Kroger ‘punishing the public over a self-inflicted wound’ as new self-checkout law promises to fight major threat

KROGER is under fire from shoppers as it battles rising theft, digital pricing errors, and the fallout from a failed merger, while new self-checkout laws threaten to shake up how Americans grab groceries.

The supermarket giant is closing roughly 60 stores over the next 18 months, a move some see as punishing customers for problems of its own making.

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Kroger is closing roughly 60 stores as it battles rising theft, self-checkout issues, and digital pricing errors[/caption]

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Kroger plans to reinvest savings from closures into new stores (stock image)[/caption]

One of the latest closures is the Fred Meyer in Redmond, Washington, which will shutter on October 18.

Shoppers in the area say the store’s decline started when management became disengaged and staff turnover increased, leaving the aisles understaffed and unfriendly.

Some customers say theft is a major factor behind closures.

“They are not allowed to stop people they see stealing and leaving the store. Theft at this particular store is very high,” one shopper wrote on Facebook.

Others point to self-checkout as part of the problem.

Automated kiosks, meant to cut labor costs, have been linked to higher rates of shoplifting and frustration among shoppers.

California lawmakers recently passed Senate Bill 442, which will force retailers to make several changes.

Self-checkouts must now be paired with open manned registers, shoppers will be limited to 15 items per transaction, and certain age-restricted items will be excluded

Retailers who fail to comply could face fines up to $200,000.

The law aims to protect workers, reduce theft, and prevent costs from being passed onto customers.

Kroger has also faced criticism over digital pricing. Shoppers report that sale items often ring up at higher prices than advertised.

An investigation across 14 states and Washington DC found 14 of 26 stores had expired sale tags, resulting in an average overcharge of $1.70 per item.

Customers vented their frustration online.

“Almost every single time I go in the store, the listed price of an item is NOT what rings up at the register,” said one shopper.

Kroger blamed staffing shortages, noting its workforce dropped from 465,000 in 2021 to just over 409,000 in 2025.

A spokesperson said staffing decisions are “data-driven to balance workload and schedules.”

The retailer has also moved to make coupons easier to use.

Flyers at store entrances can be scanned to access weekly digital deals, which can be redeemed up to five times.

“Customers can now find all of their coupons in one place instead of having to remember to bring them to stores,” a Kroger spokesman said.

The company’s troubles are compounded by a failed merger with Albertsons, which would have expanded its footprint.

The deal was blocked by a US District Judge over monopoly concerns, and a legal battle with wholesaler C&S followed.

Kroger recently reached a confidential settlement.

Industry experts say the failed merger may benefit shoppers.

Competition between Kroger and Albertsons could keep prices lower and service higher.

Meanwhile, Kroger’s CEO says the company plans to invest the savings from closures into building new stores and expanding e-commerce.

The chain delivered strong first-quarter results in 2025, led by pharmacy, e-commerce, and fresh food sales.

Kroger plans to complete 30 “storing projects” in 2026, including new store openings and major renovations, with ambitions to increase that number further.

Locally, closures have sparked concern.

In Everett, Washington, shoppers warn the shutdown will hurt low-income communities.

In Texas, recent closures include stores in Dickinson and The Woodlands, the latter after more than 45 years in operation.

Brad Bailey, chair of The Woodlands Township board, said, “Shopping has drastically changed since the ’80s and ’90s when our village shopping centers were built.”

“It’s time to reimagine our village shopping centers to meet the retail needs of our community today.”

Kroger insists the closures are part of broader efficiency efforts and plans to offer affected employees positions at other locations.

Shoppers remain skeptical. “Hard-working store associates and the customers who depend on them should not be made to pay the price for Kroger’s decisions,” the United Food & Commercial Workers Union said.

Digital coupon changes, self-checkout limits, theft, pricing errors, and the failed merger all paint a picture of a retailer wrestling with multiple challenges at once.