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THE NEW WORLD OF INDEPENDNTS

It's never been easy being an independent supermarket operator, and -- let's face it -- it's not getting any easier. Indeed, this is a time of great challenge for independents given the massive chain consolidation now running full tilt, the constant rollout of food-shopping alternatives and unrelenting price pressures.It's clear that independents who don't recognize the world of change around them

It's never been easy being an independent supermarket operator, and -- let's face it -- it's not getting any easier. Indeed, this is a time of great challenge for independents given the massive chain consolidation now running full tilt, the constant rollout of food-shopping alternatives and unrelenting price pressures.

It's clear that independents who don't recognize the world of change around them won't be around too much longer. So, it's time for independents to define and act on new strategies. And that's part of the purpose of this week's issue of SN, the issue that will be seen by the tens of thousands of attendees at this week's Food Marketing Institute show in Chicago. (This week's SN, comprised of 216 pages, is the largest we've ever published.)

The theme of this week's issue is "The New World of Independents" and a series of articles in it profiles independent operators who have figured out how to prosper in the newly developing environment. This coverage of independents is in addition to the usual news and departments you find each week in SN.

Here's a summary of just a few of the news articles about independents you'll see in this week's issue:

Thinking Growth: The lead news article, keyed off Page 1, focuses on a leading-edge independent, D&W Food Centers in Grand Rapids, Mich. The news feature, based on an SN interview with Jeff Gietzen, D&W's president and chief executive officer, shows how an independent has to think big; that independents must build a solid infrastructure of people and systems, then use it as a foundation upon which to build sales and growth. To Jeff, there's nothing wrong with an independent thinking about growing by acquisition, just as chain retailers are doing. (Page 42.)

Building Relationships: The most important relationship a retailer must build and maintain is that with customers. Green Hills Farms, an independent in Syracuse, N.Y., is doing just that by means of a frequent-shopper program, as many independents do. But there's more: This innovative single-store operator is working on tying customer-specific information to marketing and customer retention. (Page 71.)

Food First: Assuming all else works well enough at a supermarket, the real reason shoppers appear at the store is for the food. As we all know, customers are looking for food that's both good and convenient, a need Victory Super Markets in Leominster, Mass., is seeking to fulfill. This store concedes nothing to chain operators and, instead, lures customers with a food court anchored by a cappuccino bar. (Page 85.)

Nonfood Next: An independent supermarket can become a destination store for nonfood shoppers if the product selection is just as refined as that of other shopping choices. That's the strategy being used successfully by Harmons, an independent in West Valley City, Utah. Indeed, the strategy is helping this operator fend off competition from the likes of Wal-Mart Stores, Home Depot and Blockbuster. (Page 167.)

Go Global: It's a big world and someone has to feed it, preferably with the type of products customers really want. That's the job FoodMart International in Jersey City, N.J., has set before itself. The operator of the store has a background in Asian specialties, but in recognition of store clientele, the retailer decided to go for a potpourri of products appealing to shoppers with American, Asian and Hispanic -- and numerous other -- cultures. (Page 147.)

And there's a lot more to this week's important series of articles.