Part-Time
Produce Clerk Part Time
BJ's Wholesale Club
10,001+ employees
Membership-based wholesale club retailing diverse goods
Compensation Overview
$17.50 - $21/hr
Wappingers Falls, NY, USA
In Person
 Clerical & Data Entry (1) |
|---|
Get referred to BJ's Wholesale Club
See people who can refer or advise you
- Be at least 18 years of age.
- Lift objects weighing up to 30 pounds and, with assistance, move heavier or awkward objects.
- Maintain regular, predictable, full attendance.
- Work frequently on hard surfaces and perform bending, climbing, crawling, handling, pulling, reaching, and stooping.
- Work in an indoor environment with frequent exposure to temperature extremes from freezers, ovens, and coolers.
- Sort, display, remove, and replenish fresh fruits and vegetables in the produce department.
- Provide assistance to members by answering questions, recommending products and safe handling tips, and helping members find products throughout the club.
- Inspect, rotate, and store produce upon delivery, ensuring received produce meets or exceeds company standards.
- Rotate produce on the sales floor to ensure optimal freshness and variety, keep cases and display areas fully stocked, maintain neat and clean displays, and remove unsuitable products.
- Maintain the produce reserve stock area by dating and rotating back-stock items and organizing and condensing the storage area daily.
- Follow established guidelines when disposing of damaged, spoiled, or expired products.
- Assist the Fresh Manager with inventory and order processing as needed.
- Clean and sanitize produce equipment, display fixtures, the produce cooler, refrigerated display cases, and related areas.
- Generate signage for produce goods and perform price checks when necessary, ensuring items are accurately priced and signed.
- Maintain all club policies and procedures.
- Perform other assigned duties, including working in other departments as needed.
- Carry out assigned job functions and responsibilities and support club policies, procedures, and compliance.
- Address and escalate member concerns as appropriate and help maintain a safe and positive environment.
- Deliver service excellence, resolve and de-escalate member concerns, and follow daily GOLD Member Standards.
- Stock all items, execute promotional plans, maintain accurate signage, and keep the club clean and organized.
- Access and read production and/or financial performance reporting for the department and understand the connection between consistent execution and business impact.
- Work experience in a produce department is preferred.
- Knowledge of fruits and vegetables, including seasonal items, is preferred.
BJ's Wholesale Club operates a membership-based retail model that provides groceries, electronics, and home essentials at discounted prices. Members pay an annual fee to access warehouse locations and online shopping, where they can purchase items in bulk or choose from exclusive private-label brands like Wellsley Farms. Unlike many traditional retailers, the company combines wholesale savings with specialized services such as optical and tire centers to provide a one-stop shopping experience. The company's goal is to provide significant value and savings to individual consumers and small businesses through a diverse range of products and services.
Company Size
10,001+
Company Stage
IPO
Headquarters
Westborough, Massachusetts
Founded
1984
Get referred to BJ's Wholesale Club
See people who can refer or advise you
Simplify's Take
What believers are saying
- Q1 fiscal 2026 revenue rose 9.9% to $5.66 billion, beating estimates.
- Membership fee income climbed 9.9% to $132.4 million, signaling stronger loyalty economics.
- BJ's plans 12 new clubs in fiscal 2026, including Kentucky, Florida, Indiana, and Texas.
What critics are saying
- Oaktree sued BJ's on April 28, 2026 over $29 million tariff refunds.
- Costco and Sam's Club are opening nearby Florida and Texas stores during 2026.
- If new clubs fail and membership growth stalls, BJ's regional model loses pricing power.
What makes BJ's Wholesale Club unique
- BJ's combines East Coast density with 267 clubs and 206 gas stations.
- Private labels Wellsley Farms and Berkley Jensen protect margins and sharpen value versus rivals.
- Digital services rose 28% in Q1 2026, boosting curbside, delivery, and ExpressPay adoption.
Help us improve and share your feedback! Did you find this helpful?
Benefits
Health Insurance
Dental Insurance
Vision Insurance
Paid Vacation
Paid Sick Leave
Paid Holidays
Bereavement Leave
401(k) Retirement Plan
401(k) Company Match
Growth & Insights and Company News
6 month growth
↑ 15%1 year growth
↑ 15%2 year growth
↑ 15%Dana-Farber Cancer Institute announces return of fundraising campaign by BJ's Wholesale Club. Posted date August 10, 2026 Dana-Farber Cancer Institute is pleased to announce the return of the BJ's Wholesale Club point-of-sale (POS) donation campaign in support of Dana-Farber's lifesaving mission to defy cancer. The campaign will run from Monday, August 17 through Monday, September 21, with 100% of the proceeds supporting adult and pediatric cancer care and research at Dana-Farber. BJ's donation campaign for Dana-Farber will be hosted in all 267 BJ's Wholesale Club locations. BJ's members will have the opportunity to round up the amount of their purchase to the next dollar at checkout, with the difference going directly to Dana-Farber Cancer Institute. Through this fundraising effort, BJ's and its members aim to help Dana-Farber reimagine the future of cancer care. Mariah Ponte, 7, of New Bedford, Mass., is the pediatric patient partner for this campaign. Around the holidays, Mariah experienced lower back pain. After a trip to the doctor's office and further evaluation, she was diagnosed with leukemia and spent 35 days in the hospital. Mariah began outpatient treatment at Dana-Farber Cancer Institute's Jimmy Fund Clinic in February and will continue to receive treatment for the next two years. She loves animals, playing Uno with her brothers and sisters, music, and dancing. "We would like to thank BJ's Wholesale Club for this opportunity to help advance cancer care and research for patients like Mariah," said Sheena deMedeiros, Mariah's mother. "We can't change what happened to Mariah, but if we can help because of what happened, then it's a win." "We are so grateful for BJ's support of Dana-Farber Cancer Institute with the return of this register campaign, which will span across all 267 clubs," said Melany Duval, senior vice president, chief philanthropy officer, Dana-Farber Cancer Institute. "The generosity of BJ's Wholesale Club, the leadership team, the members, and team members has helped further our mission to provide expert and compassionate care to Dana-Farber patients and advance clinical research." BJ's Wholesale Club is an active philanthropic partner to Dana-Farber Cancer Institute and the Jimmy Fund through various fundraisers and programs, resulting in significant contributions over the years. In addition to their in-club register campaign, they are also loyal sponsors of the WEEI/NESN Jimmy Fund Radio-Telethon. This year's campaign is the latest effort in the partnership between BJ's and Dana-Farber Cancer Institute that dates back to 1999. "We're excited to bring our register campaign to all 267 BJ's Wholesale Club locations this year, making it easier than ever for our members to support Dana-Farber Cancer Institute in the fight against cancer," said Bob Eddy, Chairman and Chief Executive Officer, BJ's Wholesale Club. "At BJ's, we're driven by a powerful purpose: we take care of the families who depend on us. Our partnership with Dana-Farber and our members helps bring this purpose to life by fueling research, world-class care and hope for families affected by cancer." About BJ's Wholesale Club Holdings, Inc. BJ's Wholesale Club Holdings, Inc. (NYSE: BJ) is a leading operator of membership warehouse clubs focused on delivering significant value to its members and serving a shared purpose: "We take care of the families who depend on us." The company provides a wide assortment of fresh foods, produce, a full-service deli, fresh bakery, household essentials, various exclusive offerings, gas and more to deliver unbeatable value to smart-saving families. Headquartered in Marlborough, Massachusetts, the company pioneered the warehouse club model in New England in 1984 and currently operates 267 clubs and 206 BJ's Gas(R) locations in 22 states. For more information, please visit Dana-Farber Cancer Institute, Inc. at www.BJs.com or on Facebook, or Instagram. Media Contacts If you are a journalist and have a question about this story, please call 617-632-4090 and ask to speak to a member of the media team, or email [email protected]. The Media Team cannot respond to patient inquiries. For more information, please see Contact Us.
BJ's Wholesale Club may offer better value than Costco, according to a recent investment analysis. Both companies operate warehouse-club models with membership-based revenue streams, but key differences exist in scale and valuation. Costco operates over 900 warehouses globally with renewal rates above 90%. However, its stock trades at a premium price. BJ's runs approximately 263 clubs, primarily in the eastern United States, giving it more room for expansion relative to its size. The company's membership income is growing at nearly 10%, and its recent Texas expansion is performing ahead of expectations. BJ's trades at a lower valuation whilst offering similar membership economics. The trade-off is higher risk: BJ's is regional, has thinner margins, and is less proven than Costco. For investors seeking growth potential at a lower entry price, BJ's presents an attractive alternative to the established retail giant.
How to choose the right influencer: understanding the power of brand fit over followers. In episode 71 of The Art of Sway podcast, Sway Group Founder Danielle Wiley and Casey Benedict sat down to analyze a pivotal takeaway from its recent industry playbook: brands derive significantly more value from creators who are a perfect brand fit, regardless of their follower count. When brands ask how to choose the right influencer, "fit over followers" is the new strategic imperative. Knowing this, how should marketing executives navigate the cascading impacts on pricing, budgeting, and campaign management? The conversation revealed that shifting toward hyper-targeted micro-influencers does not automatically reduce campaign costs - and why treating influencer networks as programmatic media buys is a profound strategic misstep. The illusion of symmetrical influencer pricing. Understanding how to choose the right influencer requires an understanding of influencer pricing. A common corporate misconception is that creator compensation scales linearly with audience size. If a macro influencer with 400000 followers commands a premium rate, procurement assumes a micro influencer with 4000 followers must cost 100 times less. That math fails in real world execution. High performing micro influencers know their worth. Their rates are often surprisingly close to larger tiers because they offer hyper targeted engagement and increased trust within their communities. Furthermore, influencer pricing is dictated by supply and demand, not arbitrary follower brackets. A saturated vertical like general parenting allows for downward rate negotiation. Conversely, specialized niches such as certified medical professionals or creators restricted to tight geographic footprints require higher compensation. Agencies must maintain a financial buffer to properly compensate high fit talent rather than expecting deep discounts based on audience size. How to choose the right influencer: understanding the hidden operational overhead of Micro Influencers. A micro influencer, despite having fewer followers, often offers a deeper connection with their audience, leading to more authentic engagement and conversion. Research suggests that brands benefit significantly from aligning with influencers who resonate with their ethos, irrespective of follower count. Activating nano and micro influencers with small, local networks is highly effective for regional initiatives, such as a store opening for BJ Wholesale Club in Seabrook, New Hampshire. These creators possess deep community trust, but they are not professional digital media entities. Their networks are built through face to face interactions like the local PTA. The trade off for this authentic local resonance is intensive operational hand holding. In one instance, a local contractor submitted his campaign caption handwritten on a legal pad. Working with emerging talent requires a heavy agency investment in step by step guidance. Staff must manage platform onboarding, technical configuration, and account authentication for accurate metrics tracking. When a brand pivots to smaller audience tiers, the budget does not shrink. The capital simply shifts from talent fees to intensive operational management and creative coaching. The performance based pay trap. When brands realize micro influencers drive high conversion efficiencies, the immediate corporate reflex is to force them into performance based, transactional compensation models. Brands mistakenly believe that efficiency justifies paying strictly per conversion. Sway Group explicitly rejects this programmatic media model. While conversion tracking matters, transactional payment structures fail to measure top of funnel and mid funnel brand awareness. Consumers cannot purchase a product if they do not know the brand exists. Forcing authentic creators into a rigid performance box strips away the human connection that makes the channel work. Influencer versus Creator and the Failure of Automated AI. The industry debate surrounding nomenclature directly impacts campaign execution. While talent partners often prefer the title creator due to legacy stigmas around the word influencer, a critical strategic distinction remains. The Operational Rule of Thumb: All influencers are creators, but not all creators are influencers. Influencers possess the specific discipline required to build and maintain deep audience trust. Creators often excel merely at jumping on fleeting, surface level trends. Recognizing this difference allows brands to negotiate on human terms rather than media buying terms. Because every campaign features unique, non scalable variables, automated AI agency models consistently fail. For example, when a client recently rejected a high fit creator for appearing low energy, a human agency model understood that energy is an operational fix. It is solved through precise creative briefing and hands on coaching, which is a nuanced solution that an AI algorithm cannot provide. How to choose the right influencer: macro vs. Micro budget realities. | Operational Factor | Macro Influencers | Perfect Fit Micro Influencers | | Talent Compensation | Premium rates, but rarely 100x higher than micro tiers. Rates are often closer to macro tiers due to specialized value. | | Operational Support Needed | Minimal support required because they use seasoned management teams and standardized systems. High support required, including intensive coaching and technical platform setup. | | Primary Campaign Value | Scalable broad reach with lower risk of administrative delays. Profound brand alignment, deep trust, and hyper targeted awareness. | | Overall Budget Impact | Capital is heavily consumed by talent fees. Capital shifts from talent fees to agency management and production coaching. | When asking how to choose the right influencer, brands must abandon vanity metrics and focus on true alignment if they want to maximize marketing spend. Sway Group delivers human centered curation, comprehensive creator coaching, and strategic campaign management to turn complex programs into high value success stories. Ready to elevate your influencer strategy? Connect with Sway Group to get started.
BJ's Wholesale Club Holdings, Inc. $BJ is Walter Public Investments Inc.'s 4th largest position. July 5, 2026 Key points. * Walter Public Investments Inc. reduced its BJ's Wholesale Club stake by 29.4% in the first quarter, but BJ still remains its 4th-largest holding and makes up 4.2% of its portfolio. * BJ's Wholesale Club reported strong quarterly results, with EPS of $1.10 beating estimates and revenue of $5.66 billion topping expectations; revenue rose 9.9% year over year. * Insider activity was mixed but tilted toward selling, as both the CEO and an SVP sold shares in April under pre-arranged trading plans, while analysts currently rate the stock a consensus "Hold" with an average price target of $105.27. * Five stocks we like better than BJ's Wholesale Club. Walter Public Investments Inc. cut its position in BJ's Wholesale Club Holdings, Inc. (NYSE:BJ - Free Report) by 29.4% during the first quarter, according to the company in its most recent 13F filing with the Securities and Exchange Commission. The fund owned 180,431 shares of the company's stock after selling 75,039 shares during the period. BJ's Wholesale Club accounts for 4.2% of Walter Public Investments Inc.'s investment portfolio, making the stock its 4th largest holding. Walter Public Investments Inc. owned approximately 0.14% of BJ's Wholesale Club worth $17,758,000 at the end of the most recent quarter. A number of other hedge funds and other institutional investors have also modified their holdings of the company. BOK Financial Private Wealth Inc. purchased a new position in BJ's Wholesale Club in the fourth quarter valued at approximately $25,000. Strive Financial Group LLC acquired a new position in shares of BJ's Wholesale Club in the 4th quarter valued at $25,000. Parkside Financial Bank & Trust grew its position in shares of BJ's Wholesale Club by 147.9% in the 4th quarter. Parkside Financial Bank & Trust now owns 290 shares of the company's stock valued at $26,000 after buying an additional 173 shares during the last quarter. Sunbelt Securities Inc. purchased a new position in shares of BJ's Wholesale Club in the 3rd quarter valued at $34,000. Finally, Leonteq Securities AG acquired a new stake in BJ's Wholesale Club during the 4th quarter worth $43,000. 98.60% of the stock is currently owned by institutional investors and hedge funds. Insider buying and selling at BJ's Wholesale Club. In other news, SVP Joseph Mcgrail sold 2,050 shares of the business's stock in a transaction that occurred on Wednesday, April 15th. The shares were sold at an average price of $91.19, for a total value of $186,939.50. Following the completion of the transaction, the senior vice president owned 14,769 shares of the company's stock, valued at $1,346,785.11. The trade was a 12.19% decrease in their ownership of the stock. The transaction was disclosed in a filing with the SEC, which is available at the SEC website. The transaction was executed under a pre-arranged Rule 10b5-1 trading plan. Also, CEO Robert W. Eddy sold 8,000 shares of the company's stock in a transaction that occurred on Wednesday, April 15th. The shares were sold at an average price of $91.02, for a total transaction of $728,160.00. Following the transaction, the chief executive officer directly owned 306,330 shares in the company, valued at $27,882,156.60. The trade was a 2.55% decrease in their position. The SEC filing for this sale provides additional information. The transaction was executed under a pre-arranged Rule 10b5-1 trading plan. In the last ninety days, insiders have sold 26,550 shares of company stock worth $2,435,904. Corporate insiders own 1.10% of the company's stock. BJ's Wholesale Club stock performance. NYSE:BJ opened at $89.20 on Friday. The company has a current ratio of 0.73, a quick ratio of 0.18 and a debt-to-equity ratio of 0.19. The company has a market capitalization of $11.39 billion, a P/E ratio of 20.51, a price-to-earnings-growth ratio of 3.32 and a beta of 0.22. The firm has a 50-day moving average price of $90.28 and a two-hundred day moving average price of $93.73. BJ's Wholesale Club Holdings, Inc. has a twelve month low of $83.21 and a twelve month high of $110.92. BJ's Wholesale Club (NYSE:BJ - Get Free Report) last issued its quarterly earnings data on Friday, May 22nd. The company reported $1.10 earnings per share (EPS) for the quarter, beating the consensus estimate of $1.04 by $0.06. The business had revenue of $5.66 billion for the quarter, compared to the consensus estimate of $5.44 billion. BJ's Wholesale Club had a return on equity of 26.67% and a net margin of 2.62%.The business's revenue was up 9.9% on a year-over-year basis. During the same period in the prior year, the business earned $1.14 earnings per share. BJ's Wholesale Club has set its FY 2026 guidance at 4.400-4.600 EPS. As a group, research analysts expect that BJ's Wholesale Club Holdings, Inc. will post 4.51 earnings per share for the current fiscal year. Analyst upgrades and downgrades. BJ has been the topic of a number of research reports. JPMorgan Chase & Co. raised their target price on shares of BJ's Wholesale Club from $90.00 to $98.00 and gave the stock a "neutral" rating in a research report on Tuesday, May 26th. UBS Group reiterated a "buy" rating and set a $109.00 price target on shares of BJ's Wholesale Club in a research note on Tuesday, May 26th. Citigroup lowered their price objective on shares of BJ's Wholesale Club from $118.00 to $100.00 and set a "buy" rating on the stock in a research report on Tuesday, May 26th. Finally, Bank of America began coverage on shares of BJ's Wholesale Club in a research note on Wednesday, May 20th. They issued a "neutral" rating and a $110.00 price objective on the stock. Nine equities research analysts have rated the stock with a Buy rating, eight have given a Hold rating and one has assigned a Sell rating to the company. Based on data from MarketBeat, the stock presently has an average rating of "Hold" and an average price target of $105.27. About BJ's Wholesale Club. BJ's Wholesale Club, headquartered in Westborough, Massachusetts, is a membership-based warehouse retailer offering a wide range of products and services primarily to small businesses and individual consumers. The company operates large-format clubs that provide value-priced groceries, health and beauty products, electronics, home goods, furniture, seasonal items and automotive supplies. In addition to its in-club offerings, BJ's features fuel stations at many locations and operates an e-commerce platform for online ordering and home delivery. Founded in 1984 as a division of Zayre Corp., BJ's Wholesale Club quickly expanded throughout the Northeastern United States. Further reading. This instant news alert was generated by narrative science technology and financial data from MarketBeat in order to provide readers with the fastest reporting and unbiased coverage. Please send any questions or comments about this story to [email protected]. Before you consider BJ's Wholesale Club, you'll want to hear this. MarketBeat keeps track of Wall Street's top-rated and best performing research analysts and the stocks they recommend to their clients on a daily basis. MarketBeat has identified the five stocks that top analysts are quietly whispering to their clients to buy now before the broader market catches on... and BJ's Wholesale Club wasn't on the list. While BJ's Wholesale Club currently has a Hold rating among analysts, top-rated analysts believe these five stocks are better buys. With the proliferation of data centers and electric vehicles, the electric grid will only get more strained. Download this report to learn how energy stocks can play a role in your portfolio as the global demand for energy continues to grow.
BJ's Wholesale Club uses tariff refunds to cut prices. The rebates helped reduce overall retail prices by about half a percentage point. Published June 22, 2026 First published on Dive brief: * BJ's Wholesale Club used tariff refunds to help reduce overall retail prices by about half a percentage point, President and CEO Bob Eddy told investors. * Applying the refund to lower prices widened the membership warehouse club's price advantage over competitors, Eddy said on a May 22 Q1 earnings call. * "We will continue to use any source of gain that we can to really bring that value back to our members so that we can build the franchise for the long term," Eddy said. Dive insight: BJ's is one of several retailers to direct tariff refunds toward lower prices, following the February Supreme Court ruling that found President Donald Trump had imposed country-specific tariffs illegally. Walmart plans to prioritize its anticipated $2.4 billion in tariff rebates for price cuts, while beauty brand E.l.f. Beauty expects to use its $58.5 million in refunds to reduce prices and boost sales volumes. BJ's executives did not specify the exact amount of tariff refunds received. CFO Laura Felice said tariff refund benefits provided about a 50-basis-point lift to merchandise margin last quarter, equating to roughly $20 million. The club retailer expects to receive "a little bit of additional tariff dollars" in the current quarter, Felice said. She added the company will continue to monitor the tariff environment to recover all money paid directly or through suppliers. However, a New York Supreme Court lawsuit filed by Oaktree Capital Management in April alleges BJ's breached an agreement to sell its claim for about $29 million in tariff refunds to the alternative investments firm. Under the deal, Oaktree would have paid 70 cents on the dollar, or roughly $20 million. BJ's allegedly backed out of the Oaktree deal after U.S. Customs and Border Protection announced on April 10 that it would launch a tariff refund portal, per the suit. BJ's did not respond to a request for comment regarding the lawsuit. In addition to tariff refunds, Eddy noted that BJ's customers could benefit if today's high fuel costs decline. "If the gas market were to retreat, we could make some extra dollars, as we typically do in a down market, and we would likely give that back to our members," Eddy said.