"Our employees are our number one asset, period," said Kevin Stickles, the company's vice-president for human resources. "The first question you ask is: 'Is this the best thing for the employee?' That's a totally different model."

Yet the company is profitable. Its prices are low. And it is lauded for exemplary customer service.

"When you think about employees first, the bottom line is better," Stickles argued. "We want our employees to extend the brand to our customers."

The Wegmans model is simple. A happy, knowledgeable and superbly trained employee creates a better experience for customers. Extraordinary service builds tremendous loyalty. Where, though, is the profit?

High volume, according to company executives. The chain's stores are enormous - usually 80,000 to 120,000 square feet - larger than a typical Whole Foods and roughly double the size of a traditional supermarket. And they feature a dizzying array of 70,000 products, nearly twice the number available in a standard grocery store. Across the East Coast, Wegmans supermarkets have the highest average daily sales volumes in the industry.

Employees are omnipresent in stores and do seem knowledgeable. With little prompting, they launch into exhaustive but friendly accounts of where the meat, fish or produce they sell hails from, what each item tastes like and how best to prepare it.

A fish salesman raved about the exhausting standards of the company's distributor in Alaska. A butcher said he had visited the ranch where a steak came from in Montana. And Maria Benjamin, a 38-year Wegmans veteran, started running a store bakery after managers loved her homemade Italian cookies.

"They let me bake whatever I want," said Benjamin, one of 1,015 people employed at the company's 135,000-foot flagship store in Pittsford, New York. "They're really down-to-earth, wonderful people."

Executives say the company is also able to invest in its employees and focus on steady, strategic growth because it is not publicly traded. They said cutting jobs or shipping them overseas was, in part, the product of having to relentlessly please the stock market.

"Some of that is that public mentality," said Stickles, who has an MBA and once planned to be a stock broker. "The first thing they think about is the quarter. The first thing is that you cut labor."

The Wegman family, which grants few interviews, has owned and run the company since 1916. Robert Wegman, whose father and uncle opened the first store, dramatically expanded the business in the 1970s by being one of the first chains to vastly expand store size, include pharmacies and use bar codes.

Today, the chain is run by Robert's son, Danny, 65, and his two daughters, Colleen, 41, and Nicole, 38. Mary Ellen Burris, a 78-year-old senior vice-president and family confidant, said the owners refuse to open more than three stores a year because "we cannot continue to be the best if we try to go at a faster pace." She said the family has no interest in taking the company public.