Here are 1-3 brief analogies for Albertsons Companies (ACI):

• Essentially, it's a national grocery store giant, much like Kroger.
• A major competitor to the grocery sections of retail giants like Walmart and Target.

• Groceries: Sale of a comprehensive selection of fresh produce, meats, dairy, baked goods, packaged foods, and beverages.
• Pharmacy Services: Provision of prescription medication fulfillment, over-the-counter drugs, and various health services like immunizations.
• General Merchandise: Offering of non-food items including household essentials, health and beauty products, pet supplies, and seasonal goods.
• Fuel Sales: Operation of gas stations at select store locations, providing gasoline and diesel to customers.

Albertsons Companies (symbol: ACI) operates a large chain of grocery stores across the United States, including brands like Albertsons, Safeway, Vons, Jewel-Osco, Shaw's, and Acme. As such, the company primarily sells directly to individual consumers rather than other businesses.

Here are up to three categories of individual customers that Albertsons Companies serves:

1. Families and Households: This is a core customer segment, comprising individuals purchasing groceries for multiple people. These customers typically engage in larger, less frequent shopping trips, prioritizing value, variety for diverse family needs, and stocking up on everyday staples. They are often interested in loyalty programs, weekly specials, and a broad selection of products.
2. Individual/Small Households & Convenience Shoppers: This category includes single individuals, couples without children, or empty nesters. These customers often shop more frequently, buy smaller quantities, and value convenience, ready-to-eat meals, and smaller package sizes. They may also heavily utilize services like online ordering, delivery, or quick in-store trips for immediate needs.
3. Health-Conscious & Specialty Shoppers: This segment includes customers who prioritize specific dietary needs, organic products, natural foods, or ethnic specialties. They often seek out a wide selection of fresh produce, specialty ingredients, and products catering to dietary restrictions (e.g., gluten-free, plant-based). They may be willing to pay a premium for certain items that align with their lifestyle and health goals.

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Susan Morris Chief Executive Officer

Susan Morris began her career at an Albertsons store and has accumulated four decades of experience within the company. Appointed CEO in May 2025, she previously served as Executive Vice President and Chief Operations Officer from 2018 to 2025. In her current role, she spearheads the company's growth and innovation, focusing on digital engagement across e-commerce, loyalty, pharmacy, health, and in-store experiences. Albertsons Companies was previously owned by private equity firm Cerberus Capital Management, which still holds a significant stake after the company went public in 2020.

Sharon McCollam President and Chief Financial Officer

Sharon McCollam joined Albertsons Companies in September 2021. She oversees corporate finance, strategy, information technology, supply chain operations, and property development, and is known for her expertise in retail operations and digital growth strategies. Prior to Albertsons, McCollam served as Executive Vice President, Chief Administrative and Chief Financial Officer at Best Buy Co., Inc. from 2012 to 2016, where she was instrumental in its "Renew Blue" transformation. Before Best Buy, she held several leadership roles at Williams-Sonoma, Inc. from 2000 to 2012, including Chief Operating and Chief Financial Officer, where she led digital transformation efforts. She also served on the board of Whole Foods Market until its acquisition by Amazon in 2017.

Anuj Dhanda Executive Vice President, Chief Technology & Transformation Officer

Anuj Dhanda serves as the Executive Vice President, Chief Technology and Transformation Officer for Albertsons Companies. In this role, he is responsible for the company's technology and transformation initiatives.

Jennifer Saenz Executive Vice President, Chief Commercial Officer

Jennifer Saenz is an accomplished leader with extensive global industry experience in marketing, analytics, and product innovation. As EVP, Chief Commercial Officer, she leads growth initiatives for Pharmacy, Health, E-commerce, Digital Experiences, Marketing and Loyalty, and the Albertsons Media Collective. She joined Albertsons Companies in July 2021 and has also served as Chief Merchandising Officer.

Evan Rainwater Executive Vice President, Supply Chain, Manufacturing and Strategic Sourcing

Evan Rainwater brings extensive expertise in supply chain, manufacturing, and strategic sourcing. He leads transformative solutions and is known for his innovative strategies and focus on operational excellence. He oversees the company's 20 manufacturing plants, 22 distribution centers, and procurement for products, ensuring quality and service levels across the entire supply chain.

Here are the key risks to Albertsons Companies (ACI):

1. Intense Competition and Market Share Challenges

   Albertsons operates in a highly competitive food and drug retail industry, facing pressure from traditional grocery stores, discount retailers, and e-commerce giants. This intense competition poses a constant threat of losing market share and can lead to increased price investments, thereby impacting profitability. Experts suggest that Albertsons has lagged behind competitors in modernizing its digital capabilities, loyalty programs, and private label offerings, a challenge highlighted by the unsuccessful merger with Kroger.

2. Macroeconomic Factors and Operational Costs

   Albertsons' operations are significantly affected by macroeconomic factors such as inflation, deflation, and energy costs, which influence both consumer spending and the company's cost structure. The company also faces challenges from a competitive labor market, including labor shortages and increasing labor costs due to minimum wage increases, impacting its ability to attract and retain qualified employees. Additionally, disruptions in the supply chain, particularly for fresh products, can adversely affect profitability.

3. High Debt Levels and Interest Expense

   Albertsons carries a substantial debt load, largely accumulated from years of acquisitions and leveraged buyouts. This high level of debt can constrain the company's financial flexibility, limiting its ability to invest in growth initiatives like e-commerce and store renovations, especially in an elevated interest rate environment. The interest expense associated with this debt also remains a notable burden on its financials.

The emergence and expansion of ultra-fast grocery delivery services (sometimes referred to as "quick commerce" or "q-commerce") represent a clear emerging threat to Albertsons. These services, offered by companies like DoorDash, Uber Eats (which are expanding beyond restaurant delivery into full-fledged grocery and convenience delivery, often from their own fulfillment centers or through deep partnerships), and specialized players, prioritize speed and convenience above all else, often promising delivery in under an hour. This model directly challenges the traditional grocery trip for last-minute needs, smaller basket sizes, and impulse purchases, potentially eroding Albertsons' market share in these high-margin categories and reducing overall store visit frequency. While Albertsons has its own e-commerce and delivery capabilities, the operational model and consumer expectation set by these rapid-delivery pure-plays are distinct and push the boundaries of instant gratification in grocery.

Albertsons Companies (ACI) primarily operates within the U.S. food and grocery retail market, offering a wide array of products and services, including fresh produce, meat, dairy, bakery items, packaged goods, health and beauty care products, and pharmaceutical products.

The addressable market for Albertsons Companies' main products and services in the United States is substantial:

• The U.S. food and grocery retail market was valued at USD 1.74 trillion in 2024 and is projected to grow to USD 2.41 trillion by 2034.
• Another estimate places the U.S. Grocery Retail Market at over USD 900 billion in 2025.
• The U.S. supermarket market is valued at USD 1.01 trillion in 2025 and is forecast to reach USD 1.19 trillion by 2030.
• In 2022, the U.S. food and grocery retail market had total revenues of USD 1,658.0 billion, with the food segment alone accounting for USD 1,117.8 billion.

Albertsons Companies also has a significant presence in pharmacy services through its in-store pharmacies. While a specific market size for this segment within the grocery retail context is not explicitly provided, pharmacy services are a key component of the company's revenue streams.

Albertsons Companies (ACI) anticipates several key drivers for future revenue growth over the next 2-3 years, focusing on digital expansion, enhanced pharmacy services, customer loyalty, strategic pricing, and the growth of private label brands.

1. Growth in Digital Sales and Omnichannel Engagement: Albertsons is significantly investing in its digital platforms and automation to drive revenue growth. The company reported a 23% increase in digital sales in Q2 fiscal 2025 and a 24% increase in Q4 fiscal 2024. E-commerce penetration is noted to exceed 9%, contributing to customer acquisition, retention, and engagement. This digital expansion, coupled with omnichannel strategies, is expected to lead to larger basket sizes and increased visit frequency.
2. Expansion of Pharmacy and Health Offerings: The pharmacy segment is a strong driver of identical sales growth. Albertsons experienced a 19% increase in pharmacy sales in Q2 fiscal 2025, partly fueled by demand for GLP-1 medications and market share gains. In Q4 fiscal 2024, pharmacy revenue grew by 18%, driven by script volume and new medications. The company anticipates continued "outsized growth in pharmacy".
3. Customer Loyalty Programs and Engagement: Albertsons is focusing on deepening customer engagement through its loyalty programs. Loyalty membership grew by 13% to 48.7 million in Q2 fiscal 2025 and by over 15% to more than 45 million members in Q4 fiscal 2024. These programs are designed to provide immediate savings and greater value, thereby fostering increased traffic and sales.
4. Strategic Price Investments and Own Brands Growth: To address customer needs for value amidst inflationary pressures, Albertsons is strategically investing in pricing in specific categories and markets. Additionally, the company plans to amplify its private label (own brands) presence through increased innovation and more prominent featuring of existing products, offering attractive entry price points to drive profitable unit growth and increase share of wallet.
5. Productivity Initiatives and Technology Modernization: While not a direct revenue driver, Albertsons' significant investment in productivity and technology modernization indirectly supports revenue growth by generating savings that can be reinvested into strategic growth initiatives. The company expects its "productivity engine to deliver $1.5 billion in savings" from fiscal 2025 through fiscal year 2027, with these savings tightly integrated with its technology modernization strategy, including AI and data analytics. These efficiencies are crucial for offsetting inflationary headwinds and funding growth.

Share Repurchases

• In October 2025, Albertsons Companies announced a $750 million accelerated share repurchase (ASR) agreement, part of an expanded program.
• This ASR increased the total share repurchase authorization from $2.0 billion to $2.75 billion.
• The company repurchased 4.1 million shares for $82.5 million in the fourth quarter of fiscal 2024 and 25.7 million shares for $550.1 million during the first 28 weeks of fiscal 2025.

Share Issuance

• Albertsons Companies' initial public offering (IPO) in 2020 involved selling stockholders, and the company did not receive any proceeds from the sale of common stock in that offering.

Capital Expenditures

• Capital expenditures for fiscal 2024 were approximately $1.931 billion.
• Expected capital expenditures for fiscal 2025 are in the range of $1.8 billion to $1.9 billion.
• The primary focus of these capital expenditures includes store remodels, new store openings, and investments in digital and technology platforms.