David Biernbaum

Founder & President, David Biernbaum & Associates LLC

DAVID BIERNBAUM is a consultant, master broker, national retail sales and business development professional, and marketing expert for consumer goods in the mass markets.

David Biernbaum…

Since 1977, is a consumer packaged goods professional in the field of marketing, retail sales, broker management, and business development.

Has a far-reaching background and resilient career building equity for major consumer packaged goods (CPG) companies…

…And also several start up’s and young companies, with national brands, niche brands, licensed, private label, and all types of specialty brands in HBC, OTC, GM, Oral Care, Non-Foods, and consumer electronics.

  • At (GSK) Beecham; led initial launch of Aquafresh toothpaste, a major global brand.
  • National leadership and new licensing agreements elevated Zooth Inc. to its market dominance leading to it’s acquisition by the Gillette Co. and then Procter and Gamble.
  • As Senior VP, led Vi-Jon Laboratories to become a major force in HBC private label leading to its highly profitable merger and industry dominance the company still builds on even today.
  • At The Gillette Company’s Oral B Laboratories; led sales forces through high-impact maneuvers often shattering record sales and breaking competition.
  • Highly successful development of several niche and specialty brands; examples include TheraBreath, Fresh & Go, Milkscreen nursing products, Mineral Ice, and others.
  • For major national companies such as Abbott Laboratories and Beecham Products; led regional launches for brand names such as Selsun Blue, Murine, Faultless, Tronolane, Cling Free Sheets, Calgon, Massengill, and Fruit Fresh.
  • As a transition consultant for a new owner at Medallion Foods; took over as interim president then re-staffed the company with great results and lasting success.
  • As COO at Ultradata Systems, Inc; licensed travel information computers to companies such as Rand McNally, AAA, Lucent Technologies, etc.
  • Launched several oral care products in the mass markets to raise funds for The Susan G. Komen Breast Cancer Research organization.

David Biernbaum has written hundreds of columns for trade magazines such as MMR, Chain Drug Review, and PL Buyer, and currently David is a “BrainTrust” panel member at, the very popular blog read every day by hundreds of retail executives.

Working directly with retail executives on numerous industry committees, David is also an instructor at colleges and he is a frequent speaker for industry seminars and panels.

Recently, David founded and developed the CPG Retail Professionals social networking group on LinkedIn. Services Performed:

  • Sales, Marketing, Business Development and Consulting
  • Master Broker: Chain Drug, Supermarket, Mass Merchandisers
  • Complete All-In-One Sales/Management
  • Hiring of all brokers nationwide and total broker management
  • Expert sales presentation development
  • Hands-On Retail Sales support
  • Expert Consumer Goods Marketing
  • Expertise with Market Analysis, Retail Planning, CPG Package Design, and Essential Sales materials.
  • Comprehensive Business Planning
  • Complete brand equity development
  • Trade Shows development with expertise for ECRM, NACDS Marketplace, GMDC, and PLMA.

Consulting available by phone, e-mail, on-line. Consulting available at David’s office or client’s facility.

Consumer Goods Marketing, National Retail Sales, and Business Development Specialist, and Consultant. Since 1977, outstanding success delivering brand-equity for client-companies, brokers, and retail partners, and more than 200 CPGs on today's shelves. HBC, OTC, Personal Care, etc., with bias for category expanders, superior technology, and premium pricing.
  • Posted on: 08/24/2020

    Should restaurants charge a pandemic fee?

    Restaurants definitely need to have a method for bringing in enough revenue to remain open and in business. Restaurants might decide to charge a fee for COVID-19, however it's the customer who will decide whether or not the fee is acceptable. If consumers do not want to pay a fee, they will stay away from restaurants that charge one. Consumers dislike fees. Often it's better for a business, or an industry, to raise prices.
  • Posted on: 08/18/2020

    Cloud tech becomes a retailing priority amid COVID-19

    Retailers and brand suppliers are still trying to get a better grasp on all current and developing situations so that they can make more informed decisions. Since we do not know what the future holds, or what the timeline will be, the use of cloud technology is evolving each day to something not quite the same as the day before.
  • Posted on: 08/17/2020

    Can retailers mitigate holiday delivery fee spikes?

    Consumers despise fees for service, shipping, and delivery, and that is why one-time fees, as with Amazon Prime, are so popular. Retailers are better advised to implement one and done coverall fees, averaging in the extra demand for holidays, or else build the costs of delivery into prices.
  • Posted on: 08/17/2020

    Smart home spending to take a temporary hit before surging

    It's likely that many consumers still have the perception that smart home technology is expensive and unnecessary, but also complicated to set up without bringing a tech person into the home. At present, home visits are not welcome except for absolute necessities.
  • Posted on: 07/27/2020

    Are boycotts becoming bigger risks?

    Among a hundred other insane things, 2020 is the year of protests and boycotts, almost non-stop. But since there are such a ridiculous number of protests and boycotts, none of them are able to stand out. My advice to retailers might surprise you. Ignore the protests or boycott rhetoric because odds are slim that it will even happen. Do not panic, and do not over react. A few days from now the attention will be on a dozen other things. I promise.
  • Posted on: 05/27/2020

    Are store brands set for a big growth spurt?

    When store brands look and perform as well or better than national brands, retailers will benefit from sales to a higher spending consumer than when store brands are strictly private label knock-offs. Brand naming and package design are critical. Store brands need to be properly positioned, not understated nor overstated.
  • Posted on: 05/26/2020

    What will Applebee’s and Boston Market learn from their virtual restaurants?

    The creation of new brands, virtual, or otherwise, might be a good or bad idea from a marketing and business perspective, depending on specifics. Many restaurant companies have multiple brands. I cannot find fault with virtual brands that play off names or characters associated with parent brands. Pasqually is apparently a trademarked character associated with Chuck E. Cheese and, therefore, transparency is inherent to Chuck E.Cheese's loyal customers. Ethically, however, there probably should be some text or logos on menus, apps, and ads, that identify an association between Chuck and Pasqually.
  • Posted on: 04/18/2019

    Will former exec’s Godiva café plans spell trouble for Starbucks?

    Annie Young-Scrivener’s resume and direct-competitor experience is an obvious advantage for Godiva. However, to presume that Godiva’s 200 stores, or perhaps eventually as many as 500 stores, or 1,000 stores, will hurt the Starbucks brand, is erroneous on so many levels. For one, Starbucks already has competitors, nationally, globally, and in every local market. Many competitors have come and gone but, in any case, Starbucks continues to prevail as an enduring brand that continues to grow year after year. This is not to suggest that Godiva will not succeed on its own. Godiva is a great brand associated with outstanding quality. However, there does exist a wide growth market for coffee, and coffee shops, and there is plenty of room for Godiva without hurting Starbucks.
  • Posted on: 01/08/2019

    Sears likely headed for liquidation

    Sears lost its brand and store identity on the day Eddie Lampert stepped in. Kmart lost its brand and store identity the day that Walmart decided not to be just rural, anymore. Both retail chains did little more than to “exist” during the entire Lampert era. Both chains became “all things to no people.” Sears lost all its former strengths, including its exclusive brands, primary services, in-store atmosphere, and failed miserably to convert the best and most established catalog in the world, to an effective e-commerce operation. Kmart was treading water for many years while repeatedly drifting back and forth from one poorly executed strategy to another. What Kmart became best known for were empty parking lots, empty shelves, and a burned-out blue light. Oh wait, Eddie Lampert even tried turning the blue light back on for a month or two. It’s all very sad for those of us old enough to remember when both Sears and Kmart ruled the world. Hmm, maybe Kmart should have skipped the rebirth of the blue light and reverted to being Kresge variety. The luncheonette counter would be a big hit with the Millennial generation. Nah.
  • Posted on: 01/07/2019

    Will AI, tariffs or some other news be the big retailing story of 2019?

    The "tariffs" situation will work itself to resolution, or at least an end, in the near future. The more important longer-term (effect) stories will be more retail acquisitions by Amazon, an increase in same-day delivery services offered by traditional retailers and third-party services, and additional apples-oranges mergers and partnerships between retailers in different channels.
  • Posted on: 10/02/2018

    Will Amazon’s new $15 an hour minimum wage mess up rivals’ seasonal hiring plans?

    For certain, every human who wants to work has plenty of opportunities, and no excuses anymore for self-inflicted unemployment. There is a shortage of "workers" throughout the U.S. which means there will be indeed, competition for available human resources. Retailers will do whatever they "need" to do to be open and operate profitably now, through the holiday season. If certain retailers need to raise wages, or provide other advantages or benefits, temporarily or otherwise, I think they will do so.
  • Posted on: 08/16/2018

    Gallup poll says consumers prefer to shop for their own groceries

    It’s not surprising that many consumers still prefer to go to the grocery store and make personal selections, especially for fruit, meats, and fresh foods. Many other grocery store items, too, are personal, with shoppers having special preferences. It’s one thing to have canned foods or laundry detergents delivered, but it’s quite another to choose bakery items, or how firm you like your cantaloupes to be. Grocery stores will probably never be replaced by Amazon or delivery services.
  • Posted on: 08/07/2018

    Starbucks prepares for a Bitcoin future

    Starbucks has a long illustrious history of leading, not following and innovating, not imitating. Bakkt will be launched without many of the bumps on the Bitcoin highway. Ultimately, whichever direction Starbucks goes will become the "next generation" of Bitcoin for others to follow.
  • Posted on: 07/25/2018

    Kroger’s 90-day terms have CPG suppliers seeing red

    Target began making the same “request” one year ago. Here is the issue: once the supplier caves-in to Target, or Kroger, then it’s only a matter of time until the manufacturer will be under pressure to do the same for most other accounts, and eventually, your business model will need to adjust to 90 days for almost every retailer nationwide. That’s not a good situation. I am advising my clients to hang tough. I am requesting a face to face meeting with the powers-to-be, so that I can explain why this does not work for the client’s business-model, and the impact it will have on the brand’s ability to advertise, and to support the retailer’s promotions. In any case, without a personal face to face meeting with the true decision-makers, we will hang tough.
  • Posted on: 04/18/2018

    Honoring women

    In my field, the consumer goods and retail industry, where I work directly with quite literally thousands of women and men and having met with and spoken to so many women on these topics, I dare say that our space might be ahead of most industries. Since approximately 1977, I have had the opportunity in the CPG Retail Industry to work for, with, hire, or deploy, a rapidly increasing number of women at all levels, in nearly every capacity, and in companies I have worked for, with, or have been associated with, women are paid comparable salaries to men with similar responsibilities. The exception that I have observed over the years are in family-owned and operated businesses, where structures are off the charts. I do not presume to deny that inequality and harassment exist, because both issues do, in large numbers, including in the CPG retail business. However, I don’t believe that the root of the problems will be resolved by government intervention, intimidation of males, or by forcing males to behave in non-masculine ways that are unnatural. We can all be equals and work together quite effectively, while still recognizing and accepting that there are certain gender-differences; i.e., Venus and Mars. It just happens to be true. I think the better approach is teaching both males and females how to work and interact together, with one being as important as the other. This will be achieved much better with company communication between co-workers, rather than with “movements,” or lawsuits, or a new “McCarthyism,” or other synthetic solutions. Based on my own experience, communications, and relationships, I have every reason to be optimistic that we have come a very long way, and will keep improving, and I think the consumer goods and retail industry is the near-perfect environment to set the right example.

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