'New performance records were
set overall and at the individual
operating companies'
United States
'What Ahold does best is make
good companies better'
Giant-Carlisle
Giant-Landover
of a new supply chain initiative all
contributed to Stop Shop's excellent
performance.
Stop Shop expanded its presence in
the Lower Hudson Valley region of New
York, opening four of its 11 new stores
in this area. A fertile territory, this region
offers substantial growth opportunities
in an area adjacent to the company's
current operations. As e-commerce
continued to grow, Stop Shop refined
its home delivery model to make it more
consumer friendly and economically
viable. Stop Shop is now set to gener
ate considerable business through its
e-commerce initiative.
Another new business and value added
service that received tremendous cus
tomer acclaim was Stop Shop's fueling
facilities. Located in the parking lots of
15 stores, customers can pay for gas
when they pay for groceries, then fill
their tanks before heading home.
Stop Shop will build as many of these
facilities as logistically possible in the
near future.
Stop Shop also rolled out its new store
management organization that enhances
operational efficiency and provides an
effective training ground for potential
store managers. Labor management
scheduling, computer-assisted ordering,
assortment optimization, paper reduction
and activity-based costing were the five
major components of the company's new
supply chain initiative. These focus areas
enabled the company to reduce business
costs significantly.
Giant-Landover
Giant-Landover put in an impressive
performance, making it abundantly
clear that being a part of Ahold provides
the impetus for improvements at new
business operations that in turn also
contribute to sister companies and
overall results. Consolidated sales at
Giant-Landover were USD 4.5 billion
through 176 stores in four states and
the District of Columbia: Maryland (102),
Virginia (61), New Jersey (6), D.C. (4)
and Delaware (3).
Headquartered in Landover, Maryland,
Giant's emphasis in its first full year with
Ahold was on driving growth by building
on its long-standing reputation for being
the local consumer's first choice, and the
best in value, service and perishables,
at competitive prices. Significant store
improvements were made and new
locations identified and secured for
the future. A new store prototype, which
received excellent consumer response,
was developed and introduced during
1999 and is now serving as the prototype
for Giant's new chain-wide remodeling
program. The new store program, which
includes an emphasis on urban growth
combined with the remodeling program,
contribute to a long-term view toward
growth and customer service.
Giant-Landover successfully grew its core
market business in the face of strong
competition. Based on new market
18 Royal Ahold Annual Report 1999
