NRF Stores Features Duane Reade and My Private Brand


The March edition of NRF Stores magazine the official magazine of the National Retail Federations features an in depth look at the transformation of New York City based drugstore Duane Reade including analysis from yours truly.  Check it out.

Extreme Makeover

Rebranding efforts put Duane Reade in a New York state of mind

As it approached 50, New York City drugstore chain Duane Reade was undergoing something of a midlife crisis. With crowded, cluttered stores, it was perceived as a handy but unpleasant shopping experience.

“Consumers told us that while DR was convenient and local, it didn’t always provide the best shopping experience,” says Joe Magnacca, Duane Reade’s president. “What they also told us is that they wanted us to change and to succeed, because our New York heritage was important to them.”

It would not be an easy road. The company struggled under a heavy debt load incurred when it went private in 2004. There were threats from Walgreen and CVS, both of which were making serious noise about taking Manhattan.

To save Duane Reade would take more than a mere facelift — it would take a top-to-bottom assessment of its entire business.

Remaking the private label
Duane Reade began the makeover process by researching its customers. Finding that they were largely affluent, socially responsible and looking for unique and different items at a value, Duane Reade staked its future on being a New York retailer. “The overall mantra is ‘New York living made easy,’” says Todd Maute, senior vice president and partner of Manhattan-based CBX, which was tapped to carry out the makeover. “That is all encompassing.”

So, too, would be the makeover.

“All elements — store design, private brand re-launch, merchandising mix changes, pharmacy re-focus, new departments, loyalty, customer service, etc. — were critical to Duane Reade’s brand transformation,” Magnacca says. “The business had to change inside and out to be successful.”
Underpinning the changes would be a renewed emphasis on private label merchandise.

“Private brands were identified early on as a key part of our corporate strategy to provide New Yorkers with better value and a unique point of difference from our competition,” Magnacca says. “We knew that a major push on our new private brands could transform our product assortment in all stores — both new and old — which would be an important signal to New Yorkers that real and positive change was underway.”

The company created four brands: DR Delish (unique and fresh food items); Apt. 5 (home goods); DR (health and beauty); and an officially unnamed brand referred to as “skyline,” which includes high-volume items like bottled water and snacks. The company also has a seasonal brand called Christmas in New York.

Most of the labels convey a strong city appeal. Skyline, for instance, includes barcodes made out of landmarks like the Statue of Liberty. (More standard barcodes on the back of the packaging are scannable.) It was this marriage of product and design that led Duane Reade to tap CBX.

“CBX was the clear choice when we wanted to launch a European-style private brand business,” Magnacca says. “They had to understand our strategy and deliver it in unique, creative terms that would break through to New York consumers. In other words, we needed them to make the packaging be as good as the products inside.”

Private labels afford retailers “an opportunity to market exclusivity and support the position they want to have in the marketplace,” Maute says. “Traditionally, private label was a follower … ‘Let’s see if I can get a manufacturer to replicate [its] product.’ Now retailers are becoming more intelligent and understanding their customer more. If you look at private label as a marketing tool, it’s an opportunity to own a unique brand.”

Duane Reade has established a clear commitment to its private label products. Each store carries virtually the entire 2,000-SKU private-label line, with only some exceptions in fresh food, Maute says.

“It’s astounding,” he says. “If you’d shopped their stores three or four years ago, their private brands were also-rans, some old, very dated, cheap-feeling,” says brand strategist Christopher Durham, who follows the private label industry on his blog, www.mypbrand.com. “A lot of retailers have fallen into that rut and very few have the guts to innovate on private brands. It was nice to see them take that leap.”

Read the entire article.



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Christopher Durham

Christopher Durham is the president of My Private Brand and the co-founder of The Vertex Awards. He is a strategist, author, consultant and retailer who built brands at Delhaize-owned Food Lion, and lead strategy and brand development for Lowe’s Home Improvement. He has consulted with retailers around the world on their private brand portfolios including: Family Dollar, Petco, Staples, Office Depot, Best Buy, Metro (Canada), TLW (Taiwan) and Hola (Taiwan).

Durham has published five definitive books on private brands, including his first book, Fifty2: The My Private Brand Project. In 2017, he will debut his newest book, Vanguard: Vintage Originals, a visual tour of innovation and disruption in private brand going back to the mid-1800’s.
Dynamic in his presentation while down to earth and frank in his opinions, he has presented at numerous conferences, including FUSE, The Dieline Conference, Packaging that Sells, Omnishopper and PLMA’a annual trade show in Chicago.

Durham lives in Charlotte, NC with his wife, Laraine, and two daughters, Olivia and Sarah.