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Andrew Moynihan shared thisWe have an open Merchandising Analyst Position available at CVS Woonsocket Office in the Merchandising Department. Let me know if you or someone you know is interested.
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Andrew Moynihan liked thisMeet Owen....Owen was stationed under the Eiffel Tower (literally!) during his service in the Army Air Force during WWII. He was commissioned to paint nose art on many planes, including Doc, one of the only two B-29 bomber planes still flying today. He is truly an amazing man. His 101st birthday party was canceled because of the impact of the Coronavirus. Please share and comment to help us make his upcoming birthday special. Please leave him a message here and they promise he’ll get it at his assisted living facility. Take 60 seconds and do it for Owen!
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Andrew Moynihan liked thisThanks Daniel Smith and World Trade Center Tacoma. We were honored to receive this award and are always excited to promote trade and the Seattle/Tacoma region. #trade #tradepromotesglobalunderstanding #globalizationAndrew Moynihan liked thisVery proud of Amy Paulose and the AMES International team for all their hard work on the Alibaba business - recognized by the World Trade Center Tacoma with the 2018 Global Award! Keep up the great work.
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Sherry Hoffman
Retail growth isn’t always about adding more, it’s about making better choices. This article explores how smarter assortment strategies can help retailers improve shelf productivity, simplify the customer experience, and create more meaningful category growth. From SKU rationalization to curated assortments and demand-driven decision-making, it offers practical insights for building a stronger, more intentional product mix. A valuable read for category managers and retail leaders looking to make every item earn its place. https://wix.to/D8klSqR #Retail #CategoryManagement #AssortmentOptimization #RetailLeadership
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Brian Numainville
Asianfresh Brings Freshness, Value and Assortment Depth to New Jersey Key Points • New Market Entry: Asianfresh Food Market soft-opened its Cherry Hill, New Jersey, location on Sept. 3, its first store in New Jersey and second location overall after Philadelphia. The official grand opening is scheduled for Sept. 12. • Fresh Food Focus: Large produce displays and a substantial seafood department featuring fresh selections and live tanks put fresh food at the center of the store experience. • Warehouse-Style Value: Pallets and large case stacks of rice, coconut milk, beverages and other staples create a warehouse-like presentation while reinforcing the retailer’s value positioning. • Assortment Depth: Long grocery aisles feature noodles, sauces, seasonings, snacks and beverages associated with Chinese, Korean, Japanese, Thai, Filipino and other Asian cuisines, including brands and formats that often receive limited space in large U.S. grocery chains. • Consumer Alignment: NIQ reports that meat, fruit, prepared foods and seafood account for outsized shares of Asian American consumers’ food spending. The group also over-indexes by more than 2-to-1 in warehouse-club shopping. • Competitive Market: Asian Americans represented 11% of New Jersey’s population in 2023. Asianfresh enters a Cherry Hill market that already includes H Mart and Hung Vuong Food Market, with Asianfresh located less than two miles from H Mart’s recently renovated store. What It Means ✅ Assortment Can Be a Destination Strategy: Asianfresh is building the entire store around cultural breadth rather than treating international products as a limited specialty section. That creates a stronger reason for shoppers seeking authentic products and deeper selection to make a dedicated trip. ✅ Freshness and Value Can Work Together: The combination of extensive fresh departments with bulk displays and aggressive opening prices shows how retailers can position quality and value as complementary rather than competing propositions. ✅ Warehouse Merchandising Has Broader Appeal: Case stacks and bulk-oriented merchandising reinforce price perception while matching shopping behaviors that NIQ says are particularly strong among Asian American consumers. ✅ Competition Is Raising the Bar: With H Mart and Hung Vuong already serving the area, Asianfresh will need to differentiate through assortment, freshness, value and the discovery experience. For shoppers, that competition can mean greater choice across products, formats and price points. Progressive Grocer | https://lnkd.in/gMm6P-9m #retail #supermarkets
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Stewart Samuel
Doug McMillon’s decision to step down marks the end of one of the most significant leadership periods in modern retail. There have been some excellent tributes to his impact but there’s a perspective I think is worth adding. For much of his time as CEO, my work at IGD (Institute of Grocery Distribution) involved staying close to Walmart’s global strategy, visiting stores, following the major shifts, and understanding how decisions played out on the ground. That proximity has shaped how I’ve come to view his leadership. Doug made decisions that were bold, sometimes unpopular, and often reversed, and that, for me, is precisely what defined his tenure. Walmart acquired Jet.com to accelerate digital capability, integrated what it needed, and then moved past the brand once the lessons had been absorbed. Pickup Towers were rolled out to understand the next stage of click-and-collect and later removed as behaviour and technology evolved. Across the decade, Walmart tested widely, scaled where the logic held, and stepped back when it didn’t, at a pace rarely seen in a business of this size. Internationally, his leadership was equally decisive. Walmart made a series of major international divestments, stepping back from the UK, Brazil, Argentina and Japan, choices that were never easy, but made with clarity about where long-term competitive advantage truly existed. At the same time, he doubled down on markets where Walmart could win with conviction. These moves reshaped the company’s global footprint and signalled a more disciplined approach to international strategy across the sector. His biggest impact, though, was cultural. Walmart made a landmark wage investment and created the Walmart Academies, structural commitments that rebuilt the capability of the organisation from the inside out. They changed the business more fundamentally than any single technology programme. What stood out, consistently, was his humility. For the CEO of the world’s largest retailer, there was no ego in the room. He listened carefully, spoke plainly, and always anchored decisions in associates, customers, and communities. Through all the change, he stayed focused on preserving and renewing Sam Walton’s culture: save people money, make their lives easier. People sometimes point to the reversals as signs that Walmart changed direction too often. I’ve always seen something else: a level of agility rarely achieved at global scale. Doug McMillon normalised a mindset of trying early, learning fast, and moving on when the world changed, while holding firmly to the company’s values. It quietly reset expectations not just within Walmart, but across global retail. His tenure won't be defined by what stayed. It will be defined by the willingness to change direction at scale, without losing who Walmart is. That is the legacy that will endure.
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