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曾拯救沃尔玛食品杂货业务的高管出任克罗格CEO

Phil Wahba
2026-02-13

十年前,正是这位亲力亲为、标准严苛的高管重振沃尔玛庞大的食品杂货业务。

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格雷格·福兰(Greg Foran),前新西兰航空(Air New Zealand)、沃尔玛美国公司(Walmart U.S.)首席执行官。图片来源:Fiona Goodall—Bloomberg/Getty Images

克罗格(Kroger)终于迎来救星。

这家超市巨头周一宣布,已聘请前沃尔玛美国公司、新西兰航空首席执行官格雷格·福兰出任新任首席执行官,填补了这一空缺近一年的高管职位。十年前,正是这位亲力亲为、标准严苛的高管重振沃尔玛庞大的食品杂货业务。华尔街显然非常看好这一任命:消息公布后,克罗格股价一度飙升8%。

克罗格凭借1470亿美元营收位居2025年《财富》美国500强第27位,但公司近期状况堪忧。近一年前,时任首席执行官罗德尼·麦克马伦(Rodney McMullen)因个人行为涉及未披露的道德违规问题突然辞职。此后克罗格多名高管相继离职,使得公司在本就艰难的时期出现管理层真空。克罗格正想方设法吸引受通胀冲击、手头拮据的消费者。雪上加霜的是,2024年该公司斥资246亿美元收购艾伯森(Albertsons)的计划遭否决,该交易本是其在增长缓慢的食品杂货行业扩张版图的关键布局。

福兰由此登场。这位新西兰籍高管曾执掌沃尔玛美国公司(其中超半数收入来自食品杂货),并在2014年至2019年间成功实现业务复兴。福兰以直言不讳著称,他曾公开对媒体表示,沃尔玛多数门店的运营水平并未达标,打破了这家公司向来不推崇直率表达的企业文化。他专注于夯实基础、优化关键细节:拓宽食品区通道以缓解拥挤,增设生鲜食品区域,作为优化仓储式商场果蔬和肉类选品整体战略的组成部分。

在非食品业务方面,福兰通过提高数十万员工薪资,着力改善沃尔玛此前饱受诟病、水准参差不齐的客户服务。他增设区域经理以强化本地化管理,并重申沃尔玛“十英尺规则”(约合3米)——要求员工主动向十英尺范围内的顾客问好(这一传统由已故创始人山姆·沃尔顿(Sam Walton)首创)。福兰还大力推进沃尔玛门店的电商化布局,尤使其在在线食品杂货配送领域的发展速度超越亚马逊(Amazon)。

2020年2月,福兰出任新西兰航空首席执行官,彼时新冠疫情爆发,航空公司营收近乎归零。他再度展现出亲和的管理风格:为熟悉业务流程,他曾亲自担任空乘执飞数趟航班,此事一度传为佳话。他于2025年10月离开新西兰航空。

克罗格管理层过去一年曾表示,希望新任首席执行官能带来全新视角,而福兰显然契合这一期待。诚然,克罗格的业务在某种程度上比沃尔玛更为复杂,部分原因在于其旗下拥有弗雷德·迈耶(Fred Meyer)、拉尔夫斯(Ralphs)等多个零售连锁品牌。此外,克罗格经历动荡期:裁减约1000个企业岗位,整合区域部门,关闭业绩不佳的门店和电商配送中心。克罗格暂未回应置评请求。

2022年,福兰在接受《财富》杂志采访时,总结了自己的管理理念。“首先要明确企业想要塑造怎样的文化,再用自身的实际行动践行这种文化。”他表示。

毋庸置疑的是,克罗格需要一位稳健掌舵者,敢于革新企业文化并推行重大变革。若福兰能延续此前的管理风格,克罗格将迎来破局的领航人。(财富中文网)

译者:中慧言-王芳

克罗格(Kroger)终于迎来救星。

这家超市巨头周一宣布,已聘请前沃尔玛美国公司、新西兰航空首席执行官格雷格·福兰出任新任首席执行官,填补了这一空缺近一年的高管职位。十年前,正是这位亲力亲为、标准严苛的高管重振沃尔玛庞大的食品杂货业务。华尔街显然非常看好这一任命:消息公布后,克罗格股价一度飙升8%。

克罗格凭借1470亿美元营收位居2025年《财富》美国500强第27位,但公司近期状况堪忧。近一年前,时任首席执行官罗德尼·麦克马伦(Rodney McMullen)因个人行为涉及未披露的道德违规问题突然辞职。此后克罗格多名高管相继离职,使得公司在本就艰难的时期出现管理层真空。克罗格正想方设法吸引受通胀冲击、手头拮据的消费者。雪上加霜的是,2024年该公司斥资246亿美元收购艾伯森(Albertsons)的计划遭否决,该交易本是其在增长缓慢的食品杂货行业扩张版图的关键布局。

福兰由此登场。这位新西兰籍高管曾执掌沃尔玛美国公司(其中超半数收入来自食品杂货),并在2014年至2019年间成功实现业务复兴。福兰以直言不讳著称,他曾公开对媒体表示,沃尔玛多数门店的运营水平并未达标,打破了这家公司向来不推崇直率表达的企业文化。他专注于夯实基础、优化关键细节:拓宽食品区通道以缓解拥挤,增设生鲜食品区域,作为优化仓储式商场果蔬和肉类选品整体战略的组成部分。

在非食品业务方面,福兰通过提高数十万员工薪资,着力改善沃尔玛此前饱受诟病、水准参差不齐的客户服务。他增设区域经理以强化本地化管理,并重申沃尔玛“十英尺规则”(约合3米)——要求员工主动向十英尺范围内的顾客问好(这一传统由已故创始人山姆·沃尔顿(Sam Walton)首创)。福兰还大力推进沃尔玛门店的电商化布局,尤使其在在线食品杂货配送领域的发展速度超越亚马逊(Amazon)。

2020年2月,福兰出任新西兰航空首席执行官,彼时新冠疫情爆发,航空公司营收近乎归零。他再度展现出亲和的管理风格:为熟悉业务流程,他曾亲自担任空乘执飞数趟航班,此事一度传为佳话。他于2025年10月离开新西兰航空。

克罗格管理层过去一年曾表示,希望新任首席执行官能带来全新视角,而福兰显然契合这一期待。诚然,克罗格的业务在某种程度上比沃尔玛更为复杂,部分原因在于其旗下拥有弗雷德·迈耶(Fred Meyer)、拉尔夫斯(Ralphs)等多个零售连锁品牌。此外,克罗格经历动荡期:裁减约1000个企业岗位,整合区域部门,关闭业绩不佳的门店和电商配送中心。克罗格暂未回应置评请求。

2022年,福兰在接受《财富》杂志采访时,总结了自己的管理理念。“首先要明确企业想要塑造怎样的文化,再用自身的实际行动践行这种文化。”他表示。

毋庸置疑的是,克罗格需要一位稳健掌舵者,敢于革新企业文化并推行重大变革。若福兰能延续此前的管理风格,克罗格将迎来破局的领航人。(财富中文网)

译者: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.

财富中文网所刊载内容之知识产权为财富媒体知识产权有限公司及/或相关权利人专属所有或持有。未经许可,禁止进行转载、摘编、复制及建立镜像等任何使用。
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