Emerge Credentials Linkedin

We created to help retailers, manufacturers and service providers achieve their next level of greatness.

OUR INSPIRATION.

COLLABORATIVE AIMS.

-  To nurture our partners’ strategic and tactical plans for growth

-  To help them come to market uniquely -  To identify and adopt best-in-class behaviors for

their success -  To guide how they can lead and truly emerge from

the pack

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IN-DEPTH RETAILER UNDERSTANDING.

SUPERMARKETDRUGMASSCLUBHYPERMARKETWHOLESALEFOODSERVICEDOLLARCOOPERATIVEHOMEIMPROVEMENTSPORTS-RECREATIONPETOFFICECONVENIENCESPECIALTY

We have partnered with the world’s retail leaders developing their brands and CPG strategies within. Our experience is global, cross-channel and multi-functional, covering brand, product, organizational and strategic development. We have partnered in over 15 classes of trade across 5 continents, with a proven track record of success.

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IN-DEPTH RETAILER UNDERSTANDING.

SUPERMARKETDRUGMASSCLUBHYPERMARKETWHOLESALEFOODSERVICEDOLLARCOOPERATIVEHOMEIMPROVEMENTSPORTS-RECREATIONPETOFFICECONVENIENCESPECIALTY

We have expert understanding of retail, and relationships with the trade that are truly global in nature at the highest levels organizationally. These were not peripheral projects that were in-and-out, these are lasting in-house partnerships that were established and accomplished/addressed the following:

•  Where do we create and invent product? •  How do I establish a proprietary category

management process? •  How do I situate my pricing strategy versus my

competition? •  How do I set forth an actionable strategic plan? •  Where can I best differentiate my store

experience? •  How can I create ownable brands that my

shoppers can connect with? •  What is my most effective merchandising strategy? •  What does my shopper segmentation look like? •  Where are my destinations in-store, through a

consumer lens? •  How do I align with my supplier base better? •  Where am I not achieving supply chain

efficiencies?

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We partnered with BJ’s on redefining their entire approach to own brand development, but particularly in building out their drug, grocery and fresh presence, which they saw as an essential differentiator versus their competitors.

BJ’S PARTNERSHIP OBJEJECTIVE: CREATE MORE PRESENCE AND CREDIBILITY IN DRUG, GROCERY & FRESH.

OBJECTIVE:Create comprehensive product bench strength across drug and grocery by repositioning their brands and approach

SCOPE OF WORK:-  NEW PRODUCT DEVELOPMENT-  REDESIGNED CATEGORY REVIEW PROCESS-  INNOVATION WORKFLOW DEVELOPMENT-  NEW BRAND POSITIONING-  IDENTIFY NEW DESTINATIONS (20+

CATEGORIES)-  COMPETITIVE STRATEGY VS. COSTCO-  SUPPLIER STRATEGY -  DESIGN PARTNER STRATEGY-  BRAND PORTFOLIO MAPPING

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We worked with Topco’s leading members to build out a comprehensive and customized approach for best fighting Aldi, and particularly preparing for Lidl’s entry into the U.S. market.

TOPCO PARTNERSHIP OBJECTIVE: DEVELOPING A LIMITED ASSORTMENT DEFENSE STRATEGY.

OBJECTIVE:Create a line of defense and strategy for fighting Aldi and Lidl across key Topco members.

SCOPE OF WORK:-  COMPETITIVE EVALUATION-  PRICING STRATEGY DEVELOPMENT-  MERCHANDISING PLANNING-  SEGMENTATION OF “VULNERABLE” SHOPPERS-  OWN BRAND RESPONSE STRATEGY-  ONE-TO-ONE MARKETING APPROACH-  STORE SPECIFIC “FLEX” STRATEGY-  ONGOING RESEARCH PLAN-  METRICS DEVELOPMENT-  DESTINATION & SIGNATURE MARKETING

VS.

VS.

VS.

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At Emerge, we think there are six key areas which are critical for achieving greatness and true success. They are the focus of our consultancy.

OUR FOCUS & PRACTICE AREAS.

1. Differentiation WHAT MAKES YOU TRULY UNIQUE?

2. Alliances ARE YOUR COLLABORATIONS CUSTOM & OWNABLE?

3. Strategic Path DO YOU HAVE AN ACTIONABLE PLAN FOR SUCCESS?

4.Private Brands DO YOU HAVE A BRAND PORTFOLIO YOUR SHOPPER LOVES?

5. Growth & Innovation HOW SHOULD YOU EXPAND AND INNOVATE?

6. Customer Service HOW DOES YOUR CUSTOMER SERVICE DEFINE YOU?

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GLOBAL TRENDSOUR TAKE ON CURRENT TRENDS.

Before starting any engagement, we usually spend one session devoted to trends and addressing them from a consumer, supplier and retailer point of view. You will get a good glimpse in the following slides of how we begin this dialogue with clients. It usually serves as very good footing and grounding to the work ahead.

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We think of your company, brand or service with regard to all of the key trends.

How are you managing or leading your business according to trend.

-  LEADING. Are you ahead of the trend?

-  WITH IT. Are you on trend?

-  BEHIND. Are you following the trend or way behind it?

-  UNOBSERVANT. Are you not paying attention at all to the trend?

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CONSUMER

Specialization Being known for something definitive (Container Store, Golfsmith, Samsung)

RETAILER SUPPLIER

Brand Building Building a brand costs less; accomplished faster than ever through social media (e.g., Nest, Method, 5 Hour Energy)

Globalization The exporting and importing of retail chains and concepts like Uniqlo, Muji, Joe Fresh and more

Multitasking More about generation than gender (how and where we construct multiple messages)

Experience Theater & sensory experience are still vital, but considered by medium (e.g., the demise of movies versus electronics)

Selective Alliances Picking your partners versus mass marketing, especially around innovation

Channel Reinvention Reinvention requirements change rapidly (e.g., Office channel, Radio Shack, Best Buy vs. Sony.com)

CustomizationThe desire for personalization, individuality and the fight against “sameness”. Millennials and more!

Digital Comfort Amazon-Zappos, overall digital shopping comfort and “immediacy”

Speed Speed is the name of the game for suppliers, in B-to-B and B-to-C

TraceabilityTransparency of method and/or ingredients for the enlightened consumer

There are 12 trends that are dramatically affecting consumer behavior, brands and the shopping experience.

How are you managing or leading your business according to trend.

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SimplicityLess is more is the new mantra that drives technology, design and the overall brand interface

The desire for personalization, individuality and the fight against “sameness”. This is a marker of the Millennial generation, but it has extended beyond into our psyche, shopping behaviors and overall self-expression.

TREND #1: CUSTOMIZATION.

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TREND #1: CUSTOMIZATION.

Where are you customizing and personalizing your store and product experience ?

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TREND #4: SIMPLICITY.

Though the words “simply” and “simple” are overused in brand vernacular, it is very true that consumers are prioritizing simplicity as a virtue. We all complain about being over-scheduled, foods with complex ingredients, and products that are un-intuitive. Today less truly is more.

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TREND #10 : TRANSPARENCY & TRACEABILITY.

There is an increasingly curious and educated consumer who wants complete transparency in a product’s origin, method of production and its ingredients back to the source. This is extending beyond food consumables (beef, eggs, olive oil) into broader grocery, and it extends into non-foods too (toys, home care).

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BEST-IN-CLASS ESSENTIALS

GOING BEYOND THE METRICS OF WHAT DRIVES GREATNESS.

The following are the twelve “essentials” that guide best-in-class brand companies, which we have identified through our cross-channel experience. We break them out fundamentally into internal and external essentials, and we evaluate how your organization is performing with regard to each. This foundation is the touchstone to our retail partnerships, and from each essential, there is a very specific, tactical work plan that is developed.

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12 ESSENTIALSFOR RETAIL BRANDING GREATNESS

INTERNAL EXTERNAL

1. Culture 2. Plan 3. Point 4. Support 5. Product 6. Progress

7. Brand 8. Marketing 9. Presence 10. Segmentation 11. Experimentation 12. DNA Relationship

ORGANIZATIONALCOMMITMENT

CONSUMER-FACINGREQUIREMENT

OUR EXPERIENCE TELLS US THAT THESE ARE THE BENCHMARKS FOR SUCCESS.

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OUR APPROACH AND METHODOLOGY.

Everything we do is applied with a best-in-class perspective in mind. We literally scorecard our clients’ performance and progress versus the very best in the industry. We use Emerge’s proprietary Essentials as the foundation of our work, and set up timelines, accountabilities and priorities around them. They are the touchstone of our partnership together.

*Note: This is just one example page out of a comprehensive analysis we would conduct

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HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

CASE STUDY

Collaborating with a $12B retailer to reinvent their brands and the way they come to market.

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AREAS OF TRANSFORMATION


1. Culture 2. Build Destinations 3. Redefine Team 4. Brand Portfolio 5. Category “White Space” 6. Strategic Plan 7. Results-Metrics

A

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Culture HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

KEY ACCOMPLISHMENTS: •  New mission and mantra for the Company. •  Established own brands as one of the strategic pillars. •  New metrics established.

THE OBJECTIVE

To develop the strategy, behaviors and culture to be best-in-class in own brands. THE RESULT

Creating a legion of members that not only know, but love and covet our brands, so that they have a meaningful, even ritualistic place in their lives. THE ADJACENT OUTCOMES

Increased loyalty and trackable repeat purchase Brands seen for their exclusivity Getting credit for our quality investment Brands acting as a true point of difference

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Culture HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

Today Tomorrow PRODUCT

“Not getting credit” Differentiated product in various areas

BRAND

METRICS

Members not fully understanding brand portfolio

Members loving and caring for our two focused brands

“Getting full appreciation” Differentiated product in the most meaningful destinations

Below industry own brand share Under-sku’d proportionately

Above industry own brand share Right sku’d

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Destinations HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

KEY ACCOMPLISHMENTS: •  Developed an approach to identifying “signatures” •  Applied to high volume, must-win categories. •  Built out the product development and marketing.

NEW LAUNDRY NEW PAPER NEW BABY

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New Portfolio HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

KEY ACCOMPLISHMENTS: •  Evaluated the equity of all own brands. •  Clarified the brand portfolio significantly. •  Redesigned the brands and their category territories.

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Build the consumer-facing voice

White Space HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

KEY ACCOMPLISHMENTS: •  Developed an approach to identifying “signatures” •  Applied to high volume, must-win categories. •  Built out the product development and marketing.

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Strategic Plan HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

KEY ACCOMPLISHMENTS: •  Defined the road map for the future. •  Get integrated department buy-in. •  Created new accountabilities for achieving.

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Metrics HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.

KEY ACCOMPLISHMENTS: •  Significant share impact in 18 months. •  New members who have never purchased within key categories. •  Margin accretive

In the launch month, XX,000 new members purchased own brands laundry, who had never purchased laundry at BJ’s in the last year! Penetration increase of two full points in 18 months. Sales and margin accretive in a limited assortment environment. On track to meet goal of XX% in the next two years.

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AREAS OF TRANSFORMATION


1. Culture 2. Build Destinations 3. Redefine Team 4. Brand Portfolio 5. Category “White Space” 6. Strategic Plan 7. Results-Metrics

A

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SUPPLIER ENGAGEMENTGROWING AND POSITIONING YOU FOR THE FUTURE.

The following are Emerge’s Key Platforms For Supplier Engagement, areas where we are partnering with suppliers to advance their positioning, sales relationships and overall mission with their retail customers. Unattached from any brokerage and not conflicted by any other interest, we are retained and commissioned solely by you to uniquely build your sales platform or even just a focused aspect of it.

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KEY ENGAGEMENT PLATFORMS.

1. DNA Distilling your Company DNA clearly for retail customers. 2. TRADE PRESENTATION Sharpening your trade presentation and overall pitch. 3. WHAT’S NEW Ensuring you are the “go-to” for what’s new in the category. 4. BEST-IN-CLASS Cementing the impression of your Best-In-Class positioning. 5. BROADEN YOUR BASE Broadening and deepening your connections and customer base. 6. CUSTOM APPROACH Developing a truly custom approach to retailers.

7. ALLIANCES Building stronger trade alliances and presence. 8. STRATEGIC PLAN Designing and honing your strategic plan. 9. MARKETING Refining your customer and consumer-facing marketing plan. 10. WHITE SPACE “White Space” evaluation and category growth strategy. 11. BROKER OPTIMIZATION Optimizing your broker support and performance.

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IDEA-Led PROCESSHOW WE PARTNER WITH CLIENTS FROM A PROCESS POV.

While every client engagement follows a unique path where flexibility is key, there is also an overarching process that guides the relationship, that we like to call IDEA (Immerse, Develop, Empower, Act) led. It is this IDEA-led process that underlies how we approach the work with you.

A FOUR STEP PROCESS – IMMERSE>DEVELOP>EMPOWER>ACT.

A CT

D EVELOP

E MPOWER

I MMERSE 1.

2.

Deep dive into the engagement

Outline the strategic approaches and “ways in”

Arm the team members with the plan and future path

Execute hand-in-hand with client and track progress

3.

4.


The Immersion Phase is where we literally deep-dive into the engagement – learning, critiquing, challenging, researching and evaluating. Typically about 100 days, it is where fresh, strategic eyes are applied and where we gut-test the following with you: - Company and brand equities, history, SWOT, situ - The competitive landscape, roles and positioning, key players - Consumer trends, POV, attitudes, segmentation - Future environment - People and organizational capabilities - Benchmarking, metrics, best-in-class analysis - Quick win evaluation - Table set clear project objectives and timeline

IMMERSE / 1 / IDEA


The Developmental Phase is all about outlining potential strategic approaches, ideas, and “ways in” that have been undiscovered to date or can be amplified. The Immersion phase has provided the grounding, so this phase is about creating and evaluating the most meaningful solutions. - Identify new product, growth and innovation paths - Redefine company/brand positioning, portfolio, marketing - Determine new sales strategies for the future - New creative approaches and review - Test concepts where necessary - Outline initial strategic thinking - Draft framework for company roadmap

DEVELOP / 2 / IDEA


The Empowerment Phase is focused on arming the company with the creative, marketing, sales strategy and ultimate plan that will galvanize the organization and set the future path. - Empower org with the finalized strategic plan - Finalize all key strategies and tactics - Prioritize steps and timeline - Define primary, secondary roles for empowerment and accountability - Create enthusiasm and change management plan within the org and outside it - Define necessary investment/budgeting for success

EMPOWER / 3 / IDEA


The Action Phase is where we work hand-in-hand to execute the strategy, tactics and the overall plan, ensuring that everyone understands their role for making it happen and implementing the new sales and marketing for the future. - Establish, communicate and embrace all key progress milestones - Adopt, execute and fine-tune all agreed-upon strategies - Further define accountable roles as “lead”, “supporter”, or “knowledgeable” - Employ known incentives and rewards for reaching milestones and going beyond - Set up the right consumer/customer testing for new implementation - Fine-tune, adjust and rework as situations change – be adaptable

ACT / 4 / IDEA

POINTS OF DIFFERENCEWHAT MAKES US UNIQUE.

Our expertise is within global and domestic retail, and helping you bring your product, service or experience to life and align with the trade and end consumer in the most powerful way, suited uniquely to your business.

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WHY WE ARE DIFFERENT.

We are different because our approach is highly selective, personal and consultative. -  Highly selective. We only work with people who are committed to change, who

want to make a real difference, and we premise all of our thinking on what is driving best-in-class.

-  Personal. The partners of Emerge work personally with you, so what you see is what you get in terms of our expertise, chemistry and approach.

-  Consultative. We want to be your consultative, retained partner in this journey, which means you will get the most objective strategic advice from us at all times, retained in our mission together.

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BIOS & BACKGROUNDA LITTLE BIT MORE ABOUT OUR EXPERIENCE.

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MARK DICKINSON Managing Partner [email protected]

Mark is the Co-Founder and Managing Partner of Emerge, and he possesses a unique perspective on the global retail marketplace and how brands succeed within it. To be honest, he should. Mark has traversed the world, developing personal and enduring retail partnerships across 5 continents, and he has a great sense of the interconnection of culture, consumer behavior and sales. He has worked with some of the most influential retailers of our day, including Aeon in Japan, Lotte in Korea, Massmart in South Africa, Pingo Doce in Portugal, Eurocash in Poland, Office Depot across Europe, not to mention a having deep knowledge of the North American market. He is particularly respected for his ability to lead diversified, customer-attuned teams, whose focus is on product development, category management, marketing, strategy and customer service, and he has worked with literally thousands of associates who would concur. Before starting Emerge, Mark led all the International customer relationships as Executive Vice President for Daymon Worldwide Inc. in 20 countries, focusing on how retailers could differentiate themselves more powerfully through their own brands. He led the fastest growing part of Daymon’s enterprise at $4+ Billion and over 1000 associates, one of his important legacies in his 28 years. Mark led Daymon’s new business efforts prior to his global role, and a majority of their domestic operations including on-site teams within Topco, HEB, Wegmans, Meijer, CVS and many others. He is a retail and organizational visionary, and a true activist in driving the Retailer Brand industry into the future. As one of the Consumer Goods Forum’s “future leaders” and later their Global CEO program, as well as a key influencer within FMI’s Industry Relations Committee, Mark is a persuasive, trusted and well-respected voice. Mark and his wife, Kim, have lived throughout the U.S., and now reside in Stamford, Connecticut.

BIO & EXPERIENCE.

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BIO & EXPERIENCE.

Perry is the Co-Founder and Strategic Partner of Emerge, and has been the front edge of retail, shopper marketing and branding throughout his career. Known for and recognized as one of the world’s leading authorities on retailers’ proprietary brands, he has shaped clients’ programs across four continents and eight classes of trade. His passion is in helping companies see their unique DNA and positioning, and creating actionable marketing and sales strategies essential for their success. Prior to Emerge Perry co-founded and led United* DSN for six years, an award-winning branding and design firm embraced by many of the world’s most influential companies such as Pepsi, Lowe’s Home Improvement, CVS, A&P, Hearst Corporation, Starwood Hotels and Recreation Equipment Incorporated (REI). He directed all brand strategy, innovation, marketing planning and account management across these FMCG and Retail partners. United’s retail business alone reinvented over $7B of private brands. Perry was the Chief Marketing Officer of Daymon Worldwide, leading their branding and field marketing subsidiary, C&M Marketing, where he partnered closely with retailers like Safeway, Meijer, HEB, Aeon and many others. He reinvigorated the company’s creative approach and reputation, attracted experienced talent, rebuilt their portfolio and developed global category management and marketing capabilities. He was one of the first to lead the shopper marketing revolution as VP/Management Director of Saatchi & Saatchi’s Collaborative Marketing division, now Saatchi X, where he was at the forefront of customizing Procter & Gamble’s marketing at key retailers in the U.S. Today, he is still professing the power of retail and addressing its future, presenting at forums like the International Institute of Research’s “Private Label Impact” and “Future Trends” conferences, the Consumer Goods Forum’s “Future Leaders” event, IRI’s “Consumerama”, Western Michigan University’s annual food marketing conference and Daymon Worldwide biennials. He has an enthusiasm for branding and innovation that is also seen in his widely published articles in print and on-line. Perry is a graduate from Northwestern’s Kellogg School and Hamilton College. Perry and wife, Karen, live in Wilton, Connecticut with their three children.

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PERRY SEELERT Strategic Partner [email protected]

Documents

Emerge Credentials Linkedin