Dollar General (NYSE:DG) and Dollar Tree (NASDAQ:DLTR) each delivered earnings updates that underscore active transformation, but with sharply contrasting approaches to technology investment and strategic execution. Dollar General reported net sales of $9.9 billion, a 6.1% year-over-year increase, and diluted EPS of $1.65, reflecting improved performance across both consumable and non-consumable categories. Meanwhile, Dollar Tree posted net sales of $7.63 billion, a 4.2% increase versus the prior year, with a diluted EPS of $1.38, supported by gross margin expansion at the Dollar Tree banner and early success in its retail transformation plan.

Though both companies operate at the value end of the retail spectrum, their technology strategies reflect differing business models and growth imperatives.

Dollar General is investing heavily in robotics, fleet optimization, and system modernization to strengthen operational consistency across its rural-focused footprint. Dollar Tree is pivoting from a single-price legacy to a flexible, zone-tailored model supported by platform architecture that enables dynamic merchandising and sourcing agility.

Why It Matters: For CIOs, CTOs, and enterprise tech leaders, Dollar General and Dollar Tree offer two models of retail transformation. One leans into logistics automation and IT modernization to drive executional efficiency. The other uses pricing and sourcing flexibility as levers for margin expansion, enabled by data-informed tools and assortment planning platforms. These cases demonstrate how business-aligned technology can fuel resilience, scalability, and competitive repositioning, even in cost-sensitive sectors.

• Dollar General is deploying automation and robotics to increase throughput and reduce distribution costs, beginning with its Jonesville, South Carolina facility. CEO Todd Vasos shared that “the team has done a phenomenal job ramping up our first facility in Jonesville,” noting that automation has become a lever for both cost and in-stock improvement. The company plans to expand automation to additional DCs and sees it as critical to boosting supply chain resilience and store service levels. These moves are paired with broader initiatives in transportation optimization and warehouse productivity, indicating a strategic shift toward a more technology-integrated supply chain network.

• Dollar Tree is rolling out its MultiPrice 3.0 platform, a tech-enabled merchandising model that tailors product assortment and pricing by zone. CEO Rick Dreiling called it “nothing short of transformational,” enabling the company to “grow categories that were previously unprofitable at $1.25 and give customers more of what they want.” The company is executing this pricing platform across 5,000 stores by Q2, with plans to reach 75% of its fleet by year-end. By applying this system, Dollar Tree has unlocked the ability to enter categories like back-to-school and frozen foods while maintaining margin discipline. CFO Jeff Davis emphasized its financial impact, stating it is “allowing us to maximize productivity and unit growth in our most profitable categories.”

• Both companies are actively upgrading core IT systems, but with distinct priorities. Dollar General is focused on modernizing legacy technology platforms to support improved forecasting, inventory control, and store-level execution. Vasos stated this modernization effort is foundational for “supporting better in-stock positions and reducing shrink.” In contrast, Dollar Tree’s tech investments are centered on merchandise lifecycle management and global sourcing flexibility. As Dreiling explained, their sourcing team is executing levers like “country-of-origin shifts and re-spec’ing” with enhanced agility, suggesting systems support for fast vendor response and cost optimization.

• Labor and workforce technologies are a shared area of investment, applied toward operational execution and service improvement. Dollar General has begun deploying new labor management and scheduling systems that optimize staffing to store traffic and demand patterns. This investment aligns with its push to “increase capacity, improve customer experience, and reduce turnover,” according to Vasos. Dollar Tree’s approach is tied to its overall store transformation program, which Dreiling described as “a reset of the whole model,” including improved execution through simplified tasks, merchandising tools, and better labor utilization. These workforce systems play a crucial role in delivering on the companies’ broader retail strategies.

• Digital media and data monetization are emerging technology levers, particularly at Dollar General. The company’s DG Media Network, which delivers targeted marketing based on proprietary shopper data, is becoming an increasingly valuable margin contributor. Though only briefly mentioned, the initiative supports vendor partnerships and promotional reach across Dollar General’s rural footprint. While Dollar Tree has not highlighted digital media, its increasing use of zone-based pricing and analytics-backed merchandising signals a future potential for more advanced personalization and promotional tech.

Go Deeper -> Dollar General Earnings – MarketBeat

Dollar Tree Earnings – MarketBeat