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J. Peter Deeb

Managing Partner, Deeb MacDonald & Associates, L.L.C.

J. Peter Deeb is a founding partner of Deeb MacDonald & Associates, L.L.C., a provider of professional consulting services for the consumer package goods industry. Mr. Deeb’s role as managing partner encompasses all areas of the company including management, business development, and execution of client’s projects.

Prior to the formation of Deeb MacDonald & Associates, L.L.C., Mr. Deeb worked for several Unilever companies and Sorrento Lactalis for over 30 years. His senior management positions covered diverse areas of sales, marketing and general management.

He held several senior positions at T. J. Lipton, Inc., within training, marketing and sales. As National Training Manager, Mr. Deeb was responsible for development and implementation of leading edge programs for a 500-person direct sales force and colleagues in sales related disciplines.

Mr. Deeb’s senior sales positions at T. J. Lipton, Inc., and later as Vice President, Sales at Unilever Foods, provided leadership to over 350 sales associates and sales agent resources. He managed geographical areas, key national account sales teams and alternate channel businesses. Mr. Deeb was responsible for sales growth, profitability and personnel development. He also served on several industry studies for GMA and FMI while at T. J. Lipton, Inc., and Unilever, and continues to serve on the Board of the Food Industry Alliance of New York State.

He initiated the trade marketing process at T. J. Lipton, Inc., and led the team that developed the structure and processes, including the computerized system, still in use today. Later as Vice President, Trade Marketing for Unilever Foods, Mr. Deeb led the integration of the T. J. Lipton, Inc., and Van den Bergh Foods, Inc., Trade Marketing teams into one effective group functioning with the best practices of both companies.

Mr. Deeb also served as Director, Consumer Marketing at T. J. Lipton, Inc., and spearheaded the evolution of programs to include direct marketing to the consumer and use of consumer segmentation programs to more effectively attract new consumers and build loyalty in the existing base.

Mr. Deeb served as Vice President, Sales and General Manager at Sorrento Lactalis, the North American division of Groupe Lactalis. He was responsible for sales and profits for the $800MM organization and managed the retail, private brand, foodservice and industrial channels for this major cheese manufacturer. He introduced category management and systematized the trade marketing process at Sorrento Lactalis from order entry to payment. He also led the sales team to profitability-based management in a commodity-based industry.

Mr. Deeb received his B. S. degree from Duquesne University and was selected to participate in Unilever’s International Executive Training Program Courses that included sales, marketing, finance and general management.

Mr. Deeb maintains his office in Orchard Park, New York.

  • Posted on: 11/08/2017

    Big Data is done, put a fork in it

    The new term should be "Smart Data." Companies that have learned how best to efficiently mine their data for better sales and profits, customer retention, better logistics operations etc. are already on to this "smart" usage. There are many examples -- from dunnhumby to Watson -- of businesses that understand how to utilize their information for results.
  • Posted on: 11/07/2017

    Should Papa John’s drop its NFL sponsorship?

    All NFL sponsors should be evaluating the efficacy of that spend. With many real issues, fragmented leadership and a growing use of streaming and short burst watching (i.e. Red Zone on cable) live ads need to be looked at. The NFL will be making good on contracts that require certain amounts of viewership and when that next renegotiation rolls around they will be in a much weaker position to command the dollars that have made the sport rich. Unless the commissioner, owners and players get on the same page the troubles will continue.
  • Posted on: 10/26/2017

    Retailers need to do a better job delivering groceries

    The day that ALL produce and meats are of the same high quality is the day I will order them online. I was at my local upscale supermarket today shopping for produce (theirs is the best in town) and I had to pick through lettuce, tomatoes and bananas to get the freshest, highest quality from the selection! I worked in retail for several years cutting meat and ordering and handling produce and the pressure to reduce shrink and personal preference for size and ripeness means not all cuts or items are the same. If there was no time to stop at the store then I can see people accepting what is sent. Having said that, a box of Cheerios is the same no matter who picks it and I am all in for delivery of dry grocery staples.
  • Posted on: 10/12/2017

    Are store brands a ‘fundamental defining piece’ of the retail experience?

    Just look at the most successful retailers in the grocery business to see the fundamental role that store brands play. Costco, Kroger, Wegmans, Trader Joe's, Publix, etc. All have very well developed programs. Look at any market and you see the share leaders with a very strong program. The next true test of store brands will be the penetration levels that they achieve in both online and store pickup shoppers. I am sure Peapod and other pickup and delivery systems have those numbers and as more Millennials use those options store brand penetration will increase.
  • Posted on: 10/02/2017

    Could retail workers benefit from implanted microchips?

    Twenty years ago when I got my first mobile phone I could not have imagined all the uses we have for these devices today! Like the advance of mobile technology I think we will progress to RFID or some similar technology that will simplify many of the activities mentioned in the article. Is privacy a concern? Of course but it was also with the phones and we have learned to manage most of the issues. Communications to retail associates for task priorities, customer service needs, price checks, etc. will be managed this way. Life efficiency will be improved if privacy can be managed.
  • Posted on: 09/14/2017

    Will exclusive nutrition labels set Raley’s apart from rivals?

    This new Raley's system seems more user-friendly than some others but I already see some confusion in the labels. "S" to me would indicate sugar rather than no sugar. Others would benefit from a two-letter designation. The education process for Raley's customers will be important to the understanding and usage. I applaud their effort, time will tell whether it pays off.
  • Posted on: 09/11/2017

    Professor says price gouging is simple supply and demand at work

    The real issue is the supply chain mechanics. If the manufacturer of the product (i.e. bottled water) does not change the price (due to short supply) and the wholesaler or retail warehouse does not change the price then the retail price should not be changed at the shelf. It's a bogus argument to say that how the product is used (for instance, to bathe the dog) should determine the price. Water, gas and other basics should be available at reasonable prices for a disaster scenario. Some of these prices were on par with the criminals who were looting immediately after the storm passed!
  • Posted on: 08/15/2017

    How should vendors respond to Walmart’s reluctance to raise prices?

    The only vendors with any leverage with most retailers including but not limited to Walmart are the leaders in large categories, any vendor with specialty items that are not on the radar for price comparisons and any store brand vendor that has a stranglehold on their category costs or a special formula for items. The rest (most vendors) have to make the same decisions that they have been making for two decades: how do I deal with this pressure? Most are already constantly streamlining operations to be more efficient. National brands have real quality decisions to make and store vendors have formula and operating decisions (i.e., keeping plants and lines running). There's no easy answer and each vendor must approach this based on their own circumstances. Many thought this problem would ease when sharing costs became more prevalent, unfortunately this has not been the case.
  • Posted on: 08/09/2017

    Is an urban revival a sign of hope for indie grocers?

    Independent grocers used to be THE way people shopped in urban areas. Think D'Agostino, Gristedes and Red Apple in New York as a good example. With the revival of cities as a desirable place to live it stands to reason that well-run independents can flourish again. However, with the decline of stores in the suburbs and the growth of online shopping, chains will be looking for new opportunities to reach consumers. Cities that revive their downtown areas can benefit from independents and chains moving back in to serve their citizens.
  • Posted on: 08/03/2017

    Are retailers squandering store traffic?

    All of the comments below on this subject are correct! The key is the willingness on the part of retailers to invest in people and item variety to make it happen. The trend needs to be reversed from cost cutting to staffing with associates trained to sell, sufficient in-store inventory, ability to utilize data to promote sales and a seamless transition to the retailer's website to sell and ship recommended items to the in-store consumer. This takes well-trained staff with initiative and may well require a different compensation system to make it work.
  • Posted on: 07/27/2017

    Will ‘doubling down’ on tech help McD’s disrupt the fast food business?

    I'm not sure about disruption but maybe leading the way in new areas of customer service. Several chains including Wawa already use kiosks for ordering their meals but pickup and delivery is a good idea as well as a rewards program. The bad news for McDonald's is that none of these are groundbreaking and competitors can follow suit very quickly. Good quality food, menu innovation and good customer service are still important to fast food chains staying relevant.
  • Posted on: 07/13/2017

    Should the Amazon/Whole Foods merger worry national brands?

    This merger is a tremendous opportunity for store brands and their manufacturers. When Amazon makes the 365 brand available online and potentially expands the offerings of main line items under their label they will have the ability to reach many more consumers with delivery and store pick ups of many more items. National brands will have to get more aggressive in both partnering with Amazon and their own digital marketing efforts. The landscape will look very different in five years.
  • Posted on: 06/23/2017

    What will a Nike/Amazon deal mean for the brand and other retailers?

    Nike did what was right for Nike! Their retail customers will take a hit but they will be one step closer to reaching more of their target audience while potentially reducing their counterfeit merchandise problem. With Adidas and Under Armour increasing market share it was critical for Nike to be more aggressive in exposing their products through the online leader.
  • Posted on: 06/19/2017

    Why are so many associates being deprived of tech by their employers?

    All of the reasons discussed are valid BUT the only way to compete today is to be able to access information that can help drive sales. Investment in equipment and training are crucial to making employees more effective and more efficient. As staff is cut those remaining must be better at their jobs for companies to prosper.
  • Posted on: 05/24/2017

    Will recruiting military vets give Walmart and Amazon a competitive edge?

    In addition to the points made in George's article, military veterans are used to taking direction, working hard until tasks are completed and meeting deadlines. They are also trained in decision making while under pressure which can translate very well to both customer service and people management. Walmart, Amazon and Starbucks have publicly stated they are offering jobs to veterans, however all businesses should be diving into this great pool of candidates.
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