
克羅格(Kroger)終于迎來救星。
這家超市巨頭周一宣布,已聘請前沃爾瑪美國公司、新西蘭航空首席執(zhí)行官格雷格·福蘭出任新任首席執(zhí)行官,填補了這一空缺近一年的高管職位。十年前,正是這位親力親為、標準嚴苛的高管重振沃爾瑪龐大的食品雜貨業(yè)務。華爾街顯然非常看好這一任命:消息公布后,克羅格股價一度飆升8%。
克羅格憑借1470億美元營收位居2025年《財富》美國500強第27位,但公司近期狀況堪憂。近一年前,時任首席執(zhí)行官羅德尼·麥克馬倫(Rodney McMullen)因個人行為涉及未披露的道德違規(guī)問題突然辭職。此后克羅格多名高管相繼離職,使得公司在本就艱難的時期出現(xiàn)管理層真空。克羅格正想方設法吸引受通脹沖擊、手頭拮據(jù)的消費者。雪上加霜的是,2024年該公司斥資246億美元收購艾伯森(Albertsons)的計劃遭否決,該交易本是其在增長緩慢的食品雜貨行業(yè)擴張版圖的關鍵布局。
福蘭由此登場。這位新西蘭籍高管曾執(zhí)掌沃爾瑪美國公司(其中超半數(shù)收入來自食品雜貨),并在2014年至2019年間成功實現(xiàn)業(yè)務復興。福蘭以直言不諱著稱,他曾公開對媒體表示,沃爾瑪多數(shù)門店的運營水平并未達標,打破了這家公司向來不推崇直率表達的企業(yè)文化。他專注于夯實基礎、優(yōu)化關鍵細節(jié):拓寬食品區(qū)通道以緩解擁擠,增設生鮮食品區(qū)域,作為優(yōu)化倉儲式商場果蔬和肉類選品整體戰(zhàn)略的組成部分。
在非食品業(yè)務方面,福蘭通過提高數(shù)十萬員工薪資,著力改善沃爾瑪此前飽受詬病、水準參差不齊的客戶服務。他增設區(qū)域經理以強化本地化管理,并重申沃爾瑪“十英尺規(guī)則”(約合3米)——要求員工主動向十英尺范圍內的顧客問好(這一傳統(tǒng)由已故創(chuàng)始人山姆·沃爾頓(Sam Walton)首創(chuàng))。福蘭還大力推進沃爾瑪門店的電商化布局,尤使其在在線食品雜貨配送領域的發(fā)展速度超越亞馬遜(Amazon)。
2020年2月,福蘭出任新西蘭航空首席執(zhí)行官,彼時新冠疫情爆發(fā),航空公司營收近乎歸零。他再度展現(xiàn)出親和的管理風格:為熟悉業(yè)務流程,他曾親自擔任空乘執(zhí)飛數(shù)趟航班,此事一度傳為佳話。他于2025年10月離開新西蘭航空。
克羅格管理層過去一年曾表示,希望新任首席執(zhí)行官能帶來全新視角,而福蘭顯然契合這一期待。誠然,克羅格的業(yè)務在某種程度上比沃爾瑪更為復雜,部分原因在于其旗下?lián)碛懈ダ椎隆み~耶(Fred Meyer)、拉爾夫斯(Ralphs)等多個零售連鎖品牌。此外,克羅格經歷動蕩期:裁減約1000個企業(yè)崗位,整合區(qū)域部門,關閉業(yè)績不佳的門店和電商配送中心。克羅格暫未回應置評請求。
2022年,福蘭在接受《財富》雜志采訪時,總結了自己的管理理念。“首先要明確企業(yè)想要塑造怎樣的文化,再用自身的實際行動踐行這種文化。”他表示。
毋庸置疑的是,克羅格需要一位穩(wěn)健掌舵者,敢于革新企業(yè)文化并推行重大變革。若福蘭能延續(xù)此前的管理風格,克羅格將迎來破局的領航人。(財富中文網)
譯者:中慧言-王芳
克羅格(Kroger)終于迎來救星。
這家超市巨頭周一宣布,已聘請前沃爾瑪美國公司、新西蘭航空首席執(zhí)行官格雷格·福蘭出任新任首席執(zhí)行官,填補了這一空缺近一年的高管職位。十年前,正是這位親力親為、標準嚴苛的高管重振沃爾瑪龐大的食品雜貨業(yè)務。華爾街顯然非常看好這一任命:消息公布后,克羅格股價一度飆升8%。
克羅格憑借1470億美元營收位居2025年《財富》美國500強第27位,但公司近期狀況堪憂。近一年前,時任首席執(zhí)行官羅德尼·麥克馬倫(Rodney McMullen)因個人行為涉及未披露的道德違規(guī)問題突然辭職。此后克羅格多名高管相繼離職,使得公司在本就艱難的時期出現(xiàn)管理層真空。克羅格正想方設法吸引受通脹沖擊、手頭拮據(jù)的消費者。雪上加霜的是,2024年該公司斥資246億美元收購艾伯森(Albertsons)的計劃遭否決,該交易本是其在增長緩慢的食品雜貨行業(yè)擴張版圖的關鍵布局。
福蘭由此登場。這位新西蘭籍高管曾執(zhí)掌沃爾瑪美國公司(其中超半數(shù)收入來自食品雜貨),并在2014年至2019年間成功實現(xiàn)業(yè)務復興。福蘭以直言不諱著稱,他曾公開對媒體表示,沃爾瑪多數(shù)門店的運營水平并未達標,打破了這家公司向來不推崇直率表達的企業(yè)文化。他專注于夯實基礎、優(yōu)化關鍵細節(jié):拓寬食品區(qū)通道以緩解擁擠,增設生鮮食品區(qū)域,作為優(yōu)化倉儲式商場果蔬和肉類選品整體戰(zhàn)略的組成部分。
在非食品業(yè)務方面,福蘭通過提高數(shù)十萬員工薪資,著力改善沃爾瑪此前飽受詬病、水準參差不齊的客戶服務。他增設區(qū)域經理以強化本地化管理,并重申沃爾瑪“十英尺規(guī)則”(約合3米)——要求員工主動向十英尺范圍內的顧客問好(這一傳統(tǒng)由已故創(chuàng)始人山姆·沃爾頓(Sam Walton)首創(chuàng))。福蘭還大力推進沃爾瑪門店的電商化布局,尤使其在在線食品雜貨配送領域的發(fā)展速度超越亞馬遜(Amazon)。
2020年2月,福蘭出任新西蘭航空首席執(zhí)行官,彼時新冠疫情爆發(fā),航空公司營收近乎歸零。他再度展現(xiàn)出親和的管理風格:為熟悉業(yè)務流程,他曾親自擔任空乘執(zhí)飛數(shù)趟航班,此事一度傳為佳話。他于2025年10月離開新西蘭航空。
克羅格管理層過去一年曾表示,希望新任首席執(zhí)行官能帶來全新視角,而福蘭顯然契合這一期待。誠然,克羅格的業(yè)務在某種程度上比沃爾瑪更為復雜,部分原因在于其旗下?lián)碛懈ダ椎隆み~耶(Fred Meyer)、拉爾夫斯(Ralphs)等多個零售連鎖品牌。此外,克羅格經歷動蕩期:裁減約1000個企業(yè)崗位,整合區(qū)域部門,關閉業(yè)績不佳的門店和電商配送中心。克羅格暫未回應置評請求。
2022年,福蘭在接受《財富》雜志采訪時,總結了自己的管理理念。“首先要明確企業(yè)想要塑造怎樣的文化,再用自身的實際行動踐行這種文化。”他表示。
毋庸置疑的是,克羅格需要一位穩(wěn)健掌舵者,敢于革新企業(yè)文化并推行重大變革。若福蘭能延續(xù)此前的管理風格,克羅格將迎來破局的領航人。(財富中文網)
譯者:中慧言-王芳
Help has finally arrived at Kroger.
The supermarket conglomerate said on Monday that it has hired former Walmart U.S. and Air New Zealand CEO Greg Foran to be its new chief executive, filling a corner office that has sat empty for almost a year. Foran is the executive whose hands-on style and high standards revitalized Walmart’s mammoth grocery business a decade ago. Wall Street clearly loved the appointment: Kroger shares shot up as much as 8% on the news.
Kroger was ranked No. 27 on the 2025 Fortune 500 list on the strength of $147 billion in revenue. But the company has been a hot mess lately. Almost a year ago, CEO Rodney McMullen resigned abruptly because of an undisclosed ethics violation related to his personal conduct. A number of other Kroger top executives have since left the company, too, creating a leadership vacuum at an already dicey time: Kroger is trying to figure out how to attract cash-strapped consumers battered by inflation. Compounding Kroger’s problems was the blocking in 2024 of a $24.6 billion merger with Albertsons, which it was banking on to expand its footprint in the notoriously slow-growth grocery industry.
Enter Foran. The New Zealand native led Walmart’s U.S. business, more than half of which comes from grocery, and revitalized it between 2014 and 2019. Known for his candor, Foran once famously told reporters that most of Walmart’s stores were not up to standard, breaking with a company culture that didn’t prize such directness. He focused on basic but crucial touches like widening aisles in the food departments to make them seem less cluttered, and adding space for fresh food as part of a broader strategy to improve the big-box store’s selection of produce and meats.
On the nonfood side, Foran focused on improving Walmart’s once notoriously uneven customer service by raising the pay of hundreds of thousands of workers. He added regional managers for more local control and reemphasized Walmart’s 10-foot rule, which requires staff to greet any shopper within that distance (a practice first introduced by late founder Sam Walton). Foran also was instrumental in equipping Walmart stores with e-commerce, allowing it to outpace Amazon in online grocery delivery in particular.
At Air New Zealand, where Foran became CEO in February 2020 just as the pandemic was going to bring the airline’s revenue to $0, the executive’s folksy management style was on display again: He famously learned the ropes by serving as a flight attendant on a few flights. He left that company in October.
Kroger executives have said in the past year that they wanted a CEO who would bring fresh perspectives, and they will clearly get that from Foran. True, Kroger’s business is more complex than Walmart’s in some ways, in part because it owns a number of retail chains, including Fred Meyer and Ralphs. And it has gone through a tumultuous period during which it cut roughly 1,000 corporate jobs, consolidated regional divisions, and shuttered underperforming stores and e-commerce fulfillment facilities. Kroger did not immediately respond to a request for comment.
In 2022, Foran distilled his approach in a Fortune interview. “You’ve first got to decide what sort of culture you want the business to operate in, and you’ve got to be able to demonstrate that through your actions and behaviors,” he said.
Kroger clearly needs a steady hand and a CEO unafraid of shaking up a culture and making major moves, and in Foran, Kroger will be getting that—if he leads like he did in previous jobs.