George Ludlum Hartford (November 7, 1864 – September 23, 1957) was the longtime chairman and treasurer of the Great Atlantic and Pacific Tea Company (A&P), serving in those positions for over 40 years from 1916 until his death.
The Wall Street Journal in an editorial on August 29, 2011, wrote "Together the brothers, neither of whom had finished high school, built what would be, for 40 years, the largest retail outlet in the world.
"[3] The New York Times in an editorial on September 7, 2011, wrote that John and George Hartford "were among the 20th century’s most accomplished and visionary businessmen".
At age 13, George Jr. started working for A&P on evenings and weekends while attending Saint Benedict's Preparatory School in Newark, New Jersey.
George Jr. finished school and started working for the company full-time as a cashier in a nearby store in Newark, New Jersey.
Young George convinced his father to add baking powder to the product line, starting the company down the path to increase the number of items offered until ultimately A&P's became the first chain to operate grocery stores.
In 1912, John proposed to create small economy stores to cut costs and increase volume by offering low prices.
The company introduced larger "combination stores" including space for meats, produce and dairy as well as traditional grocery items and launched a new drive to reduce costs.
[9] Because George was opposed to borrowing and John insisted on maintaining low costs and prices, A&P was in excellent position to weather the Depression and reported even higher sales and profits.
In 1935, Texas Congressman Wright Patman introduced legislation to place a significant federal tax on each chain store.
George and John Hartford took the unusual step of publishing a long letter pointing out that the effect of Patman's legislation would be a significant increase of food prices.
[5] George and his brother John were deeply hurt when they were convicted in Federal Court in 1945 for criminal violations of the antitrust laws.
President Roosevelt's antitrust division charged that the combination of the company's manufacturing, distribution and retail operations, if unchecked, would drive all competition out of business.
The company countered that its market share was only in the 15% range and that its low cost strategy had resulted in a significant improvement in that nation's nutrition and standard of living.
A&P continued to report record sales but made strategic mistakes that would ultimately cost the company its leadership position in 1974.