broker or rep branding clearly visible on the deck, it tells the Category Manager something important: there is a team outside the brand that knows how Kroger works, is accountable for execution, and will be there after the item gets listed. That is a credibility marker. Removing rep identification from a KOMPASS submission does not make the brand look more independent or more capable. It removes a layer of assurance that Kroger genuinely values. The brands that cycle through reps every 12 to 18 months, frustrated that results have not materialized, are often the same brands that override their rep's guidance on the very submissions where that guidance matters most. Experience is only as valuable as the willingness to apply it. If you have invested in experienced Kroger representation, trust what they know. The brands that get the most out of a rep relationship are the ones that lean into the expertise they are paying for, not the ones that treat their rep as a vendor to manage rather than a partner to learn from. A rep who has submitted thousands of KOMPASS proposals has seen what works and what gets a polite pass. That institutional knowledge is one of the most underutilized assets in the CPG supplier toolbox. ## What to Look for in Kroger Representation Not all reps are the same, and not all rep relationships are created equal. When evaluating representation for your Kroger business, a few questions worth asking: **Do they call on Kroger General Office directly?** General Office relationships at the Cincinnati headquarters level unlock access to category strategy conversations that division-only firms simply cannot have. **What divisions are they actively covering?** If your growth strategy includes King Soopers, Fred Meyer, or Mariano's alongside your core Midwest markets, your representation needs to be able to execute in those divisions, not just promise coverage. **Who specifically will manage your business day to day?** The senior partner who sold you the relationship and the junior associate who actually submits your deals are often different people. Know who is in the system on your behalf. **Can they demonstrate category knowledge in your segment?** A rep managing frozen better-for-you items should be able to speak fluently about TDP trends, velocity benchmarks, and competitive assortment in that category. Generic selling stories are a yellow flag. Kroger is a long game. The brands that win there consistently are the ones that invest in the right infrastructure from the start, and the right representation is the most important piece of that infrastructure. But the relationship only works when both sides commit to it fully. Show up with the right rep, then trust them enough to let them do their job. | **Cincinnati CPG Edge covers the Kroger ecosystem every week** — supplier operations, category strategy, promotional intel, and the context that helps CPG brands make better decisions. Free and Pro tiers available at cincinnaticpgedge.com. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### The $6.5B Shift: GLP-1 Is Reshaping the Kroger Basket URL: https://www.cincinnaticpgedge.com/the-6-5b-shift-glp-1-is-reshaping-the-kroger-basket/ Last updated: 2026-06-09T11:03:34.000Z ## The Kroger Basket Is Getting Smaller. But Not the Way You Think. There is a new force reshaping the grocery basket at Kroger, and it has nothing to do with price inflation, private label competition, or promotional cadence. It is GLP-1 weight loss medications, and the data coming in right now is worth every Kroger supplier's full attention. An estimated $6.5 billion in U.S. grocery sales has already been lost due to reduced snacking among GLP-1 users, according to the National Retail Federation citing Big Chalk Analytics. Walmart's CEO John Furner acknowledged it directly on a recent earnings call, noting that GLP-1 households show a measurable pullback in basket size, fewer units, slightly fewer calories per trip. Kroger is facing the identical dynamic, and CEO Greg Foran's first Q1 earnings call on June 18 will be the first real window into how the new leadership team is thinking about it. This is not a future trend to monitor. It is a present reality to plan around. ## What the Data Actually Shows The conventional wisdom says GLP-1 users are cutting indulgences first. The data complicates that assumption in ways that matter for how you position your brand. Big Chalk Analytics estimates GLP-1 use could drive between 1.3% and 3.1% grocery food volume loss in 2026\. But here is the critical nuance: GLP-1 users are not selectively cutting chips and candy at a higher rate than everything else. They are eating less across the board. "We don't have hard data yet that suggests chips, soft drinks, and those things are being cut at a higher rate than other categories," Big Chalk's analyst told Food Navigator. "They're just eating less in general." That means categories long perceived as better-for-you, including granola, cereal, and certain frozen better-for-you items, are also seeing pack-size trade-downs. GLP-1 users simply run out of room in a smaller daily calorie budget, and there is less tolerance for anything that does not earn its place nutritionally. Where the declines are sharpest: Cornell University research found GLP-1 households cut total food spending by 5.3% overall, with savory snacks falling roughly 10% and similarly steep declines in sweets, baked goods, and cookies. In high-GLP-1 adoption markets, snack and confectionery categories are down 12.4%. | Categories Losing Ground Savory snacks (approx. 10% decline), sweets and confectionery (down 12.4% in high-adoption markets), baked goods and cookies, sugary beverages, and impulse-purchase categories at checkout. Even some better-for-you items are seeing pack-size trade-downs. Categories Gaining Ground Protein shakes and protein water (GLP-1 households outspend non-users by 25% and 9% respectively, per Numerator), meat snacks, nutrition bars, high-protein yogurt, fresh fruit, and high-fiber functional foods. Smaller pack sizes are also outperforming standard sizes across multiple categories. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Upside Most Suppliers Are Missing Here is the part of the GLP-1 story that does not get enough attention in trade press. This is not a broad-based demand collapse. Circana projects GLP-1 households will account for 35% of all food and beverage sales by 2030, up from 23% today. That is not a shrinking customer segment. That is a high-spending, health-motivated shopper base actively looking for brands that speak their language, and willing to pay for them. Circana's research finds these shoppers are actively seeking higher-protein, fiber-rich, and healthy-fat items. They are not leaving the grocery aisle. They are editing it, and doing so with more intention than the average shopper. GLP-1 users also tend to be younger, more affluent, and highly health-conscious, which means their influence on category trends at retail will continue to punch above their raw unit numbers. For Kroger suppliers, the strategic question is whether your brand earns its place in a smaller, more deliberate basket. A smaller basket does not mean less opportunity. It means competition intensifies. When consumers buy fewer impulse items, the products that stay in the basket need a clearer reason to be there, and that reason needs to show up in how you're telling your story to Kroger Category Managers. ## What to Watch at Kroger Specifically The June 18 Q1 earnings call will be Foran's first with results fully under his watch, and language around health and wellness assortment will be worth listening for closely. Watch for any mention of 84.51° consumer insights tied to changing basket composition, better-for-you innovation in KOMPASS review planning cycles, or signals that Category Managers are being asked to respond to GLP-1 trends in their assortment strategies. Foran's price-cut strategy also intersects here in a way that creates a tricky equation for suppliers. If Kroger is lowering shelf prices to win back value-minded shoppers while simultaneously managing a customer base eating fewer units overall, the volume math gets complicated fast. Suppliers who can demonstrate both everyday value and genuine nutritional relevance will be positioned significantly better than those leaning on either dimension alone. The basket is changing. The shelf is changing with it. The brands that adapt their selling story now, before GLP-1 language shows up explicitly in KOMPASS scorecards, will have a meaningful head start. | **Cincinnati CPG Edge will have full coverage of the Kroger Q1 earnings call on June 18.** Subscribers will get the supplier-facing breakdown the same day. Not yet a subscriber? Free and Pro tiers available at cincinnaticpgedge.com. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger Is Cutting Prices, Will Vendors Pay the Bill? URL: https://www.cincinnaticpgedge.com/kroger-is-cutting-prices-will-vendors-pay-the-bill/ Last updated: 2026-06-09T11:04:10.000Z The Announcement In his first major media interview since taking over as CEO in February, Greg Foran told Bloomberg that Kroger is preparing to roll out its most aggressive retail price reductions in years. The cuts will span thousands of products, they'll be tested first and phased in over time, and the goal is straightforward: close the gap on value-driven competitors who have been pulling shoppers away from traditional grocery. Foran named the leaders directly: Walmart, Costco, Trader Joe's, Aldi, and Amazon. He compared Kroger to a Formula One car stuck in the midfield, with the front-runners pulling away. He said the company's objective is to lap faster, close the gap, and eventually pass them. This isn't a surgical strike on a handful of key value items. Foran framed this as a broad, sustained investment in everyday shelf price that consumers will actually feel across their total basket. Why Now The timing makes sense when you look at the environment Kroger is operating in. Consumer baskets are shrinking. Shoppers are trading down, buying fewer items, and gravitating toward retailers that lead with value. Rising fuel costs, persistent inflation, and broader economic anxiety (including uncertainty around the conflict in Iran) have made the average grocery trip more deliberate and more price-sensitive than it's been in years. On the same day Foran's interview hit, Walmart reported it had already cut prices on roughly 7,200 items, up more than 20% from a year ago, and credited those moves with gaining share across income levels. That's not background noise. That's the competitive scoreboard Foran is staring at every morning. Kroger's own FY2025 results told the story, too: $147.6 billion in total sales but essentially flat year over year, with a 2026 guidance range of just 1% to 2% identical sales growth excluding fuel. Foran inherited a business that isn't shrinking but isn't growing fast enough to defend its position. Price investment is the lever he's chosen to pull. How It Gets Funded This is where it gets interesting for CPG suppliers. Foran outlined three primary levers to fund these price reductions, and each one carries implications for brands selling into Kroger. Direct importing. Kroger plans to bypass traditional distribution channels and import more merchandise directly. In practice, this means Kroger's own brands get cheaper to produce and private label gains another structural cost advantage over national brands on the shelf. If you're a branded supplier competing head-to-head with a Simple Truth or Kroger Brand equivalent, your price gap may widen without you changing a thing. Technology and operational efficiency. Kroger has invested heavily in AI over the past year, and Foran has signaled that he wants technology to do more of the heavy lifting across supply chain, labor scheduling, and store operations. The savings generated from these efficiencies will be funneled directly into lower shelf prices. For suppliers, this means the expectation of operational excellence on your end (fill rates, on-time delivery, clean casepack compliance) is only going up. Supplier sourcing pressure. This is the one worth watching closely. Foran specifically mentioned "improved sourcing from suppliers" as a funding mechanism. What does that look like in practice? It could mean direct cost reduction asks, expanded trade funding expectations, or more aggressive promotional participation requirements. It's too early to say exactly how those conversations will unfold, but if history is any guide, suppliers should be prepared for the question of where the money comes from to eventually land on their desk. The Bigger Picture Foran isn't just playing defense on price. He also laid out an aggressive growth vision: 70 to 80 new stores planned for next year (double the pace of 2026), with expansion targets in the Northeast (where Kroger has no footprint), Texas, the Carolinas, and parts of Florida. He's framing what he calls the "five Fs" as Kroger's operating framework: fresh, fast, affordable, friendly, and "for you," with that last element pointing toward neighborhood-level store personalization. For anyone who has followed Foran's career, none of this is surprising. He ran Walmart U.S. from 2014 to 2019 and is widely credited with sharpening store-level execution during that stretch. He thinks like an operator, he leads with price, and he measures everything against what the customer actually experiences in the aisle. That playbook is now fully in motion at Kroger. | CPG TAKEAWAY If you sell into Kroger, price investment conversations may be heading your way. The smartest move right now is to get ahead of them. Know your cost structure cold, understand your promotional ROI, and have a clear picture of what incremental volume a price reduction would actually deliver for your brand. Brands that walk into those conversations with data, showing how a strategic price investment drives mutual wins in velocity, household penetration, and category growth, will be positioned as partners. Brands that wait for the ask will have less control over how the conversation goes. The Foran era at Kroger is no longer theoretical. It's operational. And price is the first chapter. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### What Kroger's Trust Ranking Actually Means for Suppliers URL: https://www.cincinnaticpgedge.com/what-krogers-trust-ranking-actually-means-for-suppliers/ Last updated: 2026-06-09T11:04:33.000Z Kroger just landed at **No. 27** on the 2026 Axios Harris Poll 100, the annual ranking of America's most visible and trusted companies. CEO Greg Foran kept it simple: *"This recognition belongs to our associates. Every day, more than 400,000 of them help families put fresh, affordable food on the table."* Nice headline. But if you're a CPG supplier selling into Kroger, the question isn't whether Kroger is trusted. It's what that trust positioning means for *your* brand on *their* shelf. Where Kroger Stands in the Pack The Harris Poll surveyed over 18,500 Americans across measures like trust, culture, ethics, relevance, and trajectory. Among grocery retailers on the list, the pecking order is telling: Costco came in at No. 5, Trader Joe's at No. 9, Amazon at No. 16, ALDI at No. 19, and Kroger at No. 27\. Kroger earned a "very good" reputation score, landing solidly but trailing the specialty and club players who benefit from smaller, more curated assortments and fierce shopper loyalty. That gap matters. Kroger is the largest traditional supermarket in the country, operating 2,424 stores across 32 states and serving 63 million households. Trust at that scale is harder to build and easier to lose than it is for a Trader Joe's with a fraction of the SKU count. Kroger knows this, and Foran's messaging since taking the CEO role in February has been relentlessly focused on freshness, affordability, and customer experience. The Supplier Angle: Trust Is a Buying Criterion Rankings like this don't stay in the PR department. They circulate inside the General Office and reinforce the strategic narrative Category Managers are already hearing. When Kroger's leadership is publicly anchoring the brand around trust, affordability, and feeding families, that filters directly into how assortment decisions get made. | Supplier Takeaway: If your next KOMPASS review or new item pitch doesn't connect to how your brand reinforces Kroger's position as a trusted, affordable grocery destination, you're missing the frame Category Managers are using right now. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Think about it practically. Foran didn't mention technology, retail media, or delivery speed in his response. He talked about associates, fresh food, and affordability. That's not an accident. Suppliers who lead with innovation theater or flashy marketing plans without grounding them in how they help Kroger deliver everyday value are going to find a tougher audience. Trust Under Pressure Here's the tension. The same week Kroger is celebrating a trust ranking, the broader grocery landscape is flashing warning signs. Shopper defection risk to low-price retailers is rising, Moody's is holding a negative outlook on the industry for 2026, and the Inflation Reduction Act headwind that Kroger flagged in Q1 earnings isn't going away. Harris Poll itself noted that the mid-2020s are drawing comparisons to the mid-1970s, with affordability fatigue straining the relationship between companies and consumers. Trust is a leading indicator, but it erodes fast when value perception slips. That makes this a moment where suppliers who help Kroger deliver *visible* value to shoppers, through strong MEGA participation, smart digital coupon programs, and promotional strategies that drive real basket impact, are the ones reinforcing the trust score that Kroger is out celebrating. | The Private Label Factor: Trust rankings disproportionately benefit retailers who own the brand relationship. Simple Truth and Kroger Brand continue to grow, and external validation like this fuels that flywheel. National brands need to clearly articulate what they bring that private label can't, especially in categories where Own Brand is expanding. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What to Do With This Kroger's trust ranking is a signal, not a trophy. For suppliers, the play is straightforward: align your story to Kroger's story. Frame your brand as a partner in delivering the fresh, affordable, trusted experience that Foran is building his tenure around. Make sure your promotional investments are helping Kroger win with shoppers who are increasingly willing to walk across the street to ALDI or Costco if the value proposition doesn't hold up. And remember: Costco is at No. 5\. Trader Joe's is at No. 9\. Kroger is at No. 27\. There's room to climb, and the suppliers who help them get there are the ones who'll be rewarded at the shelf. From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger Q1 2026 Earnings: What Suppliers Should Be Watching URL: https://www.cincinnaticpgedge.com/kroger-q1-2026-earnings-what-suppliers-should-be-watching/ Last updated: 2026-06-09T11:04:48.000Z Kroger (NYSE: KR) reports fiscal Q1 2026 results on **Monday, June 2**, with the conference call expected at 8:00 a.m. ET. This is the first full quarter under Greg Foran's leadership as permanent CEO (he took the role on February 9), and the first look at how Kroger is executing against some ambitious 2026 guidance. If you sell into the Kroger ecosystem, this one matters. Here's your cheat sheet. ## The Numbers to Know Wall Street is looking for adjusted EPS around **$1.58**, up roughly 6% from $1.49 in the year-ago quarter. Revenue expectations land near **$45.35 billion**. Worth noting: Kroger has beaten analyst EPS estimates in each of the last four quarters, so the Street is watching whether that streak continues under Foran. For the full fiscal year, Kroger's own guidance calls for identical sales without fuel growth of **1.0% to 2.0%**, adjusted FIFO operating profit of **$5.0 to $5.2 billion**, and adjusted EPS of **$5.10 to $5.30**. Q1 will be the first real data point to see if that trajectory is tracking. | QUICK REFERENCE — FY2026 GUIDANCE ▸ ID Sales ex-Fuel: +1.0% to +2.0% (includes \~130 bps IRA headwind) ▸ Adj. FIFO Operating Profit: $5.0B – $5.2B ▸ Adjusted EPS: $5.10 – $5.30 ▸ eCommerce: targeting profitability in FY2026 | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The IRA Headwind — And Why Suppliers Should Care Buried in the fiscal 2026 guidance is an important detail: Kroger flagged an approximately **130 basis point headwind from the Inflation Reduction Act** baked into their identical sales growth outlook. That's a meaningful drag. While the specifics relate to pharmacy reimbursement pressures, the downstream effect matters for every supplier at the table. When pharmacy margins get squeezed, Kroger leans harder on grocery, fresh, and Own Brands to make up the difference. CFO Todd Foley framed the 2026 guidance as reflecting the company's ability to "invest more aggressively in value for customers while improving gross margins, funded by eCommerce reaching profitability, meaningful procurement efficiencies, and productivity gains across the business." Translation for suppliers: expect continued pressure on cost-of-goods negotiations. "Procurement efficiencies" is Kroger's polite way of saying they'll be looking for better deals. If you're heading into a KOMPASS review or a cost justification meeting this summer, understand that the IRA headwind gives Kroger's Category Managers added ammunition to push back on pricing. ## The eCommerce Pivot: From Robots to Stores One of the biggest storylines of the past year has been Kroger's dramatic retreat from the Ocado-powered automated fulfillment center (CFC) model. In late 2025, Kroger closed three CFCs (Wisconsin, Maryland, and Florida), canceled the planned Charlotte facility, shuttered the Nashville spoke, and paid Ocado $350 million to settle obligations. The total impairment charge: a staggering $2.6 billion. In its place, Kroger is going all-in on a **store-based fulfillment strategy** — using existing stores as mini-fulfillment hubs, piloting capital-light in-store automation in high-volume markets, and leaning heavily into third-party delivery partnerships with Uber Eats, DoorDash, and Instacart. Five remaining Ocado CFCs (Ohio, Texas, Georgia, Colorado, Michigan) continue to operate, but the message is clear: stores are the future of Kroger's digital business. Kroger expects this pivot to deliver approximately **$400 million in eCommerce operating profit improvement** in FY2026, making the digital business profitable for the first time. Q1 will be the first quarter where we can gauge whether that $400M improvement is tracking. **What this means for suppliers:** The Uber Eats nationwide launch in January put nearly 2,700 Kroger stores on the platform, and Kroger became the first major retailer to embed Uber Eats' restaurant selection directly into its own app. This growing third-party delivery footprint means your digital shelf matters more than ever. Digital coupons, Kroger Precision Marketing (KPM) placements, and search relevance on these platforms are becoming table stakes, not nice-to-haves. ## New Stores — 30% More Builds in 2026 While Kroger pulls back on automated warehouses, it's pushing the accelerator on physical stores. The company plans to increase new store builds by **30% in fiscal 2026**, with a particular focus on the Southeast and a brand-new market entry into **Jacksonville, Florida**. Harris Teeter is getting additional expansion attention as well. Kroger is also evaluating smaller and medium-sized formats to serve more communities. For suppliers pitching new item authorizations, this is a tailwind. New stores mean new planograms, new sets, and incremental distribution opportunities. If you're working with divisions in the Southeast or have brands that could fit a smaller-format assortment, listen carefully to the Q1 call for updated store opening timelines. ## What Q4 Told Us About Momentum Kroger closed fiscal 2025 with a strong Q4: identical sales without fuel grew 2.4%, adjusted eCommerce sales surged 20%, and operating profit jumped to $1.25 billion from $912 million in the prior year. Gross margin expanded to 23.1% from 22.7%. Full-year adjusted EPS came in at $4.85 with $4.9 billion in adjusted FIFO operating profit. The market liked what it saw — shares popped 5.3% on earnings day. The question now is whether that momentum carries into the new fiscal year, especially with Greg Foran at the helm full-time and the IRA headwind in play. ## The Foran Factor Greg Foran officially became permanent CEO on February 9, 2026, succeeding interim CEO Ron Sargent (who moved to board chairman). The former Walmart U.S. CEO brings an operations-heavy playbook, and early signals suggest a focus on in-store execution, customer experience, and cost discipline. For suppliers, the leadership transition matters. Foran's Walmart background means he understands supplier economics at scale. Watch the earnings call commentary for any hints about shifting category strategy, new Own Brands emphasis, or changes to how Kroger evaluates vendor performance. Early CEO tenures tend to bring reorganization energy — this could mean both opportunity and disruption depending on where your brands sit. ## Five Things to Listen For on June 2 | 1. Identical sales growth trajectory. Is the 1–2% guidance range holding? Any upward revision signals strong supplier sell-through. 2. eCommerce profitability progress. Is the $400M improvement on track? Commentary here will shape how aggressively Kroger invests in digital shelf and retail media. 3. Own Brands performance. The Private Selection meal expansion and Simple Truth protein push are both early in their lifecycle. Strong Our Brands numbers mean more shelf pressure on national brands. 4. Store expansion updates. Specific timelines on Jacksonville, Southeast openings, and smaller-format pilots will help suppliers plan distribution strategy. 5. Foran's strategic priorities. This is his first earnings call as permanent CEO. What he emphasizes (and what he doesn't) will set the tone for supplier relationships through the rest of fiscal 2026. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## The Bottom Line Kroger enters fiscal 2026 in a genuinely interesting position: strong operational momentum from Q4, a new CEO with something to prove, a massive eCommerce strategy pivot, an aggressive store expansion plan, and a meaningful pharmacy headwind to navigate. For CPG suppliers, the June 2 call is required listening. The signals that come out of this report will shape KOMPASS review conversations, trade investment asks, and digital strategy priorities for the second half of the year. We'll be listening and will break down the results as soon as they drop. From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Wall Street Loves Kroger Right Now. Here's Why Suppliers Should Pay Attention. URL: https://www.cincinnaticpgedge.com/wall-street-loves-kroger-right-now-heres-why-suppliers-should-pay-attention/ Last updated: 2026-06-09T11:05:18.000Z ## Kroger's Stock Is Climbing. The Reasons Matter. If you sell into Kroger and haven't looked at the stock ticker lately, now's a good time. KR is trading around $66 today, up roughly 14% from its 52-week low of $58.60 in January. The 52-week high hit $76.58 back on March 12, right after Kroger posted a Q4 earnings beat that caught Wall Street's attention. Twelve analysts currently carry a Buy rating on the stock with an average price target around $74, and several raised their targets after the earnings call, including Evercore ISI to $83, Telsey Advisory to $82, and Morgan Stanley to $73. None of that is investment advice, and CPG Edge isn't a stock newsletter. But when the money moves, it tells a story. And the story Wall Street is telling about Kroger right now has real implications for every supplier doing business with them. ## What's Driving the Optimism There's no single catalyst here. It's a convergence of factors, and they're worth understanding individually. **Defensive rotation.** With geopolitical uncertainty elevated (the Iran conflict, rising oil prices, tariff noise), institutional investors have been rotating out of high-growth tech and into consumer staples. The Consumer Staples SPDR Fund (XLP) is up roughly 14% year-to-date, far outpacing the tech-heavy indices. People still need groceries regardless of what's happening overseas, and that predictability is exactly what large funds want right now. Kroger, as the largest pure-play U.S. supermarket operator, sits right at the center of that trade. **The $2.9 billion buyback.** In December 2025, Kroger's Board authorized an additional $2 billion share repurchase program. Combined with existing authorizations, that gives the company roughly $2.9 billion to buy back its own stock. That kind of commitment creates a floor under the share price and signals that management believes the stock is undervalued. For investors, it's a confidence vote. **Earnings momentum.** Q4 adjusted EPS came in at $1.28, beating Wall Street's high-end estimate. Identical sales without fuel grew 2.4%, and gross margin expanded to 23.1% from 22.7% a year ago. The stock jumped over 10% in the two weeks following the report. After that, Kroger guided 2026 at $5.10 to $5.30 in adjusted EPS with identical sales growth of 1% to 2%, which analysts viewed as achievable and conservative. **The Foran factor.** New CEO Greg Foran, the former Walmart U.S. CEO, took over in early February and immediately signaled a focus on operational discipline, sharper pricing, and driving traffic through value. Analysts see re-rating potential under Foran's leadership. Jensen Quality Mid Cap Fund called Kroger its third-largest contributor to Q1 2026 performance, citing its economies of scale, non-cyclical demand, and difficult-to-replicate store locations. **E-commerce profitability in sight.** After taking a $2.6 billion impairment charge to close underperforming Ocado fulfillment centers, Kroger pivoted to store-based fulfillment with Instacart, DoorDash, and Uber Eats. The company expects approximately $400 million in e-commerce profitability improvement this year, making the online business profitable for the first time. Wall Street loves a turnaround story, especially one that cleans up a known problem. ## The Private Label Play (And Why It Should Keep Suppliers Up at Night) Here's the part of the investor thesis that hits closest to home for CPG brands. One of the key reasons analysts are bullish on Kroger is its private label engine. Kroger manufactures roughly 30% of its own Our Brands products in-house across 33 food production plants. That vertical integration protects Kroger's margins from supplier pricing pressure, and Wall Street sees it as a structural advantage. In fiscal 2025, Kroger introduced more than 1,100 new Our Brands products, up from 900 the prior year. Simple Truth and Private Selection continue to lead growth. And in the recent Online Deal Days event (April 22 through May 5), the exclusive digital coupons for pickup and delivery leaned heavily on Our Brands: 25% off Simple Truth protein items, 25% off select Private Selection frozen fruit and pizzas, 25% off select Kroger brand frozen chicken. Read that list again. When Kroger runs a major digital savings event to drive online adoption, the featured deals are overwhelmingly their own brands. That's not accidental. That's the strategy. Kroger Investor Snapshot — May 2026 **Stock Price:** \~$66 (NYSE: KR) **52-Week Range:** $58.60 – $76.58 **Market Cap:** \~$41 billion **Dividend Yield:** 2.1% ($0.35/quarter) **Analyst Consensus:** Buy (12 analysts, avg. target \~$74) **Buyback Authorization:** \~$2.9 billion **FY2026 EPS Guidance:** $5.10 – $5.30 **ID Sales Growth Guidance:** 1.0% – 2.0% (ex-fuel) ## The Shopper Is Stressed. Kroger Knows It. All of this is happening against a backdrop of real consumer pressure. Food prices climbed 2.7% year over year in March according to the Bureau of Labor Statistics, with food at home up 1.9% and food away from home up 3.8%. Consumer sentiment dropped roughly 11% in April per the University of Michigan survey. A recent LendingTree study found that about 52% of Americans say they're spending more on food than they were a year ago, nearly half say it's at least somewhat difficult to afford groceries, and almost 90% have changed how they shop to manage costs. Then-interim CEO Ron Sargent flagged this shift clearly on the Q3 earnings call: shoppers are making more trips but smaller ones, the habit of stocking up is declining, and lower-income customers are pulling back more aggressively. New CEO Greg Foran doubled down on the March call, saying his focus is on giving customers a compelling reason to shop by offering great value, sharpening promotions, and making sure customers feel the difference. Here's the number that should get your attention: Kroger's grocery market share slipped from 8.6% in March 2025 to 8.3% in March 2026, according to Numerator data. Thirty basis points doesn't sound like much until you remember that Kroger does $148 billion in annual revenue. That's real money walking out the door, and it explains the urgency behind every pricing move, every digital deal event, and every loyalty program enhancement you're seeing right now. ## The Digital Deal Machine Is Accelerating Kroger's Online Deal Days event (April 22 through May 5) is worth examining not just for what it offered shoppers, but for what it signals about Kroger's digital strategy going forward. The event featured $30 off a first pickup or delivery order of $75 or more, free delivery on orders over $50, and thousands of exclusive digital coupons available only through pickup and delivery. Boost by Kroger Plus members could stack additional savings: 10% off fresh produce one week, 10% off meat and seafood the next. Jody Kalmbach, Kroger's Digital Experience and eCommerce Group Vice President, said it directly: "Customers are prioritizing convenience, flexibility and value when they shop online." The data Kroger shared alongside the event tells you where the momentum is heading. Delivery customers save an average of 47 minutes per order. Pickup saves 29 minutes. Express Delivery can arrive in as little as 30 minutes, with peak ordering at 4 and 5 p.m. on Sundays. Kroger can deliver in under two hours from 97% of its 2,700 stores. And annual Boost members saved an average of over $200 on fuel and $792 on groceries last year. That's not a pilot program. That's infrastructure. And if your brand isn't showing up in the digital aisle with competitive coupon offers alongside those Our Brands deals, you're ceding ground in the fastest-growing part of Kroger's business. CPG Takeaway: What Suppliers Should Be Doing Right Now **1\. Fund your digital coupons.** Kroger is building exclusive online deal events around Our Brands. If national brands aren't present with competitive clip offers in pickup and delivery, private label wins by default. **2\. Know your market share trend.** A 30 basis point slip in Kroger's overall share means they're watching category-level share movement even more closely. Bring your scan data to every conversation. **3\. Understand what's making Kroger's stock go up.** Private label strength, AI-driven pricing, cost discipline, and margin expansion are the investor thesis. Every one of those puts pressure on national brand economics. Show up with velocity data, promo ROI, and incremental growth stories, not just asks. **4\. Watch for more promo intensity.** A stressed consumer + a market-share-conscious retailer + a cost-cutting CEO = more promotional events, more digital deal activations, and higher expectations for vendor funding. Plan accordingly. ## The Bottom Line Kroger's stock performance in 2026 isn't happening in a vacuum. The same forces that are making investors confident, private label growth, operational efficiency, aggressive digital investment, margin expansion, are the same forces that reshape the negotiating landscape for every CPG brand on Kroger's shelf. When Wall Street rewards a retailer for being less dependent on national brands and more disciplined about costs, the message to suppliers is clear: bring value or get replaced. That's not a reason to panic. It's a reason to be sharper. Know your numbers, fund your digital presence, lead with category growth, and make every planning conversation about what your brand does for Kroger's business, not just what Kroger does for yours. From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Foran's First Play: What Kroger's New CEO Just Told the Market URL: https://www.cincinnaticpgedge.com/forans-first-play-what-krogers-new-ceo-just-told-the-market/ Last updated: 2026-05-13T10:26:29.000Z A New Voice at the Top When Greg Foran stepped onto Kroger's Q4 earnings call on March 5, 2026, it marked more than a quarterly recap. It was the first time suppliers, analysts, and industry watchers got to hear directly from the man now running the country's largest conventional grocery chain. One month into the job, still in what he called the assessment phase, Foran was disciplined about what he shared. But what he did say was pointed, and if you sell to Kroger, it deserves your full attention. His opening signal was unambiguous: the strategy Kroger already has is sound. He is not here to tear it down. What he wants to do is operationalize it faster, and he made clear that the single biggest priority is top-line growth. | Direct from the Earnings Call "We need to grow sales faster. In my experience, that comes down to giving customers a compelling reason to shop with you by offering great value, great products, and a great experience." — Greg Foran, CEO, The Kroger Co., March 5, 2026 | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What He Did in Month One Before making any public declarations about direction, Foran spent his first weeks doing something notably hands-on. He toured stores. He visited distribution centers. He walked manufacturing facilities. He watched customers shop. He held one-on-one conversations with leaders across the organization. That pattern will sound familiar to anyone who tracked his time at Walmart U.S. Foran built his reputation there as a store operator first. He is known for getting close to the details of how product actually moves, how associates work, and how shoppers experience a store visit. Under his watch, Walmart U.S. posted positive comparable sales growth for twenty consecutive quarters. He did not do that from a conference room. What he told analysts after that month of learning: Kroger has tremendous strengths, the foundation is right, and his job is to bring it all together. He said to expect a fuller strategic plan before the end of the year. This call was a preview, not the full picture. Five Priorities — What Foran Actually Said Foran did not leave the call without substance. Across his remarks and Q&A, five themes emerged clearly. **1\. Price the customer can feel** Price trust is not new language at Kroger. But Foran said it with notable urgency. He wants customers to feel the difference when they walk into a store, and he is committing to the highest level of price investment dollars in several years. The mechanism for funding that investment is cost removal, not margin sacrifice. He specifically named sourcing, procurement, and direct import structures as areas with untapped savings, places where he believes Kroger has been leaving money on the table. **2\. Sharper promotions** He named promotions explicitly as a lever he wants to sharpen. This is not a generic statement. Coming from a CEO with Walmart U.S. DNA, sharpening promotions means more precision, better ROI measurement, and likely less tolerance for promotional spending that does not move the needle on traffic and basket size. Suppliers who are running broad promotional programs without clear sales lift data should take note. **3\. Store execution as the foundation** Foran said it plainly: running great stores is how you win in food retail. He wants a great experience consistently delivered in every store on every visit. He flagged small consistency gaps as the things that erode shopper loyalty over time. For suppliers, that has a direct implication. A CEO focused on store consistency will put pressure on in-stock performance, shelf appearance, and replenishment accuracy in ways that a headquarters-focused leader might not. If your items are not performing at shelf, that signal will travel faster up the chain. **4\. eCommerce profitability — in 2026** Kroger's pivot away from centralized automated fulfillment centers to a store-as-hub model is not a future plan. It is already in motion. Adjusted eCommerce sales grew 20% in Q4, reaching $16 billion annually, and Foran expects the operation to be profitable in the first half of 2026\. Partnerships with DoorDash, Uber Eats, and Instacart are already exceeding initial expectations and are projected to contribute more than $1.5 billion in sales this year. The store is the warehouse now. That changes how your product needs to be set up, packed, and replenished. **5\. AI and technology as productivity tools** Foran is not chasing AI for its own sake. He is using it to reduce shrink, improve labor scheduling, and launch agentic shopping tools that help customers build baskets, plan meals, and manage budgets. A division-wide rollout of Kroger's AI shopping assistant is planned for later in 2026\. From a supplier perspective, agentic shopping tools that help customers plan meals and build baskets are new discovery surfaces. Your product's digital content, images, and search relevance matter more than they did a year ago. What This Means If You Sell to Kroger Foran comes from Walmart. That background matters in a specific way. At Walmart, he was not known as a merchant who loved complex supplier programs or promotional layering. He was known as an operator who believed that the right product, at the right price, in a well-run store, was the formula. Simple, relentless, and measurable. That lens has implications for how Category Managers will be prioritizing conversations in 2026, and likely how they'll be evaluated. A CEO driving toward price investment funded by procurement savings will create internal pressure to find those savings, and supplier agreements will be part of that review. | Supplier Takeaways **Execution is being watched.** Foran is a store operator. In-stock, shelf condition, and replenishment accuracy will matter more, not less. **Promotions need ROI stories.** Sharpening promotions means Category Managers will face more internal scrutiny on promotional effectiveness. Bring the data. **Procurement is under review.** Foran flagged sourcing and direct imports as cost opportunities. Supplier agreements will be part of that conversation at some level. **Digital content is now a shelf.** AI shopping assistants that help customers build baskets will surface products digitally. Your item setup and content quality matter. **More strategy is coming.** Foran said a fuller strategic plan arrives before year-end. Watch Q1 earnings on June 2 for the next update. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | The Bigger Picture Kroger posted $34.7 billion in total sales in Q4, its best market share gains since 2021\. The business is not in crisis. But it is also not growing as fast as Foran wants it to, and he said so directly. That combination, a solid foundation with an urgent mandate to grow, tends to produce a particular kind of energy inside a large retail organization. Things that were moving slowly start moving faster. Decisions that were getting deferred start getting made. The full strategic plan is still coming. June 2 is the next watch date, when Kroger reports Q1 2026 results and Foran will have had roughly four months in the chair. That call will tell us a lot more about where this is all heading. For now, the message from the top is clear. Kroger has all the ingredients to win. The new CEO's job is to bring it all together, and he intends to move fast. From Cincinnati CPG Edge, keeping you in the Kroger know. ### What Kroger's Q4 Earnings Mean for Your Brand in 2026 URL: https://www.cincinnaticpgedge.com/what-krogers-q4-earnings-mean-for-your-brand-in-2026/ Last updated: 2026-06-09T11:06:17.000Z On March 5, 2026, Kroger reported its Q4 and full-year fiscal 2025 results, and the headline numbers tell a story that every CPG supplier calling on Kroger should understand. Identical sales excluding fuel grew 2.4% in Q4 and 2.9% for the full year, eCommerce surged 20% in the quarter, and CEO Greg Foran set a clear agenda for 2026: invest more in customer value, drive procurement efficiencies, and reach eCommerce profitability. Each one of those priorities has a direct impact on how you position your brand, structure your trade spend, and show up in category reviews this year. The Numbers That Matter for Suppliers Kroger's full-year 2025 adjusted FIFO operating profit came in at $4.9 billion, up from $4.7 billion the prior year. Total company sales were $147.6 billion, essentially flat year over year, but when you strip out fuel and the divested Kroger Specialty Pharmacy business, underlying sales actually grew 3.0%. Gross margin expanded to 22.9% in 2025, up from 22.3% the prior year, driven by sourcing improvements, lower shrink, and lower supply chain costs. That margin improvement is important context for suppliers: Kroger's category managers are operating from a position of improving financial health, but they're also being pushed hard to fund price investments. That tension is exactly what your trade programs need to address. | BY THE NUMBERS +2.4% Q4 identical sales, excluding fuel +2.9% Full-year identical sales, excluding fuel +20% Adjusted eCommerce sales, Q4 $16B+ Full-year eCommerce sales $1.5B Alternative Profit Business operating profit $4.9B Adjusted FIFO operating profit, full year | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | 2026 Guidance: What Foran Is Signaling For 2026, Kroger is guiding to identical sales growth of 1.0% to 2.0%, adjusted FIFO operating profit of $5.0 to $5.2 billion, and adjusted EPS of $5.10 to $5.30\. CFO David Kennerley specifically called out that Kroger plans to "invest more aggressively in value for customers" while still improving gross margins, funded by eCommerce reaching profitability, procurement efficiencies, and productivity gains. That phrase, "invest more aggressively in value," is Kroger-speak for price investments at shelf. For suppliers, that means your pricing architecture and your promotional programs are going to be scrutinized harder than ever in KOMPASS reviews this year. One headwind worth noting: Kroger's identical sales guidance includes an approximately 130 basis point drag from the Inflation Reduction Act. That's not a supplier issue directly, but it does mean Kroger's reported comps will look softer than underlying volume trends, which could affect how category managers frame performance conversations with your brand teams. eCommerce Reaching Profitability: A Turning Point for Trade Kroger delivered more than $16 billion in eCommerce sales in 2025, and the company completed a strategic review of its eCommerce operations that is expected to deliver $400 million in operating profit improvement in 2026\. That is a significant number, and it signals that Kroger's digital and pickup/delivery business is no longer a loss-leader experiment. It's becoming a profit center, which means Kroger Precision Marketing and retail media investments tied to digital coupons, 84.51°-powered personalization, and Boost membership are going to become a more prominent part of supplier funding conversations. If your digital trade investment strategy isn't keeping pace with Kroger's eCommerce growth, 2026 is the year to close that gap. | WHAT THIS MEANS FOR YOUR BRAND Kroger's commitment to "investing more aggressively in value" means your SRP and promotional pricing strategy will be a focal point in every category review. Make sure your everyday shelf price is defensible before you walk in the door. eCommerce surging 20% quarter over quarter means your digital trade mix matters. Brands not investing in 84.51° digital coupons, KPM, or pickup/delivery-specific programs are leaving conversion on the table. The Alternative Profit Business generating $1.5B in operating profit signals that Kroger increasingly views supplier media and data investments as core revenue, not optional add-ons. Budget accordingly. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | Procurement Efficiencies: The Part Suppliers Should Watch Closely When Kroger's CFO says the 2026 plan is funded in part by "meaningful procurement efficiencies," that's a signal your broker and your brand leadership need to take seriously. Procurement efficiency in a grocery retailer of Kroger's scale typically translates into pressure on trade terms, tighter allowance negotiations, and a sharper lens on total cost of doing business at the supplier level. Pair that with lower shrink as a noted gross margin driver, and it's clear that Kroger's category managers are being pushed to run tighter programs. Your trade dollars need to be working harder and documented more clearly than ever, whether that's through a strong post-promo analysis or a clean ROI story going into your next planning session. The bottom line: Kroger finished 2025 in solid shape, and Greg Foran is running the business like someone who intends to stay on offense. For CPG suppliers, that means opportunity, but only for the brands that show up prepared, priced right, and invested in the metrics Kroger's category managers care about most. From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger's Our Brands Is No Longer a Side Business — It's a Direct Competitor URL: https://www.cincinnaticpgedge.com/krogers-our-brands-is-no-longer-a-side-business-its-a-direct-competitor/ Last updated: 2026-06-09T11:06:33.000Z There's a number that should be sitting in the back of every national brand supplier's mind right now: **26%**. That's Kroger's private label share of total sales volume — equal to Walmart's, according to Numerator. For a company that has historically been known as a national brand retailer with a strong private label side business, that number tells a different story. Kroger's Our Brands program is no longer a side business. It is a core commercial strategy, it is accelerating, and it is being built with the same operational discipline that new CEO Greg Foran brought to Walmart U.S. The Scale of What Kroger Has Built Kroger's Our Brands portfolio now encompasses more than 13,000 items and generates approximately $30 billion in annual sales — produced across 35 food manufacturing plants Kroger operates itself. That's not a private label program. That's a vertically integrated food company sitting inside a grocery retailer. The growth trajectory is what makes this a 2026 story. Private label dollar sales across the industry grew at nearly three times the rate of national brands in 2025, with store brand sales climbing to a record $282.8 billion industry-wide. At Kroger specifically, Our Brands outpaced national brand growth in every quarter of fiscal 2025, with premium lines Simple Truth and Private Selection leading the charge. Q4 2025 saw Our Brands contribute meaningfully to overall sales growth of 2.1% to $34.7 billion — excluding fuel. | Our Brands By the Numbers 13,000+ items across the Our Brands portfolio \~$30 billion in annual Our Brands sales 35 Kroger-owned food manufacturing plants 26% private label share of total sales volume — equal to Walmart 90%+ of Kroger customer households purchased an Our Brands item in 2025 | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Where Kroger Is Pushing Hardest Right Now The clearest signal of where Kroger is investing in Our Brands right now is the health and wellness corridor. In January 2026, Kroger expanded its Simple Truth Protein line by 24 SKUs, bringing the total assortment to more than 110 products. New additions span high-protein cereal, beef sticks, protein and electrolyte water enhancers, single-serve cottage cheese, and energy bars — a nearly complete sweep of the functional snacking and beverage space at price points well below comparable national brands. On the premium side, Private Selection recently added more than 20 globally inspired ready-to-eat and ready-to-cook items — Korean beef bulgogi, chicken parmesan, gnocchi alla sorrentina, Mandarin orange chicken, and seasoned whole-roasted chicken among them. These aren't store brand basics. They're competing directly with premium national brands in the prepared and international food segments. The tier structure matters for understanding how Kroger approaches the shelf. Our Brands operates across four distinct price and quality levels, each targeting a different shopper segment and competing with national brands at a different angle. | The Our Brands Tier Structure Private Selection Premium tier. Globally inspired flavors, culinary quality, restaurant-style formats. Fastest-growing line. Competes directly with premium national and specialty brands. Simple Truth / Simple Truth Organic Better-for-you and organic tier. Health, wellness, protein, and clean-label positioning. Now 110+ items in the Protein sub-line alone. Competes with natural and better-for-you national brands. Kroger Brand National brand equivalent tier. Quality parity at a value price. The largest assortment. Competes across center store with mainstream national brands. Smart Way Budget tier. Maximum value positioning. Targets price-sensitive households. Competes with value-priced national brands and commodity alternatives. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Why the Margin Story Changes Everything National brand suppliers need to understand the financial logic driving this expansion, because it explains why Kroger won't slow down. Private label products carry a margin profile that's meaningfully better for the retailer than national brands — estimated at roughly 35% gross margin versus around 26% for national brands. Every incremental Our Brands unit sold is worth more to Kroger's bottom line than the national brand unit it displaces. With Greg Foran in the CEO seat — a leader whose reputation was built on operational efficiency and margin discipline — and Mary Ellen Adcock running the merchant organization with a mandate to grow Our Brands, the financial incentive and the organizational will are now pointing in the same direction. This isn't a trend. It's a structural business priority. What This Means If You're a National Brand Supplier Know which tier is coming for your category. Kroger's four-tier Our Brands structure means that virtually every national brand on the shelf has a private label equivalent either already there or in development. If you're in health and wellness, functional food, or premium prepared, Simple Truth and Private Selection are accelerating directly into your space. Understanding which tier is competing with you — and at what price gap — is the starting point for any category defense strategy. Shelf space is a zero-sum game. Every new Our Brands item added to the planogram takes a slot from somewhere. In categories where Kroger is actively building out its private label assortment, national brands with weak velocity, thin distribution, or limited promotional support become the most vulnerable. If your TDP is soft, your promotional frequency is low, or your item hasn't posted meaningful year-over-year growth, you are the path of least resistance when a Category Manager needs to make room. Differentiation has to be real, not just claimed. The era of winning shelf space at Kroger purely on brand equity is over. Kroger's own brands now have strong consumer recognition — more than 90% of its households bought an Our Brands product in 2025\. The differentiation story a national brand needs to tell has to be grounded in something the private label tier cannot easily replicate: unique ingredients, proprietary formulations, consumer brand pull demonstrated through actual velocity data, or a marketing investment that genuinely drives incremental traffic to the category. The Innovation Summit is worth knowing about. Kroger has launched its inaugural Our Brands Innovation Summit — a program inviting private brand suppliers to pitch innovative products for the Our Brands portfolio via virtual meetings with Kroger buyers. This is Kroger building an innovation pipeline for its own brands at scale. The speed at which Simple Truth went from launch to 110+ items is a preview of what that pipeline can do when it's organized and funded. | The bottom line for suppliers: Kroger's Our Brands program has crossed the threshold from "strong private label" to "direct competitive threat" in most categories. The financial incentive is clear, the leadership team is committed, and the infrastructure — 35 plants, 13,000 items, a four-tier brand architecture — is already built. National brand suppliers who treat this as background noise do so at real risk. The ones who use it to sharpen their differentiation story, fortify their velocity data, and show up to the category conversation with proof of incremental value are the ones who will hold their ground. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger's eCommerce Overhaul Just Opened Three New Places to Reach Your Shopper URL: https://www.cincinnaticpgedge.com/krogers-ecommerce-overhaul-just-opened-three-new-places-to-reach-your-shopper/ Last updated: 2026-06-09T11:06:51.000Z If you're a CPG supplier selling through Kroger, you've probably thought of your digital advertising universe as three things: Kroger.com search placements, digital coupons, and maybe a Best Customer Communications program. That was a reasonable map. It's not the complete map anymore. Kroger has fundamentally restructured how it delivers groceries online, and the byproduct of that restructuring is a new set of customer touchpoints — on DoorDash, on Uber Eats, and deeper inside Instacart — where your brand either shows up or it doesn't. What Kroger Actually Changed In late 2025, Kroger announced a significant overhaul of its eCommerce fulfillment strategy. The headline was the closure of three Ocado-powered automated customer fulfillment centers — facilities in Pleasant Prairie, Wisconsin; Frederick, Maryland; and Groveland, Florida — that had struggled to deliver profitable eCommerce volume at scale. In their place, Kroger is leaning into a hybrid fulfillment model built around three pillars: its store network, third-party delivery platforms, and remaining automated facilities in high-density markets where the economics work. The third-party piece is where suppliers need to pay close attention. Kroger deepened its existing relationship with **Instacart** as its primary delivery fulfillment provider, expanded its partnership with **DoorDash** to cover its full grocery assortment across nearly 2,700 stores, and announced a new integration with **Uber Eats Marketplace** — making Kroger one of the first grocery retailers on that platform. | Kroger's Third-Party Delivery Network Instacart Primary delivery fulfillment provider across Kroger.com and the Kroger app. Kroger was among the first retailers to offer Instacart's AI-powered Cart Assistant on its iOS mobile app. The longest-standing relationship of the three, and the deepest from a data integration standpoint. DoorDash Expanded partnership covering Kroger's full grocery assortment from nearly 2,700 stores, accessible to tens of millions of DoorDash Marketplace users. Grocery sits alongside restaurant delivery in the same consumer app experience — a different shopping mode than a traditional Kroger.com visit. Uber Eats Launched in early 2026, this integration enables customers to order Kroger groceries alongside restaurant meals on the Uber Eats Marketplace. Kroger was among the first grocery retailers on the platform in this combined format — reaching an audience that wasn't previously shopping Kroger online. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Why This Is an Advertising Story, Not Just a Logistics Story Kroger was direct about the commercial logic here. Increased customer traffic and transactions flowing through these third-party platforms are expected to fuel growth in Kroger Precision Marketing's retail media business, creating what Kroger called "first-of-its-kind capabilities" and new opportunities for CPGs to reach and engage customers with relevant advertising. That's not boilerplate language. Each of these platforms has its own advertising infrastructure, and Kroger's grocery inventory is now embedded in all three. That means CPG brands have the potential to reach Kroger shoppers in moments and contexts that didn't exist before — while they're browsing DoorDash for dinner, while they're inside Uber Eats alongside restaurant options, and while they're using an AI shopping assistant inside the Kroger app powered by Instacart. The Instacart angle deserves particular attention for Kroger suppliers. Instacart has built one of the more mature retail media advertising platforms in grocery, with capabilities that include sponsored product placements, shoppable display, and performance measurement tied to actual purchase data. Kroger shoppers completing orders through Instacart's fulfillment infrastructure are now an addressable audience on that platform. | From the Q4 2025 Earnings Call "By using our stores as fulfillment hubs, we get inventory closer to customers, reduce last mile costs and offer the speed and convenience that customers are looking for." — Greg Foran, CEO, The Kroger Co. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | The Scale Behind the Shift Context matters here. This eCommerce restructuring isn't happening at a time of weakness — it's happening at a time of sustained strength. Kroger reported seven consecutive quarters of double-digit eCommerce sales growth through the end of fiscal 2025, including a 20% jump in adjusted eCommerce sales in Q4 alone. The hybrid model is being built on top of a growing online business, not as a rescue plan for a struggling one. The strategic goal is to make that growth profitable. Kroger expects the restructured model to deliver approximately $400 million in eCommerce operating profit improvement in 2026\. Increased retail media revenue flowing from the expanded third-party platform relationships is part of how that math works. CPG advertising dollars spent against Kroger shoppers on Instacart, DoorDash, and Uber Eats contribute directly to that alternative profit picture. What Suppliers Should Be Thinking About Where are your Kroger shoppers actually buying online? If you have visibility into your eCommerce velocity by channel, now is a good time to understand how much volume is flowing through Instacart versus Kroger.com direct. As DoorDash and Uber Eats volume grows, that breakdown becomes more important for understanding where your paid media is (and isn't) reaching your buyer. Are you active on Instacart Ads? If your brand sells through Kroger and you're not running sponsored product campaigns on Instacart, you may be invisible to a meaningful share of online Kroger shoppers — particularly in markets where Instacart is doing a significant portion of the fulfillment. Instacart's Carrot Ads platform is accessible to CPG brands independently of your Kroger KPM relationship. Is your content ready for these environments? DoorDash and Uber Eats grocery browsing looks different from a traditional grocery store website. Shoppers are often making faster, more impulse-driven decisions. Product images, descriptions, and search discoverability in those environments matters in ways that are easy to overlook when your entire digital focus has been on Kroger.com. How does this fit into your KPM conversation? Kroger has been explicit that retail media growth through third-party platforms is part of the commercial story. When you're in your next planning conversation with your KPM contact, asking directly how these platform integrations factor into audience reach and media measurement is a legitimate and timely question. | The bottom line for suppliers: Kroger made a logistics decision that became an advertising decision. By opening its grocery assortment to DoorDash's tens of millions of users, Uber Eats' restaurant-adjacent shoppers, and Instacart's grocery-native platform, Kroger expanded the surface area where CPG brands can reach its customers. The brands that understand this shift and adjust their digital media approach accordingly will have an advantage. The ones still optimizing purely for Kroger.com placements and digital coupon redemptions are working from an incomplete map. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger's Biggest Leadership Shakeup in Over a Decade — What It Means for Suppliers URL: https://www.cincinnaticpgedge.com/krogers-biggest-leadership-shakeup-in-over-a-decade-what-it-means-for-suppliers/ Last updated: 2026-06-09T11:07:07.000Z The past year at Kroger was the most turbulent in recent memory — and the executive roster reflects it. According to Kroger's recently filed Form 10-K, the company made 10 changes to its executive officer lineup, more than at any point in at least the last dozen years. Pair that with a store count that dropped below 2,700 for the first time since 2015, and you have a company in the middle of a genuine reset. For CPG suppliers, this isn't background noise. It's a signal worth understanding. How We Got Here It started in March 2025, when longtime Chairman and CEO Rodney McMullen abruptly resigned following a board ethics review. Ron Sargent, a Kroger board member and former Staples CEO, stepped in as interim CEO and spent the better part of a year stabilizing the business, cutting underperforming stores, consolidating corporate overhead, and running a CEO search that would ultimately land on one of the most respected operators in global retail. On February 9, 2026, Kroger announced Greg Foran — former head of Walmart U.S. and Air New Zealand — as its permanent CEO, the first external hire for the top job in the company's 143-year history. The appointment sent Kroger shares up roughly 7% on the day. | By the Numbers 10 executive officer changes in a single fiscal year — the most in over 12 years Store count dropped below 2,700 for the first time since 2015 First external CEO hire in Kroger's 143-year history | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | The Key Moves Suppliers Need to Know The most consequential change for CPG brands isn't Foran himself — it's what happened to the merchant organization around him. Mary Ellen Adcock, EVP and Chief Merchant and Marketing Officer Adcock oversees sales and category planning across fresh foods, center store, and general merchandise, along with analytics and execution, e-commerce and digital merchandising, and Kroger's Our Brands private label division. She is a 25-year Kroger veteran who came up through operations and manufacturing — not traditional merchandising. That background matters. Adcock is wired for efficiency and execution first, which aligns squarely with what Foran is building. She is also widely viewed as the long-term CEO candidate when Foran eventually transitions out. Division Leadership Turnover Beyond the C-suite, Kroger shuffled division president roles across several key markets. Victor Smith was promoted from Atlanta Division president to SVP of Retail Divisions. Monica Garnes, previously president of Fry's, moved to lead Atlanta. Ken DeLuca moved from Michigan to Fry's. Kendra Doyel moved from Food 4 Less to Ralphs. Two long-serving division presidents retired — Colleen Juergensen after 45 years leading the Central Division, and Tom Schwilke after 42-plus years with Ralphs. That's a significant amount of institutional knowledge walking out the door at the division level simultaneously. What This Means If You Sell at Kroger Leadership transitions at this scale have real downstream effects for suppliers. Here's how to think about it. Category Managers are watching upward for signals. When leadership changes at the top, Category Managers go into a period of relative caution. They are reading the new priorities and calibrating accordingly. This is not the time to bring speculative new item pitches. It is the time to show up with strong data, clean scorecards, and a clear story about performance. Execution is being graded harder now. Foran's reputation was built on store standards and operational discipline. Adcock's was built on delivering over $1 billion in annual operational savings. Together, they represent a leadership team that will hold the supply chain to a higher standard on fill rates, on-shelf availability, item data accuracy, and case pack efficiency. Brands that are sloppy on execution will feel it faster under this regime than the previous one. Division relationships matter more when new presidents are learning the book. New division presidents mean new priorities at the local level. If your brand has strong velocity in a division where leadership just changed hands, now is the time to make sure that story is documented and in front of the right people. Don't assume the new president inherited your context. Earn it again. | The bottom line for suppliers: Kroger is in the early stages of a leadership-driven reset. The new team values operational excellence, store-level execution, and data-backed decisions over promotional creativity and relationship equity. Suppliers who show up prepared, efficient, and insight-led will be positioned well. Those coasting on legacy relationships or thin data stories will find the new Kroger a less forgiving place. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger's Online Deal Days Are Live. Here's What Your Brand Should Be Asking. URL: https://www.cincinnaticpgedge.com/krogers-online-deal-days-are-live-heres-what-your-brand-should-be-asking/ Last updated: 2026-06-09T11:07:28.000Z Strategy & Analysis A two-week digital push that tells you everything about where Kroger is headed. Kroger launched Online Deal Days on April 22, running through May 5\. On the surface it looks like a straightforward e-commerce promotion, discounts on pickup and delivery, free delivery thresholds, digital coupons to drive online basket building. Routine stuff. But look at where the digital coupons are pointed and the story gets more interesting. The promotion is heavily weighted toward Kroger's Our Brands private label. That's not accidental. It's consistent with everything Greg Foran has signaled since taking over: use digital as a growth engine, use private label as the margin engine, and use promotional events to accelerate both at once. Online Deal Days is all three working together. --- ## What this means for your brand. Digital shelf presence at Kroger is no longer a nice-to-have. It's where the promotional investment is going, it's where the customer discovery is happening, and increasingly it's where the loyalty is being built or lost. If your items aren't optimized for Kroger's digital platform, aren't showing up in the app, and aren't part of the digital coupon ecosystem, you're effectively invisible during events like this one. That gap matters more than it used to. Kroger data shows delivery customers save an average of 47 minutes per order, and shoppers who experience that convenience tend to stick with it. The brands they discover and buy online become their defaults. If your brand isn't in that consideration set during a two-week push like this, you're ceding ground to whoever is, and right now that's increasingly Kroger's own label. ## The private label signal you shouldn't ignore. Kroger introducing digital coupons on Our Brands products during a high-visibility promotional window is a deliberate move. It's training digital shoppers to reach for private label first when they're looking for value online. For CPG brands that compete in the same categories, the response isn't to panic, it's to make sure your digital presence, your item content, your ratings and reviews, and your promotional participation are all working harder than they were last month. If you're not running digital coupons at Kroger, this is a good moment to ask why not. The barrier to entry is lower than most brands realize, and the upside of showing up during events like Online Deal Days compounds over time as online shopping behavior continues to lock in. Foran has said repeatedly that e-commerce profitability is a top priority for 2026\. Online Deal Days is the execution of that priority in real time. Your brand's job is to be part of that story, not a bystander to it. --- CPG Takeaway Three Questions to Ask Right Now Is your brand showing up in Kroger's app and digital coupon ecosystem? If a shopper searches your category during Online Deal Days and your item doesn't appear, someone else's does. Is your item content optimized for digital? Image quality, product descriptions, and attribute completeness all affect how your item ranks in Kroger's online search. Are you running digital coupons? This is the simplest lever available and one of the lowest-cost ways to stay competitive against private label during high-traffic digital windows. --- From Cincinnati CPG Edge, keeping you in the Kroger know. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Know Where You Fit: Selling Into a $150 Billion Retailer Without Overcomplicating It URL: https://www.cincinnaticpgedge.com/know-where-you-fit-selling-into-a-150-billion-retailer-without-overcomplicating-it/ Last updated: 2026-06-09T11:07:45.000Z Strategy & Analysis Kroger's new CEO is simplifying the playbook. Your brand strategy should too. Kroger does about $150 billion in annual revenue. That number can feel either intimidating or intoxicating depending on the day, and neither reaction is particularly useful. Here's the more productive way to think about it: Kroger is running a business at a scale where complexity has a real cost. Every promotional structure, every custom pack configuration, every layered deal that requires manual handling somewhere in the supply chain, it all creates friction. And friction at scale is expensive. Greg Foran, Kroger's new CEO, understands this intuitively. He spent years running Walmart U.S., a business even larger than Kroger, and his entire operating philosophy is built around simplicity, execution, and doing the basics exceptionally well. That mindset is now shaping how Kroger evaluates its supplier relationships. --- ## So where does your brand fit? The honest answer is that most brands, especially emerging ones, are not going to be the centerpiece of Kroger's strategic plan. That's not an insult. It's math. A $150 billion retailer has thousands of items across hundreds of categories, and only a handful of brands in any given category will ever be considered a true strategic partner worthy of complex, investment-heavy programming. What that means for most brands is actually liberating if you let it be. Your job is not to out-maneuver Kroger or build the most elaborate promotional architecture. Your job is to be easy to do business with, deliver strong velocity, and show up consistently. Clean orders. Reliable fill rates. Promotions that are simple to execute and easy for the store to communicate to the shopper. That's what earns trust at this level. And trust, over time, is what earns you the right to have the bigger conversation about investment and partnership. ## Save the complexity for when it counts. There are moments when a more sophisticated offer makes sense, a category review where you have a genuine data story to tell, a reset opportunity where you can demonstrate incrementality, a promotional window where your brand has a real seasonal advantage. Those moments are worth the investment of time and creative energy. But not every conversation needs to be that conversation. Most weeks, the win is simply performing well against the basics and staying on the right side of Kroger's operational expectations. --- ## EDLC thinking and why your contract strategy matters more than you think. Foran's simplicity philosophy doesn't stop at store execution. It runs straight through to how Kroger thinks about pricing and trade agreements, and that's where EDLC comes in. EDLC, Every Day Low Cost, is the operating principle that underpins Kroger's ability to compete on price without eroding margin. The idea is straightforward: Kroger would rather have a clean, predictable cost from a supplier than a complicated web of promotional allowances, contract riders, and one-off agreements that require constant administration to manage. For suppliers, this has a direct implication. The more contractual complexity you bring to the relationship, the more overhead you create on Kroger's side of the ledger. Performance agreements, tiered rebate structures, custom promotional contracts, all of it has to be tracked, reconciled, and managed. At $150 billion in scale, that administrative burden adds up fast, and Kroger notices. ## Keep your agreements clean. The brands that tend to hold their position at Kroger over time are the ones with simple, straightforward commercial structures. A clear cost. A predictable promotional cadence. Agreements that don't require a lawyer to interpret or a dedicated analyst to reconcile every quarter. This doesn't mean you can't negotiate. It means that when you do, you should be pushing for clarity and simplicity rather than layering in conditions that feel advantageous on paper but create friction in practice. A clean agreement that both sides understand is worth more than a complex one that technically favors you but generates deductions and disputes every billing cycle. Foran is building a Kroger that rewards suppliers who make the relationship easy. Simple cost. Simple terms. Consistent execution. That's the commercial profile of a brand Kroger will want to keep on the shelf, and want to grow with over time. --- CPG Takeaway Simple, Clean, and Easy to Do Business With Know your role in the Kroger ecosystem. Most brands are not strategic centerpieces, and that's fine. Be easy to work with, perform consistently, and earn trust before asking for investment. Reserve complexity for moments that have a genuine payoff, category reviews, reset opportunities, and high-value seasonal windows. Don't bring a sophisticated deal structure to a routine planning conversation. Keep your commercial agreements clean. A straightforward cost and a predictable promotional cadence will serve you better at Kroger than a contract that creates reconciliation headaches on both sides of the table. Simple cost. Simple terms. Consistent execution. That's a bar every brand can clear. Start there. --- Intelligence for the Kroger marketplace. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### The Foran Effect: What Kroger's New CEO Means for Your Brand URL: https://www.cincinnaticpgedge.com/the-foran-effect-what-krogers-new-ceo-means-for-your-brand/ Last updated: 2026-08-06T09:52:33.000Z News & Intelligence A back-to-basics operator is running the show. Here's what that looks like at shelf level. Greg Foran has been Kroger's CEO for roughly 90 days. He hasn't announced a grand reinvention. He hasn't reshuffled the category management structure or signaled a wave of resets. What he has done is something more consequential for the brands and brokers working this business every day: he set the tone. And the tone is operational. Foran built his reputation at Walmart by doing things most retail executives talk about but don't actually prioritize, keeping shelves full, holding suppliers accountable to basic execution standards, and making complexity earn its place. That same philosophy is now sitting in Kroger's corner office, and it has direct implications for how you manage your business here. --- ## On-shelf availability is no longer a background metric. Under an operator-focused CEO, in-stock performance moves from a supply chain conversation to a commercial one. If your item is out of stock, that's not just a lost sale, it's a signal that your brand isn't ready for the space it's occupying. Fill rates, casepack compliance, and order accuracy are the kinds of numbers that will get noticed. Make sure yours are clean before someone else points them out. ## Complexity has to justify itself with velocity. Multiple pack configurations, short-coded product, complicated promotional structures, promotional items that require manual handling at the DC level, all of it is going to face more scrutiny. The question Foran's organization will be asking is simple: does this item sell enough to be worth the operational friction it creates? If the answer isn't obvious from your scan data, you're in a vulnerable position. ## Planning conversations are shifting toward what's proven, not what's possible. This is the subtler shift, and it matters as much for brokers as it does for brand managers. The appetite for experimental placements, test-and-learn launches, and speculative distribution without velocity data to support them is shrinking. The planning conversations that land right now are the ones that lead with results, your TDP productivity, your category contribution, your repeat rate, and build forward from there. Pitching potential without performance data is a harder sell in this environment. None of this means Kroger is closed for business to emerging brands or innovative items. It means the bar for earning and keeping space is being recalibrated around execution fundamentals. That's actually a level playing field for brands that have done the work. --- CPG Takeaway What This Means for Your Brand at Kroger Expect a stronger emphasis on on-shelf availability, casepack compliance, and the operational basics that Foran built his reputation on. Items that create friction in the supply chain will get less patience, not more. Complexity will be tolerated only where velocity justifies it. If your SKU count, pack configurations, or promotional structures add work without adding sales, that conversation is coming. Planning conversations will center on what is proven and performing now, not what might work. Bring your scan data, know your TDP productivity, and lead with results. Know your numbers. Run clean operations. Lead with data. That's the Foran playbook, and it's now Kroger's. --- Intelligence for the Kroger marketplace, from a 35-year Kroger industry veteran. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### When Your Retailer Is Also Your Competitor's Investor URL: https://www.cincinnaticpgedge.com/when-your-retailer-is-also-your-competitors-investor/ Last updated: 2026-06-09T11:08:31.000Z Strategy & Intelligence Most Kroger suppliers think of their competitive set in straightforward terms: other brands on the same shelf, fighting for the same facings, the same promotional windows, the same category review outcomes. That framework is still true. But since January 2024, there is a new layer worth understanding. Kroger now holds a financial stake in an investment vehicle that acquires, funds, and actively scales competing CPG brands, with direct access to Kroger's own retail data, distribution infrastructure, and in-store testing capabilities. That vehicle is called MPearlRock. And if you compete in the better-for-you, natural, or emerging CPG space at Kroger, this is something you need to understand. --- ## What MPearlRock Actually Is MPearlRock is a joint venture formed in January 2024 between MidOcean Partners, a New York-based private equity firm, and PearlRock Partners, Kroger's consumer product investment platform. Kroger participates through PearlRock via its 84.51° retail data subsidiary, meaning the same analytics engine that powers Kroger's category decisions is also a foundational asset of the investment fund. This is not new territory for Kroger. PearlRock itself was launched in 2019 alongside private investment firm Lindsay Goldberg as part of the Restock Kroger turnaround initiative, which explicitly identified an "alternative profit streams portfolio" as a path to add $100 million in incremental operating profit. MPearlRock is the most aggressive expression of that strategy to date. The fund targets North American food, beverage, and related CPG brands with $50 to $150 million in revenue and $1 million or more in EBITDA. It takes control or active minority positions, meaning it does not passively observe. It operates these brands. ## The Portfolio So Far Two acquisitions are confirmed and publicly announced. | Acquisition #1 nutpods — January 2024 The plant-based, non-dairy coffee creamer brand was the #1 plant-based creamer in natural retail and the #2 brand overall in the non-dairy creamer category at the time of acquisition. Nutpods had a presence in more than 15,000 retail stores nationally, including Kroger, Costco, Walmart, Albertsons, Sprouts, Target, and Whole Foods. The brand had more than tripled net sales since a 2019 VMG Partners investment. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | | Acquisition #2 The Good Crisp Company — January 2026 A fast-growing clean label salty snack brand reimagining classic formats, including crisps and cheeseballs, without gluten, GMOs, or artificial ingredients. The brand was sold in more than 20,000 locations across the US, Canada, Australia, and the UK at the time of acquisition. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | The pattern is consistent: health-forward, better-for-you, emerging brands with proven retail distribution and strong velocity. These are not startup bets. These are category disruptors already in the game, being acquired and scaled by a vehicle with Kroger's retail infrastructure behind it. ## The Operating Muscle Being Built In February 2026, MPearlRock announced three new operating advisors that signal this is not a passive financial play. The additions included: - **Bill Toler**, former CEO of Hostess Brands and AdvancePierre Foods, and former president of Pinnacle Foods, with direct experience driving brand portfolio transformation at scale. - **Bob Ostryniec**, former Global Chief Supply Chain Officer and Chief Risk Officer at H.J. Heinz, and former Chief Product Supply Officer at Keurig Green Mountain. - **Mark Ramadan**, with experience in emerging brand building and customer development. This is not a financial firm learning the grocery business. This is a fully operational CPG platform with world-class supply chain, brand, and go-to-market talent, layered on top of Kroger's retail data and distribution access. ## The Question Every Competing Supplier Should Be Asking Here is where it gets uncomfortable. MPearlRock's stated support package for portfolio brands includes distribution, in-store testing, manufacturing and bulk procurement, supply chain and back-office support, data analytics, talent acquisition, and operations acceleration. Every one of those capabilities is something competing brands have to earn or fund on their own, without a financial co-investor sitting inside the retailer's ecosystem. When an MPearlRock portfolio brand goes into a Kroger category review, it does so with access to 84.51° retail data that is simultaneously funding the investment thesis of the vehicle that owns it. The category manager making assortment decisions is working within a system where Kroger holds a profit interest in one of the brands on the planogram. This is not an accusation of impropriety. Kroger has explicit ethics policies around fair and impartial treatment of suppliers, and there is no public evidence of favoritism in assortment decisions. But the structural tension is real, and suppliers competing in the same categories should be clear-eyed about it. | Three Layers of Competitive Pressure at Kroger in 2026 Layer 1 — Kroger's own private label (Our Brands, Simple Truth), which carries higher margin for the retailer and receives built-in shelf priority. Layer 2 — Established national brands with large trade budgets, KPM media investment, and dedicated Kroger sales teams. Layer 3 — MPearlRock portfolio brands with private equity capital, a world-class operating bench, 84.51° data access, and Kroger's distribution infrastructure behind them. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | ## What Suppliers Should Watch For MPearlRock is still a young and relatively small portfolio. Two brands does not represent a systemic threat to every supplier in Kroger. But the trajectory matters. Here is what is worth monitoring: **Category overlap.** Nutpods competes in non-dairy creamers. Good Crisp competes in better-for-you salty snacks. If you play in adjacent or identical categories, your competitive research should now include MPearlRock's acquisition pipeline. **In-store testing access.** MPearlRock explicitly lists in-store testing as a portfolio brand benefit. Pay attention to new item introductions in your category that move unusually fast from test to chainwide distribution. That velocity may have structural backing you are not competing against on equal terms. **84.51° data usage.** Every supplier can buy Kroger data tools. But MPearlRock portfolio brands do not need to buy access. They are inside the system. Track whether brands in your category appear to be making unusually precise assortment, pricing, or promotional decisions. **Future acquisitions.** MPearlRock's criteria of $50 to $150 million in revenue covers a wide swath of the mid-market emerging brand universe. Categories like plant-based protein, functional beverages, clean label frozen, and better-for-you snacking are all squarely in their target zone. ## The Bottom Line Kroger has always had leverage over its suppliers. That is the nature of a retailer relationship. What MPearlRock adds is a new dimension: the retailer now has an ownership interest in specific brands competing for the same shelf space as your products. The playing field is not necessarily tilted, but it is no longer flat. The smartest thing any Kroger supplier can do right now is understand the structure clearly, monitor the portfolio for category overlap, and make sure their own story at the category review is airtight. Velocity, distribution productivity, consumer loyalty data, and promotional ROI matter more in this environment, not less. Kroger is not just your retail partner anymore. In some categories, they are now a stakeholder on the other side of the table. --- Analysis by a 35-year Kroger industry veteran. Cincinnati CPG Edge covers the strategies, decisions, and dynamics that shape the Kroger supplier ecosystem. Views expressed are independent editorial perspective. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### When Category Managers Become the Vendor URL: https://www.cincinnaticpgedge.com/when-category-managers-become-the-vendor/ Last updated: 2026-04-22T10:16:10.000Z Talent & Leadership · April 2026 When Kroger Category Managers Cross the Table Below the public announcements, a quieter kind of talent movement is underway at Kroger General Office. And for suppliers paying attention, it's one of the most useful signals in the market right now. The Kroger leadership moves that make the press releases are easy to track. Division president retirements. SVP promotions. A new permanent CEO, Greg Foran, finally named in February after nearly a year of interim leadership. The announcements have been steady, and the pace of change at General Office has been anything but quiet. But there's another layer of movement happening that doesn't show up in press releases, and in some ways it tells a more interesting story about where Kroger is headed and what ambitious brands should be watching closely. Experienced Kroger category managers and directors are quietly crossing to the other side of the table. | The Dynamic Worth Understanding When a seasoned Kroger category manager leaves General Office for a supplier or emerging brand, it is rarely just a career move. It is a strategic hire. Brands don't recruit that kind of institutional knowledge by accident. They recruit it because they are serious about cracking the account. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | The Context Eighteen Months of Organizational Turbulence To understand why this kind of movement is accelerating, you have to appreciate just how much has changed at Kroger GO since early 2025\. This is not a company in steady-state. It is an organization that has been navigating significant disruption at every level of the house. - **March 2025**CEO Rodney McMullen resigns after an internal ethics investigation, ending a 47-year Kroger career. Ron Sargent steps in as interim chairman and CEO. - **August 2025**Kroger cuts hundreds of corporate jobs at General Office as part of ongoing cost reduction efforts. Multiple teams restructured. - **January 2026**Two long-tenured division presidents retire: Colleen Juergensen after 45 years and Tom Schwilke after seven years leading Ralphs. Four leadership promotions announced simultaneously across Atlanta, Fry's, Ralphs, and corporate. - **March 2026**Four more executive changes announced: new head of sourcing hired from PetSmart, Ann Reed promoted to group VP of Our Brands, division president roles reshuffled in Cincinnati-Dayton and Louisville. - **February 2026**Greg Foran appointed permanent CEO, effective immediately, ending an almost year-long search. Foran comes from outside Kroger for the first time in the company's 143-year history, bringing a Walmart U.S. and Air New Zealand background and a reputation as a hard-nosed operations-first leader. Ron Sargent stays on as board chairman. - **April 2026**Sixty underperforming stores now in the process of closing. A new CEO with a Walmart DNA settling into the building. Category teams navigating reset calendars with new faces in key seats at multiple levels of the organization. That is a significant amount of organizational change compressed into a short window. And here's what 35 years in this ecosystem has taught us: when the org chart moves this fast at the top, the ripple effects move faster below it. A new CEO from outside the company, especially one with a Walmart background and a reputation for demanding operational rigor, inevitably triggers reassessment up and down the ranks. Category managers and directors who built their careers around specific relationships, specific category strategies, and specific leadership philosophies start to reassess. Some get promoted. Some get restructured out. Some decide it's a good moment to make a move they've been thinking about for a while. The Signal What It Means When a Category Manager Goes to a Brand There's a particular hire that regional and emerging brands have been making quietly for years, and it tends to accelerate during periods of retailer disruption. They find someone with deep Kroger experience, whether that's a category director, a senior merchant who spent years managing a specific set, and they bring them on to lead their retail strategy. The logic is straightforward. Kroger is a relationship business at its core. The data tools matter, 84.51°, KOMPASS, Epicenter, all of it. The category scorecards matter. The category review process matters. But none of it matters as much as understanding how Kroger actually makes decisions, who the real influencers are in a given category, what language category managers respond to, and how to frame a pitch that connects to the way General Office thinks about the business. That knowledge lives in people. And when those people leave Kroger, they take it with them. What the Brand Gets Institutional knowledge of how Kroger makes decisions. Existing relationships with category managers across the GO. Fluency in Kroger's data language and category frameworks. Credibility in the room that takes years to build from scratch. What It Signals to the Market The brand is serious about Kroger. This is not a test-and-learn play. It is a strategic commitment backed by a hire designed to accelerate the timeline from pitch to shelf. For suppliers already in the Kroger ecosystem, these hires are worth tracking. They are advance notice that a new competitor is getting ready to make a serious run at shelf space in your category. The brand that was a regional afterthought last year may be walking into a category manager meeting with real credibility next reset cycle. | The Opportunity No One Mentions The flip side of this dynamic is real too. Category managers who leave Kroger often maintain genuine relationships with their former colleagues. A well-timed conversation with a recently departed category manager, approached with respect and without pressure, can yield category insight that no data subscription will ever give you. | | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What to Watch The Questions Worth Asking Right Now With Kroger in an extended period of leadership transition, the pace of category manager-level movement is likely to stay elevated through the rest of 2026\. Greg Foran is barely two months into the job, and a new CEO with a Walmart background and an operations-first reputation will inevitably bring his own category priorities, his own view of the supplier ecosystem, and his own expectations for how Kroger's merchant teams perform. That kind of incoming energy from the top is exactly the environment that prompts experienced people to reassess their futures. Here's what smart suppliers should be doing in this environment: - **Know your category manager's status**If you have a strong relationship with a specific Kroger category manager or director, stay close. LinkedIn is your friend here. When someone's profile goes quiet or shows a new employer, that is actionable intelligence, and you want to know before your next category review. - **Track who regional brands are hiring**If a competitor in your category suddenly brings on someone with a Kroger GO background, treat it as a competitive alert. They are preparing for something. - **Understand the new faces in your category**With multiple category manager-level changes happening quietly alongside the public announcements, your category may have a new decision-maker who doesn't know your brand's history at Kroger. That's a relationship to build, not assume. - **Respect the transition period**Category managers who have recently departed Kroger are navigating a significant personal and professional change. The suppliers who build genuine relationships in this moment, without an agenda, are the ones who benefit when those people land in positions of influence on the other side. --- Bottom Line The Org Chart Below the Org Chart The Kroger ecosystem runs on relationships, and relationships are built around people. Press releases tell you who got promoted. The real intelligence comes from knowing who went where, who is building something new, and who just hired someone who knows exactly how Kroger works. Right now, more of that movement is happening than the industry press is capturing. The suppliers and brokers who are paying attention to it, and building the right relationships at the right moment, will have a meaningful advantage when the next reset cycle hits and the category conversations begin in earnest. This is exactly the kind of signal Cincinnati CPG Edge will keep tracking. Because in this ecosystem, the people moves are often the story behind the story. Cincinnati CPG Edge covers the Kroger supplier ecosystem from the perspective of 35 years in the trenches. Have a tip on category manager or leadership movement in the Kroger ecosystem? Connect with us on LinkedIn or reach out through our Discord community. ### What the McCormick-Unilever Mega-Merger Means for the Kroger Shelf URL: https://www.cincinnaticpgedge.com/what-the-mccormick-unilever-mega-merger-means-for-the-kroger-shelf/ Last updated: 2026-06-09T11:09:05.000Z M&A Watch · April 2026 What the McCormick-Unilever Mega-Merger Means for the Kroger Shelf The biggest flavor deal in CPG history just reshuffled the condiments aisle. Here's what every Kroger supplier needs to know. If you work in the Kroger ecosystem and haven't been tracking the McCormick-Unilever merger, now is the time to start paying attention. Announced on March 31, 2026, this is not a routine M&A story. It is a category-reshaping event that will ripple through planograms, buyer conversations, and shelf sets for years to come, and the smart suppliers are already thinking about what it means for them. $44.8B Deal Value $20B Combined Annual Revenue Mid-'27 Expected Close The Deal A Flavor Powerhouse Unlike Anything the Industry Has Seen Unilever agreed to combine its global foods business with McCormick & Company in a transaction valued at approximately $44.8 billion. McCormick will pay $15.7 billion in cash and $29.1 billion in shares, leaving Unilever and its shareholders with 65% of the combined entity. The result is a flavor-focused giant expected to generate roughly $20 billion in annual sales across herbs, spices, seasonings, sauces, and condiments. The brand portfolio tells the story better than any financial summary. Under one roof, you now have: McCormick Brings - McCormick Spices - Frank's RedHot - Cholula Hot Sauce - French's Mustard & Mayo - Old Bay - Zatarain's Unilever Foods Adds - Hellmann's Mayonnaise - Knorr Seasonings & Bouillon - International Condiment Brands - Established EMEA & LatAm Distribution That's Hellmann's and French's mayo on the same team. That's Frank's RedHot and Knorr seasonings reporting to the same CEO. That's a combined company that controls the flavor experience at nearly every meal occasion a Kroger shopper touches. | Worth Noting About 70% of Unilever Foods' annual sales come from just two brands: Hellmann's and Knorr. That concentration makes this deal less about portfolio breadth and more about protecting two category-dominant platforms at massive scale. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | Context Why This Happened Now This merger didn't come out of nowhere. Both companies were facing real strategic pressure heading into 2026. For McCormick, the threat was private label. CEO Brendan Foley has been vocal about the rising competition from store-brand spices and the shifting eating habits of health-conscious consumers. Adding Unilever's iconic branded portfolio dramatically reduces McCormick's exposure to commoditization in the spice aisle and vaults the company into a much stronger multi-category position across center store. For Unilever, the logic is equally clear. The company has been on a deliberate path to shed food assets and sharpen its focus on higher-margin personal care and beauty. In November 2025, Unilever already spun off its ice cream business, now trading separately as Magnum Ice Cream Co. The McCormick deal is the next step in that transformation. The broader industry backdrop matters too. The "Breakup of Big Food" trend has dominated 2025 and 2026, with conglomerate structures falling out of favor as Wall Street pushes for focused, category-leading businesses. McCormick is betting that flavor is a defensible lane, and this merger is how they stake their claim to it. --- The Kroger Angle What This Means for the Kroger Shelf This is where it gets interesting for anyone in the Kroger ecosystem, and there are several angles worth tracking closely. **Consolidated supplier leverage.** One combined McCormick entity now controls enormous real estate across multiple Kroger categories: spices and seasonings, condiments, hot sauces, bouillon, and meal-prep bases. By controlling everything from the salt and pepper on the table to the mayonnaise in the sandwich and the bouillon in the soup, the combined company possesses significant bargaining power over major retailers, Kroger included. That's a meaningful shift, and buyers managing these categories will be navigating it carefully. **SKU rationalization is coming.** Mergers of this scale always produce SKU rationalization, and this one will be no exception. The combined company has committed to approximately $600 million in annual cost savings, and those savings don't come from PowerPoint slides. They come from procurement discipline, footprint consolidation, and reducing brand and SKU overlap. The most obvious pressure point: both Hellmann's and French's now make mayo and mustard. Antitrust regulators are expected to scrutinize the condiments category closely, and some brand divestitures may be required to satisfy competition concerns. | The Opportunity Nobody Is Talking About Mega-mergers create distraction. The combined entity will spend the next 12 to 18 months focused on integration, regulatory approvals, and cost synergies. For smaller and emerging brands in condiments, sauces, seasonings, and meal-prep categories, that window of internal distraction is a real opportunity to gain ground with Kroger buyers. | | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | **Private label gets another look.** The very threat that drove McCormick to do this deal, rising private label competition, doesn't go away just because the deal closes. Kroger's Simple Truth and other private label programs have been gaining ground in spices and condiments. The new combined entity will have more resources to defend its brands, but private label will still be an attractive option for Kroger buyers managing category margins. Forward Look What to Watch Between Now and Mid-2027 The deal doesn't close until mid-2027 at the earliest, which means there's a long runway of uncertainty before anything actually changes on the shelf. Here's what to keep an eye on: - **Antitrust Decisions**Regulators on both sides of the Atlantic will take a hard look at the condiments category, where overlap between Hellmann's, French's, and existing McCormick mayo lines is most pronounced. Required divestitures would create immediate shelf-space implications. - **Trade Spend Signals**Watch for changes in McCormick and Unilever Foods promotional cadences at Kroger. Companies in the middle of mega-mergers sometimes pull back on trade investment while deal economics are being finalized, which creates openings for competitors. - **Integration Announcements**Any news about combined sales team structures, broker changes, or category management realignments will signal how the new entity plans to go to market at retail. That directly affects how Kroger interfaces with the new company. - **Kraft Heinz's Response**For decades, Kraft Heinz and Unilever were the dominant "Big Two" in condiments and dressings. With Hellmann's and French's now on the same team, Kraft Heinz faces a new competitive reality and will likely respond with investment, promotions, or category initiatives of their own. --- Bottom Line The Flavor Aisle Just Got More Interesting The McCormick-Unilever merger is the kind of deal that feels distant right now, with a closing date more than a year away and regulatory uncertainty still ahead. But the suppliers and brokers who start mapping the implications now will be better positioned when the shelf actually moves. If you compete in spices, condiments, sauces, hot sauce, or meal-prep categories at Kroger, this deal directly affects your competitive landscape. If you're in adjacent categories, it's still worth understanding the new power dynamics taking shape in center store. The suppliers who treat this as background noise today may find themselves scrambling to catch up when the planogram conversations start in earnest. In the Kroger ecosystem, the window between announcement and execution is where the real positioning happens. Don't waste it. Cincinnati CPG Edge covers the Kroger supplier ecosystem from the perspective of 35 years in the trenches. Have a story tip or category insight? Connect with us on LinkedIn or join the conversation in our Discord community. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### Kroger Has a New Sheriff — Here's What It Means for You URL: https://www.cincinnaticpgedge.com/kroger-has-a-new-sheriff-heres-what-it-means-for-you/ Last updated: 2026-06-10T09:08:06.000Z Kroger Leadership Intel · April 2026 Two months ago, Kroger ended its year-long CEO search by going outside the company for the first time in its 143-year history. The name they landed on was Greg Foran, former head of Walmart U.S. and most recently CEO of Air New Zealand. If you're a CPG brand doing business at Kroger, this appointment deserves your full attention. Who Is Greg Foran? Foran started his retail career at 17 stacking shelves at a Woolworths in New Zealand. By 20 he was running the store. That origin story tells you everything about how this man operates. He is not a merchant in the McMullen mold. He is an operator, through and through. At Walmart U.S., Foran delivered 20 consecutive quarters of comparable sales growth by going back to basics: cleaner stores, wider aisles, higher in-stock rates, better produce and meat, and a relentless focus on the customer experience at shelf level. He famously told reporters that most of Walmart's stores were not up to standard, at a company where that kind of candor was essentially unheard of. He fixed them anyway. --- What His Walmart Background Means for Vendor Relationships At Walmart, Foran's operational discipline flowed directly to supplier expectations. When store standards go up, the bar for what earns and keeps shelf space goes up with it. Vendors at Walmart under Foran learned quickly that velocity, in-stock performance, and clean item data were non-negotiable. That same expectation is coming to Kroger. This is a shift from the McMullen era, which was heavily focused on acquisitions and category management strategy. Foran is less interested in the big strategic play and more interested in whether the fundamentals are working. For CPG brands that means your TDP productivity, your fill rates, your promotional compliance, and your scan data accuracy are all going to matter more than they have in recent years. | **The bottom line:** Foran runs businesses by fixing what's broken at the store level first. If your item has compliance issues, data problems, or weak velocity, those problems are going to be harder to hide under new leadership than they were before. | | ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | --- How His Focus on Store Standards Will Impact Shelf Performance Expectations Kroger has already signaled where this is heading. In its most recent earnings call, Foran's team outlined five growth priorities including store investments, pricing, e-commerce profitability, private label expansion, and supply chain modernization. Kroger introduced more than 1,100 private label products in fiscal 2025, up from about 900 the year before. That number is going up under Foran, not down. For branded CPG vendors, that means the competition for shelf space is intensifying from the inside. Kroger's own brands are getting better and more aggressive. Your item has to justify its spot with hard performance data, not just a strong buyer relationship. On the digital front, Kroger expects its e-commerce business to turn a profit in the first half of 2026 and is expanding its retail media business rapidly. Foran has been direct about the connection, noting that Kroger's media business is tied to e-commerce momentum and that the runway to accelerate growth is long. For vendors this means digital shelf presence, digital coupon investment, and KPM spending are becoming table stakes, not optional upgrades. --- What You Should Do Right Now Three things, and none of them are complicated. Your Action List 1. **Get your data clean.** Foran is an operator who will hold Kroger's internal teams accountable for execution metrics. That accountability flows downstream to vendors. Your item setup, GDSN data, case dimensions, and promotional compliance rates all need to be spotless. 2. **Know your velocity story cold.** Under Foran, the question every buyer will eventually be asking is simple: is this item earning its space? You need to be able to answer that with 84.51° data, TDP trends, and category benchmarks. If you're not monitoring your performance data regularly, start now. 3. **Lean into digital.** If you're not running digital coupons, not investing in KPM, not optimizing your Kroger digital shelf, you are falling behind a CEO who built his reputation on blending physical and digital retail into one seamless operation. This isn't the future at Kroger anymore. It's the present. Kroger has a new sheriff. He came up from the floor, he fixes the fundamentals, and he does not tolerate underperformance at shelf. That is actually good news for brands that are doing the work. It is a serious wake-up call for brands that aren't. Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### 1World-VIP-GDSN First. Everything Else Second. URL: https://www.cincinnaticpgedge.com/1world-vip-gdsn-first-everything-else-second/ Last updated: 2026-06-10T09:02:44.000Z Supplier Operations · Item Setup # GDSN Is Not Optional. It Is Step One. Before the pitch, before the category manager meeting, before the IMF is ever requested — your items need to be built, validated, and ready in GDSN. Here is why this is the single most important step in selling to Kroger. --- If your items are not built and validated in GDSN before Kroger accepts them, they will fail before they ever reach the shelf. This is not a technicality. It is the foundation of your entire Kroger business. There is a conversation that happens far too often in the Kroger supplier world. A brand gets accepted into a division — sometimes after months of pitching, presentations, and follow-up — and then the whole process stalls. Not because of a pricing issue. Not because of a planogram problem. Because the items were never built in GDSN. Do not let this be your brand's story. GDSN item setup is not a back-office task you hand off after the deal is done. It is the very first step, and it needs to happen before you ever walk into a Kroger category manager meeting. --- What GDSN actually does GDSN — the Global Data Synchronization Network — is the system through which all item data flows from manufacturer to retailer. When your item is properly built and validated in GDSN, Kroger receives a complete, verified data package for every SKU. That data package is what drives virtually every downstream function in Kroger's business: - Item setup in Kroger's ordering and replenishment systems — without this, the item cannot be ordered - Shelf tag generation — product attributes, size, weight, and price information all pull from GDSN - Kroger.com product listings — images, descriptions, nutritional data, and attributes are housed here - Shelf life and dating requirements — used for receiving, rotation, and freshness standards - Nutrition and allergen information — required for regulatory compliance at the shelf level - Case dimensions and weight — drives warehouse slotting, pallet building, and freight calculations - GS1 barcode validation — confirms your UPC is properly registered and scannable GDSN is not just a data file. It is the single source of truth that Kroger uses to set up, order, receive, stock, price, and sell your product. Every downstream system depends on it being complete and accurate. --- The platforms you need to know Two platforms dominate GDSN content syndication to Kroger. Both are widely used and both connect directly into Kroger's receiving systems. Get registered with one before you start building your items. 1WorldSync One of the leading GDSN data pools globally and the most widely used platform for Kroger item submissions. Handles product content, images, nutrition data, and attribute syndication directly to Kroger's systems. [Visit 1WorldSync →](https://www.1worldsync.com/?ref=cincinnaticpgedge.com) Syndigo A major content experience platform and GDSN data pool used by thousands of CPG brands at Kroger. Syndigo handles item content syndication, digital shelf analytics, and product page content management. [Visit Syndigo →](https://www.syndigo.com/?ref=cincinnaticpgedge.com) Either platform will get your item data to Kroger. Your choice may depend on what your co-manufacturer or third-party logistics partner already uses — ask them before you register to avoid duplicate setups. --- The shift from VIP to API — why it takes longer now Kroger has moved away from its legacy VIP item submission process which was a side car to 1WorldSync, to a new API-based system. For suppliers who built items in the old VIP environment, the transition has added meaningful complexity and time to the setup process. The API submission process requires tighter data formatting, stricter validation rules, and more precise coordination between your content syndication platform — [1WorldSync](https://www.1worldsync.com/?ref=cincinnaticpgedge.com) or [Syndigo](https://www.syndigo.com/?ref=cincinnaticpgedge.com) — and Kroger's receiving systems. Errors that would have been caught and corrected quickly in VIP now require longer turnaround cycles to identify, correct, and resubmit. What used to take days in VIP can now take weeks or longer in the API environment — especially for brands new to the process. Factor this timeline into your planning from day one. This is not a criticism of the new system — the API process ultimately produces cleaner, more reliable data. But the transition has caught many suppliers off guard, particularly those who assumed item setup was a quick final step rather than a lead-time-sensitive foundation of the entire new item process. --- Do not wait for the IMF request! An IMF — Item Maitenance Form — is Kroger's formal request for your item data as part of the new item acceptance process. Many suppliers treat the IMF as their trigger to start building items in GDSN. This is a CRITICAL mistake. By the time Kroger sends an IMF, you are already in the acceptance process. The clock is running. If your items are not already built and validated in GDSN, you are now racing to complete a process that can take days, weeks, or longer — while Kroger is waiting on you to move forward. It is not unusual for Kroger to expect same day turnaround. Suppliers who are not GDSN-ready when the IMF arrives frequently miss reset windows entirely. A reset that could have launched your item in September becomes a conversation about next spring. That is a 12-month delay on your Kroger business if Kroger will even trust you in the next review — all caused entirely by item setup timing. The rule is simple: if you are planning to show an item to Kroger, build it in GDSN first. Not after the pitch. Not after Kroger says yes. Before the first meeting. Having your items build displays you are prepared and buttoned up --- What complete GDSN setup requires Building an item in GDSN is not just entering a product name and a barcode. A complete, Kroger-ready item setup through [1WorldSync](https://www.1worldsync.com/?ref=cincinnaticpgedge.com) or [Syndigo](https://www.syndigo.com/?ref=cincinnaticpgedge.com) includes all of the following: - Valid GS1-registered UPC for each consumer unit and case pack - Complete item description, brand name, and sub-brand if applicable - Net content, size, and unit of measure - Case pack quantity and case UPC (GTIN-14) - Physical dimensions and weight — both consumer unit and case - Shelf life in days and handling instructions - Full nutrition facts panel data in the current FDA format - Allergen declarations for all major allergens - Country of origin - High-resolution product images — front, back, sides, and lifestyle — minimum 2400x2400px - Product attributes relevant to your category — organic, non-GMO, gluten-free, kosher, etc. - Storage and temperature requirements Every field matters. Kroger's validation process will flag incomplete or incorrectly formatted data and return the item for correction. Each correction cycle adds time. Get it right the first time by working with your team or your content syndication partner to build items completely before submission. --- The Edge Take GDSN item setup is the foundation of your Kroger business. It drives ordering, shelf tags, Kroger.com listings, receiving, and virtually every operational function in the retailer's supply chain. The transition from VIP to API has made the process more complex and more time-consuming than ever before. The brands that win at Kroger treat GDSN setup as Step One — not an afterthought. Build your items. Validate your data through 1WorldSync or Syndigo. Have everything ready before you walk into the category manager meeting. Because when Kroger says yes, you want to be ready to move — not scrambling to catch up. Cincinnati CPG Edge · Kroger supplier operations intelligence for CPG professionals · cincinnaticpgedge.com Found this useful? Share it. [Share via Email ](#) Stay in the Kroger know. [Subscribe Free ](https://www.cincinnaticpgedge.com/#/portal/signup) [Visit CPG Edge for Past Articles ](https://www.cincinnaticpgedge.com/) ### 🛒 03/27/2026 | Kroger Weekly URL: https://www.cincinnaticpgedge.com/kroger-weekly-03-27-2026/ Last updated: 2026-04-22T10:48:55.000Z Week of March 27, 2026 · Edition #12 # Your Weekly Kroger Update Curated every Friday for CPG professionals navigating the Kroger landscape. --- Promotions & In-Store Happening Now ## 4X Fuel Points — This Weekend and Next Kroger is running 4X Fuel Points on groceries and eligible purchases across two spring weekends, March 27–29 and April 3–5\. Boost by Kroger Plus members earn 5X during both events, available in-store, pickup, and delivery. If you have items running a digital coupon right now, this is a strong weekend to push activation — shoppers are primed to engage. Recap ## Customer Appreciation Week — What We Learned Customer Appreciation Week ran March 11–17, featuring daily "Deal Drops" and exclusive digital coupons across national brands and Our Brands favorites. Highlighted deals included 99¢ 2-liter sodas, BOGO bagged salads, and 10% off Simple Truth and Private Selection. Worth noting: Kroger leaned heavily into private label even during its biggest traffic-driving event of the season. --- Private Label Watch Expansion ## Private Selection Adds 20+ New SKUs On March 2, Kroger expanded its Private Selection brand with 20+ new premium, convenient meals across frozen, refrigerated, and hot deli formats — globally inspired recipes sold exclusively in Kroger Family of Stores and online. This is a direct shot at the premium frozen segment where several national brands play. Know your TDP exposure here. CEO Spotlight ## Foran: 1,100 New Our Brands SKUs, 30% More New Stores in 2026 In Kroger's March 5 earnings call, new CEO Greg Foran noted that Simple Truth and Private Selection again led growth, and that Kroger introduced more than 1,100 new Our Brands products in fiscal 2025 — up from 900 the prior year. Foran also flagged that 2026 will see a 30% increase in new store openings, including expansion into Jacksonville and Kansas City. More stores and more private label SKUs means one thing: more shelf competition for nationals. --- Supplier Operations Don't Skip This One ## Kroger Is Watching Your Casepack, Days of Supply, and Packaging With Kroger's fulfillment strategy now built around stores as warehouses — capable of delivering in under two hours from 97% of its 2,700 U.S. locations — the operational bar for suppliers has moved. When the retailer decides the store is the warehouse, execution expectations get tighter, not looser. A centralized automated network can absorb some sloppiness. A store-based model has far less patience for it. If your casepack configuration is awkward, your days of supply are thin, or your shelf-ready packaging slows a store associate down, you are now affecting a digital promise Kroger is making to a shopper in real time. That is a bigger deal in 2026 than it was a few years ago. Kroger's position on shelf-ready packaging has long been that the goal is reducing in-store labor through improved efficiency — which leads to better on-shelf availability and, ultimately, increased sales. With a shrinking store workforce responsible for replenishment, retailers require packaging that goes from backroom to shelf in one clean motion. Shelf-ready packaging is no longer a nice-to-have; it is a baseline expectation, and Kroger is enforcing it like one. Run this checklist on every item in your Kroger assortment: - Is your case easy to open on the shelf without tools or extra handling? - Does your facing look clean and shoppable directly from the case? - Does your packaging survive the backroom and the pick process intact? - Are your dimensions, weights, and item data accurate in the Kroger system? - Is your days of supply appropriate for your store-level velocity? - Is your casepack count logical for the planogram and shelf facings you hold? These are not buyer-meeting questions. They are replenishment questions, and they are getting scrutinized upstream — often before a brand even realizes a conversation is happening. --- Earnings & Financials FY2025 Results ## Solid Close to the Year, Foran Era Officially Underway Kroger completed a $7.5 billion share repurchase authorization in fiscal 2025, with the Board approving an additional $2 billion buyback. The company projects $400 million in eCommerce operating profit improvement in 2026 following its strategic fulfillment review. Full-year identical sales excluding fuel rose 2.9%, with Q4 e-commerce growth of 20%, lifting annual digital sales above $16 billion. Strong financial footing heading into a year where Foran is clearly signaling growth mode. The Edge Take The theme this week is execution. Kroger is investing in private label, digital loyalty, and store-level fulfillment all at once — and the operational bar for national brands is rising right alongside it. The brands that win at Kroger in 2026 will not just have a compelling TDP story. They will have clean item data, the right casepack for store-level replenishment, and packaging that a store associate can get on shelf in one motion. That is the table stakes conversation happening in buyer meetings right now, whether it is on the agenda or not. Sources: Kroger IR, Meat+Poultry, The Shelby Report, Woodridge Retail Group · Cincinnati CPG Edge is published weekly for CPG professionals navigating the Kroger landscape. · [cincinnaticpgedge.com](https://cincinnaticpgedge.com/?ref=cincinnaticpgedge.com) ### 🛒 03/18/2026 | Kroger Weekly URL: https://www.cincinnaticpgedge.com/your-weekly-kroger-intel-cincinnati-cpg-edge/ Last updated: 2026-04-22T10:13:38.000Z --- ## 📌 **What We Are Watching** **Kroger just wrapped Customer Appreciation Week**, March 11-17, one of their biggest promotional events of the year, featuring daily Digital Deal Drops, deep discounts on Our Brands, and exclusive savings across the store. [Kroger](https://ir.kroger.com/news/news-details/2026/Kroger-Brings-Back-Customer-Appreciation-Week-with-Special-Savings/default.aspx?ref=cincinnaticpgedge.com) This is a strong signal of where Kroger is putting its energy, digital engagement, loyalty, and private label, and CPG brands need to pay attention. ## 📊 **By The Numbers** **Kroger's Q4 FY2025** results showed improving market share trends and solid sales growth, with eCommerce expected to hit profitability in 2026 and deliver $400M in operating profit improvement. [Kroger](https://ir.kroger.com/news/news-details/2026/Kroger-Reports-Fourth-Quarter-and-Full-Year-2025-Results-andAnnounces-Guidance-for-2026/default.aspx?ref=cincinnaticpgedge.com) That is not a small number, and it tells you exactly where the retailer's head is at going into the back half of the year. ## 💡 **The CPG Take** **Kroger is doubling down on digital,** loyalty, and Our Brands at the same time. If your brand is not active in Kroger's digital coupon ecosystem and does not have a clear answer to the private label threat in your category, now is the time to build one. The brands winning at Kroger in 2026 will be the ones treating digital promotions as a core part of their trade strategy, not an afterthought. ### Kroger's store closure plan and what it means for CPG URL: https://www.cincinnaticpgedge.com/krogers-store-closure-plan-and-what-it-means-for-cpg/ Last updated: 2026-06-10T09:04:35.000Z Kroger plans to close approximately 60 underperforming stores by the end of 2026 as part of a broader effort to sharpen its portfolio and improve overall performance. The closures are being distributed across the country in small increments, typically one or two at a time by division, rather than as a single large-scale announcement. Kroger has not released a full official list of affected locations, but confirmed closures have already been identified across more than a dozen states. For the consumer press this is a real estate story. For CPG suppliers it is a data story, a distribution story, and in some cases a category review story. The implications run deeper than the store count suggests. What Kroger Said and What It Means The closure plan was first announced in June 2025 during Kroger's Q1 2025 earnings call, where then-interim CEO Ron Sargent described the affected locations as underperforming and spread around the country. Kroger recognized a $100 million impairment charge related to the planned closings and committed to reinvesting the resulting savings back into the customer experience across its remaining store network. The 60 stores represent approximately 2% of Kroger's roughly 2,700 store network. By itself that sounds modest. But the closures are not evenly distributed. They are concentrated in specific divisions and specific markets, which means their impact on supplier data and category performance is anything but modest for brands with meaningful distribution in affected areas. Importantly, Kroger also announced plans to open 30 new stores in 2026 and 70 to 80 in 2027\. This is not a company in retreat. It is a company pruning weak locations while aggressively expanding in markets where the economics work. The net effect for suppliers is a store network that is smaller in some divisions and growing in others, sometimes simultaneously. | Confirmed Closure States — As of June 2026 California, Colorado, Georgia, Illinois, Indiana, Kentucky, Maryland, North Carolina, New Mexico, Tennessee, Texas, Virginia, West Virginia, Wisconsin Closures span multiple banners including Kroger, Harris Teeter, King Soopers, Fred Meyer, Mariano's, Food 4 Less, FoodsCo, Smith's, Jay C, Pick 'n Save, and QFC. Kroger has not released a complete official list. Confirmed locations have been identified through local media, union announcements, and individual store notifications. As of early 2026 more than 33 stores had already closed with additional closures still underway. | | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | What Suppliers Need to Think About Now Your TDP count is shrinking in affected markets Every store closure removes distribution points from your total TDP count. For brands with meaningful concentration in the affected states this can create a gap between your authorized distribution and your actual active distribution that shows up in your Sherlock data as a velocity or share decline. If you are not tracking which of your authorized stores are in the closure pipeline you may be misreading your own performance data. Division-level averages are shifting Kroger's performance metrics are calculated at the division level. When underperforming stores close, the division average can improve even if your brand's actual performance hasn't changed at all. Conversely if the stores closing happened to be strong performers for your brand, the division average may decline while the broader market is actually improving. Understanding which stores are closing in each division is essential context for interpreting your Sherlock data correctly. Category review conversations need updated store count context If your next KOMPASS review falls in a division where closures are ongoing or recently completed, the Category Manager will be working with a different store base than the one your historical data reflects. Walking into that conversation without acknowledging the changing footprint is a missed opportunity to demonstrate that you understand the business at a level most suppliers don't. New store openings are the other side of the equation Kroger's plan to open 30 stores in 2026 and accelerate to 70 to 80 in 2027 means new distribution opportunities are coming in parallel with the closures. New stores require new item setups, new POGs, and new promotional planning. Brands that are proactive about new store distribution in growth markets can offset some or all of the TDP losses from closures elsewhere. The question is whether you know where the new stores are opening and whether your broker team is positioned to capture that distribution from day one. The Bigger Picture Kroger closing 60 stores while simultaneously opening 30 and planning 70 to 80 more is not a contradiction. It is a deliberate portfolio optimization strategy that has been underway since the failed Albertsons merger forced a reset of Kroger's long term real estate and capital allocation priorities. The stores being closed are underperforming by Kroger's own internal metrics, which typically means lower traffic, weaker identical sales growth, and lower returns on capital relative to the rest of the network. For suppliers the net result is a Kroger network that is getting leaner in some geographies and more aggressive in others. Brands that understand where Kroger is growing and where it is pulling back will be better positioned in category reviews, better equipped to allocate trade spend, and better able to tell a performance story that accounts for the changing landscape rather than just reacting to it. | The bottom line for suppliers: Sixty store closures spread across more than a dozen states and multiple banners is not a footnote. It is a meaningful shift in the Kroger footprint that will show up in your data, your distribution counts, and your category review conversations over the next 12 to 18 months. The brands that get ahead of it by auditing their TDP exposure, tracking division-level store count changes, and understanding where new stores are opening will be better positioned than the ones who discover the impact after the fact in a Sherlock report. | | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | Cincinnati CPG Edge will continue tracking confirmed closure locations and division-level impacts as details become available. Found this useful? Share it. 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