Categories
2017 All Other Featured

PBCAREERS: Macy\’s: Manager – Private Brands Marketing Brand Strategy

\"\"PBCAREERS: Macy\’s: Manager – Private Brands Marketing Brand Strategy

Take the helm of one of the world’s most iconic brands, and bring it to life for customers around the globe. As part of Macy’s marketing team, you’ll own, guide, and direct what it means to make magic. Constantly creating, innovating, and exploring the new, you’ll drive customer engagement and spark the excitement that makes Macy’s special.

Job Overview:
The Marketing Manager develops and executes 360-degree, customer-centric Private Brand marketing strategies and campaigns that drive engagement, affinity and commitment supporting sales and EBIT targets.  This position collaborates across the organization with merchants, creative, production, analytics and market research teams as well as external agency partners.  Managers are aligned with a lifestyle and report to Director of Marketing Strategy

Essential Functions:
Develop 360 degree, customer centric, Omni-channel branded marketing strategies that drive the big ideas, convey fashion/product authority and enhance brand engagement, affinity and commitment.

  • Become the expert on brands and lifestyle through understanding of the key merchandising initiatives/trends and big ideas internally as well as throughout the competitive market, unearthing opportunities to elevate and differentiate our brands.  Building strong collaboration with merchants is key to success.
  • Be the authority on “The Customer” for the brands through utilization of data available across CSI, NPD and market research to drive greater levels of engagement and building affinity/commitment to our brands.  Partner with the analytics and market research teams.
  • Build impactful marketing strategy presentations across campaigns and special projects to present across marketing and merchant teams including senior management.
  • Develop digital media briefs that align with key campaign/brand objectives and drive key KPIs. Partner with the digital media team to align and execute.
  • Partner with Macy’s Inc. special event and PR teams to conceive, produce and execute in-store events, promotions and press efforts
  • Work with PR agencies to ensure maximum exposure for brands in editorial venues and in developing unique programs to attract media attention.
  • Own the talent contract development process with the Macy’s legal team to drive inclusion of key campaign needs.
  • Drive digital growth across brands and classifications through in-depth knowledge of business driving actions
  • Own the merchant/digital merchant PDP video process.  Communicate performance and action plans along with driving new concepts to give the customer what she is looking for to make trusted decisions.
  • Ensure a customer seamless experience from media to site experience with our brands, partner with digital merchants.
  • Stay current on new site enhancements to drive future marketing actions and decisions.
  • Contribute to the seasonal campaign planning process and idea generation:
  • Actively participate and generate marketing ideas throughout the campaign planning process.
  • Utilize and summarize marketing effectiveness and sales results to appropriately teams to drive future advertising decisions
  • Lead weekly marketing team meetings. Maintain time & action schedule; form agenda, address follow-ups, & communicate necessary information to collective team.
  • Lead merchandise review and merchandise turn-in meetings in partnership with Merchant and Creative teams.
  • Support forecasting and financial planning/budget management.

Qualifications:
Education/Experience:

  • Bachelor’s degree in a related field.
  • 3 – 5 years’ experience in marketing, advertising and/or retail
  • Proficiency in PowerPoint, Excel and Word.

 Other Skills:

  • Proven track record of developing effective marketing strategies; Leadership skills, including ability to motivate a team, communicate effectively with others, and establish credibility with senior management
  • Strong analytical and organizational skills, detail-oriented, flexible, resourceful with ability to handle & prioritize multiple tasks simultaneously

City/State: New York, NY
Location: 46020-Macy\’s Merchandising Group Corporate Offices
Category: Corporate » Marketing
Schedule: Full-Time
Requisition ID: PRI01716

This job description is not all inclusive. Macy’s Inc. reserves the right to amend this job description at any time. Macy\’s Inc. is an Equal Opportunity Employer, committed to a diverse and inclusive work environment.

[aio_button align=\”left\” animation=\”flash\” color=\”red\” size=\”small\” icon=\”none\” text=\”APPLY TODAY!\” relationship=\”dofollow\” url=\”https://www.macysjobs.com/Search/JobDetail/Manager—Private-Brands-Marketing-Brand-Strategy/New-York/New-York/PRI01716?src=JB-10420&src=JB-10420\”]

Categories
All Other

Private Brand: A Conversation with Jim Holbrook, CEO, Daymon Worldwide

\"Jim

On Sept. 1, 2015, Daymon Worldwide appointed a new Chief Executive Officer, Jim Holbrook. Doug Baker, Vice President, Private Brands for the Food Marketing Institute had the distinct pleasure of sharing a conversation on industry trends with Jim and learning his perspective on business opportunities. My line of questioning included observations on trends, innovation and sector growth.

Question #1: FMI’s U.S. Grocery Shopper Trends 2015 report suggests that private brand products remain high on consumers’ shopping lists, but consumers’ haven’t made significant habit shifts in terms of how private brands are influencing their primary store selection. Nearly a quarter of those surveyed over the last two years said that private brands were important to them in primary store selection. What are the most significant trends you’re witnessing in the private brands industry that’s leading to innovation and could impact consumer behavior in the aisles?

Doug: Customization is one key trend happening today; from flavors, to sustainable sourcing, to packaging options that fit diverse family sizes and life stages. Brand owners have a unique opportunity to address the trends head-on and avoid the “fast follower” model. The exciting thing about private brand strategies is that they can be as diverse as the consumers grocers cater to. I asked Jim to elaborate from his perspective as to how brand owners are competing.

Jim:  Consumers, along with retailers, are learning to navigate today’s incredibly fast-paced, fragmented retail world. The proliferation of online shopping and delivery options is mind-boggling, and shoppers are still trying to figure out what works best for them.

The only way retailers can compete during this turbulent time is to aggressively leverage their Private Brands as powerful differentiators that offer something their customers simply cannot get anywhere else. If they do that, Private Brands play an even more significant role in consumer primary store choice.

Consider that Private Brand penetration in the U.S. today is 26 percent higher than it was in 2000. According to Nielsen, Private Brand growth between 2012 and 2015 in the U.S. grocery sector outpaced National Brand growth by between 3.8 and 5.5 percent. In the past five years, there has been total Private Brand share gain from 18.9 to 19.4 percent. The value of this .5 share gain is a hefty $1.6 billion.

The room for continued Private Brand growth is tremendous as we see the aggregate value of national brands falling steadily.

Conversely, as consumers continue to regard Private Brands as reputable brands in their own right, perhaps after having initially tried them during a recessionary period, they continue to purchase them. Even better, they are generally more willing to try new Private Brand products in other categories.

This tendency to stick with Private Brands that have delivered a positive experience has inspired ongoing retailer investment in developing more impressive, creative offerings.

If you look at the most successful retailers in the U.S. right now, they all have robust Private Brand programs and have created a cult-like following based on deep emotional connections with their consumers.  We’re going to see more of that. Conversely, current and new hard discounters coming to town represent a major industry disrupter as they perfect the balance between low prices and high quality.

Question #2: We know from our research that retailers are increasingly investing in private brands, and they identify their own brands as an extension of themselves. In fact, private branded products are ranked as differentiation and loyalty-building tools similar to prepared foods, perishables selections and social media. Knowing what food retailers are reporting, what are your observations and/or advice on how to leverage these tools and win with the customer?

Doug: From the industry’s perspective, as the battle for the consumer food dollar continues to grow, retailers are becoming much savvier with the tools they have to drive customer loyalty. Private Brand owners have created a significant opportunity for new innovations to emerge. The ability to move quickly to respond to consumer demand, the flexibility to make the financial decision to invest, and the opportunity to source from a global supply chain all position private brands for success. Jim tells FMI he’s witnessing these trends first-hand.

Jim: Understanding the advantages of developing Private Brands that represent their entire banner, retailers are investing the time and money needed to carefully research evolving consumer behaviors and global retail trends driving demand.

We’re seeing this come to life in Private Brand products that address the most relevant needs of core consumers, whether that be nostalgic products that take them back to simpler times, a quest for authenticity and transparency in both ingredients and source of supply, or demand for access to locally-sourced products. Private Brands are simply more nimble and capable than national brands of delivering those “can’t get anywhere else” experiences that drive traffic, increase basket size and secure long-term loyalty.

We’ll see more Private Brand success as a catalyst for retailers to define themselves and attract and retain loyal consumers. In fact we expect retailers who successfully leverage Private Brands in their overall strategy to enjoy faster growth.

Question #3: Shoppers equate many new values to their food – personal health has converged with community wellness ideals. How would you define a private brand owner’s opportunity in this new era of consumer conscientiousness?

Doug: I’m hearing from food retailers that the biggest challenge concerns the number of certifications, regulations, and requirements that take space on the principle display package. To meet growing demand for information, the industry is currently working on an electronic solution that brand owners could utilize to share everything a consumer might need or want to know about a product they use or consume. Shoppers demand transparency and we’re working on technologies to better understand and communicate the functional benefits of the products we sell.

Jim: Consumers are armed with more information, and with this knowledge they seek transparency from retailers around health, sustainability, and even pricing. Transparency has emerged as the most powerful way for retailers to create a trust relationship with consumers.

Private Brands should help consumers navigate the often bewildering amount of information and health claims out there, specifically by offering easy to digest ingredient information and simple, straightforward product packaging.

This may include a “free-from” approach to wellness-oriented Private Brands, encompassing clear Non-GMO product offerings, well-defined “does not contain” brand guardrails and allergen-free product offerings (including gluten-free).

Question #4: What does success look like for private brands in the next five years?

Doug: Success can vary based on strategy and target market. Still, in every equation, the winners will have focused on one common denominator, the consumer. Focusing on the consumer also allows companies to stay true to their go-to-market strategy whether the company is a deep discounter or a value-add retailer. Jim notes that opportunities exist in the form of partnerships, formats and services.

Jim: I think retailers need to treat their Private Brands as true representations of what retailers mean to their consumers. By establishing trust-based, emotional connections that attract a loyal consumer following, retailers can continue to deliver Private Brands that are perfectly tailored to their core shoppers, such as new culinary adventures, food and nutrition education and convenient lifestyle solutions.

Moving forward, there are three additional areas of opportunity for retailers to leverage Private Brands to win margin, including evolving partnerships, evolving formats and evolving services.

In the area of partnerships, you still see some traditional players combining forces to achieve greater scale and reduce costs. That’s what the Ahold-Delhaize merger is about, as well as the combination of Kraft and Heinz.

Much more interesting, in my opinion are some of the new retail partnerships that create differentiated value for both retailers and consumers.  A great example of this is the Target-CVS partnership to give Target shoppers another reason to visit the store, while allowing CVS to gain a dramatic expansion of its U.S. footprint at a fraction of the cost of opening new stand-alone pharmacies. The question becomes, how can Target leverage this new arrangement to boost sales for related products in its Up & Up brand line, which could set an excellent example for other Private Brand partnerships.

A second major retailer response is to innovate with new formats – especially because everyone wants to get smaller and fresher. You will see a lot of retailer experimentation going on as urban centers elbow past the suburbs as the preferred residential location for households and young families. That hyper focus on Private Brands as the total solution will attract new consumer followers, and there are very creative ways other retailers can do that with their own Private Brands.

In the area of evolving services, retailers can seek partnerships that offer new services and conveniences for consumers, along with lucrative opportunities to more aggressively promote their Private Brands.  Personal shopping and cooking classes at major food retailers, express makeup application services in the beauty aisle and in-store pharmacy vaccination offerings, all with a focus on Private Brand offerings, are great examples.

Question #5: What emerging issues do you foresee for private brand owners?  

Doug: I think the biggest issue most private brand owners will face is being able to maintain the positive momentum witnessed by private brands due to the economic downturn. Our research is suggesting a plateau effect regarding sales, so there’s also urgency behind the motivation. Jim predicts some challenging issues for the industry, but we’re both confident the food retail industry will have the tools to evolve.

Jim: There is one big question facing retailers, and then a few smaller questions. The weather forecast for retailers as a whole is pretty challenging. Online competition is growing; European hard discounters Aldi and Lidl are committed to U.S. expansion, and consumer tastes continue to evolve rapidly.

Against that backdrop, the biggest question facing retailers is whether they will truly commit to private brands as a core strategic pillar of their business plans. Those that do will see greater success in the future than those that don’t, period. A truly strategic approach to private brand is a retailer’s best shot at durable competitive advantage over the long haul.

Beyond this fundamental question, e-commerce competition will challenge retailers to create an in-store experience that is both unique and powerful enough to steer consumers toward the store more often. To serve those consumers who are committed to online grocery purchase, more retailers will open or expand click-and-collect models.

What is certain is that the retail landscape will continue to fragment further. Survival will depend on genuine differentiation to meet obvious and latent consumer desires. I think private brand is a big part of the solution, and will become even more important in the future.

Question #6: Bonus round: What’s your favorite family meal and how would you persuade a shopper to buy the ingredients in the supermarket to make it? 

Doug: Appealing to customers’ senses has been and continues to be the best advertising. Whether one sees something on Pinterest or Instagram that looks delicious and has positive comments from other readers, or a customer smells the inviting aromas when entering a store, the appeal is sensory. For me and my family, we love grilling season. The aroma of a thick, juicy steak accompanied by fresh vegetables with a little “private brand” olive oil, salt and pepper cooking over hot coals and wood chips is always amazing. Still, the most important ingredient of any meal is enjoying it with family or friends. Since Jim and I seem to have similar palates, this interview definitely made me hungry.

Jim: I like to grill out, so my choice would be to serve flank steak that’s been well-marinated in my secret sauce, which is made up of spices, seasonings and red wine. When adventuresome, I\’ll also serve up a cheese soufflé (yes, it\’s all about whipping the egg whites) with more flavorable cheeses.

We also like a big, fresh garden salad with homemade dressing and, if available, fresh avocados. Since our kids are all over 21, this all tastes much better when washed down with a bottle of California Pinot Noir.

None of this is really hard to make, and if ingredients are easy to find – all the better. Pictures also go a long way in making this meal enticing to shoppers. Plus, our kids will stick around for dinner when we’re serving something this good, which is an added bonus for shoppers to consider.

Categories
All Other

Green Household Cleaners Earns Their Day

\"GreenThe market for green household cleaning products in the U.S grew at a blistering pace between 2007 and 2010, cooled off, and actually declined from 2010 to 2014 at a compound annual growth rate (CAGR) of 2%. Packaged Facts estimates total retail sales, including both household cleaners and laundry products, at $600 million in 2014. The green market remains a niche, accounting for about 3% of the total household cleaner and laundry product market.

Green Household Cleaning Products in the U.S., 3rd Edition details how growth of the market was driven higher through 2010 by the entry of mainstream mass marketers with green brands such as Clorox Green Works and a host of others. They were backed by heavy marketing support and initially achieved high levels of sales. Established green marketers such as Seventh Generation, Method and others responded and drove the market higher with new products, increased support, and expansion of distribution into more mass retail outlets. The overall market began to slow down and then decline as the recession and difficult economy caused most consumers to purchase less frequently and purchase products less expensive than the typically higher-priced green versions. Sales of mass market brands, with the exception of Purex Natural Elements, began a rapid decline that continued through 2014. Traditional green brands such as Seventh Generation performed well over the last five years as their hard-core green consumer bases have generally remained loyal. However gains by traditional green brands haven’t been able to offset the declines by mass marketers, thus the year over year market declines between 2010 and 2014.

Packaged Facts believes green cleaning products will continue to struggle in the future and estimates the market will grow in dollars at a CAGR of about 1% to 2019. Volume will likely continue to decline, with increasing prices driving any dollar growth. Higher-priced traditional green brands like Seventh Generation, Method and Mrs. Meyers will drive market growth, but there are only a few brands with enough critical mass to support a substantially larger market. Hard-core green consumers will continue to buy green cleaning products from these and other green leaders. Since these consumers represent a relatively small part of the population, the green market will likely remain a niche for some time to come unless more consumers become regular green shoppers. American consumers are increasingly “leaning green” and most want healthier, safer choices in their foods and products they use in their homes. However the failure and struggles of green products from mass marketers have shown that the majority of American consumers don’t want to buy green cleaners on a regular basis if they are more expensive or if effectiveness comes into question. On a positive note, Purex Natural Elements has done well, although recent sales have declined, by successfully convincing mainstream consumers that a value brand can be green. As Green Household Cleaning Products in the U.S., 3rd Edition notes, new private label green brands from leading retailers may succeed in further attracting mainstream consumers. Walmart’s private brand, Great Value Naturals could have the biggest impact on the green cleaner market. Launched in late 2013 the all-natural line of affordable cleaning, dish, and laundry products is an extension of Walmart’s hugely successful private label brand. Time will tell if Walmart, the largest retailer by a wide margin, can succeed with affordable green cleaning products when many major mass marketers could not.

This report presents a detailed, updated analysis of the U.S. market for “green” (natural, organic, or eco-friendly) household cleaner and laundry products. The report outlines key issues and trends affecting the overall market and analyzes all product segments. It also discusses major players and brands and analyzes their performance in terms of sales and market share. Market size data are provided for 2010–2014 and projections for 2014–2019. All retail channels that sell consumer cleaning products are covered and considered in arriving at overall market size estimates, market trends and competitive analysis. Detailed sales data are provided for products tracked by IRI sold through food, drug and mass merchandisers. Natural stores tracked by SPINS, Inc. are included in the more detailed sales analysis.

Methodology
The information in this report was obtained from both primary and secondary research. Primary research included proprietary Packaged Facts online consumer surveys as well as consultation with industry sources and on-site examinations of the retail sector. Secondary research entailed gathering data from relevant trade, business and government sources, as well as company promotional literature and annual reports. Our estimates of market size and company performance are based on various sources including reported revenues of product manufacturers and retailers; IRI, which tracks data in mass retail outlets; SPINSscan Natural data from SPINS, Inc., which tracks sales in the natural supermarket and specialty gourmet supermarket channels; publications and other market research sources. Our analysis of consumer trends relies on data from various sources including national online consumer usage surveys conducted in February 2009, August 2012, and January 2015 by Packaged Facts, and Simmons National Consumer Surveys for Summer 2010 through Summer 2014, from Experian Marketing Services.

Market Definition
Categories and Segments
For the purpose of this report, green-cleaning products are classified under two broad categories:

  • Green Household Cleaner Products: segments include dish/dishwasher detergents, all-purpose cleaners, tub/tile cleaners, toilet bowl cleaners, household cleaner cloths, glass cleaners, floor cleaners and furniture polish, specialty cleaners/polish, rug/upholstery cleaners, drain cleaners, and oven/appliance cleaner/degreaser.
  • Green Laundry Products: segments liquid laundry detergents, powder laundry detergents, fabric softener sheets, fabric softener liquids, bleach, laundry prewash/additives, fine washable laundry detergents, and other laundry detergents (packet/bar and includes pods.)

Green Cleaner Defined
There is no specific definition of green cleaners and definitions can vary widely, which can significantly alter the size and scope of the market. Many marketers may claim certain products within their portfolio are “green” because they contain no processed chemicals such as phosphates. Other products may be based on citrus oils, which imply they are green. For the purposes of this report, Packaged Facts has defined green cleaners as products or brands that are specifically marketed as “green” (natural, organic, or eco-friendly), including mass-marketer brands such as Clorox Green Works or eco-specific brands such as Seventh Generation.

ORDER THE REPORT!

Categories
All Other

Organic & Natural Health Association to Work With NY AG on Supplements

\"OrganicIndustry trade organization, Organic & Natural Health Association (Organic & Natural) met with the New York attorney general\’s office on April 15, in an effort to bridge communication gaps between the millions of consumers who want quality dietary supplement and herbal products and the companies that make them. The meeting was set in response to the comprehensive investigation of herbal products being led by New York Attorney General Eric Schneiderman.

\”Our meeting was encouraging as it is clear we have common goals that revolve around ensuring consumers are purchasing products that can be verified for quality ingredients at the earliest possible point in the manufacturing process,\” said Karen Howard, CEO and executive director of Organic & Natural. \”There has been an overemphasis on scrutinizing testing methods by the natural products industry when the real issue at hand is elevating transparency to the point that consumers feel fully informed and empowered by their purchase. This can only be accomplished through honest relationships and full disclosure between companies and consumers.\”

Organic & Natural formed just eight months ago by industry leaders and experts who were frustrated with the lack of true transparency between business and consumer groups when it comes to quality organic and natural products. Since officially launching in October, the group has worked towards developing a certification program for \’natural\’ products, including forging a definition of the term \’natural\’ based on consensus among business and consumer organizations; and facilitating scientific research on supplement ingredients and products that impact a person\’s health and wellbeing. Organic & Natural is the first trade organization to meet with the New York attorney general\’s office on his investigation into the herbal supplement industry.

During the meeting, Todd Harrison, partner at Venable, LLP, and president of Organic & Natural, agreed that there is common ground between industry and state attorneys general in regards to ensuring appropriate measures are taken to safeguard the integrity around the industry\’s supply chain. He said both sides should work with each other as well as with the U.S. Food and Drug Administration (FDA) to achieve that common goal, and while there will be debates on key issues, Harrison says an open and honest communication line is the best strategy to overcome differences that will ultimately improve the natural products industry and be in the best interest of the consumer.

\”Ensuring supply chain integrity must start at the earliest possible point, which means manufacturers of raw ingredients need a strong working relationship with farmers and that appropriate cGMPs (current good manufacturing practices) be instituted at the point where raw materials are manufactured,\” said Harrison. \”It would make sense to apply the FDA\’s current cGMPs (code 21 CFR Part 111) to raw material manufacturers. Not only does it provide flexibility but would also be welcomed by branded ingredient manufactures that are already following cGMPs but are forced to compete with lower quality ingredient manufactures that have minimal, if any, cGMPs.\”

Harrison believes it is also important for the FDA to clarify the obligations of private-label distributors under 21 CFR Part 111, as there is significant confusion to their responsibility evidenced in the warning letters issued by FDA.

\”Applying Part 111 is necessary to supply chain integrity,\” said Harrison. \”We believe it is crucial to transparency and traceability when it comes to herbal and dietary supplements.\”

Organic & Natural will file a citizen petition with the FDA by the end of the month, requesting the FDA amend current regulation in order to bring raw material manufacturers under 21 CFR Part 111 and to clarify the private-label distributors obligations under those standards.

\”Our intention is to keep an open dialog with the attorneys general offices on supply chain integrity and to work with them on the primary goal of making sure consumers have confidence in the authenticity and purity of the products they are purchasing,\” said Harrison.

Organic & Natural plans to host a supply chain integrity webinar for companies within the industry on June 24. Learn more at: http://www.organicandnatural.org.

Categories
All Other

Topco Salutes Members For Outstanding Private Brand Excellence

 

\"Topco\"

Topco Associates, LLC recently held its Annual Membership Conference at the Four Seasons Resort Orlando on February 24 and 25. During the two-day Annual Membership Conference, several members received awards for their commitment to Topco. Topco announced the following 2014 award winners:

Affiliated Foods Midwest – Greatest Dollar Growth in Center Store Programs
Affiliated Foods Midwest showed great success through persistence and penetration with their Center Store Program partnership in 2014 and we congratulate them on their award for Greatest Dollar Growth in Center Store Programs.

Fred W. Albrecht Grocery CompanyGreatest Percentage Growth in Center Store Programs
By focusing on partnering with Topco to develop their salad dressing and cake mix products, Fred W. Albrecht Grocery Company had the Greatest Percentage Growth in Center Store Programs among Topco members.

Stater Bros. MarketsGreatest Dollar Growth in Fresh Programs
Topco commends Stater Bros. Markets for their award. Their partnership with Topco’s Fresh Meat program and involvement in new Produce categories helped them achieve the Greatest Dollar Growth in Fresh Programs in 2014.

Associated Grocers, Inc. Baton RougeGreatest Percentage Growth in Fresh Programs
For over 15 years Associated Grocers, Inc. have made a strong commitment to the Fresh Programs at Topco. This year they earned the Greatest Percentage Growth in this category with their commitment to produce, meat, deli, bakery and prepared and cooked foods.

Bi-Lo Holdings, LLC – Total Dollar Growth in Value Added Programs
By partnering with Topco’s Pharmacy Program in 2014, Bi-Lo Holdings, LLC grew and became Topco’s 2014 Value-Added Dollar Growth Award winner.

Weis Markets, Inc. Total Percentage Growth in Value Added Programs
In 2014, Weis Markets, Inc. had the highest Total Percentage Growth in Value Added programs with their commitment to Topco’s Pharmacy Program.

Giant Eagle, Inc.Overall Dollar Growth in all Programs
This significant achievement is awarded to Giant Eagle, Inc. for their increase of purchases through Topco by over $200 million in 2014.

SpartanNash Co. – Overall Percentage Growth in all Programs
Topco salutes SpartanNash Co., who demonstrated the greatest percentage growth across all of Topco’s programs by growing 30% in 2014.

K-VA-T Food Stores, Inc.Highest Topco Penetration Percentage
For the 11th year in a row, Topco is proud to present K-VA-T Food Stores with the Highest Topco Penetration Percentage Award. K-VA-T Food Stores surpassed all members across all programs with a penetration rate of 48.8%. An amazing feat in its own right; in addition, they are almost 30 points higher than the Topco average penetration!

Hy-Vee, Inc. – Highest Topco Purchase Volume
Hy-Vee, Inc. led all members in 2014 in overall purchases for the 10th consecutive year, and also increased purchases by 20% versus last year. Congratulations on your award for the Highest Topco Purchase Volume for 2014.

Also, Golub Corporation/Price Chopper Supermarkets was awarded for its Supply Chain Excellence.

In addition, several members were honored for their significant Topco anniversaries, including:

  • Meijer, Inc. – 60 years
  • Associated Grocers of Florida, Inc. – 40 years
    Pueblo Inc. – 35 years
  • K-VA-T Food Stores, Inc. – 20 years
  • Hy-Vee, Inc. – 15 years
  • BI-LO Holdings, LLC – 10 years
  • C&S Wholesale Grocers, Inc. – 10 years
  • Brookshire Holdings, Inc. – 10 years