But first let me tell you about some other Things That Happened at the first Foodland I worked at.
The three chain owners and their wives, sometimes just the wives, stop by occasionally on a Sunday to watch the money roll in. Perhaps one of the wives has read tips on “how to reach your customers” in a business magazine, for she has decided the store needs a suggestion box, and it should be where the checkout lines form.
After the box has been installed for a week, the wives are eager to learn what their customers think would make for a better Foodland. When the instigating wife opens the box, there’s not much inside, but the first thing she pulls out is a torn-out page of notebook paper on which is scrawled “THIS STORE SUCKS”. The woman has probably lived a life free of criticism or adversity, she is genuinely hurt . She worries aloud, “What’s wronggg with our stoooore? What’s wronggg with our stoooore?”, and seems ready to start a witch hunt among the employees until her husband settles her down. Shortly thereafter, the box is gone.
As bookkeeper, I’m in charge when the regular management is off. I have an arrangement with the manager of the movie house across the street. I let him place a placard for his latest movie in our store window; he gives me free movie passes. One day he talks me into loosely putting a bumper sticker for the latest movie on my car. He takes a photo so his management can know he’s on the ball, then unsticks the sticker.. The process seems demeaning, both me and to my car, and I don’t let it happen again.
One week, perhaps due to cashflow problems, the employees don’t get paychecks. Instead we get vouchers that can only be cashed in the store. This is not well-explained to the butchers, who usually cash their checks when having lunch at Marino’s bar across the street. Mr. Marino cashes the vouchers and sends them to the bank as though they were checks, and they all bounce. He comes into the store waving the dishonored vouchers; he’s in a rage, he thinks Foodland is broke and he’s just been burned for several hundred dollars. When I see what’s happened, I explain and he calms down. I tally up the vouchers and give him the cash; he is a happy man.
That part about Foodland being broke may not have been too farfetched. One day I try to call home, and discover the phone on my desk has been disconnected. When contacted by pay phone, the phone company tells me Foodland’s bill hasn’t been paid for several months. I call the main office and they say there’s been a small mix-up, and they take care of it.
There is a liquor store next door. A man who’s been loitering in front of our own store waiting for his wife to finish shopping beats her up because after she pays for the family groceries she doesn’t have enough money left over to suit him.
A few days before Thanksgiving, the store is crowded with customers I have never seen before. They look needy. Each family has a $25 or $50 check from the Salvation Army. I open a checkout lane and ring some of them up. Maybe they have just come from church; I hear “God bless you” several times. They seem so sweet and grateful to be well treated and shopping in a “nice” store for a change. If you’re able to, giving to “The Sallies” is a good way to help good people who happen to be struggling.
One spring day, two cashiers on their lunch hour decide to get some sun and perch on the top rail of the parking lot fence. Some leg is shown, and one passing car runs up the back of another. Embarrassed but still flattered, they hop off and run back inside the store.
After a couple of years as bookkeeper here, the company sends me to manage their small store in West New York while its manager takes vacation. The employees are nice; the town is working-class so most of the customers are nice too. When I walk into a barber shop to get a haircut, the owner is jumpy; he thinks the stranger in his chair wearing a white shirt and tie might be a cop. As we talk, I mention why I’m in town and he relaxes. Men enter the shop, speak briefly and leave; my barber is the local bookmaker.
After my stint n West New York ends without disaster, the company sends me to be assistant manager of what I’ll call Foodland II. It’s in Elizabeth, the same town as the first Foodland, but is newer and much bigger.
The manager of Foodland II, Gabe, is old for the supermarket business; he wears nubby sweaters and looks like a turtle. He has a scam as old as cash registers: he unlocks the front door to admit occasional early shoppers who arrive before any cashiers do, then tallies their purchases old-style, #2 pencil on a brown paper bag, making change out of his own pocket. I think he knows I’m on to him.
On Friday nights the store stays open until ten o’clock. I can’t leave until the store closes, and the store can’t close until all the carts are collected from the parking lot. During the evening, Gabe has the clerks doing things that could be held over until the next day. I suggest that perhaps some of them could be rounding up carts instead, so we’re not here all night. He says “No, we bring in the carts after the store closes.” I say “That’s stupid, it doesn’t make any sense.” After a bit more back-and-forth, he fires me. He probably engineered the confrontation because I’m on to his early-shopper scam, but I’m not terribly upset; I’m tired of supermarket work. Maybe it’s time to try something new.