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The problem with which this dissertation is concerned is that of determining the true role performed by the chain supermarket store managers. A comparative study is made of chain supermarket store managers, supermarket chain-level managers, and non-food chain retail store managers and their ranking and rating of the importance of fifteen work functions ordinarily performed by retail store managers. The hypotheses of the study state that there will be a statistically significant difference in the rankings and ratings of the importance of the work functions in each of the six paired comparisons between respondent groups. In comparing chain supermarket store managers to non-food chain retail store managers, there is a statistically significant difference in their ranking of the following work functions: (1) overseeing all forms of security and enforcing store rules, company policies, laws, and other regulations; (2) handling employee disputes and discipline and assuring proper appearance and dress; (3) directing merchandising-- space allocation and display--out-of-stock, pricing, stock rotation, etc.; (4) developing good community relations by participating in civic affairs, cooperating with charities, taking part in local business activities, etc.; and (5) scheduling number of hours and employees needed. When supermarket chain-level managers are compared with nonfood chain retail store managers, there is a statistically significant difference in the ranking of the following seven work functions: (1) interviewing, hiring, and discharging of employees; (2) handling employee disputes and discipline and insuring proper appearance and dress of employees; (3) directing merchandising--space allocation and display-- out-of-stock, pricing, stock rotation, etc.; (4) developing 3 good community relations by participating in civic affairs, cooperating with charities, taking part in local business activities, etc.; (5) scheduling number of hours and employees needed; (6) delegating responsibility and authority to subordinates by allowing them to make decisions within their assigned area of responsibility; and (7) maintaining company identification in the store by following through on company-wide programs and demonstrating and directing loyalty to the company.

The purpose of this research is to describe the management of the fresh produce marketing system in retail supermarket chains and to assess the marketing opportunities for specialty produce therein. Results provide new growers with knowledge of the retail industry necessary to establish good relationships with retailers. A selective sample of 17 retail supermarket chains in the Virginia area were identified for inclusion in the study. Face-to-face interviews were conducted with the person most responsible for produce merchandising within each chain. Interviewees were asked to discuss management positions and operations and produce procurement and merchandising practices. Results of the interviews provided for a generalization of management structures within supermarket chains. Distribution of strategic responsibilities within the different structures are described. Product movement is found to be the primary criterion used to measure the success of a produce item. Firm image is found to be important in explaining a firm's space allocation and other merchandising decisions. Full service supermarket chains carry the greatest variety of produce, but may be less likely to work with small growers. A core of 40 specialty items are carried by two-thirds of the chains in the study. Items that can be grown in Virginia are identified. Results suggest that marketing niches exist for innovative growers who are willing to place special emphasis on high quality and service to retailers. Most direct relationships between growers and retailers are initiated by growers. An algorithm for produce market identification is presented. / Master of Science