Transforming SUPERVALU by Exploiting Scale and Becoming Hyperlocal
Name
MIT_CISRwp387_SUPERVALU_QuaadgrasTaverasRoss.pdf
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1.66 MB
Format
Adobe PDF
Checksum (MD5)
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Author(s)
Quaadgras, Anne
Taveras, John
Ross, Jeanne W.
Date Issued
March 30, 2012
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Quaadgras, Anne, John Taveras, and Jeanne W. Ross. “Transforming SUPERVALU by Exploiting Scale and Becoming Hyperlocal.” Working paper 387, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 2012. https://dspace.mit.edu/handle/1721.1/175357.
Series/Report no.
MIT Sloan School of Management Working Paper 4964-12
CISR Working Paper 387
Abstract
To turn itself around, SUPERVALU, a major U.S. grocery chain that had been underperforming its sector since 2007, developed a strategy that combined two seemingly contradictory goals: to take advantage of its scale as the third largest grocery chain in the U.S., and at the same time better utilize the local knowledge of its 1,100 store directors and frontline employees. This case describes how SUPERVALU, with retail, hard-discount, and wholesale lines of business, implemented this strategy in its retail operations by focusing on three areas: centralizing processes and creating shared tools, creating a culture of sharing, and empowering store directors.
Subjects
Organizational Structure and Agility
Data Management, Analytics, and Use
IT-based Business Transformation
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