It might be argued that Kroger Co. is among the best managed and most successful of the large-scale supermarket operators.
Nonetheless, financial results reported in last week's SN illustrate just how difficult it is for even a company such as Kroger to achieve the delicate balance between price and margin. Those two variables, of course, define profitability to a large extent. But setting price and margin is far from simple. We'll consider that further, but first a review of Kroger's