Have you ever wondered why a certain supermarket will display different items in

different areas of the store? Or have you asked yourself why certain items are
bountiful in one location and scarce in another? Have you ever wanted to have your
local store carry a particular item, but didnt know who to ask?
I have a good portion of my life in a supermarket or surrounded by talk about what
is going on in a supermarket, but there are still areas in which I have questions. The
grocery department is an area that is more than just making sure you have enough
cheerios in stock, and Dominic Ausanio was able to shed some light on the role of
the grocery department for ShopRite.
Before learning about what Dominic did, I wanted to learn more about the man who
has worked for ShopRite since 1996.
At 16 I started on carts to earn some extra spending money, said Ausanio. He
explained that he became a cashier because it wasnt fun to be outside hauling
carts when the weather became too cold.
I eventually got tired of being a cashier, and started packing out groceries and
joined the night crew because it seemed like those guys had a lot of fun. He was
doing this while putting himself through college, and he was grateful for the
opportunity ShopRite gave him, and they eventually paid off.
Dominic would go on to hold other opportunities that included a perishable
manager, an assistant store manager and eventually a store director. Ausanio is
currently the Grocery Merchandising Manager for SRS, and hes a person that has
seen many different sides of the business.
His primary responsibilities include writing, refining and implementing the
commercial plan for ShopRites grocery department, which serves as a blueprint for
every store to operate on.
When I asked for a further explanation Ausanio said, My job is to make sure that
the processes that we put in place are being followed. The refresh program has
given us a good opportunity to look at how we train, and how we setup our
displays.
Ausanio explained that each store is setup differently, because the goal is to make
each store relevant to the demographic profile of the communities it serves.
Generally the department takes a look at data compiled over a number of months,
and ultimately a plan is crafted that best suits the customer base.
The goal is to give customers control. Some are interested in healthy and organic
items, so weve made strides to look at green initiatives, pack sizes, etc. For
example, Ausanio explained that there are 18 stores that participate in a bulk food
program, and they offer nuts, granola, quinoa and hundreds of varieties of these
Live Right items.

This approach has been very helpful, and has allowed for cross merchandizing with
the dietitian program. In stores that have a dietitian, they can be a liaison to the
customer and tailor a food plan based on their needs.
In addition to this approach, there have been situations, in which customers will also
ask about a particular item. Those requests are funneled to the appropriate
department, and the item is added to the stores inventory.
One example of this was in the White Plains store in a metro area of Westchester
County. It was interesting to dig into the data and see that there was a larger
Hispanic clientele than we anticipated, said Ausanio. After looking at this, the store
was able to make some changes so that the customers were getting the items that
they were looking for.
He also mentioned that ShopRite has taken an approach this year looking at kosher
items, and how the department is continually looking for improvement on the
amount and variety of seasonal items that are carried. Ausanio cited consumer
panels and feedback as a tool used to make the appropriate changes.
In addition to creating excitement for customers, Ausanio likes to create competition
between stores and departments in order to develop quality best practices.
On occasion we like to look for push items and diamonds in the rough that can
drive profit and sales. Finding these weekly/bi weekly opportunities allow for healthy
and fun competition, and I make mention of it when I visit certain stores. Ausanio
mentioned 106 vs. 163, 242 vs. 267 and 275 vs. 293 as certain rivalries that are
always going back and forth.
At the end of the day Ausanio wanted to convey how much of a team effort the
process was. He has spent some additional time in stores during the refresh
process, and has been glad that hes been able to become Dominic to associates
and not Dominic Ausanio, Grocery Merchandising Manager.
He admits there is this people in the suits mindset among associates from time to
time, but hes able to overcome that by working with associates and sharing his
story of coming up through the system.
I tell associates that we are here to help and to be a support structure. No one
person is more important in the chain than the other. All fulfill a crucial role. With
initiative and drive you have a wide open pallet to paint your future.