Archived Target Names Jeff Burt Senior Vice President, Grocery, Fresh Food and Beverage

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Target Names Jeff Burt Senior Vice President, Grocery, Fresh Food and Beverage



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MINNEAPOLIS--(BUSINESS WIRE)--Target Corporation (NYSE: TGT) today announced the appointment of Jeff Burt as senior vice president, grocery, fresh food and beverage. In this role, Burt will help advance and execute Target’s food and beverage strategy, which is centered on defining a differentiated guest experience through a curated assortment, quality products and competitive prices. He will report to Target’s executive vice president and chief merchandising officer, Mark Tritton.

“After an extensive search to find a new leader to join our team, I’m confident that Jeff is the right person for the charge. His vast industry expertise will accelerate our plans to bring a unique food and beverage experience to Target guests”

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“After an extensive search to find a new leader to join our team, I’m confident that Jeff is the right person for the charge. His vast industry expertise will accelerate our plans to bring a unique food and beverage experience to Target guests,” said Tritton. “He’s an enthusiastic and passionate leader with the deep knowledge in food and beverage that Target needs to build on recent progress and drive future growth.”

Burt joins Target from The Kroger Co., where he was most recently the president of the Fred Meyer division. In this role, he was responsible for the executive management of stores, fuel stations, distribution centers, manufacturing plants and 38,000 employees. During his 30-year career at Kroger, he held a number of leadership positions, including leading the chain’s central division, overseeing various merchandise categories, overall merchandising and operations.

“I’ve always admired the love that shoppers have for Target,” said Burt. “There is an opportunity to harness the power of the Target brand to more clearly cater to what consumers want when they’re shopping for food and beverage. I am eager to join the team to help fuel the work that’s underway and propel the business forward.”

Burt will join the company on April 10 and will relocate to Minneapolis.

About Target
Minneapolis-based Target Corporation (NYSE: TGT) serves guests at 1,806 stores and at Target.com. Since 1946, Target has given 5 percent of its profit to communities, which today equals millions of dollars a week. For more information, visit Target.com/Pressroom. For a behind-the-scenes look at Target, visit Target.com/abullseyeview or follow @TargetNews on Twitter.

Target names Kroger veteran Jeff Burt new grocery chief
 
It sounds like almost half the stores in the company will be seeing remodels in the next few years! That is actually pretty incredible and quite an investment.

Target is being pretty interesting right now. I believe in 3 years we will look back at this era and be shocked our stores used to look the way we do. We will be shocked at how many ETLs we used to have (and how some stores ran with 8 to 10 making PG13 pay). We will be shocked how much payroll we used to spend on trucks...
 
So back to the two door set up....

I hope they plan on beefing up AP in some of the least desirable stores. The last two stores that had dual door (Greatlands) sets up in my district went away from it because among other reasons the amount of product that walked out the unattended doors.

While I'm not against this plan completely I do feel like Target needs to get it right from the start. $7 billion is a lot of money. If they execute it poorly it will be the final nail in the coffin for the company. With the right plan, and that includes logistics, equipment, and staffing, it most certainly can work. But like I've always said, it isn't going to be cheap.
 
So back to the two door set up....

I hope they plan on beefing up AP in some of the least desirable stores. The last two stores that had dual door (Greatlands) sets up in my district went away from it because among other reasons the amount of product that walked out the unattended doors.

While I'm not against this plan completely I do feel like Target needs to get it right from the start. $7 billion is a lot of money. If they execute it poorly it will be the final nail in the coffin for the company. With the right plan, and that includes logistics, equipment, and staffing, it most certainly can work. But like I've always said, it isn't going to be cheap.
High Risk store here.. I can see a lot of product walking through that second door.
 
So back to the two door set up....

I hope they plan on beefing up AP in some of the least desirable stores. The last two stores that had dual door (Greatlands) sets up in my district went away from it because among other reasons the amount of product that walked out the unattended doors.

While I'm not against this plan completely I do feel like Target needs to get it right from the start. $7 billion is a lot of money. If they execute it poorly it will be the final nail in the coffin for the company. With the right plan, and that includes logistics, equipment, and staffing, it most certainly can work. But like I've always said, it isn't going to be cheap.

Yes, a $7B dollar expense is a ton even for Target. Luckily the remodeling and updating of buildings is an investment to our assets (and generally needed anyway as we are remodeling stores yearly). The opening of new stores is also an increase to our assets and another stream of revenue in markets we did not exist previously.

Finally, an investment permanently in our supply chain will reduce our actual operating costs in the long-term and will make up for itself rather quickly... 20 payroll hours to unload a trailer (unloading, bowling, breaking out) x $12 = $240 of payroll every single truck. If the average store is at 5 trucks/week and there are 1800 stores, then that is $2.1M in savings A WEEK! That is about $112M a year (assuming you take 5 all year round, we know there are stores that are far more than that).

Obviously the above example is overly simplistic and you have to add other trade-offs in there. What does the process change in the DC look like? How much does their remodel actually cost (I would assume its a portion of the $7B, but not all that large since store remodels would cost far more). Will we need to take more trailers as you are losing some space per trailer using pallets? Can we pick up the increase costs by segregating trailers with ULV stores who do not have full trailers? I have heard the just in time inventory model is improved with this system, and if so are we filling the floor from the trailers more than the current system (and therefore saving payroll off the 1PM and 3PM CAF system?) There are tons of variables that will fluctuate the above number. I am trusting that the CEO has already done the research to see what the net gain is of this system, and therefore chose to go with it (and why so many other retailers do so as well).
 
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