EXCLUSIVEBRANDSOURCING RETAILER/WHOLESALER ...

EXCLUSIVEBRANDSOURCING RETAILER/WHOLESALER DATABASE 

Copyright 2013 © Exclusive Brands LLC 

N/A = Not Available or Not Applicable 

Added in February 2013: Tractor Supply Co. 

A.S. WATSON GROUP 

1-5 Wo Liu Hang Road, Fo Tan, New Territories, Hong Kong, CHINA 

Tel: +852 2606-8833 

Fax: +852 2695-3664 

www.aswatson.com 

Total 2010 Revenues: $15.9 Billion (HK$ 123.2 Billion) +6 % 

Percentage of Sales in Exclusive Brands: N/A 

Principal Business: Owned by Hutchison Whampoa Limited, a HK $ 325.9 billion ($41.9 billion 

+8%), multi-national conglomerate, active in ports and related services, property and hotels, retail 

business, infrastructure, telecommunications, and investments, is traded on the Stock Exchange of 

Hong Kong Limited (Code 13). A.S. Watson as the retail operation, which contributes 47% of 

total parent company revenues consists of some 9,294 stores, which operate under 12 retail brands 

in Europe and 10 retail brands in Asia. The firm calls itself the world’s largest health and beauty 

retailer. Its stores deal in personal care, health and beauty products, luxury perfumery and 

cosmetic products, food and fine wines, consumer electronics and electrical appliances. Its 

business divides into four operating divisions: Health and Beauty, Luxury Perfumeries and 

Cosmetics; Retail, Hong Kong; and Manufacturing. In the Health and Beauty Asia Division there 

are more than 2,000 stores in eight markets outside of Hong Kong and Macau; while in the United 

Kingdom and Europe, this division operates more than 5,000 retail outlets in 13 markets. A.S. 

Watson also has joint ventures with Rossmann in Poland and Germany. The Watsons Your 

Personal Store is the largest health and beauty retailer in Asia, operating more than 2,200 stores in 

11 Asian markets. In Europe, its chains are Kruidvat (940+ stores in the Netherlands and 

Belgium) and Trekpleister (130+ stores in the Netherlands); Superdrug (900+ stores in the UK and 

Republic of Ireland) and Savers (230+ stores in the UK); Drogas (120+ stores in Latia and 

Lithuania); Spektr (40+ stores in St. Petersburg, Russia), and Nuance-Watson (40+ dutry free 

outlets in the Hong Kong and Singapore international airmports). In its luxury perfumeries and

cosmetics division is comprised of three chains--Marionnaud (1,200+ stores in 13 European 

countries), ICI Paris XL (230+ stores in the Benelux countries) and The Perfume Shop (180+ 

fragrance-only stores in the UK and Ireland). In total, this division has more than 1,600 stores in 

17 markets. In Europe, it is the largest perfumeries and cosmetics retailer, where it commands 

market leadership in 10 markets. The Retail Hong Kong division, covering PARKnShop 

supermarkets plus some other concept stores, the Watsons health and beauty personal care stores, 

Fortress Consumer electronics and electrical appliance stores, Watson’s Wine Cellar stores; and 

PARKnSHOP and Watson’s Wine Cellar stores in Mainland China. A.S. Watson also operates 

Badaracco, a wine trading company in Switzerland. Additionally, the company owns Watson 

Water, a major producer and distributor of bottled water, fruit juices, soft drinks, etc. Watson 

Water is the top-selling brand in Hong Kong. 

EB Identities: Watsons, Rossmann, ParknSave, Best Buy, Fortress, Imperial Banquet rice 

(ParknShop), Optimum beauty products (Superdrug & Watsons), Instant Mother Formual baby 

food (Kruidat).Trekpleister, etc. 

EB skus: N/A 

Profile: Tracing its origin to 1828 as a free medical aids dispensary in Canton, China, A.S. Watson 

& Co., today is the world’s largest international heath and beauty retailer and the leading 

perfumeries and cosmetic retailer in Europe. Still on target to exceed 10,000 stores by 2011, this 

retail business continues to grow through improved operating efficiencies, reduced inventory 

levels, increased centralized purchasing, development of more high-margin own-brand products, 

and continue expansion in high growth markets. In Mainland China, there are now more than 800 

health and beauty stores. The Watson health and beauty business saw revenues grow by 24%; 

while in the UK and Europe, combined revenues inched ahead by 4%. Revenue growth for the 

Retail Hong Kong division, overseeing 500+ stores showed a 12% gain. Superdrug’s successful 

Optimum beauty brand is now also sold at Watson Your Personal Store chain. During 2010, a new 

exclusive brand was introduced at Superdrug (Andrea Fulerton Nail Boutique) 

Procurement Contacts: N/A 

A&P, THE GREAT ATLANTIC & PACIFIC TEA CO., INC. 

Box 418, 2 Paragon Drive, Montvale, NJ 07645 USA 

Tel: (201) 573-9700 

Fax: (201) 930-4079 

www.aptea.com 

Total Fiscal 2011 Sales $8.1 Billion -8.4%

Percentage of Sales in Exclusive Brands: 18% (E) 

Principal Business: A&P began in 1863 as a New York City mail order house, trading in tea 

imports. Over the decades, this pioneering retailer helped to define, innovate, and set the standards 

in retail marketing and merchandising, especially with respect to its own private label products. 

A&P became the largest food retailer and manufacturer in the world (around 1920) and reach a 

peak level of some 15,709 stores in 1930. Its fate since then has been downhill as the result of 

mismanagement, growing competition, government restrictions, and other factors. For fiscal 2011, 

the company overall operated 393 stores in seven states & DC along the East Coast. This covers 

10 store banners: A&P, Super Fresh, Waldbaum’s, Super Foodmart, Food Basics, The Food 

Emporium, Best Cellars, Pathmark, and Pathmark Save-A-Center. 

EB Identities: America’s Choice (Gold/Reserve/Healthy Kids), Food Basics, Food Emporium, 

Food Emporium Trading Company, Greenway (healthy, organic, eco-friendly), Hartford Reserve 

(specialty premium deli, bakery, groceries), Home Basics, Live Better Wellness (OTC & 

pharmacy items), Master Choice, Mid-Atlantic Country Farms, Pathmark, Preferred Pet, Sierra 

Range (frozen premium meats), Via Roma (Italian-style foods), Woodson & James. 

EB skus: 4,000+(E) 

Profile: On Dec. 12, 2010, A&P filed for Chapter 11 bankruptcy protection, as it carried $1.4 

billion in debt. Its fiscal 2011 results showed a net loss of $598.6 million (versus the year earlier 

loss of $876.5 million). In the current period, the company opened one new store. Some 32 stores 

were closed in six states with plans to sell another 25 stores. Since filing for bankruptcy, A&P 

secured $800 million in debtor-in-possession financing through JPMorgan Chase & Co. to use for 

its turnaround plan. The company has also brought in new management and at the end of 2011, 

signed collective bargaining agreement with its unions, allowing the company to rebuild and 

emerge from bankruptcy. 

UPDATE: In March 2012, the company emerged from bankruptcy protection—just in time to 

celebrate a subdued 150th anniversary in 2012 with some 300+ stores under its banners. As a 

private company, A&P has begun tightening its belt, reportedly announcing in September 2012 its 

intention to sell its 16 The Food Emporium stores in Manhattan (NY) and close a Pathmark 

supermarket in that area. In the following month, A&P reportedly laid off some 40 employees at 

its headquarters. While fiscal 2012 sales are private, it’s diminishing size continues: From fiscal 

2010 sales of $8.8 billion, to fiscal 2011 sales of $8.1 billion, and very likely now with fiscal sales 

for 2012 estimated at close to $7 billion. A&P’s stock crested in 1989 at $64 a share; at the time of 

its bankruptcy shares dipped below $1. Recently, top management has been shuffled. On its 

website, A&P recently reported its total store count at about 315 stores--determined by counting 

reported store locations for its five chain in six states plus DC: 110 Pathmarks (New York, New 

Jersey, Pennsylvania), 105 A&P stores (New York, Connecticut, New Jersey), 47 Waldbaums 

(New York), 25 Superfresh supermarkets (Delaware, Maryland, New Jersey, Pennsylvania, 

Washington DC), 16 The Food Emporiums (Manhattan, NY). In addition, A&P also owns about 

18 Best Cellars small liquor stores. In January 2013, this retailer introduced its makeover seafood 

department, under the logo, “Great Atlantic Seafood Market.” 

Procurement Contacts: Christine Oliver, Sr. Director Own Brands; Jayne Caffrey, Dir. of Strategic 

Sourcing; Beth Curran, Manager of Own Brands; Ajay Kanwar, VP Marketing; Mike Mills, 

Senior VP Merchandising

ACE HARDWARE CORP. 

2200 Kinsington Court, Oak Brook, IL 60523 USA 

Tel: (630) 990-6600 

Fax: (630) 573-4898 

www.acehardware.com 

Total 2011 Systemwide Sales: $12 Billion 


Principal Business: In 1924, Ace Hardware & stores were launched in Chicago. Today, this 

private organization is the largest hardware cooperative in the industry, overseeing a network of 

4,600 locally owned and operated Ace Hardware stores in 50 states, the District of Columbia, and 

20 countries. Its stores stock more than 12,000 different products for home improvement: hand 

and power tools, electrical items, plumbing items, cleaning products, lawn & garden supplies, 

paint and paint sundries, and automotive products. Ace operates 14 distribution centers in the US 

plus one in Shanghai, China. The company also manufacturers it own paint. 

EB Identities: Ace, Royal (paint), Clark + Kensington (paint-primer combination), Craftsman 

tools (exclusive license from Sears) 

EB skus: N/A 

Profile: The results in 2011 were “solid” for Ace, its net income advancing by 3.4% to $ 77.7 

million. Positive results came from opening 148 net new stores worldwide. The company began 

implementing a partnership with Sears (also in this database) allowing Ace stores to sell 

Craftsman brand tools on an exclusive basis: some 1,000+ Ace stores already are signed up. Also, 

Ace introduced a new private brand, Clark + Kensington, a product combining paint and primer 

available in 120 colors. During the year, the company restructured its international division as a 

stand-alone legal entity, Ace Hardware International Holdings Ltd., where the company holds a 

77% interest with the balance owned by international retailers. Its international sales increased by 

9.3% to $ 223.7 million for the year. Outside the US, 22 new stores were added. Ace also has just 

opened new distribution centers in Panama City, Panama, and Dubai, UAE. 

Procurement Contacts: John Surane, Sr. Vice-President, Merchandising, Advertising, Marketing & 

Paint

AEON GROUP, THE 

1-5, 1 Nakase, Mihama-ku, Chiiba-shi, Chiba 261- 8515 JAPAN 

Tel: +81 43-212-6042 

Fax: +81 43-212-6849 

www.aeon.info/ 

Total Fiscal 2011 Aeon Group Revenues: $ 58.1 Billion (¥ 5.1 Trillion) +0.8%; Total General 

Merchandise & Other Store Revenues: $47.1 Billion (¥ 4.1 Trillion) +1.2%; Total Specialty Store 

Retail Revenues: $6.1Billion (¥ 532.9 Billion) - 2%; Total Shopping Center Dev. Revenues: $1.9 

Billion (¥ 171 Billion) +3.3%; Total GM and Other Retail Sales in Exclusive Brands: 20%+ ( E) 


Principal Business: The Aeon Group is comprised of 155 consolidated subsidiaries, all under 

Aeon Co., Ltd., the holding company, which oversees 12 individually managed businesses. In 

total, Aeon represents 12,170 retail stores (10,255 in Japan, the rest in 9 other ASEAN countries-- 

Cambodia, China & Hong Kong,India, Indonesia, Malaysia, The Philippines, South Korea, 

Taiwan, Thailand, and Vietnam). In addition, the group operates 401 financial services units and 

1,410 service business units (shopping center development, digital etc.) in six of those countries. 

Its retail stores breakdown as follows: 590 (GMS) general merchandise stores in 7 countries plus 

Hong Kong; 1,307 supermarkets in 4 countries plus Hong Kong; 104 discount stores in Japan; 

3,811 convenience stores in 4 countries, 3,305 specialty stores in 3 countries plus Hong Kong, 

2,657 drugstores, and 269 other retail outlets. Aeon is the top supermarket chain in Japan, where 

its 1,300+ Maxivalu stores operated by 19 companies, produce sales of ¥1.8 trillion. Its GMS 

stores in Japan, mostly under the JUSCO banner, but also including Saty and Postful banners, 

serve as the core of the Aeon shopping center. There are some 46 shopping centers in its business. 

Its convenience stores carry the Ministop banner. Its specialty store shops cover fashion apparel, 

footwear, etc., many of them located in its shopping centers: Blue Grass fashion, Nustsep shoes, 

Taka:Q clothing, etc. In its drugstore pharmacy operation, Aeon belongs to the AEON Welcia 

Store alliance along with 11 leading dispensing pharmacies and drugstore operators in Japan as 

well as HAPYCOM, one of Japan’s largest alliances of drugstores and pharmacies. 

EB Identities: Topvalu (everyday products), Topvalu Select (superior quality, identifiable place of 

origin, unique manufacturing methods and/or functional benefits), Bestprice by Topvalu (daily 

essentials), Topvalu Gurinal (processed foods using less agricultural chemicals, antibiotics, or 

other chemical addities), Topvalu Kyokan Segen (enironment friendly products-reduce, recycle, 

reuse and returnable), Topvalu ready Meal (prepared meals), Topvalu Healthy (healthy and well 

being products), Topvalu Premium (high quality materials and manufacturing methods to support 

body shape and lifestye changes for aging consumers), Welcia, HapYcom (health and beauty care 

items in drugstores and pharmacies). 

EB skus: 5,500+

Profile: Hardships continually chase this retailer, which in this fiscal period had to cope with a 

“murky economic outlook” for consumer spending in Japan. Deflation, a sluggish employment 

climate, a strong yen currency, price inflation, and the financial crisis in Europe, all contributed to 

its bottom line. Nevertheless the Group pushed its net income upwards by 91.8% to ¥ 59,688 

million. In its biggest market, Japan, the Group opened four new general merchandise stores plus 

49 supermarkets; but it also closed 15 GMS stores and 28 supermarkets. Outside Japan, 8 GMSs 

were added (6 in China) and 7 supermarkets (3 in China); while 2 GMSs in China and a 

supermarket were closed. Also four new shopping centers were opened, 3 in Japan, 1 in China. 

Then on March 11, 2011, the earthquake and tsunami struck, which cut Aeon’s GMSs, 

supermarkets and other stores in operation in the Tohoku region to about 35% of the total 449 

stores. Within two weeks, however, Aeon bounced back, resuming operations in 95% of those 

stores. Beginning in this fiscal year, Aeon’s ended its consolidated subsidiary, The Talbots Inc., 

selling off all its shares back to Talbots on April 7, 2010. As a result, the North American 

operation was folded into Asia and its other segments. (Talbot’s fiscal 2010 net sales ending in 

January were off by 16.8% to $1.2 billion from 580 stores in the US and Canada. Talbot’s net loss 

for the year was $29.4 million. One key strategy for Aeon has been a consolidation of its 

operations. In its specialty store operations, the Cox Co., Ltd. in August 2010,, merged with Blue 

Grass Co., Ltd., leaving Cox as the survivor. This business has since been restructuring its brand 

portfolio, consolidating existing brands, and launching new brands. It also is rebuilding its SPA 

(Specialty Store retailer of private-label apparel) operation. This strategy involves product 

planning through production and sales, building a platform that can be used throughout the 

Group’s GMS and specialty store apparel businesses. Also in August, a new company was formed, 

called Recods Co., Ltd. It resulted from Aeon acquiring a majority of an equity-method affiliate 

CFS Corp., thus making it a consolidated subsidiary. Recods, through the joint effort of Ministop 

Co., Ltd., CFS Corp, and Takiya Co., Ltd., is charged now with rolling out a new store format 

that combines drugstore specialization with convenience-store amenity. In September 2010, two 

other subsidiaries, Aeon Delight Co., Ltd. (building maintenance) and Certo Corp (back-office 

support services) merged, Aeon Delight surviving. In October 2010, the Group announced that its 

core operating company, Aeon Retail Co., Ltd. would merge with two group subsidiaries, Mycal 

Corp. And Aeon Marche Co., Ltd, with Aeon Retail surviving. Its sales now exceed ¥ 2 trillion. 

The strategy now is to re-brand its Jusco and Saty stores as Aeon banner stores within the GMS 

operation. During this fiscal period, Aeon also expanded its My Basket store concept: small-scale 

supermarkets in the Greater Tokyo market. Some 60 of these stosres were opened, bringing the 

chain to 173 total. Another key strategy at Aeon is its private brand business. Its TOPVALU 

brand, launched in 1994, has become one of the biggest private brands in Japan. It now spans 

about 5,000 items, including clothing, food, and household goods--all good quality reasonably 

priced staple goods. The retailer has stepped up development of this line, while reducing product 

costs and helping to boost supply chain efficiency. In June 2010, TOPALU Barreal, a new-genre 

beer was launched. In nine months, this beer sold the equivalent of 100 million 350 ml cans, far 

exceeding its target of 72 million cans. Sales of TOPVALU products rose by 1.5% to ¥ 448.9 

billion ($5.1 billion). TOPVALU, sporting a slogan in its log, “Quality and Trust,” has evolved 

into seven sub-brands. Within this line there also are 50 mega-hit items that generate at least ¥ 1 

billion . Plans now call for building the TOPVALU range with another 300 mega-hit items by 

2013. 

Procurement Contacts: Motoya Okada, President 

ALDI GMBH & CO. OHG

Aldi Nord, Burgstrasse 37, D-45476 Mulheim a.d. Ruhr, GERMANY/Aldi Süd GmH & Co. KG, 

Humboldtstr. 38-44, 50171 Kerpen, Germany) 

Tel: +49 208-99270 

Fax: +49 208-9927321 

www.aldi.com www.aldi-nord.de 

Total 2010 Worldwide Sales: $83.8 Billion (€ 60.3 Billion (Planet Retail-E); Sales for Aldi Nord: 

$47.8 Billion (€ 32.4 Billion) (PlanetRetail-E); Sales for Aldi Süd: $38.8 Billion (€ 27.9 Billion) 

(PlanetRetail-E) 

Percentage of Sales in Exclusive Brands: 94% (PlanteRetail-E) 

Principal Business: Aldi, a privately owned, discount store retailer, does not disclose its sales 

results. The company historically has been divided by the owners, the Albrech brothers, Theo 

heading the Aldi Nord (North) division; and Karl the Aldi Süd (South) division. In July 2010, 88year-old 

Theo passed away. Together, these operations represent 9,400 stores, mostly in Germany, 

but also operate in 15 other countries. Both parts are structured the same, made up of legally 

independent companies. First, Aldi Süd has 76 such companies, which together oversee some 

4,200 stores (E) in seven countries: Germany (nearly half the store count in Western and Southern 

Germany), 1,200+ in 32 US States, 500+ in Great Britain, 430 (Hofer banner) in Austria, 250+ in 

Australia, 130+ in Switzerland, 70+ in Hungary, and 60 (agencies) in Slovenia. Second, Aldi Nord 

(Aldi Markt) has 35 regional companies, overseeing 5,200 stores (E) in eight countries: Germany 

(2,500+ in Western, Northern, and Eastern Germany), 680+ in France, 465+ in The Netherlands, 

380+ in Belgium, 230+ in Denmark, 212+ in Spain, 42+ in Poland, 12+ in Luxembourg, and 5+ 

in Portugal. Aldi also Trader Joe’s, a 340-plus chain of upscale, limited assortment (mostly 

private label) retail stores, based in Pasadena, CA, now expanding along both the West Coast and 

East Coast. Trader Joe’s is listed separately. Additionally, Aldi manufactures coffee and some 

other products. 

EB Identities: Aldi uses hundreds of different store brand identities in its product mix, comprised 

of more than 80% in foods. The U.S. Aldi stores stock mostly food items, but also household 

cleaners and supplies plus health and beauty care products. Some identities cover a number of 

products, such as in the U.S., the Fit & Active brand for healthy foods; in Germany, the Gutbio 

brand for organic foods. Aldi Süd sells such brands as: Tandil detergent, Grandessa preserves/ice 

cream, Caribic body care products, Royal Class men’s shirts, Crane sporting goods, Them 

children’s clothing. Aldi Nord sells: Biocura beauty care items, Confifrucht preserves, Goldenears 

bread, Mama Mancini Italian foods, Markus coffee, Katie Nuss spreads, Source Brunn mineral 

water, Schoit milk, etc. 

EB skus: Typically, Aldi stores stock 950 regular products plus 30 more action items, which 

change seasonally.(E) 

Profile: In recent years, Aldi has changed its strategies in different markets. In the US, for 

example, there has been a brand consolidation, collecting a number of produce categories under a

single brand identity. Emerging brands include ‘lacara’ skin care and beauty care products, Fit & 

Active healthy foods, Grandessa upscale foods, etc. In Aldi Nord, late in 2010, the retailer for the 

first time introduced advertising for its private labels, placing ads in consumer magazines. In the 

US market, Aldi has started TV advertising. Additionally, Aldi has expanded its product selection 

moving into electronics upscale foods, and perishable and frozen foods. In its stores in Germany, 

the Trader Joe’s brand from the US is now being introduced (snack nut products). The US chain of 

more than 1,200 stores in 32 states (Kansas to the East Coast) sells some 1,400 grocery and 

household products with nearly 95% of them under its own exclusive, select brands. They include 

identities such as 'lacara' skin care and beauty care items, Fit & Active healthy foods, Grandessa 

signature upscale foods, etc. Aldi US plans to open 80 stores in 2012; those plans include a $50 

million, 821,000-square-foot distribution center and regional headquarters in Royal Palm Beach, 

FL, scheduled for construction during 2012 and for opening in 2013. 

Procurement Contacts: Sandra Schade; or at Aldi Sud, Manfred Hirt, Tel: +49 208-99270; Aldi 

U.S.: Rishi Raj, Director of Corporate Purchasing (Tel: 630-879-2130); Joan Kavanaugh, Vice 

President of Purchasing (Ext. 2446) 

ALI MENTATION COUCHE-TARD INC. 

4204 Industrial Bld., Laval, Quebec H7L 0E3 CANADA 

Tel: (450) 662-2612; (800) 361-2612 

Fax: (450) 662-6648 

www.couche-tard.com 

Total Fiscal 2011 Consolidated Sales: $ 18.9 Billion +15.2%; Total U.S. Sales: $ 14.8 Billion 

+15.6%; Total Canadian Sales: $ 4.2 Billion +16.7%; Total U.S. Merchandise/Services Sales:$ 

4.2 Billion +4.7%; Total U.S. Motor Fuel Sales: $ 10.6 Billion +20.1%; Total Canadian 

Merchandise/Services Sales: $ 2.1 Billion +8.2%; Total Canadian Motor Fuel Sales: $ 2.1 Billion 

+23.6% 


Principal Business: Started in 1980, Couche-Tard, mostly through acquisitions since 1995, has 

become the largest independent convenience store operator in North America with 5,795 stores 

(4,128 including motor fuel dispensing). The breakdown includes 4,401 company operated stores 

(1,526 in Canada) and 1,394 affiliated stores (467 in Canada). In Canada, with a total 1,993 

outlets, the company operates two banners Couche-Tard, Mac’s, while affiliates operate under 

such banners as 7-jours, On the Run, Dairy Mart, Daisy Mart, and Winks. The US outlets (3,802 

total) cover 2,875 company operated and 927 affiliated. They operate mostly under the Circle K 

banner, while some also operate as On the Run stores. Additionally, Couche-Tard provides 3,700+ 

licensees in other countries: China, Guam, Hong Kong, Indonesia, Japan, Macau, Guam, and 

Mexico. The company operates stores ranging from 2,500 to 4,500 square feet, stocking some

3,200 convenience store products and foodservice items. Tobacco sales take 43% of sales. This 

firm is listed on the Toronto Stock Exchange (ATD.A and ATD.B). 

EB Identities: Circle K, Couche-Tard, Mac’s (including motor fuel), La Maisonnee (fresh 

sandwiches and breakfast selections), Sloche and Froster (both iced drinks), Freshest Coffee 

Going!, Thirst Buster, and Frozen Zone, all beverages; Sunshine Joe Coffee company (beverages, 

water, fruit juices, sandwiches), Van Hutte (coffee), Triple ‘O, Bjoda, Joker drinks, Talon & 

Vixen energy drinks, Polar Pop, etc.. Food items appear under Down Home Kitchen, 

TakeAwayCafé, and Goode & Dunn (fast food items). 

EB skus: N/A 

Profile: Despite being snubbed by Casey’s General Stores, which lowered the boom, so to speak, 

on Couche-Tard’s takeover plans, this company performed very well in fiscal 2011, its net 

earnings up 22.2% to $370.1 million. Total revenue gains were inflated by its overall motor fuel 

sales, up by 20.7% for the year. Core merchandise and service sales advanced by 5.8% for the 

year. Those sales were higher in the US attributed to “a delayed reaction” by Canadians to the 

financial downturn, plus modified consumer buying habits on both sides of the border. The 

company is putting more emphasis behind its foodservice offering, including more quality fresh, 

healthy, tasty convenience foods, where it sees higher margins. Its acquisition strategy continues: 

10 stored acquired by Compac Food Systems (mostly in Alabama) and 12 stores from Crystal 

Fresh Petroleum (central Indiana), both completed in September 2010. Also, Couche-Tard built 35 

new stores. Acquisitions continue: May 2011--11 stores in Canada and five in the US June 2011, 

two agreements: one with Exxon Mobil for 322 stores (72 to be corporate owned) and a motor 

fuel supply agreement for another 65 stores, all in Southern California and an agreement to acquire 

26 co-operated stores in mid-Atlantic states. 

Procurement Contacts: Alain Brisebois, VP Purchasing & Supply Chain 

ALLIANCE BOOTS GMBH /BOOTS UK 

1 Thane Road West, Nottingham, NG2 3AA, UK 

Tel: +44 115-950-6111 

Fax: +44 115-959-5525 

www.allianceboots.com www.boots-manufacturing.com 

Total Fiscal 2012 Group Revenues: $35.8 Billion (£ 23 Billion) +18.4%; Health & Beauty 

Division Sales: $12 Billion (£ 7.7 Billion) +1.3%; Pharmaceutical Wholesale Division Sales: 

$26.2 Billion (£ 16.8 Billion) +27.3%; Contract Manufacturing (BMC) Sales $398 Million (£255 

Million) +0.8%

Percentage of Boots The Chemist Sales in Exclusive Brands: 50% (E) 

Principal Business: Alliance Boots resulted from a merger on July 31, 2006 between Boots Group 

PLC (a manufacturer, marketer, and distributor via Boots The Chemist outlets of healthcare and 

consumer products) and Alliance UniChem Plc ( a pan-European distributor of healthcare products 

and a provider of healthcare related service. Their merger formed a privately held, international 

pharmacy-led health and beauty group, based in Switzerland. The business now with a presence in 

25 countries, divides its business between the larger Pharmaceutical Wholesale Division, which 

trades mainly as Alliance Healthcare—370 pharmaceutical wholesale distribution centers in 21 

countries (serving 170,000 pharmacies, doctors, health centers, and hospitals); and the Health & 

Beauty Division, trading mostly as Boots UK—some 3,330 Boots outlets of which 3,200 have 

pharmacies--the largest pharmacy chain in Europe. Alliance Boots today is the leading pharmacy 

firm in Europe, operating in the United Kingdom, Norway, the Republic of Ireland, the 

Netherlands, and Thailand. It also operates 28 retail pharmacies in Lithuania; while an additional 

58 Boots. In addition, 58 stores are operated by franchise partner in the United Arab Emirates, 

Kuwait, Qatar, Bahrain and the Kingdom of Saudi Arabia in addition to seven individually 

franchised Boots stores in Sweden. The company also maintains associates and joint ventures in 

Switzerland, China, Lithuania, and Italy, plus 45 Boots stores franchised in the Middle East. 

Alliance Boots additionally maintains associate partnerships, including now controlling interests 

in Hedef Alliance and ANZAG, both of which were previously accounted for as associates. Its 

other associates/joint ventures are located in Russia, China, Italy, Portugal, Switzerland, Algeria, 

and Croatia. In its Pharmaceutical Wholesale Division, the company offers independent 

pharmacies membership in Alphega Pharmacy, now operating in six countries (including 

associates in Italy and Russia) covering 4,400 pharmacies total. The Group also operates three 

contract-manufacturing plants, which supply product mostly to the company’s outlets, but also to 

third parties. 

EB Identities: Boots, Basics (entry level price products) Soltan (sun-care products), Shapers 

(dietary foods), Natural Collection (natural cosmetics and toiletries), Mini Mode (baby and toddler 

clothing), Botanics (toiletries & cosmetics), FADS, No.7 (cosmetics) including Protect & Perfect 

Intense Beauty Serum, 17 (cosmetics), MiniMode (baby/toddler clothing) Elite (fashion eyeglass 

frames), Boots Zero (lightweight, frameless lenses), Ruby & Millie (cosmetics and skincare 

range), Tricologie (hair-care items), Liz Collinge cosmetics, fcuk toiletries, Starlet, Essentials, 

Advanced Plus, Charles Worthington, Healthy Living (exercise equipment), TONI&GUY haircare, 

and glitter babes (products for pre-teen girls), Soap & Glory (indulgent bathing range), 

Expert, Basics (low priced toiletries), Almus (generic drugs). Alliance Healthcare markets Almus 

brand generic medicines in four countries (and by prescription in the UK pharmacies) and Alvita a 

range of patient care products.. 

EB skus: N/A 

Profile: A most significant development for Alliance Boots came about 2 ½ months after its 

current fiscal year closed. On June 19, the private company, through its chief executive, Italian 

billionaire Stefano Pessina, jointly announced with Walgreen, the largest US drugstore chain (also 

in this database), that the later will initially buy a 45% stake in Alliance Boots, paying $l6.7 

billion (£ 4.3 billion) with an option within three years to take full control of the European 

operation. (Pessina engineered the buyout of Alliance Boots by KKR & Co., a private equity firm, 

in 2007.) This latest deal, subject to regulatory approval and expected to be completed in 

September 2012, opens up the US market to Alliance Boots, which has sought to internationalize 

its key brands. Walgreen stores will begin selling Boots’ own brand products, including its No7 

cosmetic and skin care lines, the Botanics skin/hair/bath/body products, the Soltan suncare

products, the Champneys Collection of spa-quality body and skincare products, and its Almus 

generic brand drug line. Walgreen, through it websites, drugstore.com and Beauty.com, already 

sells Boots No7 products. Boots beauty brands, including No7, through licensing contracts, also 

are sold in over 1,750 Target stores in the US, 330 of which have a Boots beauty advisor, and 

online on target.com, as well as the website ShopBootsUSA.com website. Additionally, No7 is 

now sold in just under 450 Ulta beauty stores across the US and on ulta.com. Shoppers Drug Mart 

in Canada also carries the Boots brand range. The Scotsman newspaper reported in June 2012 that 

the Walgreen tie-in would within three years boost Boots No 7 make-up range from £200 million 

in yearly sales to £650 million—making it a $1 billion global brand. Alliance Boots remains 

focused on becoming the world’s leading pharmacy-led health and beauty group. Its trading profits 

since 2008 have shot upward from £ 836 million to £1.3 billion in the current fiscal period. The 

success of No 7 isn’t always guaranteed: In January 2012, Waitrose (also in this database) stopped 

its trial run of the product line, but still maintains Boots-branded chemist sections in 14 of its 

stores, while also continuing its pharmacy deal with Alliance Boots. Boots stores, in turn, continue 

to sell Waitrose food products in 14 stores. Fiscal 2012 was a good year for the company, its 

underlying profits up by 10.2% to £693 million, while net borrowing decreased by £826 million. 

Boots Alliance increased its ownership in several areas: Hedef Alliance in Turkey direct 

ownership up from 70 to 80%, ANZAG in Germany purchasing 20% equity in Farmexpert in 

Romania, boosting its ownership to 80%; while the Guangzhou business in China made several 

acquisitions. The company also has extended its collaboration with Procter & Gamble, selling its 

new Boots Laboratories beauty range to independent pharmacies in five European countries. Boots 

Alliance also sold off 51% interest in Alliance Healthcare in Russia, a weak business, while 

keeping 49% stake as an associate. In own brands, Boots introduced No7 Beautiful Skin range and 

in April 2012 added No7 Lift & Luminate Day & Night (anti-ageing) Serum. Also, the Shapers 

world food range was introduced in January. In April, the new Champney range of spa-inspired 

products (hair care and personal care) was debuted. In the wholesale business, the company rebranded 

its contract sales effort to manufacturers under the “Skills in healthcare” banner, rolled 

out into five countries. Its Alphega Pharmacy membership has grown to 4,400+ independent 

pharmacies in six countries. BCM contract manufacturing grew revenues by 0.8% to £255 million, 

while its third-party business grew by 5% for the year. Trading profits, however, dropped from £4 

million down to £1 million due to an adverse product mix in terms of costs. 

Procurement Contacts: David Kneale, Director of Merchandise & Marketing 

ALLIANCE FOODS, INC. 

605 West Chicago St., Coldwater, MI 49036 USA 

Tel: (517) 278-2396; (800) 388-4158 

Fax: (517) 278-7936 

www.alliance-foods.com 

Total Sales: N/A

Percentage of Sales in Exclusive Brands: 95% 

Principal Business: Alliance Foods is an employee-owned sales and marketing organization, 

which divides its business into four segments: food brokerage, packaging management, retailer, 

and marketing (Robert & James), handling food and nonfood products under multiple exclusive 

brands. Additionally, the firm provides services in EDI consultation and packaging inventory 

management. 

EB Identities: Nature’s Classics, Pro Form, Fit For Life, Complete, American Feast, Family Fare, 

and Robert & James 

EB skus: N/A 

Profile: Founded in 1929 as Jobbers Service, Alliance Foods, Inc. has evolved through two 

generations of family ownership into an employee-owned corporation with approximately 300 

associates. Alliance has been principally engaged in private label food marketing since the early 

1970s, having pioneered the strategies of category-specific branding and signature brands. The 

company currently is engaged in marketing food products to all major retail formats, including 

supermarkets, limited assortment stores, drug stores, convenience stores, and mass merchants. The 

company owns 18 Save-A-Lot limited assortment stores in Michigan, Indiana, and Ohio, besides 

providing services in packaging. 

Procurement Contacts: James L. Erickson, President 

ALLIED BUYING CORP. 

200 W. 22nd St. (Suite 240)., Lombard, IL 60148 USA 

Tel: (630) 963-9501 

Fax: (630) 963-9509 

www.abcvaluline.com 

Total Sales: N/A 


Principal Business: This North American cooperative of 48 independent foodservice equipment 

and supply dealers, who tap into a list of more than 110 suppliers in the United States and Canada.

EB Identities: ABC, Equip, Prestige, Valu Line 

EB skus: N/A 

Profile: This co-op, founded 1953, supplies restaurants and others in the foodservice china and 

glassware, supplies and utensils, paper and disposables, maintenance supplies, food preparation 

equipment, ranges and refrigerators, hoods and custom stainless, layout and design service, 

furnishings and decor. 

Procurement Contacts: Mike Warner; Abby Mann, Director of Marketing 

ALMACENES EXITO, S.A. 

Carrera 48, No. 32B, Sur-139, Apartado Aereo 3479, Medellin, COLOMBIA 

Tel: +57 94 339 6565 

Fax: +57 94 339 5235 

www.exito.com.co 

Total 2010 Systemwide Sales: $4.1 Billion (COP 7,154 Billion) +7.7% 

Percentage of Total Store Sales in Exclusive Brands: N/A 

Principal Business: Grupo Exito is Colombia’s number one retailer, operating 299 stores in 51 

towns and cities in 21 states. Its store composition covers: 128 Exito hypermarkets, 79 Carulla and 

Pomona supermarkets, 54 Surtimax bodegas, and 38 other stores (Ley, Home Market, Cafan, etc.). 

Founded in 1949, this company with the February 2007 takeover of Carulla Vivero, the largest 

supermarket retailer in Colombia (founded in 1905), is now 59.8% owned by Casino of France 

(also in the SOURCEBOOK). The company’s parent company, Almacenes Exito S.A. operates 

the subsidiaries Didetexco SA, Almacenes Exito Inersiones, and Carulla Vivero Holdings Inc. 

Besides retailing, its business includes travel, insurance, gas stations, and real estate. Didetexco 

produces 12 private label apparel brands for the Exito stores. 

EB Identities: Success (food), Carulla (fresh produce), Iguazu (health and beauty care, household 

cleaning supplies, etc.); plus fashion apparel for women(Artitect, Betsy Miller, Bronzini, and 

Coqui), for men (Custer), for young people (People casual wear), and WKD sportswear. 

EB skus: EB skus: N/A

Profile: Grupo Exito enjoyed one of its best years ever in 2010, when net income soared by 73% 

to COP 254,834 million. Besides opening 14 new stores, the company completed 38 store format 

conversions: Ley,Viviero, Carulla and Cafan outlets re-branded as Exito or Surtimax stores. 

Additionally, a new Exito Express convenience store concept was launched. During the year, the 

Republic of Venezuela acquired shares of Catien from Group Casino and Grupo Exito Success, 

thus removing Exito stores from that country. Exito nevertheless formed an alliance with Cafan, 

operating 31 stores, which boosted Exito’s market share in Bogota. Cafan is a specialist in health 

care with some 59 drugstores operated in Gruop Exito stores. The company also formed an 

alliance with designer Esteban Cotazan for two fashion collections, produced by Didetexco, for 

sale in Exito outlets. Additionally, the Spanish designer Agatha Ruiz de la Prada worked with the 

company to produce an exclusive collection for girls and young women. Also, during the year, 

Exito began selling exclusive products of the Casino brand in its Exito, Carulla and Pomona 

stores. 


ALON HOLDINGS BLUE SQUARE- ISRAEL LTD. 

2 Amal St., Park Afek, Rosh Ha’ayin 48092, ISRAEL 

Tel: +972 3-928-2220 

Fax: +972 3-928-2299 

www.bsi.co.il 

Total 2010 Revenues (including government levies): $2.6 Billion (NIS 9.2 Billion); Net Revenues: 

$2.4 Billion (NIS 8.5 Billion) +15.7%; Supermarket Segment Revenues: $1.9 Billion (NIS 6.9 

Billion) +0.5%; Non-Food Segment Revenues: $130.8 Million (NIS 438.6 Million) -5.5% 


Principal Business: Renamed Alon Holdings Blue Square-Israel, after its takeover of Alon Israel 

Oil Co., this company is now the largest retail group in Israel, operating 206 supermarkets, 281 

nonfood specialty outlets (the Bee Group), and with its October 2010 takeover of Dor Alon, 188 

fueling stations and 177 convenience stores. The Supermarket Segment operates in four formats: 

121 Mega In Town neighborhood stores, 51 Mega Bool discount stores, 15 large Shefa Shuk hard 

discount outlets that cater to the price-sensitive Ultra-Orthodox sector, and 13 Eden Teva Markets 

featuring natural and organic products. The company’s 85% owned subsidiary, Bee Group Retail 

(formerly called Kfar Ha’Shaashuim), operates 281 nonfood retail stores under seven formats: 

Kfar Hasha’ashuim toy stores, Sheshet houseware and gift stores, Vardinon home textile stores, 

Naaman Porcelain home and kitchenware shops, Rav-Kat, Dr. Baby, and All for a Dollar. Also, 

there are commercial real estate interests.

EB Identities: Mega, SELECT, Price Leader 

EB skus: 500+ 

Profile: In the fourth quarter, Blue Square-Israel (NYSE/TASE: BSI) took 80% interest in Dor- 

Alon Energy In Israel (1988) Ltd, an operator of retail gas stations and convenience stores in the 

country. Its sales of NIS 1.1 billion during the fourth quarter boosted overall company net 

revenues. Company net profits, however dipped by 39.9%, depressed by financial and tax 

expenses. Over the past three years, the company has expanded its Mega Bool chain and Eden 

Teva Briut operation, as well as launching the Mega private label (now 10% of food retail sales). 

The Mega In Town chain is earmarked to increase by 25 stores within two years. Emphasis also is 

being placed on the firm’s online sales, Mega on the Internet, the development of personal care 

products (now in 50 stores) and upscale ready-made foods (25 stores). Additionally, Alon 

Cellular, a telecommunication arm, now on board, plans to operate as a mobile virtual network, 

entering 700 company selling outlets as well as tying in with the company’s YOU customer 

loyalty club. 

Procurement Contacts: Shai Almog, Head of Marketing 

AMERICAN EAGLE OUTFITTER, INC. 

77 Hot Metal St., Pittsburg, PA 15203-2329 USA 

Tel: (412) 432-3300 

Fax: N/A 

www.ae.com 

Total Fiscal 2011 Sales: $2.9 Billion +1% 


Principal Business: Founded in 1977, American Eagle (NYSE: AEO77) has become a leading 

apparel and accessory retailer, operating 1,186 stores in the US and Canada: 929-store American 

Eagle stores (catering to boys and girls ages 15 to 25), 148 aerie stores (catering to 15 to 25 yearold 

school dorm age girls; 77 kids stores catering to babies up to 10 year-old children, and 28 

M+O stores (discontinued as of July 2010). Additionally, the company’s online business ships to 

75+ countries.

EB Identities: American Eagle, American Eagle Outfitters, Dormwear, 77Kids, little 77, aerie 

(intimates and personal care products) 

EB skus: N/A 

Profile: With relatively flat sales over the past few years, American Eagle Outfitter now looks to 

expand its franchise business abroad. With Alshaya Trading Co., three AE stores have already 

opened in Dubai and Kuwait City; while plans call for more outlets in the Middle East, North 

Africa, and Eastern Europe. During this fiscal period, a franchise deal was signed with Dickson 

Concepts (International) Ltd. to open AE stores in Hong Kong, China, and Macau. For fiscal 

2012, another franchise deal calls for Sumiken Bussan Corp and Fox-Wizel Ltd. to open AE and 

aeire stores to in Japan and Israel. Meantime, in North America, AEO closed 51 stores in fiscal 

2011, while opening 34 new stores: 14 AE, 11 aerie, and nine 77kids outlets. (Its latter brand 

initially was sold only online. During the year, the company also discontinued its unprofitable 

Martin + Osa brand (M+O) operation, closing 28 outlets effective July 2010. Operating profits for 

the retailer edged upward by 2.2% to $ 317.3 million during the year. 


AMERISOURCEBERGEN CORP. 

1300 Morris Dr., Chesterbrook, PA 19087 USA 

Tel: (610) 727- 7000; (800) 829-3132 

Fax: (610) 695-8604 

www.amerisourcebergen.com 

Total Fiscal 2011 Revenues: $80.2 Billion +2.9% 


Principal Business: This company is one of the world’s largest pharmaceutical service firms, now 

operating in the U.S., Canada, and the United Kingdom. AmerisourceBergen (NYSE: ABC) 

services pharmaceutical manufacturers and healthcare providers in the pharmaceutical supply 

channel, providing drug distribution and related services. It was formed in August 2001 with the 

merger of AmeriSource Health Corp. and Bergen Brunswig Corp. Its business is separated into a 

Drug Group, a Specialty Group, and a Packaging Group. Operating 26 full-service distribution 

facilities in the US. And 13 centers in Canada, its services include the Good Neighbor Pharmacy® 

(GNP) program, a retailers cooperative with some 3,700 independently owned and operated 

pharmacies and the Family Pharmacy group of some 2,100 community-based drugstores, which 

are locally owned. Also, the company has a program for Diabetes Shoppe® (950 pharmacies

participate primarily in GNP outlets). Both of its licensed groups include private label programs. 

The company sells pharmaceuticals, OTC medicines, health and beauty care products and other 

health related items to hospitals, alternate care and mail order as well as to independent chain 

retail pharmacies, including participants in its licensed groups. Its GNP Provider Network service 

more than 5,000 stores with managed health care. 

EB Identities: Family Pharmacy, Good Neighbor Pharmacy (GNP) (750+ skus), Brite-Life (250+ 

OTC items) 

EB skus: 700 (Good Neighbor); total: 1,700+ 

Profile: The company looks to generic drugs and specialty drugs for physicians as primarily 

growth areas. During the year, the firm suffered the loss of business ($ 3 billion) from a national 

drugstore chain. Overall revenues were saved, however, by a 7% increase in Specialty Group 

sales. 

Procurement Contacts: Kathy Passaretti, CorporateManager, Retail Services; Douglas Batezel, 

Vice-President; Jim Patrick, Director, Private Label 

ASCENA RETAIL GROUP, INC. 

30 Dunnigan Drive, Suffern, NY 10901 USA 

Tel: (845) 369-4500 

Fax: (845) 369-4829 

www.ascenaretail.com 



Principal Business: Ascena Retail Group is the successor company to The Dress Barn, Inc., which 

was founded in 1962. Today, Ascena is a top specialty woman’s retailer, operating 2,516 stores in 

48 states, the District of Columbia, Puerto Rico, and Canada. It operates three fashion apparel 

chains: 830 Dress Barn specialty stores for women from their mid-30s to mid-50s; 784 Maurice 

up-to-date fashion stores for women 17- 34-years-old; and 902 Justice just for girls (7- to 14years). 

Dress Barn sales edged upward by 0.6% to $987.5 million; Maurice’s sales rose by 14.1% 

to $776.5 million, while the newest chain, Justice, reported sales at $1.2 billion +99,8%. While 

Dress Barn and Maurice feature mostly apparel and including jewelry, shoes, an accessories, 

Justice carries that merchandise plus intimates, lifestyle products (bedroom furnishings and

electronics), etc. Justice also includes 37 international franchised stores in eight countries. Justice 

was acquired in November 2009, when the company merged with Tween Brands, operator of 905 

Justice stores. Overall, Acena’s stores are located in strip shopping centers, malls, and near 

discount and department stores. 

EB Identities: Dress Barn brands, Maurice, Studio Y, and Justice 

EB skus: N/A 

Profile: In December 2010, this retailer changed structure, making its three chains wholly owned 

subsidiaries of a newly named holding company. Its net income for fiscal 2011 grew by 28% to $ 

170.5 million. The company had a net gain of 39 stores for the year, including six Justice outlets 

entering Canada as a new market. The company plans to expand internationally, bringing the 

Dress Barn stores and the Maurice stores into Canada in fiscal 2012 and fiscal 2013, respectively. 

During the year, the company launched a new Brothers fashion brand for boys, initially being sold 

on its own e-commerce site. The Dress Barn launched an e-commerce site during the first quarter 

of this fiscal period. Individually, the chains each added new stores: Dress Barn +14, Maurice +35, 

and Justice +29 outlets. 


ASSOCIATED FOOD STORES, INC. 

1850 West 2100 South, Salt Lake City, UT 84119 USA 

Tel: (801) 978-8564 

Fax: (801) 974-0484 

www.afstores.com 

Total Fiscal 2011 Sales: $1.9 Billion +12.1% 


Principal Business: Organized in 1940, this private co-op owned wholesale distributor serves 500+ 

corporate-owned and independent supermarkets in eight western states: Arizona, Colorado, Idaho, 

Montana, Nevada, Oregon, Utah, and Wyoming. The wholesaler operates 56 corporate-owned 

stores, which represent about 45% of its total sales. Some 29 are operated under the Fresh Market 

banner in Utah. Other identities include: Macey’s, Dan’s, Len’s, Dick’s Market, etc. AFS also 

owns about 20% of the Western Family partnership (also in this database).

EB Identities: Western Family private brands,Shur Saving, Natural Selections, Utah’s Own 

Products 

EB skus: N/A 

Profile: AFS has faced another challenging year, forced to close five of the 34 stores acquired in 

early 2010 from Supervalu (also in this database), while transferring ownership of two other 

stores. That left the company with 27 outlets, all converted to its Fresh Market banner. In this 

fiscal period, the company lost $ 6.5 million, less than the $ 2.3 million loss reported in fiscal 

2010—but much worse than the $ 2.4 million profit in fiscal 2009. 

Procurement Contacts: Brian Duff, Sr. VP; Roger White, Executive Director of Marketing & 

Communications 

ASSOCIATED MARKETING SERVICES (AMS) 

WTC Schiphol Airport D-5, Schiphol Boulevard 245 1118 BH Schiphol Airport, THE 

NETHERLANDS 

Tel: +31 20-406-70-47 

Fax: +31 20-406-70-58 

www.ams-sourcing.com 

Total 2010 Procurement Sales: $3.5 Billion (€ 2.6 Billion) 


Principal Business: This independent European buying group is devoted exclusively to private 

label product sourcing for its members own private label programs. The membership includes 13 

noncompetitive food retailers: Ahold (The Netherlands); Booker (United Kingdom); Dansk 

Supermarked (Denmark); Hagar (Iceland); EL.OMAS (Greece); Esselunga (Italy); ICA Group 

(Sweden); Jeronimo Martins (Portugal); Kesko Food Ltd. (Finland); Migros (Switzerland); 

Morrisons (United Kingdom); Systeme-U (France); and Uniarme (Portugal). 

EB Identities: Euro Shopper 

EB skus: 1,100 (400 sourced by AMS)

Profile: Started in 1987 by Ahold of The Netherlands, AMS is the second largest independent 

buying group in Europe. (EMD also listed in this database is larger.) Since 1996, the group has 

marketed the euro label Euro Shopper, covering numerous product categories. This brand is 

distributed by: Ahold (The Netherlands, Czech Republic, Sloakia), Booker (United Kingdom), 

Hagar (Iceland), EL.OMOS (Greece), ICA (Sweden and Norway), Kesko (Finland), and Uniarme 

(Portugal). Euro Shopper sales now top € 500 million ($665 million). AMS estimates the buying 

power of its members totals € 122 billion ($162.3 billion). They purchase all quality tiers of 

private brands through the group, but not including fresh produce or meats; nor do they buy Abrands 

via the group. UPDATE: Effective Jan. 1, 2013, AMS expect to welcome its 14th member, 

El Corte Ingles (also in this database) from Spain, bringing AMS coverage to 28 European 

countries with retail sales of some € 130 billion. 

Procurement Contacts: Bert Swartsenburg, Managing Director 

ASSOCIATED WHOLESALE GROCERS, INC. 

5000 Kansas Ave., P.O. Box 2932, Kansas City, KS 66106 USA 

Tel: (913) 288-1000 

Fax: (913) 288-1587 

www.awginc.com 

www.awgbrands.com 

Total 2011 Sales: $7.8 Billion 7.1% 

Percentage of Sales in Exclusive Brands: 14.1% 

Principal Business: AWG is the second largest retailer-owned grocery co-op wholesaler and the 

oldest in the US, founded in 1924. The privately owned company serves some 2,200+ member 

stores and with its subsidiaries, some 2,814 outlets, via its eight distribution centers, throughout a 

24-state area and operates three divisions: Kansas City, KS; Springfield, MO; Oklahoma City, 

OK, plus a GM/HBC Value Merchandisers subsidiary based in Ft. Scott, KS. Member retailers in 

this co-op can adopt eight different store concepts: Country Mart (price oriented warehouse stores 

25,000 to 45,000 square feet), Price Chopper/Price Mart (premium stores 50,000 to 92,000 square 

feet), Sun Fresh (upscale supermarkets in populated residential areas, 40,000 to 63,000 square feet 

in size), Thriftway neighborhood stores (small to medium size markets), Apple Market (fresh 

foods supermarket), Alps (limited assortment discount), and Cash Saver (small to medium rural 

markets). IGA independent retailers also can participate in the co-op. 

EB Identities: AWG Brand, Best Choice (HBC/GM), Best Choice Clearly Organic, Always Save 

(value-priced products), Best Choice Value Club, IGA, Country Mart, Homeland, etc.

EB skus: 3.800+ 

Profile: AWG, during 2011, began construction on a 720,000 square foot, full-line distribution 

center in Pearl River, LA, earmarked to serve 250 stores in five states--expected to be operations 

early in 2013. Additionally, construction started on its Kansas City headquarters adding 28,000 

square feet, helping to bring all its corporate resources under one roof. Net income rose by 3.4% to 

$269.5 million for the year. AWG Brands enjoyed their 8th consecutive sale growth year, up by 

8.7% to $1.1 billion in 2011. (In 2007, those sales totaled $665 million.) The co-op introduced 187 

new products under its different brands, adding some $15.5 million in new sales. Its strong 

Always Save value-priced brand, representing 25% of members’ store brand sales, is recognized 

as the leading secondary label value program in the country. In the fourth quarter of 2011, AWG 

sold its subsidiary, Associated Retail Grocers, Inc., called Homeland stores (77 outlets), back to 

employees. 

UPDATE: In May 2012, AWG launched a new upscale food and beverage range, Superior 

Selections, covering more than 100 products, such as: pasta, rice, coffee, cookies, etc. 

Procurement Contacts: Scott Richey, Exe. Dir., AWG Brands; Kevin Bowers, AWG Brands 

Category Manager; Steve Arnold, Sr. VP Marketing 

ASSOCIATED WHOLESALERS, INC. 

Route 422, Bjox 67, Robesonia, PA 19551 USA 

Tel: (610) 693-3161 

Fax: (610) 693-3171 

www.whiterose.com www.awi web.com 

Total Fiscal 2011 Sales: $2.5 Billion+ (E) 


Principal Business: AWI is a retailer-owned supermarket and convenience store co-op, operating 

in eight eastern U.S. States: Pennsylvania, New York, New Jersey, Delaware, Maryland, Virginia, 

West Virginia, and Ohio. The co-op serves more than 2,500 stores from its two distribution 

centers. Additionally, privately owned AWI operates nine corporate stores: 7 Nell’s/Croppers and 

1 Save Smart store. Its White Rose Food Division operates separately, but works with AWI for 

full-service distribution capacity. 

EB Identities: White Rose, Shurfine, Shurfine Fresh, Western Family

EB skus: 2,000+ (E) 

Profile: In 2006, AWI acquired Di Giorgio, which operated White Rose Foods, an independent 

wholesale food distributor. At the time, AWI supplied some 250+ stores. The White Rose business 

about doubled AWI’s revenues. White Rose now supplies 1,500+ independent stores with some 

21,000 products, including more than 1,000 under the White Rose private label. The White Rose 

brand has more than 100 years of history. White Rose also works with AWI to provide fullservice 

distribution capability. AWI itself provides 20,000+ skus of food and nonfood products to 

convenience stores, supermarkets, and superettes, including the Shurfine and Western Family (also 

listed in this database) private label stock. 

Procurement Contacts: Bill Donovan, P Center Store; Duane Nizinski VP Sales. White Rose 

Foods is located at Cateret, NJ (Tel: 732) 541-5555 

AUTOZONE, INC. 

123 South. Front St., Memphis, TN 38103 USA 

Tel: (901) 495-6500 

Fax: (901) 495-8300 

www.autozone.com 


Percentage of Grocery Sales in Exclusive Brands: 25% (E) 

Principal Business: AutoZone (NYSE: AZO) is the leading retailer and distributor of automotive 

replacement parts and accessories in the US, operating 4,534 stores in 48 U.S. states plus Puerto 

Rico. Its market share in the $43 billion DIY auto aftermarket is 14%. Also, AutoZone operates 

279 stores in Mexico. Its outlets devote 40% of their selling space to higher-margin hard parts 

(alternators, engines, batteries, etc.), with less space for maintenance items (oil, antifreeze, etc.), 

accessories (car stereos, floor mats, etc.) and non-auto items. This retailer serves the DIY 

consumer and professional technicians for car and truck needs. It also operates a commercial sales 

program in 2,303 US stores, providing credit and parts delivery to garages, dealerships, service 

stations and the like. 

EB Identities: Duralast, Valucraft, AutoZone, offered in good, better and best pricing.

EB skus: N/A 

Profile: On July 4, 2009, the company celebrated its 30th anniversary. The financial crisis in 2009 

helped AutoZone’s business, since fewer new vehicles were being purchased, as consumers 

looked to upkeep of their older vehicles. Its profits continue with net income at $848.9 million, up 

14.9% for the year. Some 188 new stores were added, while two outlets closed. Reports indicate 

that this retailer is now building its private label selection. 

Procurement Contacts: James Shea, Exec. VP, Merchandising, Marketing, Supply Chain 

AXFOOD AB 

Hemvarnsgatan 9, 171 78 Solna, SWEDEN 

Tel: +46 8-553-99-000 

Fax: +46 8-730-26-89 

www.axfood.se 

Total 2010 Retail Business Sales: $5.4 Billion (SEK 34.3 Billion) +5.8% 


Principal Business: Axfood, publicly held, is Sweden’s second largest retailer, holding a 20% 

market share in food retailing. The company owns 230 stores, including 119 Willys (plus 41 

Willys Hema licensed) discount stores, 65 Hemkop supermarkets (plus 82 franchised), and 5 

PrisXtra discount outlets. Axfood, operator of eight distribution centers, serves some 840 

independent retailers under the Handlarn and Tempo banners with 19 stores). 

EB Identities: Garant (mido-range groceries), Garant Ekoglogiska varev (valueo-added organic 

certified), Willys (mid-range groceries), Hemmkop (mid-range groceries), aware (Fairtrade 

certified), func fixa (batteries, light bulbs, etc.) 

EB skus: N/A 

Profile: Axfood has set a goal of 25% of its sales in private label; this period, the retailer reached 

22%. Profits are its motive, having set a goal of 4% operating margin. In 2010, it was a 3.5% 

margin. In September 2008, the Garant Ekologisika organic range was introduced and a year later 

extended under the Garant brand into other categories. In 2011, a Garant Saklart (Guarantor Sure)

label for body care and laundry and cleaning products. Axfood looks to develop Garant as a group 

house brand. 

Procurement Contacts: Nadja Rosen, Purchasing Director 

BAUGUR GROUP HF 

Tungata 6, 101 Reykjavik, ICELAND 

Tel: N/A 

Fax: N/A 

N/A 

Total 2007 Group Turnover: $10 billion (£ 5 Billion) Total Portfolio of Companies Turnover: $18 

Billion (£ 9 Billion) 


Principal Business: (UPDATE: 2011) Now bankrupt, Baugur Group is no longer in business an 

international investment company focused primarily on the retail market in the United Kingdom, 

the United States, and Scandinavia. In 2007, its portfolio covered more than 4,000 stores with 45% 

of its revenues in food, 33% in department stores, 16% in fashion outlets, and 6% in specialty 

retailing. Back in February 2005, Baugur with investors had acquired The Big Food Group in 

England, which included operations in food wholesaling (Booker), food retailing (Iceland), and 

foodservice (Woodward). These operation were split up. Booker Group is now listed separately 

in this database. Subsequently, Baugur had divested all of its assets in Iceland (the country 

suffering from a severe recession), concentrating instead on its retail investments in the United 

Kingdom, Scandinavia, and the US. Then in June 2008, Baugur Group sold its 31.4% interest in 

Booker UK, the leading cash & carry wholesaler in the UK, back to the company and the 

following month sold Woodard Foodservice in the UK to a rival, Brakes, in the UK. Baugur’s 

largest retail investments then include: Iceland Foods, House of Fraser, Mosaic Fashions, 

Hamley’s toy retailer, Whistles, Goldsmiths, Magasin du Nord, Illum, and Saks. Early in 2009, 

Baugur sought bankruptcy protection, saddled with a $1.4 billion debt. Meantime, some of its 

remaining investments failed, such as Woolworths (UK) and the tea and coffee chain, Whittard 

both in the UK. An equity group purchased Whittard, but Woolworths had gone completely into 

administration at the end of 2008. In early 2009, negotiations with BG Holding, a subsidiary of 

Baugur Group hf., on the restructuring of the company failed. The bank subsequently moved to 

send Baugur into administration, in accordance with UK law. Among BG Holding’s assets: 67% 

interest in Iceland Foods Group Limited frozen food grocery chains, 35% interest in Highland 

Group Holding Limited (House of Fraser department stores), 65% interest in Corporal Limited 

(Hamleys of London) and 66% interest in Aurum Group (Mappin & Webb fine jewelry and 

silverware, Watches of Switzerland, and Goldsmiths jewelry. Seeing that the bank would not 

divest these assets for less than acceptable prices, they were earmarked to be sold when market

conditions allow. Both Iceland Foods Group and Highland Group Holdings/House of Fraser are 

listed separately in this database. Because of the recent strong performance of Iceland Foods, it 

could be first on the sales block, while a number of UK retailers during 2011 already have 

expressed interest. Highland Group may be sold in 2012. 

EB Identities: N/A 

EB skus: N/A 

Profile: N/A 


BED BATH & BEYOND INC. 

650 Liberty Ave., Union, NJ 07083 USA 

Tel: (908) 688-0888; (800) 462-3966 

Fax: (908) 688-6483 

www.bedbathandbeyond.com 



Principal Business: Founded in 1971, today this retailer of basically domestics and home 

furnishings, operates a total of 1,139 stores. They include 982 Bed Bath & Beyond stores in 50 

states, DC, and Canada; 66 Christmas Tree Shops; 45 buybuy BABY stores; and 46 Harmon 

/Harmon Face Values discount health and beauty outlets. This retailer also has a joint venture 

(started in May 2008) in Mexico, under the Home & More banner. Domestic merchandise 

includes categories such as bed linens, bath items, and kitchen textiles. Home furnishings include 

categories such as kitchen and tabletop items, fine tabletop, basic housewares, general home 

furnishings, consumables and certain juvenile products. Some 40 new stores opened during fiscal 

2011, including 18 Bed Bath & Body stores in the US and Canada, 5 CTS outlets, a Harmons store 

and 16 buybuy BABY stores. Net earnings advanced by 31.9% to $ 791.3 million. The retailer is 

traded on the NASDAQ exchange under the BBBY symbol. 

EB Identities: N/A

EB skus: N/A 

Profile: For fiscal 2012, Bed Bath & Beyond pushed its net sales upward by 8.8% to $ 9.5 billion, 

while net earnings jumped by 25% to $ 989.5 million. Some 38 new stores were added to the 

chain, bringing the total count to 1,173 stores. 


BELK INC. 

2801 West Tyvola Rd., Charlotte, NC 28217-4500 USA 

Tel: (704) 357-1000 

Fax: N/A 

www.belk.com 


Percentage of Sales in Exclusive Brands: 20%+ (E) 

Principal Business: With a history tracing back to 1888, Belk today is the largest privately owned 

department store chain in the U.S. The company operates 305 department stores (fashion apparel, 

shoes, accessories, housewares, cosmetics, etc.) in 16 states mostly in the South. Its stores mostly 

serve as anchor in regional malls or in shopping centers, ranging from 60,000 to 100,000 square 

feet (93 over 100,000 square feet). The company also operates a Belk Express outlet with a limited 

product assortment and 27 hair styling salons. 

EB Identities: Kim Rogers, Choices, Be Inspired, Madison Studio, Madison, J. Khaki, Meeting 

Street, Saddlebred, Nursery Rhyme, Sophie Max, Belk Silverworks, Home Accents, W.H. Belk, 

Red Camel (juniors/young men’s), Biltmore For Your Home, Cook’s Tools, ND (New 

Directions), Pro Tour (golf apparel), Lorena Garcia (housewares and bedding), and Mary Jane’s 

Farm 

EB skus: N/A 

Profile: Traded on Pink Sheets, Belk (BLKIB) during this fiscal year added one new store and 

closed one outlet, while remodeling 10 stores. The retailer adopted a new logo identity with the 

slogan, “Modern. Southern.Style.” Higher sales and margins pushed net income up by 90.2% to $

127.6 million. Belk also has expanded various departments. The retailer launched a Facebook 

page, attracting 155,000 fans. Plans call for connecting also to Twitter, You Tube, blogs, email 

and mobile phones. Plans call for launching two new private brands in fiscal 2012: ND Weekend 

and Via Neroli shoes. Belk also looks to increase its private brand business to 30% of sales by 

2013. 

Procurement Contacts: John Thomas, Executive VP, Private Brands; Diane Harties, Director of 

Private Brands Operations. 

BEST BUY CO., INC. 

7601 Penn Ave. South, Richfield, MN 55423 USA 

Tel: (612) 291-1000 

Fax: N/A 

www.BestBuy.com 

Total Fiscal 2011 Sales: $50.3 Billion +1.2%; U.S. Sales: $37.2 Billion -0.3% 


Principal Business: Best Buy (NYSE: BBY) operates a total of 4,172 stores in 14 countries: the 

US, Canada, Mexico, 9 European countries, China, and Turkey. In the US, there are 1,190 stores, 

including 1,069 Best Buy consumer electronic stores, 74 Best Buy Mobile stores, 35 Pacific Sales, 

6 Magnolia Audio-Video, and 6 Geek Squad outlets. In Europe, there are 2,446 stores, only six of 

them Best Buy, the other 2,440 Carphone Warehouse/Phone House stores. In Canada, there are 46 

Future Shops, 71 Best Buy, and 10 Best Buy Mobile stores. In China, there are 166 Five Star 

stores (Best Buy holding 75% interest in China’s third largest appliance and consumer electronics 

retailer). Additionally eight other Best Buy stores are found in Mexico (six outlets) and Turkey 

(two outlets). Best Buy sells primarily name brand products, its product mix consisting of 37% 

consumer electronics, 37% home office, 14% entertainment softwear, 5% appliances, 6% services, 

and 1% other. 

EB Identities: Insignia (signature brand for electronics, TVs, etc.), Dynex (lower-price computers, 

Tvs, radios, GPSs etc.), Init (electronic cases & accessories), Geek Squad (computers, flash 

drives), Rocketfish (video cables), Best Buy Connect wireless service, Geek Squad flash drive. 

EB skus: N/A

Profile: While basically brand-oriented, Best Buy has a growing interest in building its private 

label business, especially in home theater, computing, and MP3. Private brand sales reportedly 

soared by 40% in fiscal 2009, according to a report in the "Wall Street Journal." During fiscal 

2009, the company acquired Napster, Inc, a digital music service. In fiscal 2011, the company 

opened 31 new stores in the US and 123 stores internationally; while closing one US store and 103 

stores internationally. Its operating income for the year was $ 2.1 billion, down by 4.5%. The 

retailer is testing a new store concept, “Connected,” which networks outside electronics. The 

company also is building its venture capital business, Best Buy Capital, investing in different 

electronic technologies at the ground level in order to bring innovation to its product offering. 

Procurement Contacts: Fernando Silva, VP, Exclusive Brands & Global Sourcing 

BI-LO LLC 

208 BI-LO Blvd., Greenville, SC 29607 USA 

Tel: (864) 213-2500; (800) 862-9293 

Fax: N/A 

www.bi-lo.com 

Total 2011 Sales: $22 Billion -4.3% (E) 


Principal Business: Founded by Frank Outlaw, a former executive of Winn-Dixie, who purchased 

a chain of food stores in 1961, privately owned BI-LO today operates some 207 supermarkets in 

four states: North and South Carolina, Georgia, and Tennessee. 

EB Identities: Southern Home; and Topco brands--Top Crest, Top Care, etc. 

EB skus: N/A 

Profile: What goes around comes around. BI-LO, which started as venture by a former Winn- 

Dixie executive, has itself purchased Winn-Dixie, Jacksonville, FL, a $6.9 billion chain of 480 

grocery stores, operating in five states, which traces its roots back to 1925. . Effective March 

2012, the companies merged, forming BI-LO Holdings LLC, which plans to relocate its 

headquarters to Jacksonville. The combined business now represents more than $ 9 billion in 

annual sales, generated by 688 grocery stores in eight states (493 of them with in-store 

pharmacies). This reportedly makes BI-LO Holdings, via its two separate subsidiaries, BI-LO and 

Winn-Dixie, the ninth largest food retailer in the US. Both BI-LO and Winn-Dixie in the recent

past have required Chapter 11 bankruptcy protection. BI-LO a originally owned by Ahold of the 

Netherlands (also in this database) from 1977 to 2005 was sold to Lone Star Fund, Dallas, a 

private equity firm that buys distressed debt and assets. BI-LO emerged from bankruptcy umbrella 

and with the support of Lone Star Funds, announced plans to acquire Winn-Dixie for $ 560 

million in cash. (See details on Winn-Dixie in its listing in this database.) 


BIG Y FOODS INC. 

2145 Roosevelt Ave, Springfield, MA 01102-7840 USA 

Tel: (413) 784-0600 

Fax: (413) 732-7350 

www.bigy.com 

Total 2010 Sales: $1.5 Billion (E) 


Principal Business: Big Y operates 61 stores in Massachusetts and Connecticut, comprised of 47 

(E) Big Y World Class Markets, 10 Big Y supermarkets, 1 Fresh Acres Market, and 2 gourmet 

and food outlets. 

EB Identities: Big Y, Top Crest, Top Care (part of the Topco co-op) 

EB skus: 2,900+ 

Profile: Family owned, Big Y Foods celebrates its 75th anniversary in 2011. Late in 2010, this 

retailer purchased seven A&P supermarkets in Connecticut. In June 2010, Big Y began testing a 

Groupon offer (a deal-of-the-day website) among Springfield, MA subscribers, offering its new 

Shellfish Grill Pack (lobster tails, mussels, clams, and other seafood) at a 40% discount off the 

$39.99 retail price. Big Y partnered with Incentive Targeting and HaloEffects to produce what it 

describes as the first-ever grocery chain Groupon offer. 

Procurement Contacts: Ann Wallenius, Director, Corporate Brands

BJ’S WHOLESALE CLUB, INC. NYSE: BJ 

One Mercer Rd., Natick, MA 01760 USA 

Tel: (508) 651-7400 

Fax: (508) 651-6114 

www.bjs.com 



Principal Business: This food and general merchandise warehouse club chain, which started in 

1984, is the third largest of its kind in the US (trailing Costco and Wal-mart’s Sam’s Clubs, both 

also in this database). BJ’s 189 warehouse clubs include 167 “big box” formats (average 114,000 

square feet) and 22 smaller formats (73,000 square feet), operating in 15 eastern states. The 

average store stocks some 7,000 skus; while 66% of the stock is in food products, the balance 

(34%) in general merchandise. The company also operates 103 gas stations. Membership is 

comprised of 8,194 Inner Circle and 1,381 Business customers. 

EB Identities: A total of some 12 brands, including Berkley Jensen (cookware, food, hard goods, 

health & beauty, pet, sundries), Executive Choice (for business customers--sundries, hard goods, 

food), 3 apparel lines (Generation Me-children, Lanesboro-men’s, Taylor Mares-women), 

Rozzano (Italian foods), Wellsley Farms (perishables and premium prepared foods), LivingHome 

(housewares), Lyndon Reede (candy), Peterson’s (shrimp, seafood), and Trade Craft (auto and 

hard goods). 

EB skus: 500+ 

Profile: BJ’s opened 8 warehouse club stores, but closed 5 others and this together with 

restructuring of its operations bore an expense of $ 41.1 million. Thus net income dropped by 

27.6% to $ 95 million. Sales were strong in food, up 4% for the year thanks to new offerings in 

prepared foods, produce and frozen; while higher-margin perishable foods climbed by 7.4% in 

sales. BJ’s plans to open up to eight warehouse club stores in 2011. The retailer also is testing a 

smaller 85,000-square-foot Club format as an alternative to its 120,000 square foot Club. Three of 

these stores were opened in this year and another four are scheduled to open in 2011. UPDATE: In 

September 2011, BJ’s completed its acquisition by Beacon Holding Inc., an affiliate of Leonard 

Green & Partners, as well as by funds advised by CVC Capital Partners, another private equity 

firm, in a cash deal valued at $ 2.8 billion. At that time, BJ operated 190 warehouse clubs in 15 

states. The takeover makes BJ a private firm.

Procurement Contacts: Bruce Graham, Sr. VP; Gerard Tempesta, VP, Corporate Brands Manager, 

Corporate Brands; Kristine Modugno, Assistant VP Corporate Brands; Mark Titlebaum, Vice- 

President, Manager of Corporate Brands & Global Sales; Cheryl Winsor, Manager Corp. 

Brands/Marketing 

BLOC CVBA 

Gossetlaan 9 - 1702 Groot-Bijaarden, BELGIUM 

Tel: +32 2512-1640 

Fax: +32 2511-2289 

www.bloc.be 

Total 2010 Retail Business Sales: N/A 


Principal Business: BLOC, which started in 1947, has served as a central retailer-foodservice 

distributor alliance for its 14 members (located in Belgium, Luxemburg, and France), who each 

are equal owners in the buying group. They operate in fie countries today: Belgium, Luxembourg, 

France, the Netherlands, and Sweden. The group buys first price products for Louis Delhaize 

International Partners, covering the Cora, Match, and Louis Delhaize chains, supply mostly its 

Winny brand. BLOC also supplies other group brands, such as Best Of and Pro Melior. 

EB Identities: Winny, Pro Melior (foodservice), Best Of 

EB skus: N/A 

Profile: In January 2011, Super Trade (The Netherlands) and Martin Olsson (Sweden), both 

operating in the foodservice sector, joined the group. The total turnover of the membership is 

estimated at € 150 million. The retail members include: In Belgium, Lambrechts (Spar, Supra), 

LDIP (Cora, Match, Louis Delhaize), TrendyFoods, AC, and Huyghebaert (Prima, Cashwell); the 

Catus stores in Luxemburg; and in France, LDIP (Cora, Match), Maximo, and Francap. BLOC 

also handles five foodservice accounts: DeliXL, Java, and Horeca Totaal/Fidegro, all in Belgium; 

and La Provençale in Luxemburg. 

Procurement Contacts: Chris De Meirsman, Director; Michael De Clerck; Jean-Pierre Rathe; 

Philippe Siau; Nusret Kollqaku (non-food)

BOOKER GROUP PLC, THE 

Equity House, Irthingbrough Rd., Wellingborough, Northants NN8 1LT UNITED KINGDOM 

Tel: +44 1933-37100 

Fax: +44 1933-37110 

www.booker.co.uk 

Total Fiscal 2012 Sales:$6.2 Billion (£ 3.9 Billion) +9.4% 


Principal Business: In June 2007, Booker was merged with Bluehealth Holdings Plc and the 

resulting company called the Booker Group Plc. Today, Booker is the leading food wholesaler in 

the United Kingdom, supplying 338,000 catering bases, 83,000 independent retailers, and 60,000 

other customers. It also provides national delivery services (£ 1.1 billion in sales). The business 

operates 172 branch cash-and-carry stores. The Group also oversees the Premier symbol group, 

comprise of some 2,590 Premier branded stores (included abut 460+ Premier Express), operating 

under three formats, ranging from 500 up to 2,000 square feet and stocking some 7,000 products. 

EB Identities: Chef’s Larder (caterer’s food range), Booker Basics (caterer’s entry price range), 

Gentelle (value range of baby toiletries), First for Pubs (beer), EuroShopper, Butcher’s Market 

(premium fresh meats), Farm Fresh, Lichfields Luxury (portion packs for hotels/bed- & breakfast, 

and pubs), Pub Favourite Meal Deals (for pubs), Happy Shopper (grocery, frozen foods, drinks, 

confectionery, etc.) for retail sales; Premier for symbol group stores 

EB skus: N/A 

Profile: Closing another strong fiscal year, Booker reported its operating profits up by 17% to 

£89.6 million. Another 22,000 to 481,000 total customers have expanded its customer base. In 

October 2011, a new own label paper range was added, including the Velour and Vigour lines. 

Also new this year: the debut of the Chef’s Direct range for its major foodservice customers. 

Booker’s Happy Shopper range continues to expand into new categories. In April 2012, nine 

chilled ready meals were introduced. Following the close of the recent fiscal year, Booker 

announced in May 2012 its plans to acquired the Makro UK wholesale business from Metro 

Group AG in Germany (also listed in this database) for £ 139.7 million total (156,621,525 new 

ordinary shares of Booker stock, worth £ 123.9 million, and £15.8 million in cash). Makro UK, 

which started in 1971, now includes some 30 purpose built sites, serving mainly small and 

medium enterprises. Its revenues for calendar 2011 dropped by 3.7% to £ 787.4 million. Booker 

plans to begin selling own brands in those operations. Since Makro UK stocks some 29,000 skus 

(versus Booker’s typical 8,500 sku count), Booker plans to sell a part of that larger stock 

nationwide via the internet or in Booker cash-and-carry outlets.

Procurement Contacts: Steve Fox, Sales Director-Retail 

BURBERRY GROUP PLC 

Horseferry House, Horseferry Road, London SW1 2AW UNITED KINGDOM 

Tel: +44 20-3367-3000 

Fax: N/A 

www.burberry.com 

Total Fiscal 2011 Group Sales:$ 2.3 Billion (£ 1.5 Billion) + 27%; Retail Sales: $1.5 Billion (£ 

962 Million) +35.5% ;Wholesale Sales: $670.3 Million ( £ 441 Million) +17% 

Percentage of Retail Sales in Exclusive Brands: 100% 

Principal Business: Founded in 1856, Burberry has emerged as a global, iconic, luxury fashion 

apparel brand, which is sold in its 417 Burberry’s retail stores (174 mainline, 199 concessions 

within department stores, and 44 stores outside the UK), through digital commerce, via 

wholesaling, plus through the licensing channel. Its core business is outerwear (British heritage), 

which its designs, sources, and markets, as well as accessories and non-apparel merchandise: large 

leather goods, shoes, etc.). Burberry also manages three global licenses: fragrances, timepieces, 

and eye wear. 

EB Identities: Burberry Prorsum fashion forward collection, Burberry London weekday ready-towear 

working apparel, and Burberry Brit weekend casual wear 

EB skus: N/A 

Profile: Record revenues, margins and profits, this retailer enjoyed a strong year. Its operating 

profits shot upward by 37% to £ 301 million. During the year, the company acquired a 50-store 

network from a long time franchisee; seven more stores were opened in this market in this period. 

The company reports a strong rebound in luxury spending, where its retail sales in 2005/06 

represented 43% of total sales; they now claim 64% share. Likewise, in that period, non-apparel 

goods once 29% of sales are now at 40% of sales. Helping retail in 2010/11, the company opened 

a record 266 mainline stores, including outlets in Beijing, Sao Paulo, and Mumbai. Burberry, 

while discontinuing its Spanish operation, has through franchise partners entered four new 

markets: Armenia, Egypt, Israel, and Mongolia. Its strong results in wholesaling cover sales to 

department stores, multi-brand specialty accounts, travel retail and sales to 56 franchised stores in 

emerging markets. The company lately has embarked on more marketing activities with digital

content. In the fourth quarter, its new Burberry.com website launched in six languages, being 

transactional across 45 countries by year-end. Visitors can connect to all aspects of its business: 

heritage, music and videos, to the full product offering. The audio-visual content provides an 

online luxury shopping experience. Also the retailer’s previously closed-door fashion shows are 

now live-stream. A September 2010 women's wear show was streamed in 3D to five locations 

around the world. Additionally, its in-store Retail Theatre technology allows for synchronized 

messages to customers across all mediums for the first time. IPads also were introduced to 

selected stores globally. In June 2010, its first cosmetics line, Burberry Beauty (fragrance licensee 

Interparfums), was launched. 


C&S WHOLESALE GROCERS, INC. 

7 Corporate Drive, Keene, NH 03431 USA 

Tel: (603) 354-7000 

Fax: (603) 354-4690 

www.cswg.com 



Principal Business: This privately owned company, which started in 1918, today is the largest 

wholesale grocery distributor in the US and the 9th largest privately held company (according to 

"Forbes" magazine), operating 50 warehouse facilities in 12 states and serving 3,900 retail 

locations with 95,000 food and nonfood items. The wholesaler and distributor also owns 70+ 

grocery stores, under Grand Union Family Markets (30 stores in New England) and Southern 

Family Markets (41 supermarkets and 10 liquor stores under the Southern Family and Piggly 

Wiggly store banners. 

EB Identities: Different retailers’ brands and Topco brands (licensed from the Topco co-op), 

Fleming Companies brands (SuperTru and Marquee premium, BestYet, Rainbow value brand, 

Nature’s Finest fresh-cut produce), etc. plus licensed brands, IGA and Piggly Wiggly. (C&W 

owns and licenses the Best Yet and Piggly Wiggly brands.) 

EB skus: 2,000+

Profile: C&S’s remarkable growth in the recent past has been spurred on by the takeover of 

troubled operations, such as bankrupt Grand Union (acquiring 185 stores in late 2000 with most 

of them sold off since then); and in August 2003, the grocery wholesale business of bankrupt 

Fleming Companies Inc., which included new customers in California and Hawaii. C&S also 

followed up this takeover by exchanging assets with SUPERVALU (also in this database) giving 

up Fleming’s Midwest operation (including accounts with Sentry Foods and Festival Foods) to 

SUPERVALU in exchange for the latter’s New England operations, including its customer supply 

agreements there and three distribution centers. C&S also sold a number of Fleming’s divisions, 

including its business in Nashville and Memphis (both TN), the Topeka, KS, Tulsa, OK, and 

Lincoln, NB divisions, sold to Associated Wholesale Grocers Inc. (also in this database); the 

Garland, TX Division sold to Grocers Supply Co., Inc.; the Florida Division sold to Associated 

Grocers of Florida; and the Lafayette, LA Division sold to Associated Grocers Inc., in Baton 

Rouge, LA. After negotiation these five major transactions and including many smaller ones, 

C&S came out with significant operations on the East Coast and West Coast. The Fleming 

takeover also allowed C&S to assume the IGA membership agreement, formerly held by Fleming 

Companies. Additionally, C&S took on another Fleming business, Piggly Wiggly Co. (also in this 

database), as a C&S affiliate, now representing 600 independently owned Piggly Wiggly stores in 

17 states. Early in 2006, C&S adopted Topco’s Full Circle line of natural and organic private 

label products (260 skus), which Topco plans to increase with another 50 skus. Early in 2009, 

C&S acquired the wholesale business of Penn Traffic Co., Syracuse, NY, covering more than 

$200 million in revenues .A major retail customer of C&S, A&P, after filing for bankruptcy 

protection in December 2010, forced C&S to move six of its New Jersey warehouse operations to 

other states, laying off more than 1,000 employees. 

Procurement Contacts: Bob Palmer, Exe. VP Procurement & Merchandising; Mike Papeleo, Sr. 

VP Grocery Merchandising & Procurement; Joe Canfield, Director, Corporate Brands; Dan Bain, 

VP procurement; Peter Nai, VP Merchandising 

CANADIAN TIRE CORP., LTD. 

2180 Yonge St., 11th Flr (South), P.O. Box 770, STN K, Toronto, ON M4P 2V8 CANADA 

Tel: (416) 480-8572 

Fax: (416) 480-3765 

www.canadiantire.com 

Total Fiscal 2011 Sales: $ 11.5 Billion (C$ 11.6 Billion) +12.3%; Total Canadian Store Retail 

Sales: $ 5.9 Billion (C$ 5.8 Billion) +2%; Total Mark’s Sales: $ 1 Billion (C$ 979.5 Million) 

+3%; Total Canadian Tire Petroleum Sales: $ 1.9 Billion (C$ 1.9 Billion) +19%; Total FGL Sports 

Sales (Aug. 19, 2011-Dec. 31, 2011): $ 664.9 Million (C$ 645.6 Million) +2.3% 

Percentage of CTR Sales in Exclusive Brands: 33.3%

Principal Business: Established in 1922, Canadian Tire today is one of the most recognized 

retailers in Canada. The company oversees a network of 1,696 retail outlets under four separate 

banners: 488 Canadian a Tire Retail stores, 385 Mark’s Work Wearhouse outlets, 289 Canadian 

Tire Petroleum gas bars, and 534 FGL Sports stores. The Canadian Tire Retail business also 

includes about 87 PartSource auto parts specialty outlets. The Canadian Tire Petroleum business 

includes convenience stores, kiosks, and car washes. The company franchises about 50 Mark’s and 

40 PartSource stores. (In Quebec province, Mark’s operates under the LEquipeur banner.) Most 

of its petroleum sites are co-located with CTR outlets, while all the petro sites are operated by 

agents. Canadian Tire also provides financial services, via Canadian Tire Bank, operated as the 

second largest MasterCard franchise in Canada. 

EB Identities: MasterCraft (premium hardware and tools), MasterCraft Maximum (best quality 

tools), Motor Master (car care and car accessories), JobMate (tools), Yardworks (lawn and garden 

supplies), Debbie Travis ( paints, tabletops, rugs, window coverings, bath accessories, 

storage/organizers, etc.); Simplicity (better quality housewares and decor items), Hero 

(consumable items), Masterchef Webber (barbecue hardware); Simonize (car cleaning chemicals, 

car wash soap, protectants, power washers, etc.); Norma (small electrical products); Woods 

(licensed brand for outdoor sporting goods), Cooper (licensed brand for entry level sporting 

goods), Ascent (outdoor recreational clothing) Blue Planet (80+ products in 12 product categories, 

address environmental concerns. At Mark’s, there is Denver Hayes, Imagewear, Mark’s Work 

Wearhouse Superbrand, Freshtech anti microbial apparel, dri-Wear apparel, Tarantula anti-slip 

footwear, etc. 

EB skus: 7,000+ (E) 

Profile: The economic fallout and poor weather conditions nationwide in the recent past have 

impacted on this retailer’s overall business. This year’s results improved somewhat, especially 

with the C$ 771 cash acquisition of The Forzan Group, Calgary, Alberta, in May 2011. This 

business, renamed FGL Sports, now positions Canadian Tire as “the ultimate authority in sports 

related goods in Canada”: apparel, footwear, and equipment. FGL also helped boost the firm’s 

gross margin by 13.1%; without that takeover, the margin would have been 2.3% for the year. 

During the year, the company opened 66 larger Smart stores. Its overall strategy continues on 

reformatting stores in its different chains, testing smaller outlets, a new automotive store concepts, 

and a new format for the Mark’s chain. The company is more optimistic as its enters its 90th 

anniversary year in 2012. 

Procurement Contacts: Randy Weyersberg, VP Marketing 

CARDINAL HEALTH, INC. 

7000 Cardinal Place, Dublin, OH 43017 USA 

Tel: (614) 757-5000 

Fax: N/A

www.cardinal.com www.medicineshoppe.com www.medicap.com www.myleader.com 

Total Fiscal 2011 Sales: $102.6 Billion +4%; Pharmaceutical Sales: $93.7 Billion +4%; Medical 

Sales: $8.9 Billion +2% 


Principal Business: Cardinal Health is a national full-line wholesale distributor and manufacturer, 

operating in two segments: Pharmaceutical and Medical. The Pharmaceutical operation distributes 

branded and generic pharmaceutical, OTC healthcare, and consumer products to retailers (major 

chains and independent operators), hospitals, and alternate care providers (including mail, order 

pharmacies). Additionally it provides third party logistics to manufacturers and franchises two 

independent retail pharmacy chains, Medicine Shoppe (MSI) and Leader Drug Stores. MSI is 

called the largest franchiser of independent community pharmacies in the US and the Leader Drug 

Stores represents a group of some 3,300+ independent community pharmacies. Cardinal also 

oversees the Medicap Pharmacy banner, which franchises independent community pharmacies. 

MSI has some 900+ apothecary-style pharmacies in the US and 400+ in six other countries. MIS 

has its own private label program as does Leader Drug Stores, the latter with 500 skus+. Cardinal 

Health also manufacturers PET (positron emission tomography) agents for diagnostic , therapies, 

and clinical trials for nuclear pharmacies. The Medical segment manufacturers and distributes 

medical and surgical and lab products to hospitals, physician offices, etc. In the US and Canada, 

which also provides private label clinician apparel (surgical gowns and gloves, masks, and 

scrubs), as well as surgical drapes, etc. Overall, Cardinal Health, founded in 1971, now serves 

some 60,000+ healthcare sites. It provides some 300,000+ products and related services. 

EB Identities: The Leader, Medicine Shoppe, Endura (scrubs), and surgical apparel under the 

Smart Gown, Royal Silk, Astound brands, etc. 

EB skus: N/A 

Profile: Cardinal Health’s fiscal 2011 results were tranformative and outstanding. Three 

acquisitions, which added $ 2.9 billion to its revenues, were: P4 Healthcare (July 2010), for $ 506 

million, a specialty pharmacy service provider, thus helping to differentiate Cardinal’s portfolio; 

Yong Yu (November 2010) for $ 458 million, a leading health care distributor in China, opening 

that market to Cardinal; and Kinray (December 2010) for $ 1.3 billion, a pharmaceutical 

distributor to independent retailers in the Northeast, bringing in 2,000 customers, thus boosting 

Cardinal’s overall customer count in that business by 50%. Yong Yu, a distributor of branded and 

generic and specialty pharmaceuticals and medical surgical OTC and consumer products serves 

49,000 hospitals and clinics plus 123,000 retail outlets in China. 

Procurement Contacts: Jim Saddler, Category Manager, PL ; Jim Hodges, Director Markteting; 

Timothy Doyle, PL Merchandising Manager 

CARREFOUR

26 Quai Michelet-TSA 20016- 92695 Levallois-Perret Cedex, ( Paris) FRANCE 

Tel: +33 1-55-63-3900 

Fax: +33 1-55-63-3901 

www.groupecarrefour.com 

Total 2010 Gross Sales: $139.3 Billion (€ 105.5 Billion) +9.8%; Net Sales: $118.9 Billion (euro 

90.1 billion) +5.5% 


Principal Business: Carrefour is the second largest retailer in the world and number one in Europe, 

overseeing 15,937 stores under its Group banners (including franchisees and partners) in 18 

countries. Of that group, Carrefour’s own consolidated network totals 7,892 stores, comprised of 

1,308 hypermarkets (18 countries), 1,701 supermarkets (12 countries), 4,303 hard discount stores 

(8 countries), 474 convenience stores (5 countries) and 26 cash & carry stores (2 countries). By 

region, its net sales break down with € 34.9 billion +1.9% in France, € 24.6 billion -1.8% in eight+ 

European countries (Spain, Italy, Belgium, Greece + Cyprus, Poland, Turkey, Romania, Portugal, 

and others), € 13.9 billion +31.3% in Latin America (Brazil, Argentina, and Colombia), € 6.9 

billion +18.5% in Asia (China, Taiwan, Thailand, Malaysia, Indonesia, and Singapore), and € 9.8 

billion +1.6% hard discount stores in eight countries (France, Spain, Greece/Cyprus, Portugal, 

Turkey, Argentina, and Brazil). Its hypermarkets operate under the Carrefour banner. A number of 

different supermarket banners are now being converted over to the Carrefour, Carrefour Market, 

Carrefour Express, and Carrefour Barro banners. In the hard discount area, its store banners 

include Dia Maxi or Dia Market, Ed (936 stores in France), and Minipreço (Portugal). In the 

convenience stores area, there are the Marché Plus, Shopi, 8 à Huit, and Proxi banners (all in 

France) and Diper Di (Italy) with the Carrefour Express or Carrefour City banners now being 

introduced into convenience stores in Brazil, Poland, Spain, and Taiwan. In its Cash & Carry 

operation, Promocash operates some 129 Docks Market, and Gros Iper stores, which have been 

converted to franchised operations. 

EB Identities: Carrefour (flagship brand), Carrefour Selection (gourmet), AGRI (BIO, Eco 

Planète, Nutrition, Solidaire), Reflets de France, Carrefour Discount, Carrefour Home, Carrefour 

Techno, Bluesky, Number One, Editions Carrefour (literary classic books), tex (textiles and 

shoes), tex by Max Azria (women’s ready-to-wear clothing), Firstline (consumer electronics), 

Oscar Firstline (Pentium-based personal computers), Harmonie (clothing) TOPbike (bicycles), 

Escapades Gourmandes, Filière Qualité Carrefour (healthy, environmentally-friendly, tasty foods), 

Coté Green, Grand Jury, Grand Jury Equilibre, Champion, PCI, Dia %, Ed, Picard, Number 1 

(price line), Peche Responsable, Euro Sourive, and exclusive packer labels (many sold out of Ed 

L’Epicier stores) In Carrefour’s streamlining strategy, a number of these identities may be in the 

process of a phase-out. 

EB skus: 20,000+

Profile: The Group reported solid sales and operating profits in 2010 thanks to a reduction in its 

operating costs and work on improving its purchasing activities. Its net income jumped by 31.4% 

to € 1.4 billion. Also helping: a new reinvented hypermarket concept, Carrefour Planet—now 

being rolled out into five European countries. Carrefour, the inventor of the hypermarket concept, 

has been testing this concept as pilot stores, which feature an upgraded facelift: a festive 

atmosphere of discovery with new services, up-to-date technologies, and the feel department store 

merchandising via a boutique feel. (Some brands, Apple, Virgin, etc., command their own areas in 

these stores.) Also, new store concepts like Carrefour City Café, and Carrefour Express are being 

implemented. During the year, some 2,000 new Carrefour branded products were introduce; 

another 1,500 new products are planned for 2011, while expanding into textile and home 

assortments. Some 5,000 Carrefour branded products will be renovated in 2011. Carrefour 

reported raising its own brand sales penetration by 70 basis points to 25.2% of total sales during 

the year. Since its launch in May 2009, the Carrefour Discount entry-level brand has been 

broadened into fresh products and since January 2011 into household appliances. It is now one of 

the best selling brands in France. Over the past few years, Carrefour has pulled out of countries 

where it is not the market leader, such as Switzerland, Sloakia, Turkey, Bulgaria Russia, Malaysia 

and Singapore. In 2010, Thailand was added to this list; although Carrefour did enter India with 

one store during the year. Carrefour now focuses on its strengths, and as a result turned business 

around in Belgium, Poland, and Taiwan in 2010. During the year, Carrefour opened some 1,119 

new stores, notably in its growth markets: Turkey, China, and Brazil. Also, the Group has focused 

on its smaller store formats: opening some 344 new Carrefour City (300-600 square meters) and 

Carrefour Contact stores in France, bringing their total to 409 stores. Additionally, there has been 

a rollout of Carrefour Market and Carrefour Express (400-900 square meters) stores in Italy (67 

added), Belgium (22 added), and in Argentina, Malaysia and Greece—bringing the cumulative 

total to 1,582 stores. Carrefour also has been converting its Ed hard discount chain in France over 

to its successful Dia banner: 255 conversions in 2010. The Group announced plans to spin off its 

25% interest in Carrefour Properties and its 100% interest in the Dia concept in 2011. The overall 

strategy now is to optimize its private brand assortment into three tiers: Selection Carrefour, AGIR 

Carrefour, and Reflets de France, all premium quality; Carrefour brand as national brand 

equivalent; and Carrefour Discount as a price product range. The eventual goal is to build toward 

50% of sales volume under its own brands. UPDATE: For 2011, Carrefour reported its total sales 

(including VAT) at € 91.5 billion +0.5%. This slight sales gain was buttressed by positive growth 

in its emerging markets, Latin American sales +6.8% to € 17.1 billion (turnaround sales in Brazil 

and continued growth at Atacado), and Asian sales +2.8% to € 8.2 billion (growth in Indonesia, 

recovery in Taiwan; but offset by lower nonfood sales). In Europe, however, sales in France 

dipped -2.4% to € 39.5 billion (impacted by lower hypermarket sales and the impact of its action 

plan) and in the rest of Europe -4.3% to € 26.8 billion (Belgian turnaround offset by a slowdown 

in nonfood sales in Southern Europe). The action plan, launched in August 2011, so far has 

improved its out-of-stocks, reduced promotions to a more targeted strategy, and improved its price 

position with select suppliers. Carrefour closed the year with a total of 9,771 stores, having 

opened or acquired 669 new stores under group banners. The breakout: 4,631 in France, 4,177 in 

the rest of Europe, 583 in Latin America, and 380 in Asia. By store format: 1,452 hypermarkets, 

2,995 supermarkets, 5,170 c-stores, and 154 cash & carry outlets. Future plans call for increasing 

the Carrefour-branded product selection. 

Procurement Contacts: Vincent Profichet, Director of Food Purchasing; Martina Gruter, Private 

Label Marketing Manager; Anne Rey-Ferrer, Chef de Produits; Luc Pajot, Export Director 

CASEY’S GENERAL STORES, INC. 

One Convenience Blvd., Ankeny, OH 50021 USA

Tel: (515) 965-6100 

Fax: N/A 

www.caseys.com 



Principal Business: Started in 1959 as a country store and nine years later evolving into a 

convenience store, Casey’s General Stores now operate 1,645 combination c-store/gasoline station 

stores in 11 Midwest states (primarily Iowa, Missouri, and Illinois). The stores, under the Casey’s 

General Store, HandiMart, and Just Diesel banners, have a selling area averaging 2,300 square 

feet; while some 61% of the outlets are located in areas with the population under 5,000, and 14% 

of the chain has outlets in population areas of 20,000+. Its stores sell about 3,000 food and 

nonfood items. The company is traded on NASDAQ-GS under the symbol CASY. 

EB Identities: Casey’s 

EB skus: N/A 

Profile: The economic impact on business hit this firm’s gasoline sales up 25.5% to $3.9 billion. 

Net earnings were up 4.1% to $22.8 million. The firm rejected a hostile, unsolicited offer in March 

2010 by Alimentation Couche-Tard of Canada (also listed in this database) to buy the company. 

Casey’s during the year opened 20 new stores and acquired 89 outlets, while replacing 15 stores. 

The chain continues to roll out a new store design, featuring coolers, an expanded coffee and 

fountain offering, and made-to-order sub-sandwiches. 


CASINO GUICHARD-PERRACHON 

B.P. 306 - 1, Esplanadede, F-42008 Saint-Etienne Cedex 2 , FRANCE 

Tel: +33 4-77-45-31-31 

Fax: +33 4-77-45-38-38

www.groupe-casino.fr 

Total 2010 Banner Sales:$ 56.5 Billion ( € 42.8 Billion) +16.1%; Consolidated Net Sales: $38.4 

Billion (€ 29.1 Billion) +8.7%; In France Consolidated Net Sales: $23.6 Billion (€ 17.9 Billion) 

+1.7%; International Consolidated Net Sales: $14.7 Billion (€ 11.1 Billion) +22.3% 

Percentage of Banner Sales in Exclusive Brands: 25% (E) Percentage of Sales in France in 

Exclusive Brands: 50% Percentage of Leader Price Sales in Exclusive Brands: 100% 

Principal Business: Group Casino, founded in 1898, today is a multi-format retailer, operating in 

seven countries, encompassing 11,663 stores under different formats (hypermarkets, supermarkets, 

discounters, superettes, convenience & specialty outlets) including some 30 store banners. Some 

62% of its sales are in France, covering 9,461 outlets: 125 Géant Casino hypermarkets, 405 

Casino supermarkets, 494 Monoprix city center food supermarkets, 6,675 superettes convenience 

stores (3 banners—Petit Casino, Spar, Vival), 770 Franprix convenience stores, and 585 Leader 

Price discount stores. Outside of France, there are 2,202 stores, under different formats: 23 in 

Argentina, 53 in Uruguay, 1,647 in Brazil, 116 in Thailand, 14 in Vietnam, 299 in Colombia, and 

50 in the Indian Ocean region. Casino in July 2008 pushed its ownership in CBD (Pão de Acúcar 

Group in Brazil—listed separately in this database) up to 35.3%. In Colombia, Casino owns 

59.8% of the country’s leading food retailer, Exito (also listed in this database). In Argentina, 

Casino owns Libertad a chain of 65 stores, including Libertad hypermarkets, Leader Price 

convenience stores, Hiper Casa home and office equipment, and Planet.com electronics retailer. In 

Venezuela, Casino up until January 2011 owned a stake in Catien, covering 41 stores and the 

market leader in supermarkets. In Uruguay, Casino operates the Deoto subsidiary overseeing 53 

stores under three banners: Disco family supermarkets, Devoto food stores and a Géant 

hypermarket. Casino’s Asian operations are centered in Thailand (116 stores mostly Big C 

hypermarkets plus 13 Leader Price discount outlets), and in Vietnam some 14 stores operated 

under the Vindémia business (8 Big City hypermarkets and 7 shopping centers). Additionally, a 

Vinémia subsidiary operates in the Indian Ocean region (Reuion, Madagascar, Mayotte, and 

Mauritius), with 11 Jumbo hypermarkets, Score supermarkets, and Spar convenience stores. 

Finally, Casino holds a majority interest in Super de Boer, a network of 305 supermarkets (Super 

de Boer/Konmar/Edah discount) in the Netherlands. Additionally, Casino operates cash & carry 

stores and Casino cafeterias plus has other business interests. 

EB Identities: Casino, Casino Délices (premium, Casino Palmares (innovative, high-quality 

exclusive products), Ondilege (light and healthy foods), Saveurs d’Ailleurs (ethnic foods), Michel 

Troisgreos (gourmet foods and kitchen implements developed by famous French Chef), Casino 

Bio (organic), Terre et Saveur (fresh fruits, vegetables, meat, poultry, etc.), first price (e + smiley 

figure), Tout Simplement (Simply Yours textiles), Ysiance Homme (beauty products), Casino 

Désirs (household and leisure goods),Tout Simplement (clothing), Hypson (brown goods-electronics), 

Funex (white goods--kitchen electronics), Club de Sommeliers (wines), Kellegen 

(beer), Leader Price, Prix Gagnant (Winning Price, a value line in its discount stores), Spar, Smart 

& Final, Monoprix (including Bio, Vert, Gourmet), Extra, Barateiro 

EB skus: 10,000+ (8,000 in France) 

Profile: Casino for 2010 reported: “We have met our objectives in terms of both sales momentum 

in France and faster profitability growth in international markets.” Strong sales in France were 

attributed to turnaround same-store sales at Leader Price and an expansion of its convenience

stores. In January 2011, Casino acquired the remaining 18.6% stake in C discount, pushing its 

ownership to 99.6%. In November 2009, Casino acquired the remaining stake held by the Baud 

family in Franprix (5%) and Leader Price (25%), giving the Group 100% ownership in those 

chains. In January 2010, President Hugo Chaez nationalized the Exito hypermarkets in Venezuela, 

thus ending Casino’s presence there. Casino continues to build its private label business, regarding 

it as a “differentiation lever,” although its strategy for Leader Price discount stores, 100% private 

label stock, changed in July 2010, when some 250 popular national brand items were added to the 

stores. This apparently was to help drive up profit margins in those outlets. During the year, 

Casino dropped palm oil from all of its own brand products. Casino also began pooling its private 

label procurement for its Casino, Monoprix, and Leader Price brands. In January 2011, Casino’s 

central purchasing division, EMC Distribution, joined EMD Central European Purchasing group 

(also in this database). Casino’s EMC business focuses mostly on own brand products, 

consolidating Casino, Monoprix, and Price Leader brand. 

Procurement Contacts: Alain Bizeul, Private Label Manager; Yves Marin, Director of Casino 

Brand; Alain Pourcelot, Manager of Casino Brand Products; Patrick Donard, Food Manager; 

Pascale Martinet, Responsable Developement Produit; Delphine Nicolaidis, Chef de Produits; 

Anne-Sophie Lachaise, Chef de Produits; Jeanne Gonzalex, Chef de Produits Textile; Jean- 

Philippe Da Costa (Leader Price); Yannick Migotto, Food Purchasing Directojr; Pierre Derouard, 

General Secretary of EMC Distribution. 

CBA COMMERCIAL LTD. (CBA Kereskedelmi Kft) 

2351 Alsonemedi-2402 hrsz., Pf. 19.Budapest, HUNGARY 

Tel: +36 6-29-620-000 

Fax: +36 6-29-620-006 

www.cba.hu 

Total 2011 Alliance Sales: $13.2 Billion (€ 10 Billion) (E) Total 2011 Turnover in CBA Hungary: 

$2.6 Billion (€ 2.1 Billion) +1.7% 

Percentage of Sales in CBA Hungary Exclusive Brands: 7% 

Principal Business: Founded in 1992 in Budapest by 10 private tradesmen with 17 shops, CBA 

Commercial Ltd. has evolved into an international co-op alliance of independent retailers, based in 

Hungary, now covering 10 other European countries: Bulgaria, Croatia, Italy, Lithuania, Malta, 

Poland, Romania, Serbia, Slovakia, and Slovenia. There are 3,372 CBA stores in Hungary and 

another 3,895 CBA in the other countries. 

EB Identities: CBA, plus the independent members’ own brands, such as, Pecmo and Uno 

(Bulgaria), ERA (Slovenia), and Nasz Sklep (Poland).

EB skus: N/A 

Profile: CBA’s biggest member partner operates in Hungary which continues to develop two new 

formats: CBA Prima (100+ top quality food stores) and CBA Cent soft discount (also 100+ 

stores). During the year, CBA saw several dozen franchise partners forced to close stores (some 

100+) due to the weak global economy. Capitalizing on the quality of some unique Hungarian 

foods, CBA continues to develop its so-called Hungaricum products (unique to the country), such 

as Dedikenk hedvence jams (plum, apricot, mulberry). Also, a deli concept, called Hungaricum 

Delikat is now under development, with these stores scheduled to open outside Hungary in major 

cities: Paris, Berlin, Brussels, and London, forming a chain. One other strong member in the CBA 

network is Poland, where there are some 1,800 stores in the Nasz Sklep chain. That CBA member 

is now developing a Premier store concept, which follows the lead of the Hungarian business, 

where the Prima upscale chain was introduced in 2009. 

Procurement Contacts: Katalin Neubauer, Commercial Direc tor (Hungary) 

CELESIO AG 

Neckartalstrasse 155, 70376 Stuttgart, GERMANY 

Tel: +49 711-5001-735 

Fax: +49 711- 5001-740 

www.celesio.com 

Total 2011 Group Sales: $31.9 Billion (€ 23 Billion) -1.1%; Pharmacy Wholesale Sales: $ 26.1 

Billion (€ 18.8 Billion) -1.1%; Pharmacy Chain Sales:$ 5 Billion (€ 3.6 Billion) -1.3%; 

Manufacturing Sales: $ 532.8 Million (€ 383.3 Million) -6.9% 

Percentage of Store Sales in Exclusive Brands: N/A 

Principal Business: Celesio, a leader in the pharmaceutical wholesaling and retailing business in 

Europe (its roots tracing back to 1835 as a retailer of drugs, paints, and chemicals), is 54.6% 

owned by Franz Haniel & Cie, GmhH, Duisburg, Germany. Haniel Group, which celebrated its 

250th anniversary in 2007, is a family owned holding company (e 94 billion), which also has 

interests in washroom and work-wear rentals, stainless steel recycling & trading, and building 

products (raw materials). Haniel acquired GEHE AG in 1973 and renamed it Celesio in 2003. The 

Haniel holdings also include 34% interest in Metro of Germany (also in the SOURCEBOOK). 

Celesio as one of the largest pharmacy operators in Europe operates 2,281 pharmacies in seven 

countries: United Kingdom (1,645), Norway (280), Italy (162), Belgium (99), Ireland (72), 

Sweden (69), and Czech Republic (53). German law prevents corporate ownership in its home

country. The chains, some of which include a mail order pharmacy business, include: 

Lloydspharmacy in the UK ( £1.8 billion 2010 turnover), Unicarepharmacy in Ireland, Farmacia in 

Italy, Vitus apotek in Norway, etc. Celesio’s wholesale business operates through 133 wholesale 

branches, which supply more than 65,000 pharmacies and hospitals in 13 European countries. 

Celesio works with 4,500+ brand partnerships, which include: DocMorris, Movianto, Pharmexx, 

etc. They can draw on a stock of up to 130,000 products. The Celesio Manufacturing Solutions 

portion of its operation is basically a manufacturer of generic drugs and other products, also 

providing logistics and marketing support. 

EB Identities: Lloydspharmacy, Solero (sun care range in the UK), Your Organ ics (skincare), 

DocMorris 

EB skus: N/A 

Profile: From 2007 to 2011, one positive trend for Celesio has been the reduction of its net debt, 

down by 27%. The company has suffered earnings losses over those years; 2011 was especially 

difficult: net profits at € 6.1 million versus 2010’s € 265 million. Blame it on the economy and 

particularly on stiff competition in Germany and France. Given the gloomy forecasts in Europe, 

Celesio, which added 49 new pharmacies during 2011 (mostly in the UK), is now looking toward 

regional expansion into Latin America and the Middle East. The weak profits in 2011 led Celesio 

to a number of divestments in 2012: Movianto (third party logistics) in July, Pharmexx (a 

marketing and sales serice provider) in July, its Czech retail and wholesale business in August, its 

local wholeale business in Ireland (October), and in October the DocMorris pharmacy mail order 

business and its trademark to Zur Rose AG, a pharmacy distributor in Switzerland. In October 

2011, the company acquired 60% interest in Oncoprod, a wholesaler of specialty pharmaceuticals 

in Brazil. Celesio had planned to bundle its operations into a European network of DocMorris 

pharmacies to realize synergies. Opposition, however, came from independent pharmacies in 

Germany (served by Celesio wholesale) resisting the prospect of a new chain competitor. Celesio 

nevertheless now looks to build that network under the ‘One Celesio’ banner, now that DocMorris 

is sold. 


CENTRAL GROCERS COOPERATIVE, INC. 

2600 W. Haven Ave, Joliet. IL 60433 USA 

Tel: (815) 553-8800 

Fax: (815) 553-8710 

www.central-grocers.com 

Total Fiscal 2010 Sales: $1.8 Billion +12.5%


Principal Business: This privately held, member-owned wholesale distributor, operated as a 

cooperative, was started in 1917. Today, it serves some 240 independent grocery retailers (corner 

grocer up to full-service supermarket chains) in the Chicago region plus in Iowa, Indiana and 

Wisconsin. The co-op owns 30 stores, including the Strack and Van Til subsidiary (20 

supermarkets in Indiana), Town & Country, Ultra Foods (low-cost), and Key Markets. 

EB Identities: Centrella, Silver Cup Value Buy 

EB skus: N/A 

Profile: In May 2008, the company acquired Certified Grocers Midwest, a co-op wholesaler 

started in 1940 and serving more than 200 stores. The combined business now plans to open a new 

920,000-square-foot distribution center in Joliet, IL, starting in early 2009. 

Procurement Contacts: Jim Risley Jr., Director of Corporate Brands; David Verzak, VP Grocery 

CENTROS COMERCIALES SUDAMERICANOS, CENCOSUD, S.A. 

Av. Kennedy 9001, The Courts, Santiago, 7490562 CHILE 

Tel: (56-2) 2996999 

Fax: (56-2) 2996978 

www.cencosud.cl 

Total 2011 System-wide Sales: $15.5 Billion (CLP 7.6 Billion) +22.2% 


Principal Business: Cencosud, a multi-format, multi-brand retailer, founded in 1960, today 

operates 825 stores in five countries: Chile (262 stores), Argentina (331 stores), Perú (76 stores), 

Brazil (152 stores), and Colombia (4 stores). Its banners cover 53 Jumbo hypermarkets in Chile 

and Argentina and 10 supermarket chains scattered throughout its marketing area: Santa Isabel, 

Disco, Super Vea, GBarbosa, Prezunic, Bretas, Wong, Metro, Super Familia, and Perini. 

Hypermarket and supermarket chains together (684 stores) account for $11.5 billion in sales. 

Additionally, there are two department store chains (75 stores), Paris and Johnson’s, in Chile ($1.4

illion sales; and two home improvement chains (81 stores), Easy and Blaisten in Chile, 

Argentina, and Colombia ($1.9 billion sales). Cencosud also operates some 25 shopping centers in 

Chile, Argentina, and Perú as well as a sales representative office in China. 

EB Identities: Jumbo, Global Kontiki, and home (at Jumbo stores); Santa Isabel, Disco, Wong, 

Vea, Pet’s fun!, Alpes, etc. Also, exclusive brands: Top Shop, Women Secret, Free People Brand, 

etc. 

EB skus: N/A 

Profile: Chile’s “robust economy” in 2011 grew by 6.4%, although in the latter half of the year it 

weakened. Cencosud rode this trend, pushing its operating income up by 29.9% to CLP 585.2 

million. During the year, 72 new stores were opened across all formats. In December 2011, the 

company took 85.5% control of the 40-store Johnson’ S.A. chain in Chile (including 13 branded 

FES stores). The following month, Cencosud acquired the 31-store Prezunic supermarket chain in 

the state of Rio de Janeiro. Cencosud’s private brands in food reportedly grew three times faster 

than the sales of its total supermarket division., which for the year were up 24.9% to CLP 5.6 

billion. Traded on the Santiago Stock Exchange, the company plans to issue more shares in 2012 

to raise funds for expansion plans, and thus be listed on the US Stock exchange. 


CHAIN DRUG CONSORTIUM 

2300 N.W. Corporate Blvd., Ste 115, Boca Raton, FL 33431 USA 

Tel: (561) 392-3327 

Fax: (561) 393-7480 

www.chaindrugconsortium.com 

Total 2011 Group Retail Sales: $8 Billion+ 


Principal Business: Founded in 1997 by four regional drugstore chains (Brooks, Genovese, Happy 

Harry’s, and Kerr Drug) on the East Coast, the group has since lost three of its founding 

companies to the big chains: Brooks & Genoese now converted to Rite Aid, and Happy Harry’s 

now part of Walgreens. Nevertheless, CDC has grown—even as the market leaders have 

swallowed up its newer members: both Drug Fair Group and Duane Reade taken over by 

Walgreens in 2009 and 2010, respectively. Together CDC serves some 16 regional chains (see

elow) collectively providing them with purchasing power for pharmacy, corporate brands, 

seasonal promotions, national brand promotions, distribution, and technology support. 

EB Identities: Premier Value (1,800+ OTC, health, beauty, cosmetic, and general merchandise 

items), Everyday Elements (20+ premium OTC, health, beauty, and cosmetic items), and Premium 

Tradition (Christmas seasonal lighting/tree products) 

EB skus: 1,830+ 

Profile: You win some, you lose some. Early in 2010, the consortium lost Duane Reade of New 

York, its largest chain member (258 stores) after DR was acquired by Walgreens (also in this 

database). More recently, four other chains left CDC: Famacias El Amal, Rio Piedras, PR (40 

stores); Hartig Drug, Dubuque, IA (14 stores); Pamida, Omaha, NB (220 stores); and USA Drug, 

Little Rock, AR (142 stores). Chain Drug Consortium, however, after picking up a half dozen new 

chain members (467 stores total) around 2010, has continued to add to its membership. Most 

recent additions include: Osborn Drugs Miami, OK, (24 stores), Fruth Pharmacy, Point Pleasant, 

West Virginia (25 stores), and Drug Emporium, Lafayettte, LA (4 stores). They join the existing 

roster of 12 member chains: Bartel Drugs, Seattle, WA (59 stores); Discount Drug Mart, Medina, 

OH (70 stores); Farmacia Carol, Santa Domingo, D.R. (20 stores); Hi-School Pharmacy, 

Vancouver, WA (30 stores); Kerr Drug, Raleigh, NC (76 stores); Kinney Drugs, Gouveneur, NY 

(91 stores); La Colonia, Tegucigalpa, Honduras (20 stores); Lewis Drug, Sioux Falls, SD (32 

stores); Lifechek Drug, Rosenberg, TX (21 stores); Shopko , Green Bay, WI (135 stores); Navarro 

Discount Pharmacies, Medley, FL (30 stores); and Thrifty White Pharmacy, Maple Grove, MN 

(130 stores). 

Procurement Contacts: Edward I. Frisch, President & CEO; Louis Helfrich, VP of Purchasing, 

Private Label/OTC; Lee Colarco, VP, GM & Consumables 

CHINA RESOURCES ENTERPRISES, LTD. 

39/F, China Resources Building, 29 Harbour Road, Wanchai, HONG KONG 

Tel: 852-2827-1028 

Fax: 852-2598-8453 

www.cre.com.hk 

Total 2010 Consolidated Group Sales: $11.2 Billion (HK$ 87.1 Billion) +21.7%; Total Retail 

Sales: $7.1 Billion (HK$ 55.1 Billion) +51.3% 

Percentage of Retail Sales in Exclusive Brands: 5% (E)

Principal Business: CRE is a holding company (traded on the Hong Kong Stock Exchange under 

the CRNC symbol) which now concentrates mainly on retail, beer & beverages and food 

processing. Its retail & logistics operation encompasses some 3,189 outlets (mainly hypermarkets, 

supermarkets and convenience stores) mostly in Mainland China, but with 307 in Hong Kong and 

six others located in Singapore and Malaysia. These stores operate under different banners: 

Vanguard, China Resources Suguo, Suguo, Vango, and Olé), of which 62.1% are operated by 

CRE with the balance franchised. Additionally, this company operates five Chinese Arts & Crafts 

stores and 47 CR Care pharmacies in Hong Kong and Mainland China. The company operates 

China’s largest supermarket chain with its multi-format stores located in 21 provinces, regions and 

municipalities. CRE also oversees 70+ breweries (HK$ 21.5 billion +14.1%) and commands a 

20%+ market share with the Snow brand in China. CRE food division (HK$ 8.3 billion +11.6%) 

develops branded meat products under the Ng Fung brand plus other products (fruits, rice, etc.) 

which are found in its supermarkets. The food division also develops self-owned retail stores, 

including 120 meat counters. The beverage division (HK$ 2.1 billion +30.7%) concentrates on 

nonalcoholic beverages, including eight water plants, primarily marketing its brand C’est bon 

water. 

EB Identities: Premium Plus in its hypermarkets and superstores (paper products, cleansing items, 

laundry and other health and beauty care products), Ng Fung Hong (livestock, frozen meat and 

high-quality processed food), Artistic Palace apparel, Home Art handicrafts. 

EB skus: N/A 

Profile: It’s a case of being in the right place at the right time for this leading retailer in China. The 

country’s retail sales growth in 2010 jumped upward by 18.4% over 2009 (that year’s growth was 

up by 15.5%). China’s CPI in 2010 was up 3.3% versus a 0.7% decline in 2009. Consolidated 

profits for the year soared by 94.8% to HK$ 5.7 billion. CRE, after having its fashion and textile 

business divested in 2009, now concentrates on its three core businesses: retail, beer, food and 

beverages. The retail division, consisting mainly of supermarkets, Chinese Arts & Crafts, and CR 

Care, closed 2010 with 70% of its total stores in China self-operated, the balance franchised. Net 

openings of new self-operated stores totaled 360+, while the Group, capitalizing on the favorable 

retail climate and the trend toward greater urbanization, accelerated the design of new store 

formats. Examples include its first high-end supermarket, called ‘blt,’ opened in Hong Kong and 

its first wine cellar under the ‘Voi_la!’ banner also opened in Hong Kong. About mid-year, a 

cosmopolitan lifestyle food mart, named ‘Ole,’ opened in Shanghai--CRE’s first entry into that 

market. Additionally, the Group launched a health and personal care chain store called “VivoPlus” 

in Hong Kong, offering health and beauty products including cosmetics. Also, during 2010, the 

Group acquired 80% interest in Pacific Coffee (Holdings) Limited as part of a diversification 

move into new store formats. The Pacific Coffee coffeehouses are earmarked for expansion from 

its existing 95 units. In its food division, the Group has strenghten its fresh food operation, 

developing a unique supply chain that integrates the production, supply and sales of products, 

including its own branded products. Fresh food counters appear in its stores. Likewise in its meat 

business, the Group has launched more than 120 self-owned retail stores and counters in China -some 

of them located in high-end supermarkets. The emphasis is on promoting its Ng Fung brand; 

and CRE has established itself as a significant pork supplier--a popular food item in the Chinese 

diet. During the year, the Nanning NG Fung Foods Co., Ltd. was established and by year end, this 

operation acquired 60% ownership of the Jiaxing Food & Meat company. 

Procurement Contacts: Ms. Guo Jinqing, Managing Director of Ng Fong Hong Kong Ltd. (Tel: 

852-2593-8777).

CO-OP ATLANTIC 

P.O. Box 750, 123 Halifax Street, Moncton NB E1C 8N5 CANADA 

Tel: (506) 858-6000 

Fax: (506) 858-6460 

www.coopatlantic.ca 

Total Fiscal 2010 Network Sales: $2.3 Billion+ ($2 Billion+ Canadian); Consolidated Sales: $ 

736.4 Million ($646 Million Canadian); Food Sales: $292.9 Million ($257 Million Canadian); 

Energy/Petroleum Sales: $125.4 Million ($110 Million Canadian); Agriculture Sales: $ 123.1 

Million ($108 Million Canadian) 


Principal Business: In 1927, this organization, which began as the Maritime Livestock Board, 50 

years later renamed itself Co-op Atlantic. Today, this member-owned cooperative wholesaler 

operates through 99 retail co-ops, covering grocery, general merchandise, and country stores, as 

well as three buying clubs, 15 agricultural societies, and 33 associate co-ops. Together, it is the 

second largest regional co-op wholesaler in Canada and the largest co-op in Atlantic Canada, 

serving some 150+ communities in eight zones throughout Atlantic Canada: Newfoundland & 

Labrador, Prince Edward Island, Cape Breton, Mainland Nova Scotia, Southeast/Northern New 

Brunswick, and the Magdalene Islands. Co-Op Atlantic members operate under different retail 

banners, such as Co-op, Co-op Feed, Country Store, Country Garden, Aide, etc. Independent 

retailers also can adopt the licensed retail banners: Valu Foods grocery stores (27 total), and 

RiteSTOP convenience stores (60 total). 

EB Identities: Co-op, Co-op Gold (premium quality), Co-op Market Town (perishable foods), Coop 

Tender/ Chicken/Beef/Pork, Harmonie (value-priced products), Country Morning (frozen 

ready-to-cook meats), Marketplace Bakery, etc. 

EB skus: N/A 

Profile: Early in 2012, Co-op Atlantic began to revamp its private label program, in which it has 

maintained a partnership with Federated Co-op (also in this database) located in Western Canada. 

Federated had the volume that Co-op Atlantic could not deliver; so the co-op has decided to take 

more control over its own brand program. Initially, the co-op has consolidated some nine-plus 

brands down to a three quality tiers: Co-op Gold (premium or national brand equivalent quality), 

Co-op Market Town (fresh produce, meats, bakery, etc.), and the new label, Co-op Centsibles 

(value-priced products). In the summer of 2012, these private brand lines were scheduled to be

introduced into its member operations. Additionally, the co-op has just appointed Norma 

Babineau as vice-president for retail food to oversee these developments. 

Procurement Contacts: Norma Babineau, Vice-President for Retail Food 

CO-OPERATIVE GROUP, THE 

New Century House, Manchester M60 4ES UNITED KINGDOM 

Tel: +44 161-834-1212 

Fax: +44 161-833-1383 

www.co-op.co.uk 

Total 2010 Total Group Revenues: $21.5 Billion (£13.7 Billion) +9.1%; Food Retail Sales: $12.9 

Billion (£8.2 Billion) +6.2%; Pharmacy Sales: $1.2 Billion (£771.3 Billion) +3.5% 

Percentage of Sales in Exclusive Brands in Co- op Stores: 47% 

Principal Business: The Co-operative Group calls itself the largest consumer co-op in the world 

with 5.8 million members. The co-op oversees a total of 5,000+ high-street outlets, including 

2,883 retail food stores (fifth largest food retailer in the UK, mostly under Co-op banner), 750 

pharmacies (third largest), 400 travel agencies, 850 funeral facilities (largest funeral service 

provider), farming (largest farmer in UK), 22 motor dealerships, financial services, travel agents, 

legal services, life planning, etc. 

EB Identities: Co-op, Coop Truly Irrestible (premium range), Simply Value (wholesome 

convenience foods), plus sub-brands--Healthier Choice, Grown by us, Taste the Seasons, 

Fairtrade, Organic. Healthy Living, Award (ladies fashionwear and ladies and men’s clothing lines 

in department stores), Co-op Eyecare, 99 Tea (tea bags), Gold Miner Bottle Conditioned Ale 

EB skus: 4,500+ 

Profile: In July 2007, The Co-operative Group merged with United Co-operatives to form the 

largest co-op in the world and the largest independent convenience store operation in the United 

Kingdom. About a year later, the Co-op Group agreed to purchase Somerfield Group, virtually 

doubling its retail business and making it the fifth largest retailer in the UK. For 2010, CEO Peter 

Marks commented on what makes the Co-operative Group different—it being structured to put 

customer interest first and “at the very center of our thinking…a customer-focused approach” that 

includes significant discounts and special offers, which impact on short-term profits but help 

customers make it through income and job insurity—and in the long-term build customer

elationships and loyalty. Co-Op suffered no recession or deficit: Its underlying operating profit 

for the year was up 31.4% to £ 625 million. The Co-op Group now has an impressive 16-story 

head office under construction, a £ 100 million building set for completion in August 2012. 

Adding new stores has become a profitable habit at the Co-op: For 2011, 50 more are planned, for 

2012 another 125 and in 2013 some 175 more new stores. Food is a big deal at the Co-op: It 

represents 58.4% of revenues. In that area, own brand plays a major role, continuing to increase in 

sales as new products are added. In 2008, a new front of pack traffic light labeling was introduced. 

In 2010, that idea was integrated into the Guideline Daily Amount (DGA) information, which tells 

consumers the product amount of fat, saturated fat, salt and sugars--from low to high and how that 

product contributes to recommended daily intake of nutrients. This scheme also applies not only to 

on-pack packages but also is integrated into the corporate website and in magazine recipes. Even 

in the Co-operative Clothing business, a new brand, Aurora uniforms, was rolled out for the 

beauty profession, i.e., salons and the like. 

Procurement Contacts: David Chambers, General Manager, National Buying & Marketing; Kate 

Jone, Head of Range Development in Food Retail & of Commercial Food Product Development 

COLLECTIVE BRANDS, INC. 

3231 Southeast Sixth Ave., Topeka, KS 66607 USA 

Tel: (785) 233-5171 

Fax: N/A 

www.collectivebrands.com 

Total Fiscal 2010 Sales: $3.4 Billion +2.1%; Payless Domestic (Retail) Sales: $2.1 Billion -4.2%; 

Payless International (Retail) Sales: $460.3 Million +8.9%; Collective Brands Performance + 

Lifestyle Group (wholesale): $628.4 Million +22.3%; Collectie Licensing: $227.7 Million +4.3% 


Principal Business: Founded in 1956, Collective Brands, then called Payless, has become one of 

the world’s largest footwear specialty retailers, overseeing a total of 4,844 retail stores (3,794 in its 

Domestic business, 667 in 14 other countries, and 383 in its wholesale division. The network 

includes 4,523 self-select shopping format retail stores owned or franchised in 24 countries and 

territories. Its 3,794 owned Payless Shoe Source stores, averaging about 3,200 square feet, are 

located in all 50 states, District of Columbia, plus in Guam and Saipan. (Franchised Payless Shoe 

Source stores also are in Canada, the Caribbean, and Central and South America.) They sell a 

portfolio of brands and private brand labels. Their budget footwear stock (some 7,000 pairs of 

footwear) covers: athletic, casual, dress, sandals, work and fashion boots, and slippers. Stores also 

stock accessories: handbags, jewelry, bath and beauty products, and hosiery. In its international 

retail business, the 62 franchised stores (averaging 2,800 square feet) are located in Bahrain, 

Kuwait, Peru, the Philippines, Russia, Saudi Arabia, and the UAE. Additionally, Collective

Brands operates two other divisions: Collective Brands Performance + Lifestyle Group (PLG), a 

wholesale business, some 83 countries and territories and including a retail arm of 383 stores. The 

company’s Collective Licensing division (CLI) oversees the licensing operations of the company. 

EB Identities: Payless ShoeSource, Payless Kids, Airwalk, Above the Rim, Spot-Bilt. Exclusive 

designer lines: Christian Siriano for Payless, Lela Rose for Payless, Teeny Toes Lela Rosa 

Collection, etc. Additionally, there are the Stride Rite brands mentioned above. 

EB skus: N/A 

Profile: In August 2007, Payless for about $ 900 million acquired the 318-store chain Stride Rite, 

which owns or licenses upscale children’s footwear, under such brands as: Keds, Sperry Top- 

Sider, Saucony, and Robeez. Payless at that time renamed itself Collective Brands. This broadened 

the firm’s footwear business into more upscale products. Recently, hit by the weak economy in 

the US, the company closed 101 stores during the year, In August 2011, Collective Brands 

announced plans to close 475 non-strategic stores over the next three years. 


COMPANHIA BRASILEIRA DE DISTRIBUICAO (CBD)--PAO DE ACUCAR GROUP 

Av. Brigadeiro Luis Antonio, 3.142, Jardim Paulista - CEP: 01402-901, São Paulo, BRAZIL 

Tel: +55 113886-0421 

Fax: +55 113884-2677 

www.grupopaodeacucar.com.br 

Total 2011 Consolidated Net Sales: $27.9 Billion (R$ 46.6 Billion) +45.2%; Total GPA (Grupo 

Pao de Acuçãr) Food Net Sales: $15.3 Billion (R$ 25.6 Billion) +8.9%; Total GPA 

Electric/Electronic/E-commerce Net Sales: $12.6 Billion (R$ 21 Billion) +144.2% 

Percentage of Sales in Exclusive Brands: 17%(E) 

Principal Business: Companhia Brasileira de Distribuição (CBD) is Brazil’s largest retailer, 

operating 1,571 stores (supermarkets, hypermarkets, specialty stores and department stores) in 18 

Brazilian states and in the Federal District, plus 50 warehouses in 13 states. In the GPA Food 

Division, the company operates seven formats: 159 Pão de Açucar supermarkets, 132 Extra 

Hipermercado, 204 Extra Supermercado, 72 Mini Mercado Extra neighborhood stores, 59 Assai 

cash-and-carry outlets. Under electronics, there are 401 Ponto Frio and 544 Casas Bahia stores 

plus its e-commerce business now called Nova Pontocom (Extra.com.br, PontoFrio.com, and

CasasBahia.com.br). In addition, the company operates 78 Posto Extra gas stations and 154 

Drogaria Extra drugstores. Through its subsidiary, Barcelona Comercio arejista e Atacadista S.A., 

the company owns 42.6% of Sendas, a chain of 60+ supermarkets in Rio de Janeiro. The 

company is jointly controlled by Abilio Diniz, a local businessman, and Casino of France (also 

listed in this database). 

EB Identities: Taeq (food, health & wellness, textiles, beauty aids, etc.), Pão de Açucar (premium 

and imported food & beverages) boomy (kid’s fashion wear), CAST (adult fashions—lingerie & 

home wares), Bambini (infant fashion wear), Cherokee (licensed adult fashion & casual wear), 

Club des Sommeliers (wines), Cyba (electronics and computer ware), Group Casino (gourmet, 

imported food and cooking accessories), Qualitá (cost-benefit foods, hygienic items, 

cookware/utensils, and cleaning products) 

EB skus: 4,000+ 

Profile: CBD (traded on the São Paulo Stock Exchange: Boespa and on the NYSE: CBD), which 

began its business in 1948, weathered through a weak economy this year, keeping on track via an 

operational consolidation of its business, thus exceeding its gross sales guidance of R$ 50 billion: 

That figure actually hit R$ 52.7 billion for 2011; while net profits jumped by 16.1% to R$ 718.2 

million. During the year, CBD opened 20 stores and closed 58 stores. Since 2010, some 221 

CompreBem and Sendas stores have been converted over to the Extra Supermercado format. Also 

a new Mini Mercado Extra form was launched, replacing the Extra Fácil convenience stores, with 

a larger sales area and a focus on perishables and services. The financial statements of its Globex 

subsidiary, which concentrates the electric and electronic products operations (Ponto Frio and 

Casas Bahia), have been consolidated; while a new model for its e-commerce operation now 

centers on a new company, Nova Pontocom. In December 2011, the Globex Utilidades S.A. 

agreed to close 88 Ponto Frio stores. This division was renamed Via Varejo S.A. In February 

2012. CBD also organized a subsidiary, GPA Malls & Properties to consolidate its real estate 

assets. Since 2006, CBD has been strengthening its exclusive brands; for 2010, double-digit sales 

growth was reported in a number of its brands: Taeq now represents 6.9% of its supermarket and 

hypermarket sales. The goal is to push that share to 15% in 2011. Taeq represents more than 1,000 

products with 400 added in 2010. Qualitá sales in 2010 grew by 30% with new cookware and 

utensils categories added. During 2011, competitor Carrefour of France sought to acquire shares of 

Grupo Pao de Acuçãr from co-owner Abilio Diniz, which Casino (co-owner) resisted. Casino in 

March 2012 initiated a process to become sole controlling shareholder of Grupo Pao de Acuçãr. 

Procurement Contacts: Daniela Sabbag, Control Brands Director; Claudia Pagnano, Executive 

Director Marketing, Jose Roberto Tambasco 

CONAD SO. COOP. A.R.L. 

Via Michelino 59, 40127 Bologna, ITALY 

Tel: +39 51-508111 

Fax: +39 51-508414

www.conad.it 

Total 2010 Sales:$ 13 Billion (€ 9.8 billion) +5.1%; Conad Supermarket/Superstore Sales:$ 9.2 

Billion (€ 6.9 billion) 

Percentage of Sales in Exclusive Brands:17.3% 

Principal Business: (Consorzio Nazionale Dettaglianti Scrl) The National Consortium of Retailer 

Dealers (CONAD), founded in 1962, now operates on three levels: entrepreneurial retail members, 

cooperatives (large shopping and distribution centers), and the national consortium (serviceoriented 

& marketing body for the co-op—part of the National Association of Retailer 

Cooperatives, itself a member of the National League of Cooperatives). Within this network, there 

are 2,938 retail outlets, comprised of 1,132 Margherita high-quality neighborhood stores (up to 

600 square meters), 1,502 Conad supermarkets and superstores (ranging from 600 to 2,500 square 

meters), 31 E. Leclerc Conad hypermarkets (3,000 to 11,000 square meters), and 255 other 

trademark stores, and 14 cash & carry outlets. Conad also has established associations with Reww 

Italia, Interdis, and with E. Leclerc of France an alliance, cooperating in development of a chain of 

31 E. Lecler Conad hypermarkets in Italy. 

EB Identities: Conad (food and non-food items), Conad Percorso Qualità (fresh fruits, vegetables, 

poultry, meats and fish), Fufi (cat food), Conad il Biologico (environment/organic/FairTrade 

products), Sapori & Dintorni (178 regional food specialties), and Sarori&Dintorni (specialty 

foods), Creazioni d’Italia (delicatessen items) Conad Kids (children’s nutritious foods), AC 

Alimentum Conad (wellbeing and functional foods), a line of some 60 products. 

EB skus: 2,000+ 

Profile: Conad claims to be the largest network of independent cooperative enterprises in Italy, 

comprised of 3,048 member entrepreneurs. Conad commands a 15.4% market share of Italy’s 

supermarket segment and a 12.8% of the neighborhood stores market. Overall, its share is about 

9.9% of the Italian market. Through associations with Rewe Italia, Iterdis, and E. Leclerc, Conad 

boots its market share higher. Conad suddenly has become aware of the power of its own brand 

equity in the Conad name. Plans now call for changing the brand banner identity of its Margherita 

chain, starting with some 1,000 stores, re-branded under the new Conad City banner (covering 

stores up to 600 square meters. Conad also plans to invest in opening 266 new stores over a threeyear 

period. Also new: its Sapori & Dintorni Conad store concept, featuring regional food with an 

artistic touch. These stores will feature their own store brand products as well. Conad also has 

recently introduced the Optician’s department into its hypermarkets and Conad supermarkets, 

selling eyeglass and sunglasses. Conad already has built an extensive network of fuel service 

stations and parafarmacia (located in the E. Leclerc Conad hypermarkets). The company 

additionally is looking to expand its export business with its Conad private brands. Creazioni 

Ditalia deli items now appear in other retail outlets, as part of Conad’s membership in the 

Cooopernic partnership. Also, some 600 E. LeClerc hypermarket in France now sell Conad 

brands; while the company has developed markets in Switzerland, Belgium, Hungary and starting 

in 2011, opening into Hong Kong and Macao, via the Park and Shop retail chain. Conad private 

label sales in 2010 were up by 13.3% to € 1.7 billion. During the year, a new own brand line, AC 

Alimentum Conad, featuring products addressed to consumer well-being and to functional foods 

(yogurt, Probiotics, etc.) were introduced as well. Conad, as the second largest private label

etailer in Italy, regards private label as its main tool for growth, customer loyalty, and product 

innovations. Its private label sales climbed by 12.5% in 2009 to € 1.5 billion, while Conad claims 

one out of three of those products is a market leader. Also, the company aggressively promotes its 

banner including its own brand in broadcast and print advertising. In February 2005, Conad 

helped to create Coopernic, a European cooperative center, including retailers Colruyt in Belgium, 

Coop Suisse in Switzerland, and Rewe in Germany. Coopernic today is made up of more than 

20,000 stores in 22 countries, boasting a turnover in excess of € 100 billion, and a 10% market 

share. Recently, the Coopernic partners acquired a majority interest in Palink Group (Lki brand), 

the largest distributor in the Baltic countries, and more recently the Nelda Group in Latvia.) Conad 

also prides itself on promoting its brand beyond its national borders into countries like Albania 

and Malta, where it has established stores in cooperation with local independent entrepreneurs. 

Procurement Contacts: Paolo Palomba, Conad Brand Director & Brand Purchaser 

CONSUMER GOODS FORUM, THE 

4 rue du Gouverneur Général Eboué92130 Issy-les-Moulineaux - FRANCE 

Tel: (33) 1-82-00-95-95 

Fax: (33) 1-82-00-95-96 

www.ciesnet.com 



Principal Business: N/A 


EB skus: N/A 

Profile: In June 2009, CIES - The Food Business Forum, a global network of food retailers 

(established in 1952), merged with the Global Commerce Initiative (GCI) and the Global CEO 

Forum, two global retailer and manufacturer collaborative platforms, to create The Consumer 

Goods Forum (CGF) is a global, parity-based industry network, driven by its members. It brings 

together the CEOs and senior management of over 400 retailers, manufacturers, service providers 

and other stakeholders across 70 countries and reflects the diversity of the industry in geography, 

size, product category and format. Forum member companies have combined sales of € 2.5 

trillion. In 2012, CGF first professional online network of the retail and consumer goods industry.

This Knowledge Navigator will enable CGF members to be a more integral and active part of its 

network sharing all over the world, anywhere, anytime. It enables advanced industry collaboration 

and communication among CGF members needed to tackle the industry’s global challenges and 

opportunities with respect to emerging trends, sustainability, health and safety, operational 

excellence, and talent development. More information for the membership is available on: 

www.theconsumergoods forum.com 

Procurement Contacts: Jean-Marc Saubade, Managing Director; Sabine Ritter, Executive VP, 

Strategy, Initiatives, Strategy, Alliances 

CONTROLADORA COMERCIAL MEXICANA, S.A. DE C.V. 

Av. Revolucion No 780 Modulo 2, Colonia San Juan 03730 Mexico, D.F. MEXICO 

Tel: +52 (55) 5270-9312 

Fax: +52 (55) 5371-7302 

www.comerci.com.mx 

Total 2010 Sales: $4.5 Billion (Ps. 55.2 Billion) +2.4% 


Principal Business: Founded in 1930 as a textile merchant, the firm opened its first supermarket in 

1962. Today, the company, Mexico’s third largest retailer, oversees 231 stores, under eight retail 

formats: 53 Comercial Mexicana self service supermarkets (66,000 square feet average), 43 

Bodega discount warehouse supermarkets (59,999 square feet), 81 Mega hypermarkets (102,000 

square feet), 32 Costco membership warehouse stores (118,000 square feet), 13 Sumesa high 

quality supermarkets (10,000 square feet), 6 Alpreci outlets, 2 City Markets, and a new Fresko 

supermarket. Also, it operates 70 Restaurantes California family style outlets and 3 Beer Factories. 

(Comercial has a 50-50 partnership with Costco in the US.) The company is traded on the 

Mexican Stock Exchange. 

EB Identities: Basicos, Golden Hills, Farmacom, Pet’s Club, Kirkland Signature, Vie, Naoki, Stil 

de Vie, City Market, Cherokee (licensed apparel), Aca Joe 

EB skus: N/A 

Profile: Caught in the 2008 global financial crisis, this retailer defaulted on its credit obligations 

and was forced to file a petition for bankruptcy protection to help it restructure its debt down to 

Ps. 1 billion. That was successful in 2010 with its creditors. On the mend, its fourth quarter in

2010 resulted in a sales increase of 5.6%, while earnings more than doubled. To catch up with 

competitors’ more rapid store openings, Comercial was able to open only four new stores during 

2010; but plans now call 22 more new stores and a new distribution center up through 2012. 


COOP ITALIA S.C.A.R.L. 

Via del Lavoro 6/8, Casalecchio di Reno BO 40033, ITALY 

Tel: +39 051-596111 

Fax: +39 -051-596218 

www.e-coop.it 

Total 2010 Retail Business Sales:$17.2 Billion (€ 12.9 Billion) +0.8% 


Principal Business: The Italian Consumer Cooperative, formed in 19 is Italy’s leading food 

distribution group with some 6.7 million members. There are 175 consumer coops affiliated with 

the group. Coop Italia oversees some 1,440+ stores in four formats. They include: Co-op branded 

stores, which include about 50 superstores, more than 1,000 supermarkets and about 200 discount 

outlets. The group claims 17%+ of grocery sales and nearly a 30% market share in private label 

consumer goods in Italy. The structure and commercial activity of the Coop System are 

coordinated by the National Consortiums of Consumer Cooperatives: Coop Italia Alimentari 

(Coop Food Italy), Coop Italia Non Alimentari (Coop nonfood in Italy), and INRES, the national 

institution of consultancy, planning and engineering. There are nine large affiliated coops, which 

represent most of the total revenues: Coop Liguria, Coop Adriatica, Coop Estense, Coop 

Lombardia, Consumers Coop Northeast, Cooperative Centro Italia, Nova Coop, Unicoop Tirreno, 

and Unicoop Florence. Coop Italia also is involved in banking and insurance. 

EB Identities: Coop (staples), Coop Vision (natural foods), Crescendo (baby food), Eco-Logici 

(environmentally friendly products), Essere (personal care items), Fior Fiore (premium foods plus 

regional specialty foods), Senza Glutine (gluten-free foods), Solidal (fair trade coffee, cocoa, 

chocolate), and Soluzioni (ready meals and convenience foods Essere (personal care), Qualita 

Sicura (food safety/quality), Bio-logici (organic foods). 

EB skus: 2,500+ (E)

Profile: Since 2005, Coop Italia has produced revenues relatively even. The current financial crisis 

makes the outlook for 2011 just as flat. The Coop brand recently has been upgraded with new 

graphics. Besides covering basic staple items, Coop brand breaks out into eight ranges (listed in 

EB Identities), covering natural foods, environmentally friendly products, fair trade items, etc. 

Coop Italia joined with Despar Italia to establish a purchasing company, called Centrale Italiana, 

beginning operations early in 2006. Each year, the coop store count grows, this year up by more 

than 30 stores. The co-op also has been involved in developing pharmacies, called Coop Salute. In 

2008, the group undertook a redesign of its premium line, Fior Fiore. 

Procurement Contacts: Alessandro Neri, Grocery Buyer; Marco Zoldan, Marketing Manager; 

Domenico Brisigotti, Director of Product Brands 

COOP NORGE AS 

Østre Akervei 264, Grorud (Oslo) NO-0915, NORWAY 

Tel: +22 89-9595 

Fax: +22 89-9745 

www.coop.no 

Total 2011 Retail Business Sales:$ 4.8 Billion (NOK 28.8 Billion) +2.6% 


Principal Business: Organized in 1906 by 26 cooperative societies, this organization over the years 

experienced ups and downs. In 2000, NKL was re-branded to Coop and in 2002 Coop Norden was 

established. At the same time NKL changed its name to Coop NKL In late 2001, the coop joined 

the Coop Norden alliance, holding 20% ownership. But in 2007, that coop de-merged from its 

joint ownership. Coop Norge, today, is the second largest retailer in Norway, overseeing a total of 

1,100 Coop stores: hypermarkets (Coop Obs!), supermarkets (Coop Mega), discount stores (Coop 

Prix), local stores (Coop Market), and specialty stores (Coop Elektro, Coop Sport, Coop Kitchen 

& Home, Coop Byggix or Bygg hardware, Coop Kjjøkkem og Hjem home and kitchen, etc.). 

They are operated by 117 cooperatives, supported by 1.3 million consumer members. Together, 

they command about 25% market share in the grocery sector. The coop also operates food 

production facilities, including Goman bakeries and Coop Kaffee coffee roasting. 

EB Identities: Coop, Coop Smak (upscale foods), X-tra (economy brand), Änglamark (organic, 

Fairtrade, enironmently friendly, healthy products), Kellen (hardware and power tools), Coop 

Kaffee, Gomman (bakery products), Northpeak sportswear, Infra paint, Rra (jams and juices), etc. 

EB skus: 2,500+ (E)

Profile: For this company, the year 2011 yielded a profit before taxes of NOK 799 million; while 

the Coop paid out to its membership NOK 656 million. In February 2012, as part of its continued 

build up of private label products, the Coop launched 70 new own brand products in a number of 

product categories: meat and fish, cheeses, pastries, chocolates, pasta, pizza, etc. 

Procurement Contacts: Svein Soderlund, Category Manager Food 

COOP SCHWEIZ 

Thiersteinerallee 12, Postfach 2550, CH-4002 Basle, SWITZERLAND 

Tel: +41 61-336-66-66 

Fax: +41 61-336-60-40 

www.coop.ch 

Total 2011 Group (Cash Turnover) Sales: $31.1 Billion (CHF 27.7 Billion) +7,720%; Retail 

Turnover: $ 20.7 Billion (CHF 18.4 Billion) -164% 

Percentage of Retail Sales in Exclusive Brands: 54% 

Principal Business: Coop is now the largest retail group in Switzerland, operating 1,991 stores 

(supermarkets, mega stores, department stores, specialty shops, etc.). As a consumer cooperative, 

the group represents 2,895,062 member households. Its sales outlets include 784 supermarkets, 31 

mega stores (more than 3,500 square meters), and 567 other outlets in Coop Trading: 33 Coop 

City department stores, 72 Coop Building & Hobby shops, 201 Interdiscount (small household 

appliances) stores, 56 Toptip and Lumimart (furniture and home accessories) stores, 122 Import 

Parfumerie, and 82 Coop CHRIST jewelry outlets. Additionally, there are 600 other retail sales 

outlets: 161 Dipl. Ing. Fust (electrical household appliances, consumer electronics, computers), 47 

Coop Vitality AG pharmacies, 44 The Body Shop Switzerland AG outlets, 94 Bell Group stores 

(fresh meat, deli, and poultry) and 253 Coop Mineraloel outlets. Also, there are three Coop hotels 

and 5 Restaurants D Gioanni. Coop now controls the transGourmet Group, the second largest cash 

& carry and foodservice enterprise in Europe, which operates 109 cash & carry outlets in five 

countries (Germany, Switzerland, Romania, Poland, and Russia). Coop, besides running seven 

Coop bakeries, also operates eight manufacturing companies, which manufacture mostly Coop 

own-label products: Bell Group (meat processing) CWK/Steinfels (household cleaning, industrial 

cleaners, and bodycare/haircare/cosmetics), Chocolats Halba (premium chocolates), Pearlwater 

Mineraiquellen (mineral water and soft drinks), Nutrex AG (vinegar, pickled products), Pasta Gala 

(pasta, ready-made meals, soups), Reismuhle Brunnen (rice, rice blends, ready-to-cook meals), 

and Sunray (sugar, edible oils, spices, dried fruit, vegetables, nuts desserts, etc.). Coop also own 

the SwissMill flour mills.

EB Identities: Coop, Coop NATURAplan (organically grown foods and products bearing the Bio 

Suisse bud label), Coop NATURA Line (textiles from organic cultivation and fair trade, cosmetics 

from natural raw materials), Coop Naturafarm (meat and eggs from humane animal husbandry), 

Coop OECOplan (non-food products and services with ecological added value), Max Havelaar 

(products sourced through fair trade with developing countries), ProSpecie rara (fruits, vegetables, 

seeds, seedlings from heirloom varieties and breeds threatened with extinction), Slow Food (foods 

that promote sustainability and taste diversity), Pro Montagna (sustainable products from Swiss 

mountain regions), ProSpecie Rara (rare varieties of fruits and vegetables), Betty Bossi (fresh 

convenience foods), Qualité & Prix (Quality & Price everyday foods, near foods and non-foods), 

Prix Garantie (everyday products with fixed guaranteed low prices), Bio Suisse (organic foods), 

Coop Fine Food (premium-grade, gourmet specialty foods), free-from (products for people with 

specific food allergies), Délicorn (natural, healthy meat-free meals), JaMaDu (balance diet and 

active life-style foods for children, aged 4 to 9), Plan B (meals at attractive prices), Free Form 

(food intolerant recipes, i.e., gluten-free) Weight Watchers (low-fat, low-sugar, low-calorie 

products), Max Haelaar (Fairtrade goods), Slow Food CH, FSC (wood and paper ranges), MSC 

(fish and seafood with low impact, sustainable, wild source), Topten (low-energy consumption, 

low environmental impact products). Its new By Air label identifies all products transported by 

emission-greedy airlines: the goal to be CO2 -neutral within the next 10+ years. 

EB skus: 4,500+ (E) 

Profile: If Coop Schweiz had not boosted its ownership in the B2B joint venture TransGourmet 

Holding, Neu-Isenburg, Germany, to 100% in January 2011, its annual results for the year would 

likely have been dismal. But the takeover of Europe’s second largest cash and carry and 

foodservice enterprise from its partner, Rewe Group of Germany, was auspicious for Coop. 

TransGourmet’s turnover in 2010 climbed by 6.7% to € 6.2 billion ($8.9 billion). This resulted in 

Coop becoming the leading retailer in Switzerland, helping to produce extraordinary gains in its 

overall sales and, of course, in its wholesale turnover both in Switzerland and abroad, up by 

1,209% to CHF 1.8 billion and up by 6,675% to CHF 7.5 billion, respectively. This new business 

also enhances Coop’s international portfolio. Its joint venture with Rewe was established in 

January 2005, each partner holding a 50% stake. They expanded their cooperation in early January 

2009, setting up the joint venture transGourmet Holding S.E., domiciled in Neu-Isenburg near 

Frankfurt. In addition to the transGourmet Schweiz AG companies, the FEGRO/SELGROS cash 

& carry markets and REWE Grossverbraucherservice/Stöver (today REWE-Foodservice) were 

integrated. The group was thus also represented in Germany, Poland, Romania and Russia. On the 

retail front, Coop Schweiz, coping with the debt crisis in Europe, a stronger franc, and the falling 

value of the Euro currency, took an unprecedented step during 2011. Prices at retail were cut by 

2.4% across its whole range of products. For those manufacturer brands unwilling to pass on their 

currency gains—some 95 multinational producers in all— Coop de-listed them until they relented. 

They did. Coop also established long-term price cuts by an average of 10%, on some 1,639 own 

brand products, including many popular organic items. The reduced pricing overall hurt: Coop lost 

revenues of CHF 350 million from a total of 4,500 own brand and manufacturer brand products 

discounted. Meantime, Coop continued to build its own brand business, launching some 140 new 

products under the Naturaplan organic range. Its sales topped CHF 779 million, up 3% for the 

year. Fair Trade added 65 more products; Délicorn meat-free meals added 35 more products, Fine 

Foods took on 39 more products; while some 140 new Bio Suisse brand products were also 

introduced during the year. A number of own brands produced notable sales gains for the year: 

Oecoplan +3%, ProMontagna +7%, ProSpecie Rara +15%, Slow Foods +16%, Max Haelaar 

+12%, Topten +7%, etc. The Coop’s share of own brand sales at retail has climbed in recent years 

from 40% up to 54%. Additionally, Coop is switching strong selling ranges like Qualité & Prix 

over to Fairtrade raw materials, its goal to make fairtrade the standard for own-label brand 

products from the world’s southern countries. Regarding itself as the market leader in 

environmentally friendly and fair-trade products, Coop was declared the world's most sustainable

etailer in 2011 by Oekom Research AG. A program was launched to reduce own brand packaging 

and optimize the products during the year. By 2012, all Coop Naturaline products should be made 

from organic cotton items. Coop continues as a member of the purchasing alliance, Coopernic, 

formed in February 2006. Coop joined with four other European retailers— Colruyt of Belgium, 

Conad of Italy, E. LeClerc of France, and Rewe of Germany. 

Procurement Contacts: Jurg Peritz, Head of CCM Purchasing; Roland Frefel, Head of CCM Basic 

Foods/Beverages; Rolf Kuster, Head of CCM Hard Goods; Sandro Corpina, Head of CCM 

Textiles--all in Retail Business Unit; Frank Furrer, Head of Strategic Purchasing, Marketing and 

Category Management (TransGourmet Group) 

CORE-MARK INTERNATIONAL 

395 Oyster Point Blvd., Suite 415, South San Francisco, CA 94080 USA 

Tel: (650) 589-9445; (800) 622-1713 

Fax: N/A 

www.core-mark.com 

Total 2011 Sales: $8.1 Billion +11.7%; Food/Non- Food Sales: $2.4 Billion +12% 


Principal Business: Core-Mark is the second largest convenience wholesale distributor in the US. 

(McLane is first, see separate listing.) It serves all 50 states plus five Canadian provinces. Core- 

Mark, established in 1888 as a candy and tobacco distributor, today markets fresh and broad-line 

supply solutions to some 29,000 customers, mostly convenience store retailers, but also specialty 

retailers, liquor stores, grocery stores, drug stores, and other small format outlets. Some 70.4% of 

its revenues are in cigarettes; but 68.3% of its gross profits are in food/nonfood products. The 

company, through its 28 distribution centers, supplies 45,000 SKUs from 4,100 vendors. Besides 

cigarettes and tobacco, its merchandise covers: candy, snacks, fast food, groceries, fresh and dairy 

products, nonalcoholic beverages, general merchandise and health and beauty care items. The 

food/nonfood merchandise yields 69% of Core-Mark’s gross profits. 

EB Identities: Core-Mark, Richland Valley (plastic bags, beef jerky, etc.), Arcadia Bay (coffee, 

oat cereals, etc.), Java Street, Emerald (paper products), Jammba juice, SmartStock, Quick Eats 

EB skus: N/A

Profile: As a follow-up to its July 2010, takeover of Finkle Distributors, Core-Mark in May 2011 

acquired Forrest City Grocery Co., a regional wholesale distributor serving Arkansas, Mississippi, 

and Tennessee. Forrest City stocked the Better Valu and Parade private brands from Federated 

(also in this database). Core-Mark continues to address the healthy and fresh foods trend in 

convenience foods. Its 2011 food sales jumped by 18.4% to $995.7 million, representing 12.3% of 

total sales. In September 2011, the company signed on an additional 970 convenience stores in 

the Southeast under Alimentation Couche-Tard (also in this database). UPDATE: In early 

December 2012, Core-Mark for $45 million agreed to purchase J.T. Davenport & Sons, Sanford, 

NC, a wholesale distributor of convenience groceries, candy, tobacco, foodservice products, health 

and beauty care, and general merchandise. This firm with revenues of $600 million serves 2,000 

customers in eight states. 

Procurement Contacts: Christopher Hobson, VP Marketing 

COSTCO WHOLESALE CORP. 

999 Lake Drive, Issaquah, WA 98027 USA 

Tel: (425) 313-8100 

Fax: (425) 313-6596 

www.costco.com 

Total Fiscal 2011 Revenues: $88.9 Billion +14.1%; Net Sales: $87 Billion +14% 

Percentage of Net Sales in Exclusive Brands: 20% 

Principal Business: Costco (Nasdaq:COST) operates 592 membership warehouse club stores, of 

which 433 are in the US (including 4 in Puerto Rico), 82 in Canada, 22 in the United Kingdom, 11 

in Japan, 3 in Australia plus, through two majority owned subsidiaries, 8 in Taiwan and 7 in South 

Korea, in addition to a 50% joint ownership with partner Controladora Comercial Mexicana of 32 

Price Club stores in Mexico. Costco owns 467 warehouse stores overall, the rest are leased. Its 

warehouse store format, typically about 143,000 square feet, stocks an average of 3,900 active 

SKUs, the selection targeted to the needs of its wholesale members, who now number 64,000 

(including the addition of 2,900 in Mexico). 

EB Identities: Kirkland Signature (quality as good as or better than national brands), Kirkland 

Signature by Whirlpool (household appliances), Kirkland Signature by Borghese (luxury skin care 

and makeup) Simply Soda, Clout or Wintree detergents, Jobmaster cleansing products, 

PriceCostco (bakery items), Nutra Nuggets dog food. Other co-brands with Starbucks (coffee), 

Tyson, Foster Farms, Disney, Newman’s, Hansen

EB skus: 400+ 

Profile: A good year for Costco with net revenue gains across the board: the US up by 8.9% to $ 

64.9 billion, Canada up by 15.7% to $14 billion, and other international store up by 59.3% to $ 9.9 

billion. Membership shot upward by 10.4% to 64 million cardholders. Net income rose by 12% to 

$ 1.5 billion. Costco spent $ 1.3 billion on new warehouses and depots. Some 20 (net) new 

warehouse stores were added during this fiscal period. Its higher gasoline prices plus favorable 

foreign currency exchange rates boosted sales. Now in its 19th year, Costco’s Kirkland Signature 

private brand range continues to grow. New product added included: Greek yogurt, organic beef 

patties, and peanut butter-filled pretzels. Also a small batch of 7-year-old bourbon was created, 

offering club members a 60% discount over comparable national brands. The small savings came 

with its new Kirkland Signature premium digital hearing aid with Bluetooth capabilities. The 

company reports that Kirkland Signature accounts for 15% of its total items stocked, but 20% of 

net sales; while that latter share could build to 30% in the next several years. Costco reported its 

ancillary business (gasoline stations, pharmacy, food court, optical/photo/hearing aid/travel 

departments) altogether represented 18% of sales versus 14% a year ago (up by 24%). Almost $ 9 

billion worth of gasoline was sold in fiscal 2011--up by 40% over the previous year. Costco has 

recently established direct relationships with a number of high-end suppliers, including Precor, 

Cannon Gun Safes, Stanley Tools, Craftsman, Asics, Hartmann, Hurley and Spanx. Also, a cobranded 

Kirkland Signature-Cinnabon brand was established on cinnamon rolls sold in its 

bakeries; while Foster Frams co-branded with the KS brand on turkey breast, Ito En on a ready-todrink 

green tea, and Campbell Soup on an assortment of canned soups. 

Procurement Contacts: Ed Murphy, Export Sales Manager (Tel:/Fax: 206-313-6596); Mike Day, 

Director Export Sales, PriceCostco Japan Trade Office (Tel: 81 045-671-0471 or Fax: 81-045- 

471-9217); Nancy Griese, VP, GMM Corp. Food/Sundries; Stephanie Wendell, Buyer Corp. 

Foods/Sundries; Cynthia Glaser, Vice-President, General Merchandise; Deb Belcourt, Corp. 

Sundries Buyer; Russ Decaire, Merchandise Manager 

CRAI SARL 

Centro Direzionale, Milano 2, Palazzo Canova, ia F.lli Cervi, 20090 Segratel, Milano, ITALY 

Tel: +39 2- 210891 

Fax: +39 2- 21080401 

www.crai-supermercati.it 

Total 2007 Systemwide Sales: $11.2 Billion (E); Total Crai Distribution Sales: $4.4 Billion (€ 3.2 

Billion) +5% 

Percentage of Sales in Exclusive Brands: 8%

Principal Business: CRAI is a retailers’ cooperative, started by a small group of retailers 

(neighborhood grocery stores) in 1973, which now serves some 3.000 franchised stores in 19 

Italian regions from its 91 distribution centers. The co-op also has operations in Malta and 

Switzerland. (Profile 2007) It claims 9% of the Italian food distribution business. The stores 

include 1,075 Simpatia Crai outlets (199 square meters each), 1,150 super-CRAI stores (from 200 

to 299 square meters each), 377 Supermercato CRAI stores (from 400 to 2,499 square meters 

each), plus 11 cash & carry outlets and 296 specialty stores (IperSoap, Linea Bellezza, Centro 

Specializzato CAD). Besides food retailing, CRAI also oversees diversified operations in the 

durable sector: office machines, electronic equipment, furnishings, motor vehicles, etc. its total 

sales surpass 500 billion lire, placing CRAI among Italy’s top 150 companies. 

EB Identities: CRAI, Del Borgo, Fleur 

EB skus: 850+ 

Profile: Since 1979—six years after its launch by a group of local retail merchants, CRAI 

expanded into a national cooperative, becoming Italy’s first publicly held service firm, when it 

was incorporated. (2007 sales data only available information.) CRAI continues to match 

competition with its hard discount chain, Europa Europa Discount. Its exclusive brands program is 

under development with upgrades in packaging and graphics. Report indicate that Crai entered a 

joint venture in China during 2007 to open four supermarkets with plans for 40 more under 

franchise agreements, all supported by four distribution centers. (No updates available.) In 2008, 

Crai signed a 10-year purchasing and logistic deal with the SMA supermarket group. 

Procurement Contacts: Silvana Russo 

CROSSMARK 

5100 Legacy Dr., Plano, TX 75024-3104 USA 

Tel: (469) 814-1000 

Fax: N/A 

www.crossmark.com 



Principal Business: Crossmark, launched in 1995 but with roots tracing back to 1905, is a branded 

sales and marketing service provider, including private label business. Its J. Brown Agency,

Stamford, CT, represents its marketing operation. The company also maintains offices in Canada, 

Australia, Mexico, and New Zealand. Crossmark provides sales tools to drive share growth 

through category management, consumption analytics, consumer and shopper segmentation, 

integrated marketing, and in-store execution. 


EB skus: N/A 

Profile: Celebrating its 100th Anniversary in 2005, Crossmark’s history traces back to a local food 

broker, Cooper & Johnson in Arkansas. This business eventually became Sales Mark and then 

joined with Gordon Co. and The Phillips Co. to become Crossmark in 1995. Since then, the 

company has embarked on a national rollout, via some 55 mergers and acquisitions, to become 

one of the top five private label brokerage firm in the US. Crossmark, however, does not market 

its own private labels. In 2010, the company acquired TNT Marketing, a national convenience 

store broker. Crossmark also provides marketing and communication support to the Better Living 

Brands Alliance (marketer of O Organics and Eating Right, two brands formerly just sold at 

Safeway, Inc.). 

Procurement Contacts: Craig Espelien, VP-Private Brands (Tel: 612-216-5204); Lance Andersen, 

Sr. VP-Retail Operations (469-814-1132) 

CUMBERLAND FARMS/GULF OIL LP 

100 Crossing Boulevard, Framingham, MA 01702 USA 

Tel: (508) 270-1400; (800) 225-9702 

Fax: (781) 823-9012 

www.cumberlandfarms.com 

Total Fiscal 2011 Company Sales: $8.3 Billion -20% (E) 


Principal Business: Founded in 1939 as a dairy farm by the Haseotes family (current owners), 

Cumberland Farms developed New England’s first convenience store chain supported with three 

dairy plants, an ice cream plant, a bakery, and a beverage facility. The firm also operates its 

grocery distribution network. The company took over ownership of Gulf Oil in 2005. Today, it 

oversees a chain of nearly 600 Cumberland Farms convenience stores, as well as operating 

stations under the Exxon and Gulf gas station banners, all located mostly in New England as well

as in Florida or 11 states total. The company owns and estimated 500+ outlets and franchises the 

balance to independent dealers. Stores range from 600 to 5,000 square feet, stocking between 

2,500 to 3,000 skus of popular foods and dry goods as well as liquor and beer. Gulf Oil supplies 

more than 2,000 sites, among them stores operated by Cumberland Farms, as well as dealerships 

and distributors. 

EB Identities: Cumberland Farms (dairy products, bakery items, snack items, deli sandwiches), 

Chill Zone fountain and frozen drinks, Farmhouse Blend (coffee) 

EB skus: N/A 

Profile: Privately owned Cumberland Farms has not been anxious to publicize its contraction in its 

store count or sales volume over the past couple of years. We estimate that early in May 2009, the 

company was comprised more than 1,000 stores with a total volume exceeding $10 million. A 

news report in September 2010 announced 61 of its stores (34 of them selling unbranded motor 

fuel) were up for sale; in June 2011, 29 of them were sold to multiple buyers. The company’s 

intention is to redeploy capital to its other outlets and introduce new stores. Meantime, 

Cumberland Farms had moved aggressively into introducing more private label groceries, drinksto-go, 

and toasted sandwiches, including a new package design for the Cumberland Farms brand. 

The company also has adapted its larger store formats to a foodservice presentation. 

Procurement Contacts: John Dulin, Private Label Category Manager 

CVS CAREMARK CORPORATION 

One CVS Drive, Woonsocket, RI 02895 USA 

Tel: (401) 765-1500 

Fax: (401) 769-0841 

www.cvscaremark.com 

Total 2011 Revenues:$107.1 Billion +11.8%; Pharmacy Services:$58.9 Billion +25.1%; Retail 

Pharmacy Segment:$59.6 Billion +4% 

Percentage of Retail Store Sales in Prescription Drugs: 68%; Percentage of Front of Store Retail 

Sales in Exclusive Brands: 18%;Percentage of Total Company Sales in Exclusive Brands: 10% (E) 

Principal Business: CVS, which once stood for Consumer Value Stores, merged in March 2007 

with Caremark Pharmacy Services (a leading pharmacy benefits manager). CVS Pharmacies, 

which now calls itself the largest pharmacy health care provider in the US, operate 7,327

drugstores (7,271 with pharmacies) under the CVS Pharmacy banner in 41 states, plus in DC and 

Puerto Rico. CVS claims a 19.5% share of the US retail prescription business. There also are 657 

Minute Clinics (648 of them inside CVS stores), operating in 25 states and DC. The Caremark 

portion of the business covers a network of more than 65,000 participating pharmacies (including 

the CVS Pharmacy outlets), across 25 states and DC and including CVS’s 31 specialty pharmacy 

stores, 12 specialty mail order pharmacies, and 4 mail service pharmacies. CVS Pharmacy stores 

range in size from 8,000 to 25,000 square feet, while newer outlets range from 10,000 to 13,000 

square feet, and feature drive-thru pharmacies. CVS is publicly traded: NYSE: CVS. 

EB Identities: CVS, CVS Gold Emblem (premium foods, snacks, beverages), CVS Surf Club 

(children’s swimming products), ‘b Just the Basics’ (value brand for household essentials: paper 

towels, cleaning aids, beverages, snacks/cookies, beverages, diapers, personal care items, etc.), 

Nuance Salma Hayek (skincare, cosmetics, haircare, and body care), Earth Essentials (natural and 

environmentally friendly products), Down to Earth and Essence of Beauty (both bath and body 

range), Blade (body wash), Lumene upscale Finnish skin care line; and the Cristophe Beverly 

Hills hair care range; Skin Effects by Dr. Jeffrey Dover (cosmecueticals), Nuprin, Playskool, Life 

Fitness, 24.7 (skin care). 

EB skus: 4,400 + (E) 

Profile: Calendar 2011 was a good year for CVS, especially its pharmacy revenues, which 

represent 68.3% of its total volume. The company opened 161 new pharmacies, relocated 86 and 

closed 16 units for a net gain of 145 stores in 2011. In 2009, the retailer began clustering its food 

convenience offering, increasing consumable space in its stores to accommodate this change. It 

continues to expand its grocery offering and to add fresh convenience foods for take-out. 

Emphasis also has been placed on its private brands, including the rollout early in 2011 of its new 

value line, ‘b Just the Basics. Addressing its weakest area in terms of share of store sales, 

beauty/cosmetics products, taking 5.2% of total sales, CVS added a new exclusive beauty 

collection, Nuance Salma Hayek in August 2011. The product range was developed in cooperation 

with the actress, Sala Hayek. In November 2011, the company sold its Thera Com LLC subsidary, 

involved in biotech and pharmaceutical support services, to AmerisourceBergen (also in this 

database). In late October 2012, CVS Pharmacy, true to form, quietly rolled out another private 

brand, Total Home, which on the surface looks like a consolidation of mostly general merchandise 

and paper products. The new identity covers: disposable wipes, deodorizing products, light bulbs, 

plastic cutlery, coffee filters, plastic cups, etc. This retailer continues to build its private brand 

portfolio, which has been targeted to exceed 20% of front end sales in the near future. 

UPDATE: For calendar 2012, CVS reported outperforming its expectations with net revenues up 

by 15% to $123.1 billion; while its operating profit jumped 14.2% to $7.2 billion. CVS’ Pharmacy 

Services business gained 24.7% to $73.4 billion and its Retail Pharmacy business advanced 6.8% 

to $63.7 billion. The company closed the year with some 7,400 CVS/Pharmacy stores. In February 

2013, CVS reportedly made its first venture outside the US, acquiring 44 Drogaria Onofre stores, 

a private pharmacy chain, in Sao Paulo, Brazil. 

Procurement Contacts: Jason Feingold, Director CVS Store Brands; Tom Sullivan, Category 

Manager; Lanny Lewis, division Merchandise Manager; Michael Bloom, Sr. VP Merchandise; 

Courtney Burton, Director of Private Label; Kris Kallembach, CVS Brand Marketing Manager; 

Grant Pill, VP, Merchandise for Store Brands 

DAIEI, INC., THE

4-1-1, Minatojima Nakamachi, Chuo-ku, Kobe 650-0046, JAPAN 

Tel: +81 (078) 302- 5001 

Fax: +81 3-3433-9226 

www.daiei.co.jp 



Principal Business: From 2002-05, Daiei, Japan’s third largest retailer, has been bailed out three 

times, the latest a government packaged (covering waivers, share writedowns and companysponsored 

funds) totaling ¥ 707 billion ($ 6.5 billion). It has been a humbling experience, closing 

or divesting numerous outlets in its different chains (almost 2,000): Printemps general 

merchandise stores, Maruetsu supermarkets, discount stores, Lawson convenience stores, 

department stores, and clothing/sundry goods specialty stores. Daiei also has had belt-tightening in 

its other businesses, mostly in services (dining out, hotel, and leisure). Daiei also has been 

involved in the development of stores, real estate, and management development and financing. 

The company operates about 1,000 stores under different identities as well: Jujiya department 

stores/specialty shops, Seifu supermarkets, Hokkaido Supermarket Daiei, Kyushu Supermarket 

Daiei, Big-A limited assortment discount stores, Bonte bread stores, and so on. 

EB Identities: Savings (value-priced foods and nonfood products without frills), Captain Cook 

(high-quality foods), Livnee (home decor products), Livnee Home Style Series (interior 

coordinated home furnishings), Coltine (price-oriented goods), Helene (powder spray), SALiV 

(tableware), Qualite Prix (umbrellas), AMPM (clothing and accessories), Red Woods (t-shirts, 

jeans), Daily Use, Christy, Kuramai (rice grown with few pesticides or fertilizer), Hokahoka 

(underwear). 

EB skus: N/A 

Profile: Daiei continues to improve its operations, after reporting its sales below the 1 trillion yen 

mark for the first time in 30+ years. Marubeni (a Japanese trading company) and AEON (listed in 

this database) together now control about 50% of Daiei and through their management suppport 

have helped Daiei regain market share. Also, AEON’s TopValue private label products are now 

sold by Daiei stores. In this fiscal period, only two stores were opened; but plans call for more 

than 20 new stores, most of them discount outlets, to open in fiscal 2012. The economic 

depression in Japan and consumer cutbacks in spending continue to slow Daiei’s recovery 

progress. 

Procurement Contacts: N/A

DAIRY FARM INTERNATIONAL HOLDINGS LIMITED 

C/o Dairy Farm Management Services Ltd., 7/F, Devon House, Taikoo Place, 979 King’s Road, 

Quarry Bay, HONG KONG 

Tel: (852) 2299-1888 

Fax: (852) 2299-4888 

www.dairy farm group.com 

Total 2010 Sales (includes Associates): $9.1 Billion +13%; Total Sales (Its Subsidiaries): $7.9 

billion +13% 


Principal Business: Dairy Farm is a dedicated Asian retailer, which traces its roots back to a 

modest beginning in 1886 as a cattle farmer. It wasn’t until 1904 that its first retail store opened. 

Today, Dairy Farm is much more than a dairy farm, overseeing 5,386 retail outlets in seven Asian 

countries plus the administrative regions, Hong Kong and Macau of the People’s Republic of 

China and the Republic of Singapore. Its business, which deals in seven different currencies, 

encompasses 113 hypermarkets (Giant banner stores in Brunei, Indonesia, Malaysia), 939 

supermarkets under 9 banners (Wellcome/MarketPlace/ThreeSixty/Oliver’s/Giant/Foodworld/- 

Hero/Cold Storage/Shop N Save) in Brunei, India, Indonesia, Malaysia, Taiwan, and Vietnam plus 

Hong Kong and Singapore; 2,231 convenience stores under two banners (7-Eleven and Starmart) 

in Indonesia and China plus Hong Kong Macau and Singapore; 1,245 health & beauty stores 

under 4 banners (Mannings/GNC/Health and Glow/Guardian) in Brunei, India, Indonesia, China, 

and Malaysia plus Hong Kong, Macau, and Singapore; and 7 IKEA home furnishings stores in 

Taiwan and Hong Kong. Additionally, Dairy Farm holds 50% interest in Maxim’s, Hong Kong’s 

leading restaurant chain, which operates some 356 foodservice units (including 233 Starbucks 

coffee shops) under different banners in China and Hong Kong. Specifically, Dairy Farm’s 

supermarket banner locations are: Wellcome in Hong Kong, Taiwan and Vietnam; Three Sixty 

and Oliver’s The Delicatessen in Hong Kong, Jasons MarketPlace in Singapore, Hong Kong, and 

Taiwan; Cold Storage in Singapore and Malaysia; Giant in Malaysia, Indonesia, and Brunei; Shop 

N Save in Singapore, Hero in Indonesia; and Foodworld in India. The Manning health and beauty 

stores are in Hong Kong, China and Macau; the Guardian units in Malaysia, Singapore, Indonesia, 

and Brunei; and the Health and Glow stores in India. The 7-Eleven stores are in Hong Kong, 

Singapore, Southern China and Macau; while Starmart c-stores are in Indonesia. The company is a 

member of the Jardine Matheson Group, which is incorporated in Bermuda. Dairy Farm also 

operates 9 Photo Finish shops in Singapore. 

EB Identities: First Choice, No Frills, Bonnie Hub bard (Western-style foods), Aroy-D (canned 

fruits), Cafe De Luxe (instant coffee), GNC, etc.

EB skus: N/A 

Profile: 2010 was a good year for this retailer, whose profits jumped by 13% to $410 million and 

whose portfolio of outlets increased by 315, including the acquisition of 16 hypermarkets and 

supermarkets in Malaysia plus eight supermarkets in Singapore. The Mannings health and beauty 

business in mainland China expanded by 43 outlets to 163 stores. In Hong Kong, two health 

stores under the new Mannings Plus banner were opened, offering free professional consultations 

to health tests. In the Maxim’s business, several new concept restaurants and products were 

introduced in Hong Kong. In Brunei, two Giant supermarkets were introduced, joining the Giant 

hypermarket and 21 Guardian health and beauty stores in that country. Dairy Farm continues to 

invest in private label development and supply chain management. The company has established 

a strategic alliance agreement with Daymon Associates of the US (also listed in this database), 

calling for Daymon to develop package design, product specifications, supplier negotiation and 

quality control for Dairy Farm’s First Choice and No Frills private labels. This corporate brand 

program is being implemented across the Group’s operations in an effort to differentiate its 

international presence. 

Procurement Contacts: Philippe Gerard, Group Director, Business Development and Marketing (email: 

pgerard@dairy-farm.com.hk) 

DANSK SUPERMARKED A/S 

Bjødstrupvej 18, 8270 Højbjerg, DENMARK 

Tel: +45 89-30-30-30 

Fax: +45 86-27-71-67 

www.dsg.dk 

Total 2011 Group Sales: $9.9 Billion (DKK 55.2 Billion) -6.9% 


Principal Business: This retailer, owned by F. Salling AS (a department store retailer) and AP 

Møller-Maersk Group (a conglomerate with more than 1,000 companies, mostly in oil and gas), is 

the largest retailer in Denmark, operating 1,329 stores in five European countries: Denmark (544 

stores under six retail chains), Germany (304 Netto discount stores), Great Britain (195 Netto 

stores), Poland (171 Netto stores), and Sweden (115 Netto stores). In Denmark, its biggest market, 

there are: 83 føtex warehouse-supermarkets, 15 Bilka hypermarkets, 2 A-Z nonfood, discount 

markets, 37 Tøj and Sko clothing and show stores, 405 Netto/døgnNetto stores), and 2 Salling 

department stores.

EB Identities: Kend Varen (Know the Product), Princip! (luxury foods), leevis (life-style foods 

and household nonfoods), Engholm, Firenze-Eminent (Italian cuisine), Grand Menu, Bon Appetite 

(Italian foods), Superior (premium foods), plus numerous identities within the Netto chain. 

EB skus: 1,000+ 

Profile: Started in 1906 as Salling Department Store, retailer Herman Salling in 1960 launched 

Dansk Supermarked and four years later formed a partnership with Møller-Maersk Group. The 

latter, Denmark’s biggest company, in 2009 suffered its first annual loss in five-plus decades, due 

to the financial crisis worldwide. This led the company to agree to sell its 193 Netto stores in the 

United Kingdom in May 2010 to ASDA/Walmart for $1.1 billion. That successful operation has 

been recognized as the fastest growing supermarket retailer in the UK--its sales up by 11.2% over 

the 12 months prior to the announcement. This divestment led the overall sales decline; without 

this consideration, sales would have inched upward by 1% for the year. Dansk reportedly is now 

ready to make future acquisitions closer to home. 

Procurement Contacts: Anja Laursen, Trading Controller 

DAYMON WORLDWIDE, INC. 

700 Fairfield Ave., Stamford, CT 06902 USA 

Tel: (203) 352-7500 

Fax: (203) 352-7967 

www.daymon.com 

Total Revenues: $350 Million+ (E) 


Principal Business: This 40+-year-old private company is a dedicated private brand sales and 

marketing company, working with some 6,000 manufacturers of food and other products. Its retail 

partners represent more than 100 customers across 11 channels of trade. Daymon has operations in 

22 countries on six continents. Its business is divided into brokerage sales, package design, and 

events marketing, Its services include point-of-sale material, advertising copy and themed events; 

category analysis; information services including EDI, UCS, and ECR initiatives; customized 

reporting plus logistics and distribution support. 

UPDATE: In January 2013, Daymon Worldwide launched "Be Heard," a self-funding, loyalty and 

payment platform, which provides retailers and supplier partners a competitive edge in connecting 

with their customers in real time, while sidestepping the costs of credit and debit transaction fees. 

The cost-effective service provides a one-card and mobile option to add and redeem coupons,

eceive targeted offers, earn loyalty points, and pay for purchases. In effect it links with the 

retailer's loyalty program and processes payments , outside the traditional credit card processing 

system. The technology by Midax and IncentEdge provides targeted coupon offers directly to the 

customers' loyalty card or mobile phones, as they purchase products., while interfacing with all 

major POS systems. 


EB skus: N/A 

Profile: Daymon, founded in 1969, has become the largest corporate brand marketing/sales agent 

in the US representing suppliers to some of the top retail/wholesale clients in the drugstore, club 

store, and pet superstore industries as well as the grocery industry. Lately, the company has moved 

more aggressively on the international front, one of its latest strategic alliance agreements signed 

ICA Norway (also in this database). 

Procurement Contacts: Carla Cooper, President & CEO; David Lopes, President & General 

Manager, Daymon International; Glenn Pfeifer, VP-Daymon Design (also in the Manufacturers' 

Listing); Bharat Rupani, VP and Kimberlee Marsh, both Division VPs, North American Private 

Brands Development 

DELHAIZE AMERICA, INC. 

2110 Executive Drive, Salisbury, NC 28145-1330 

Tel: (704) 633-8250 

Fax: (704) 636-5024 

www.foodlion.com www.hannaford.com www.Sweetbuysupermarkets.com 

Total 2011 Sales: $19.2 Billion (€ 13.8 Billion) +2.1% 


Principal Business: (See Delhaize Group) 

EB Identities: Food Lion, Sweetbay, Hannaford, My Essentials (value line), Taste of Inspirations 

(frozen entrees), On the Go Bistro (refrigerated ready meals), Smart Options (value line), Nature’s 

Place (organic and natural products), Healthy Accents (health and beauty products), Home 360 

(general merchandise)

EB skus: N/A 

Profile: (See Delhaize Group) 

Procurement Contacts: Rob Brunory, Senior VP, Procurement & Category Management; Elwyn 

Murray, VP, Procurement & Category Management; Tim Jacques, VP, Private Brands; Shavonne 

Clark, Director of Private Brands; Nancy Dumais, Director of Brand & Design, Private Brands; 

David Yandow, Director of Private Brands (Food Lion); Bruce Daman, Director of Brand 

Communication, Tim Jacques, Director of Center Store Merchandising/Private Brand & Shelf 

Merchandising; Tony Robidas, Director, all Hannaford Bros. (Scarborough, ME) Tel: 207-883- 

2911; Tony Bobidas, Director, Hannaford Bros. (Portland, ME) 

DELHAIZE GROUP 

rue Osseghem 53, P.O. Box 60, Molenbeek-St-Jean, B-1080 Brussels, BELGIUM 

Tel: +32 2-412-2111 

Fax: +32 2-412-2222 

www.delhaizegroup.com 

Total 2011 Group Sales: $29.3 Billion (€ 21.1 Billion) +1.3%; Delhaize America: $19.2 Billion (€ 

13.8 Billion) +2.1%; Delhaize Belgium Sales: $6.7 Billion (€ 4.8 Billion) +1%; Delhaize SE 

Europe/Asia Sales: $ 3.5 Billion (€ 2.5 Billion) +31.6% 

Percentage of Total Sales in Exclusive Brands: 30.9% (E) 

Principal Business: The Delhaize Group (Etablissements Delhaize Frères et Cie “Le Lion” ), 

traded on the NYSE, under the symbol, DEG, operates a total of 2,800 stores (2,128 company 

operated) in 11 countries on three continents. Some 64.4% of its net sales come from the U.S., 

generated by 1,650 food stores in 17 East Coast states, and including five supermarket chains 

(1,188 Food Lion, 49 Bloom, 72 Harvey’s, 179 Hannaford supermarkets, and 105 Sweetbay 

stores) and the 57 soft discount stores under the Bottom Dollar Food banner. Delhaize Belgium 

operates 821 stores under multi formats in Belgium and the Grand Duchy of Luxembourg: three 

supermarket chains (141 Delhaize, 228 Delhaize AD affiliated stores, and 7 low-cost Red 

Markets), 18 Delhaize City neighborhood stores, two convenience store chains (197 affiliated 

Proxy Delhaize and 93 Shop ‘n Go in gas stations), plus 137 Tom & Co pet food/care/accessory 

stores including franchised outlets. Delhaize’s operations also cover seven Southeast European 

countries. In Greece, the company operates some200+ Alpha Beta supermarkets, Delhaize City 

convenience stores, ENA cash & carry stores, and Lion Food low-cost supermarkets. In Romania, 

there are 50+ Mega Image supermarkets plus proximity stores. Five Balkan countries were added

to Delhaize’s overall store count roster with the July 2011 acquisition of Delta Maxi: 366 stores in 

Serbia, 42 in Bulgaria (Piccadilly supermarkets and Piccadilly Express c-stores), 44 in Bosnia & 

Herzegovina, and 28 in Albania. At year-end, they totaled 492 stores in operation. Additionally, 

Delhaize owns 51% of the 82 Lion Super Indol food stores in Indonesia. (Super Indol, which 

oversees operations in both Indonesia and Romania.) 

EB Identities: Delhaize oversees some 15 private brands. In Europe: Delhaize, CARE (general 

merchandise and health and beauty products), Bio organic range, Derby (generics), Biogarantie 

(guaranteed organic fresh and grocery products), 365 (low-priced, basic range of everyday and 

seasonal range—grocery, frozen foods, beverages, dairy, fruit & vegetables and wine), Alfa-Beta, 

Alfa-Beta’s Close to Greek Nature (regional products), Green Leaf (organic non-food items), AB 

Choice (premium perishables), Cub Foods, Pro dravi (low-cholesterol, low-fat), Pet’s Budget and 

Tom & Co (pet foods and accessories), Multicultural Tastes (frozen prepared foods), Vita Care 

(personal care & hygiene), plus private labels from the European Marketing Distribution Group 

(EDM) a purchasing and marketing organization for grocers throughout Europe (labels such as 

Minel household cleaners and laundry products, Rio Bravo fruit juices, Premier Cola, Smart 

Option (value brand), Mega Image, Eco-label, etc. In the U.S., its private brands are: Food Lion, 

Sweetbay, Hannaford, Taste of Inspirations (frozen entrees), On the Go Bistro (refrigerated ready 

meals), Smart Options (value line), Nature’s Place (organic and natural products), Healthy 

Accents (health and beauty products), Home 360 (general merchandise). 

EB skus: 15,000+ (E) 

Profile: Delhaize very likely would like to forget 2001, which its chairman, Count Jacobs de 

Hagen, described as being one of “serious change and uncertainty.” The concern centers on shaky 

European economies, the fate of the euro currency, consumption patterns, inflation, and the 

banking industry. Nevertheless, Delhaize managed to increase its 2011 revenues slightly--while at 

identical exchange rates, those revenues climbed by 4.6%. But net profits for the year plunged by 

17.4% to € 475 million. On a brighter note: the company acquired the largest retailer in Serbia, 

Delta Maxi, in July 2011, for $1.3 billion (€ 932 million). Delta Maxi operates some 450 stores in 

Serbia, Montenegro, Bosnia, Albania, and Bulgaria--markets geographically close to Delhaize’s 

existing business in Romania and Greece. This takeover boosted Delhaize’s store count in 

Southeast Europe and Asia up from 368 in 2010 to 937 for 2011. In the US, the Group’s biggest 

market, some 23 stores were added during the year. To deal with the economic crisis in Greece, 

Alfa Beta launched 219 private brand products during the year. A new 40,000 square meter 

distribution center opened in Bucharest. Delhaize supermarkets introduced a new Kids Range of 

food for 5- to 10-year-old children, items prepared with less fat, salt, sugar and artificial colors. 

Delhaize’s private brand business is strongest in Belgium, taking 58% of revenues. In its US 

market, private brand share is about 27% of revenues; while in Southeast Europe and Asia, private 

brands take about 17.5% of revenues. The US market, during the year, introduced a line of 600 

products under the new, value brand, My Essentials. It’s modeled after Delhaize Belgium’s 

successful 365 economy brand. Concern over the economy has encouraged the company to expand 

its US Bottom Dollar soft discount chain (the counterpart to its Red Markets in Europe), where 

stores stock 7,000 items in about 18,000 square feet of space. Started in 2005 in North Carolina, 

this concept is now being moved into the Philadelphia-Pittsburgh market. The strategy at Delhaize 

lately has shifted to more belt-tightening: Early in January 2012, the company announced plans to 

close 146 of its stores or 4.3% of its total store portfolio: 126 outlets in the US (113 Food Lion, 7 

Bloom, and 6 Bottom Dollar Food stores) plus 20 Maxi stores in Serbia, Bulgaria, and Bosnia and 

Herzegovina. Additionally, the company plans to close a distribution center and pull back from 

several of its investment properties.

Procurement Contacts: Etrienne van Roie, International Trade Manager; Philippe, Brunelli, VP 

International Product Exchange; Dirk Van Den Berghe, Senior VP Strategy 

DICK'S SPORTING GOODS, INC. 

345 Court St., Coraopolis, PA 15108 USA 

Tel: (724) 273-3400 

Fax: N/A 

www.dickssportinggoods.com 

Total 2011 Sales; $5.2 Billion +7% 


Principal Business: Incorporated in 1948, this specialty sporting goods retailer recently, both 

organically and via acquisitions, has enjoyed significant growth, pushing its store count from 294 

in fiscal 2006 up to 561 in fiscal 2011. Its goal: 900 locations in the US. There are 480 Dick’s 

stores (approximately 50,000 square feet average) in 48 states and 81 Golf Galaxy stores (13,000 

to 18,000 square feet) in 30 states. The larger stores stock a full range of products, mostly brand 

name equipment (52% of sales), apparel (29%) and footwear (19%). The Golf Galaxy shops are 

more interactive, featuring artificial bent grass putting greens, golf simulators, and the like. 

EB Identities: Slazenger, Maxfili, Field & Stream (camping, hunting, fishing), adidas (only 

baseball), Koppen, Fitness Gear, Walter Hagen, Nishiki, Reebok, Louisille Slugger (hosiery), etc. 

EB skus: N/A 

Profile: Despite the weakened U.S. economy, Dick’s (NYSE: DKS) overall enjoyed a 45% gain in 

net income to $263.9 million. Some 36 Dick’s stores were opened during the year. Its success has 

encouraged a strategy of more “private label,” development, which Dick’s manages primarily 

through licensing agreement on an exclusive basis. Its Dick’s chain sales were up by 0.8%, Golf 

Galaxy up by 4.3%, and e-commerce sales ahead by 36.4%. In April 2012, the company 

purchased outright the intellectual property rights to the Top-Flite golf brand from Callaway Golf 

Company. Also, Dick’s that same month signed a strategic partnership with JJB Sports plc, 

Wigan, England--a sporting goods chain of 185 stores in the United Kingdom and Ireland. JJB 

was hit hard in its fiscal 2011 year with the credit squeeze and weak employment numbers in the 

UK. Its revenues slipped by 21.7% to £ 284.2 million, while it reported an operating loss of £ 

103.5 million. Coming to the rescue, Dick’s has invested some $ 32 million in JJB. The latter 

merchandises about 6.7% of its sales in own brand products.


DILLARD’S, INC. 

1600 Cantrell Rd., Little Rock, AR 72201 USA 

Tel: (501) 376-5200 

Fax: (501) 376-5917 

www.dillardss.com 

Total Fiscal 2011 Sales: $6.1 Billion +0%; Retail Sales: $6 Billion +2% 


Principal Business: Established in 1938, Dillard’s has become one of the largest apparel and home 

furnishings retailer in the U.S. Publicly traded (NYSE:DDS), the company operates 308 Dillard 

stores in 29 states, broken down as 294 department stores and 14 clearance centers. The company 

owns 240 of those outlets. Dillard’s stores are located in suburban shopping malls and open-air 

centers. Ladies apparel and accessories account for 37% of its net sales, followed by men’s 

apparel at 17%, cosmetics at 15%, and shoes at 15%. With more than 50% of its sales in apparel, 

Dillard’s since 2005 has grown its private and exclusive brands by more than eight percentage 

points to 41% of apparel sales. 

EB Identities: Antonio Melani, Gianni Bini, Rountree & Yorke, Daniel Cremieu, Kiehl’s, Bobbie 

Brown, Philosophy, etc. 

EB skus: N/A 

Profile: In January 2011, Dillard’s established a real estate investment trust and a captive 

insurance subsidiary. During this fiscal period, two new stores were opened and three others 

closed. The company also operates a strong online store, which produced $ 120 million in sales 

during the year, according to "Internet Retailer" magazine. In February 2012, the company 

invested $ 4 million in the e-commerce firm, Acumen Brands (established in 2009), which 

operates 12 specialty shops online. Dillard plans to tap into its technology and marketing services 

expertise. 


DIRK ROSSMANN GMBH 

P.O. Box 13 62, 30 929 Burgwedel, GERMANY 

Tel: +49 513-98980 

Fax: N/A 

www.rossmann.de 



Principal Business: Founded in 1972, Rossmann--allowing for the insolvency of competitor 

Schlecker (also in this database)--is now the largest European drugstore chain, operating 2,531 

drugstores, of which 1,612 are in Germany and 919 in three Eastern European countries, Poland, 

Hungary, and the Czech Republic. The company is owned 60% by Dirk Rossman and 40% by 

Hutchinson Whapopoa Co., owner of A.S. Watson Group of Hong Kong (also in this database). 

EB Identities: Rossmann merchandises some 43 private brands, covering most product categories; 

baby and children items, personal care, sunscreen care, cosmetics, shaving needs, wellness and 

health, oral and dental care, home and pet, hair care, perfume and fragrance, food and beverage, 

etc. Identities include Alterra (pharmacy, health & beauty care, dietary products), EnerBiO 

(organic foods), babydream, domol, isana, Rossmann, etc. 

EB skus: 3,000+ 

Profile: Early in 2012, Rossmann acquired 104 Your Place stores from the bankrupt Schlecker 

Group. Rossman plans to open 110 stores in Germany during 2012. 


DIXY GROUP OJSL 

Building 1, 47A, Bolshaya, Ochakoska Street, Moscow, RUSSIA FEDERATION 

Tel: +7 (405) 933-1450

Fax: +7 (404) 933-0259 

www.dixy.ru 

Total 2011 Group Sales: $3.5 Billion (RUB 102.3 Billion) +64.5% 


Principal Business: Founded in 1992, Dixy has become the third largest national food retailer in 

Russia. Some 54.4% of the company is owned by the Mercury Group of Companies (a holding 

company). Dixy (RTS, MICEX:DIXY) operates close to 1,000 stores, including Dixy 

neighborhood stores and compact hypermarkets under three store banners: Kartal, Deshevo, and 

Seeynaya Kopilka. Also, the retailer operates Megamark compact hypermarkets and economy 

supermarkets plus one cash & carry store. 

EB Identities: Polnaya Krynka, Selo Kushinkino, Odarka, Lubinye Traditsil. 

EB skus: N/A 

Profile: In June 2011, Dixy merged with Victoria Group, paying RUB 20 billion ($680 million) 

for the chain of 257 stores, which significantly boosted Dixy’s operating results for 2011. Its 

2011net profits soared by 288% over the previous year to RUB 1.1 billion. This retailer continues 

to open new stores. UPDATE: Through July 31, 2012, Dixy reported operating 1,284 stores, 

including 1,045 neighborhood stores, 26 Victoria supermarkets, 18 hypermarkets, 183 stores 

(Kvartal, Deshevo, Semeynaya Kopilka banners), 11 mini markets, and one cash & carry outlet. 


DM-DROGERIEMARKT GMBH &CO KG 

Carl-Metz-Strasse 1, 76185 Karlsruhe 0721/55 920, GERMANY 

Tel: +49 7181254445 

Fax: N/A 

www.dm- drogeriemarkt.de

Total Fiscal 2011 Group Sales:$8.6 Billion (€ 6.2 Billion) +8.8%; Sales in Germany: $6.3 Billion 

(€ 4.5 Billion) +9.8% 

Percentage Sales in Exclusive Brands: 30% (E) 

Principal Business: Established in 1973, dm-drogeriemarkt operates some 2,500 stores in 11 

European countries, of which 1,256 are located in Germany. Lately, the company has expanded 

more into Eastern Europe. Its marketing beyond Germany extends through: Austria, Czech 

Republic, Slovakia, Hungary, Slovenia, Croatia, Bosnia, Serbia, Romania, and Bulgaria. 

EB Identities: Balea (body, hair & skin care), Alverde (natural cosmetics), Jessa (feminine 

hygiene, incontinence), S-quitofree (insect repellant), Sun Dance (sun protection), ebelin (brushes, 

sponges, files, wet wipes, cotton wool), Dasgesunde Plus (medications, health care), Dontodent 

(dental products), Alana textiles, baby love (diapers), Paradise (disposable cameras), Denkmit 

(surface cleaners), profissimo (aluminum foil, trash bags, napkins), Sanft & Scher (toilet paper), 

Your Best (pet food), Fascíno (hosiery), etc.—20 different own brand ranges, mostly 

economically priced. 

EB skus: 2,600+ (E) 

Profile: This privately owned firm is the second largest drugstore chain in Germany (Rossmann, 

also in this database, now considered the market leader). In recent years, it has expanded into 

Central European countries. One of its newest private label product ranges: Alverde natural 

cosmetic sunscreen protection. 


DOLLAR GENERAL CORP. 

100 Mission Ridge, Goodlettsville, TN 37072 USA 

Tel: (615) 855-4000 

Fax: (615) 855-5252 

www.dollargeneral.com 

Total Fiscal 2011 Sales: $13 Billion +10.5% 

Percentage of Sales in Exclusive Brands: 16+% (E)

Principal Business: Dollar General calls itself the largest small-box discount retailer in the US, 

operating 9,372 Dollar General stores in 35 states. Its stores stock some 10,000 skus per outlet, 

where 71.6% of the merchandise is in consumables (food, beverages & snacks, heath & beauty 

aids, and paper & cleaning aids), 14.5% in seasonal items, 7.4% in home products, and 6.9% in 

apparel. This retailer typically prices items at $10 or less, while 24% of its stock sells at $1 or less. 

The company is traded on the NYSE: DG. Most of the stock is held by Buck Holdings L.P. 

EB Identities: Consumables--DG health, DG body, Clover Valley (food/beverages/snacks), 

American Value (lower price food/paper), Sweet Smiles (confectionery items), DG home and 

Smart & Simple (household cleaners, paper products); Seasonal--DG office, Holiday Style, True 

Living Outdoors, True Living Kids; Home Products--DG home, True Living; Apparel--DG baby, 

Open Trails (men and boys); plus an exclusive license to sell Bobbie Brooks clothing (women & 

girls), Uni-Lab (automotive oil, transmission fluid), EverPet and EverPet Basics (both pet 

supplies). 

EB skus: 1,300+ 

Profile: Private brands continue to be a priority at Dollar General, now representing 22% of its 

consumable product sales (71.6% of total sales) and now moving into non-consumable categories 

such as apparel, seasonal and home goods. During this period, the company opened 600 new 

stores, renovated 504 outlets, and closed 56 stores. Plans for 2011 are just as ambitious: open 625 

stores, renovate or relocate 550 stores, and expand into Connecticut, New Hampshire, and Nevada. 

Its net income for the year was $ 627.9 million, up by 85%. In November 2009, the company 

completed an IPO for $ 445.2 million and then was listed on the NYSE under the “DG” symbol. 

Recent changes in its private brand stock include converting the DG Everyday brand in house 

cleaning, paper, and kitchen essentials over to the DG home brand identity. DG baby also has been 

introduced. Private brand packaging has been redesigned, while efforts include r-launching its 

Bobbie Brooks range and introducing Open Trails brand of men’s and boys apparel line. Dollar 

General stores have had higher shelving installed to broaden the selection of packaged foods, 

snacks and beverages. 

Procurement Contacts: Rick Channell, Director of Private Brands; Stonie O’Briant, Exec. VP, 

Merchandise Marketing; Bob Warner, Vice-President of Merchandise; Terry Lee, Vice-President 

Consumer Brands; Gary Stephens, Sr. Director Private Brands 

DOLLAR TREE, INC. 

500 Volvo Parkway, Chesapeak, VA 23320 USA 

Tel: (757) 321-5000 

Fax: N/A 

www.dollartree.com



Principal Business: Dollar Tree (NASDAQ: DLTR) calls itself the leading discount ($1 price 

point) variety store chain in the US, operating 4,001 stores in 48 contiguous states plus in four 

Canadian provinces (British Colombia, Ontario, Alberta and Saskatchewan). In the US, it operates 

under three banners, including the Dollar Tree and Dollar Bills identities. There also are some 164 

Deal$ multi-price stores, operating in 19 states, which sell most items at $5 each or less, but some 

items priced higher. Dollar Tree’s stock covers 49.5% in consumables (foods, health and beauty, 

household items, frozen/refrigerated foods), 45.8% in variety (toys, gifts, house wares, and soft 

lines), and 4.7% in seasonal, averaging 6,100 items (including closeouts and promotional deals) 

per store. Domestic goods total up to 60% of the stock, while imports range from 40 to 45% of 

stock. 

EB Identities: Dollar Tree, April bath & Shower, Deal$, Everything’s $1.00, Dollar Giant, Breck 

hair and body care, Angel of Mine (health & beauty items), Laundry Essentials, Gourmet Select, 

etc. 

EB skus: N/A 

Profile: Celebrating its 25th year, Dollar Tree stores today average 8,000 to 10,000 square feet, 

while newer outlets range from 10,000 to 12,000 square feet. Freezers and coolers were installed 

in 421 stores in this period, bringing the total stores so equipped to 1,844 in the chain. During the 

year, the company opened 235 stores and relocated/expanded 95 others; for 2011, plans call for 

300 more stores and 75 relocation. In November 2010, this retailer for $ 52 million purchased 

Dollar Giant Stores (B.C.) Ltd. in Canada, comprised of 86 stores in four Canadian provinces. 

They average 9,0000 square feet and sell merchandise at $1.25 or less. This chain is earmarked for 

expansion by 20% in 2011. The Deals$ chain added 15 outlets in 2010, while 35 more are 

scheduled in 2011. Dollar Tree operates nine distribution centers, the newest, a $ 37 million 

facility, opened in 2010 in San Bernardino, CA. 

Procurement Contacts: Bob Rudman, Chief Merchandise Officer; Bob Sasser, President/CEO 

DOLLARAMA INC. 

5805 Royalmounte., Montreal H4P 0A1 CANADA 

Tel: (514) 737-1006 

Fax: N/A

www.dollarama.com 

Total Fiscal 2011 Sales: $1.4 Billion (C$ 1.4 Billion) 


Principal Business: Dollarama is the leading operator of dollar stores in Canada, operating 652 

corporate stores in all provinces. The company started in 1910 as S. Rossy Inc., but in 1992 began 

converting the Rossy banner over to Dollarama. Its stores, averaging 9,874 square feet, are located 

in strip malls and shopping centers. Some 50% of its merchandise is in general merchandise 

(including stationery, house wares and kitchen wares, hardware, and electronics); 37% in 

consumables (paper, plastic, foils, household and cleaning supplies, health and beauty care, candy, 

drinks, snacks and other foods); and 13% seasonal items. 

EB Identities: Dollarama 

EB skus: N/A 

Profile: In February 2009, all merchandise previously sold at a $1 price point (except candy for 

less), added pricing at $1.25, $1.50, and $2 to broaden the product selection. 


DSW INC. 

801 DSW Drive, Columbus, OH 43219 USA 

Tel: (614) 237-7100 

Fax: N/A 

www.dswinc.com 


Percentage of Sales in Exclusive Brands: N/A

Principal Business: Established in 1991, DSW (Designer Shoe Warehouse) is a leading specialty 

brand footwear retailer, now traded publicly (NYSE:DSW). The retailer operates 326 stores in 40 

states, offering 24,000 pairs of shoes in 2,000 styles (dress, casual, athletic)--mostly designer or 

better brands (300+) at a discount prices. Its breakout: 66% women’s, 15% men’s, 12% athletic, 

and 7% accessories (handbags, hosiery, etc.). The company also operates leased departments in 

other retail outlets: 261 in Stein Mart, 74 in Goodmans Stores, and one in Frugal Fannie’s Fashion 

Warehouse. DSW stores average 22,000 square feet. 

EB Identities: Kelly and Katie, Levity, Lulu Townsend, Poppie Jones, Audrey Brooke, Aston 

Grey, Mix No 6, or Crown Vintage 

EB skus: N/A 

Profile: Penguins tap dance wildly in the movie “Happy Feet.” That could serve as a symbol for 

what executives at DSW do these days: tap dance their way into higher profits. Income for this 

period orbited upward by 286.7% to $200.3 million. Customers crowded DSW stores (or shopped 

online) helping to push total sales up by 11.1% past the $ 2 billion mark. Some 17 new stores 

opened during the year, while plans call for up to 40 more in 2012. In February 2011, the 

company’s largest shareholder, Retail Ventures, Inc. was merged with DSW, where Retail 

Ventures continues as a holding company with DSW operated as its subsidiary. DSW also 

indicated it plans to build its private brands business, starting in 2011. Don’t expect a ‘Happy 

Feet’ promotion focused on its exclusive brands: So far, DSW has not specifically promoted any 

of the brands it sells: They all make your feet happy! 


E. LE CLERC 

52 rue Camille Dismoulins, 92451 Issy-les-Moulineaux, FRANCE 

Tel: +33 1-4662-5200 

Fax: +33 1-4662-9600 

www.e-leclerc.com 

Total Fiscal 2010 Group Sales :$45.9 Billion (€ 34.8 Billion) +5.4%; Group Sales (excluding fuel) 

:$37.8 Billion (€ 28.6 Billion) +5.1% 

Percentage of Store Sales in Exclusive Brands: 29% (E)

Principal Business: Leclerc is a private cooperative of independent retailers, established in 1949 

and today comprised of 474 independent entrepreneurs (mostly in France) as members of 

Groupements d’Achats des Centres E. Leclerc. These retailers operate 548 stores in France, 70% 

of them hypermarkets (Centre Leclerc) ranging in size from 2,500 to 6,000 square meters. 

Additionally, there are some 131 Centre L-Gambetta supermarkets. Also there are 108 stores 

(drawing on different specialty store concepts) in six other countries: Spain (11), Portugal (22), 

Italy (31), Poland (40), Slovenia (2), and the Andorra principality (2). E. Le Clerc oversees some 

13 specialty store concepts: 49 E. Leclerc Brico (DIY stores), 31 Jardin E. Leclerc (garden 

centers), 200 E. Leclerc Cultural spaces (multimedia entertainment), 197 E. Leclerc travel agents, 

275 The Armours Jewelry E. Leclerc, 46 E. Leclerc optics, 149 E. Leclerc Parapharmacies 

(drugstores), 64 Hour perfume itself. In addition, there are 21 sports & leisure outlets, 189 

agencies, 2 Audition (hearing screening), and 528 E. Leclerc service stations. LeClerc has a joint 

venture with Conad in Italy and a joint venture with System U in France. In February 2006, this 

co-op joined with three other co-ops in Italy (Conad), Switzerland (COOP), and Germany 

(REWE) and the Belgian retailer Colruyt to form an alliance of independent European distributors, 

called Coopernic. Its aim: to exchange know-how and reduce supply chain costs, while expanding 

their product offerings, improve performance and to keep prices low. 

EB Identities: Marque Repere (covering numerous sub-brands--BioVillage, Tablette d’Or, Delisse, 

Mots D’Enfants, Lyriance, Douceur duV erger, Landmark Brand, etc.), Nos Régions ont du 

Talent (gourmet regional foods), Eco+ (economy line), Les Chemins de la Qualite (fruits and 

vegetables), Tissaia (clothing), Sismix (clothing for children 10 to 18 years), Le Manege a Bjoux 

(jewelry) 

EB skus: 3,000+ 

Profile: Leclerc maintains the Galec central buying group, operating from its headquarters and in 

Paris, while its members also purchase goods on a regional basis through 16 regional 

merchandising centers. The diverse activities of the members include Simplec petroleum service 

stations, Devinlec jewelry stores, Edel banks, Scapauto auto service outlets, E. Leclerc travel, and 

other services. In 2009, Coop d’Alsace Group--some 62 hypermarkets and supermarkets, left the 

Cora purchasing group to sign a franchising agreement with E. Leclerc. Its store banners 

(Roundabout, etc.) were converted to the latter’s banners. Recently, a Coopernic member, Coop of 

Switzerland, began supplying its Naturaline brand products to the clothing sections of E. Leclerc 

stores in France. Early in 2009, LeClerc acquired 20 Billa supermarkets in Poland from another 

Coopernic member, Rewe of Germany. 

Procurement Contacts: Alexandra Pradines 

EDEKA AG 

Versandanschrift, New-York-Ring 6, 22297 Hamburg, GERMANY 

Tel: +49 40-63-77-0 

Fax: +49 40-63-77-22-31

www.edeka.de 

Total 2011 Group Turnover:$ 63.4 Billion (€ 45.6 Billion) +4.7%; Retail Food Trade Sales: $ 56.7 

Billion (€ 40.8 billion) +4.5%; Franchise Sales: $27.8 Billion (€ 20 Billion) +8.8%; Company 

Owned Stores: $11.7 Billion (€ 8.4 billion) -3.1%; Netto Marken-Discount Sales: $ 14.9 Billion 

(€ 10.7 billion) +3.3%; Cash + Carry/Bulk Consumer Services Sales: $ 2.6 Billion (€ 1.9 billion) 

+13% 

Percentage of Grocery Sales in Exclusive Brands: 20.3% 

Principal Business: Edeka traces its roots back to 1898. Today, it is the number one food retailer in 

Germany (26% market share), the third largest discount retailer in Germany, and one of the largest 

cooperatives in Europe. Its network, serviced by 38 warehouses, crosses three tiers: EDEKA 

Zentrale, seven regional companies, and its local retail trade. Nine EDEKA co-operatives own 

EDEKA Zentrale, which provides Group strategic leadership and holds participation in Netto 

Marken-Discount and other brands. Nationwide in Germany, the Group represents some 11,816 

stores. The Group operates under two marketing concepts. The full-range retail stores (EDEKA 

center/neukauf/aktiv markt and Marktkauf), which are operated mostly by 4,500 independent 

retailers (organized under nine cooperatives). The independents franchise sales (6,293 stores) 

alone gained 8.8% to € 20 billion for the year. Company-owned store sales dipped by 3.1% to € 

8.4 billion. EDEKA, through its regional companies (excluding Marktkauf superstores) itself runs 

1,433 stores generating € 8.4 billion -3.1%. Edeka also operates in the discount retail segment: 

Netto Marken-Discount, a subsidiary, now overseeing 4,090 Netto banner stores. EDEKA Group 

also is one of Germany’s leading producers of meats, sausages, and fresh daily baked goods. Its 

regional companies operate more than 30 production plants, supplying private labels such as 

EDEKA Gutfleisch and EDEKA Bio Wertkost. Additionally, EDEKA Fruchttkontor is one of 

Europe’s leading fruit marketers (procuring fruit and vegetables from 80 countries. EDEKA’s 

Cash + Carry/Bulk Consumer Services also include regional cooperative partners, Handelshof, 

Stroetmann and Rulko. The Bulk Consumer Services sales derive from some 115 Edeka C+C 

grossmarkt (self-service cash-and-carry stores) in Germany. In Austria, Edeka owns the ADEG 

Group,, while also maintaining holdings in Denmark, the Czech Republic, and Russia. Other 

EDEKA businesses: Rheinberg Winery, EDEKA Bank AG, publishing, etc. 

EB Identities: EDEKA has consolidated its own brands down to three main tiers: Edeka Selection 

(premier quality), Edeka (first quality with sub-brands Bio, Lust auf leicht, Zuhause), GUT & 

GÜNSTIG (”Good & Cheap” entry-level, low-price products), and elkos (health and hygiene 

products). There are some regional brands as well: Gutfleisch (meats), Unsere Heimat (”Our home 

& good” dairy and produce items), etc. 

EB skus: 3.400+ 

Profile: With the takeover of more than 2,300 Plus stores from Tenglemann in January 2009, 

EDEKA has established a leadership role in the German discount sector. Some 244 new Netto 

stores were opened during the year; while under the other store banners Edeka reported 190 new 

openings. The company also continues its privatization strategy, converting its own Edeka stores 

over to entrepreneur ownership. Its private label initiative continues to boost sales as well. The 

entry-level range, GUT & GÜNSTIG, started in 2009, continues to grow. Despite the poor 

economic climate, the company produced single-digit gains throughout its operation, while its

consolidated net income dipped by 11% to € 140.9 million. In January 2009, EDEKA increased 

its capital ownership in the Alidis/Agenor (Switzerland), a purchasing alliance, from 1/3 to 45%, 

while its two other partners changed as well: ITM Enterprises/- Musketeers of France to 45% and 

Eroski of Spain to 10%. 

Procurement Contacts: Sven Dolny, Stephanie Schwatlo, Sabrina Hickling (Marketing). 

EL CORTE INGLES, S.A. 

Hermosilla, 112-3A Planta. 28009 Madrid, SPAIN 

Tel: +34 901-122-122 

Fax: +34 01-402-5821 

www.elcorteingles.es 

Total Fiscal 2010 Group Sales: $22.7 Billion (€ 16.4 Billion) -5.7% 


Principal Business: El Corte Ingles, a family owned business, is the largest retailer in Spain, 

operating a total of 680 stores in seven formats, located in six countries besides Spain: Belgium, 

Greece, Italy, Mexico, Portugal, and the Middle East. Founded in 1934, up until 2005, some 98% 

of its sales were in Spain. Its formats include 74 El Corte Ingles (The English Cut) department 

stores, 37 Hipercor hypermarkets, 83 Supercor supermarkets, 184 Opencor convenience stores, 2 

BriCor DIY stores, 111 Optica 2000 eye care stores, and 188 Sfera fashion shops. Also, there are 

1,000+ Viajel El Corte English travel agencies, 380 Telecor phone equipment, financial/insurance 

services and Investromica wholesaling. 

EB Identities: Aliada (Allied) 

EB skus: N/A 

Profile: Spain’s largest privately owned company, again reported net profits down, not as sharply 

as last year, by 3.4% to € 369 million). Spain’s economic climate depressed its sales overall, the 

steepest drop in its Hipercor chain, down by 16.3% to € 2.6 billion. This retailer introduced its 

first exclusive brand, Aliada (Allied) in October 2008, covering some 200 products across 

multiple categories. They are sold in its department stores, hypermarkets, and supermarkets. In 

August 2009, the brand was extended into hygiene and personal care products, growing to more 

than 400 products. During the year, El Corte Ingles added three shopping malls, its department 

store concept, called The English Court. In February 2011, this retailer introduced a second

exclusive brand, Veckia, as a breakaway brand from the first one, covering some 200 toiletries and 

personal care products. Plans call for expanding that range, too. UPDATE: In January 2013, this 

retailer plans to join the European buying group, AMS, also in this database. 

Procurement Contacts: Jose Antonio Rojos, Creative Director, Private Label 

EMD AG 

Churerstrusse 166, CH-8808 Pfaffikon SZ, SWITZERLAND 

Tel: +41 55-515-3939 

Fax: +41 55-415-3993 

www.emd-ag.com 

Total 2010 Member Sales: $172.9 Billion (€ 130 Billion) 

Percentage Sales in Exclusive Brands:N/A 

Principal Business: EMD (European Marketing Distribution) calls itself “the Number 1 purchasing 

and marketing organization in Europe,” representing a membership of 15 medium-sized 

independent retailers and wholesalers, who trade in 19 European countries and represent some 

150,000 stores: supermarkets, convenience stores, discount, etc. The potential turnover of EMD’s 

membership is close to € 130 billion 

EB Identities: Minel (household cleaning and laundry products), Elky (dry groceries), Bodyfine 

(cosmetics), Premier (cola), Rio Bravo (fruit jams), Breakfast Club (cereals), Premier (cola, soft 

drinks), Monte Castello (pasta products), PowerKing (batteries, energy drink), Selmi, Max und 

Moritz, Omega, Hause Wappen, Apti, Spice Field, Office, Unity, dorati, Banderos, EMDBRAU 

EB skus: 500+ 

Profile: When EMD was started in 1989 by the national purchasing organizations in Austria, 

Germany, France, Italy, the Netherlands, Portugal, and Spain, there existed 17 other central 

organizations. Today, EMD operates as the surviving multinational sourcing and marketing 

organization for independent, medium-size grocery traders in Europe. Throughout its history, the 

organization has added other national purchasing organizations from: Great Britain and Ireland in 

1992, Sweden in 1995, Greece and the Czech Republic in 2000, Belgium in 2001, Denmark and 

Finland in 2002, Slovakia in 2003, Portugal in 2006, and Norway in 2007. Today, some 13 

shareholders continue as members in EMD. Five of them each hold 14% share in the group: 

EMC Distribution S.A.S. Paris, France; Markant Deutschland GmbH, Offenburg, Germany;

Eurommadi Iberica SA, Esplugues, Spain; ESD Italia S.r.l., Segrate, Italy; and C.I.V. Superunie 

B.A., Beesd, The Netherlands. The other members, each with 3.5% ownership, are: Markant 

Oesterreich GmbH, Vienna, Austria; Markant Syntrade AG, Pfaeffikon, Switzerland; SuperGros 

a/s, Brondby, Denmark; Tuko Logistics Osuuskunta, Kerava, Finland; Musgrave PLC, Dublin, 

Ireland; Uni/Norges Gruppen AS, Oslo, Norway; Axfood Sverige AB, Stockholm, Sweden; and 

Euromadiport, Lisbon, Portugal. EMD launched its first Euro-label in 1993, followed by other 

brands since then. Other than these euro-labels, EMD has not managed the members’ own private 

label programs, handling only A-Brand purchases. In September 2009, EMD streamlined its 

structure, seeking to develop closer ties with its members, while also providing a more efficient 

operation. The group was divided into two departments: Branded Products and Private Label 

Products. The latter platform represented a new strategy for EMD, where it now began to 

participate in the common purchase of private label products for the members’ own private label 

program. The Private Label Department sources and negotiates purchasing conditions for large 

quantities of goods which are, in turn, marketed by the members. This new strategy attracted 

Groupe Casino to join EMD in December 2010. Casino previously had begun pooling the 

purchases of its own brand products under the Casino, Monoprix, and Leader Price labels through 

its EMC Distribution center. EMC Distribution S.A.S. became an EMD member as a result. 

Procurement Contacts: Stephan Plass, Director, Private Label Department; Jürgen Barthelmä, 

Director Branded Products 

ESSELUNGA SPA 

Via Giambolognal 1, Limito di Pioltello, Milano 20096 ITALY 

Tel: +39 2 923671 

Fax: +39 2 9267202 

www.esselunga.it 

Total 2011 Group Sales: $8.8 Billion (€ 6.3 Billion) +4.3% 


Principal Business: Family-owned with Bernardo Caprotti in control as founder and chairman, 

Esselunga was started in 1957 in Milan as one of the first supermarket chains in Italy. Today, as a 

subsidiary of Caprotti’s Supermarkets Italiani S.p.A., it operates 143 retail supermarkets and 

superstores, and is among the top five retailers in Italy. Additionally, the company oversees some 

30 Olimpia Beauté perfumery stores, usually located in shopping malls. The company also 

operates production facilities in Milan and Florence, providing products like ice cream, bakery 

items, fresh pastries, ready-to-eat meals, sauces and juices to its stores.

EB Identities: Esselunga, Esselunga Bio , Esselunga Naturama, , Esselunga Top (gourmet foods), 

Pronti in Tavola (in table ready-to-eat meals), Pronti d Cuocere (ready-to-cook meals), Ecolabel 

(certified nonfoods) 

EB skus: 2,500+ 

Profile: Esselunga, a retailing pioneer in Italy, reportedly was first to introduce online shopping to 

produce its own organic products, recently introduced a superior quality private label range of 

foods under its new Esselunga Top brand. The company’s founder also has announced plans to 

retire and sell the business. Esselunga, operating in the higher-income regions of Italy (North and 

Central), has been the target for acquisition for some years. 


ETN. FR. COLRUYT 

Wilgenveld, Edingsesteenweg196, B- 1500, Halle, BELGIUM 

Tel: +32 2-360-10-40 

Fax: +32 2-360-02-07 

www.colruyt.be 

Total Fiscal 2010 Group Sales: $8.9 Billion (€ 6.8 Billion) +7.9%; Retail Sales: $6.9Billion (€ 5.2 

Billion) +6.8%; Wholesale Sales: $1.6 Billion (€ 1.2 Billion) +12% 

Percentage of Sales in Exclusive Brands: 20%+ 

Principal Business: Started in 1925 as a bakery with a wholesale business (coffee, spices, etc.), 

Colruyt, still family owned, has lately pumped up its market share to 22.5%, and based on its low 

pricing strategy. Colruyt now oversees some 375 stores in Belgium and France, and including one 

in Luxembourg. The Group breaks out into 217 Colruyt supermarkets, 66 Okay neighborhood 

stores, 6 Bio-Planet biological-ecological supermarkets, 48 Colruyt and Coccinelle supermarkets 

in France, and 38 Dreamland toys/school-office supplies, multimedia, and DreamBaby baby care 

products. Additionally, there are 74 DATS 24 self-service petrol stations in Belgium and France, 

as well as printing and engineering operations. In wholesale, the Group operates 14 distribution 

centers in Belgium and 27 in France. In Belgium, the service via Spar Retail NV covers 276 Spar 

independent retailers, via Collivery N a number of foodservice/home delivery/export customers, 

and via Alvocol NV deliveries to independent storekeepers. In France, customers include affiliated 

independent stores and foodservice accounts. The affiliated stores: 6 Coccinelle outlets, 30 

CocciMarket stores, and 8 Panier Sympa stores, plus 850 independent storekeepers in France. 

Additionally, its PROàPRO Distribution arm caters to hotels and restaurants, as well as to

institutions in France. Also, PAPD operates 16 Codi-Cash stores, and self-service stores for 

entrepreneurs. Recent acquisitions have made this activity national for distribution of fresh foods 

and dried goods. In 1937, the company began bottling its own wine from France and the new 

world. The company first evolved with cash-and-carry operations then, in 1965, entered the 

discount store business and since the late 1990s, expanded through acquisition into two divisions, 

Retail and Wholesale. Additionally, the company operates Vlevico NV meat processing for its 

store butchery, deep-freeze/ cooked meat departments. Colruyt as well also now belongs to 

Coopernic, the European buying group. 

EB Identities: Colruyt Prix-Qualite (Price-Quality), Collibri, Everyday Selection (basic products), 

Bio-time, Spar 

EB skus: 2,500+ 

Profile: This retailer stresses a lowest price policy for all its products. Its own brand products, 

including the Everyday Selection discount range, are compared with competitors’ own brands, 

taking comparable quality products and recalculating the price per item, per kilo, or per liter. This 

recalculated price is stated on all price labels with a recognizable logo, ”Best Buy in the Range.” 

The full Everyday Selection range of 220 basic products carries this logo. Also, a Special 

Selection Colruyt label was introduced, awarding the best apples discovered in various auctions in 

Belgium. In January 2010, Colruyt purchased Foodinvest Group, Bornem, Belgium, to bolster its 

foodservice operations (hotels and catering services) in the country. Gross profits for the year 

climbed by 9.3% to € 1.7 billion. 

Procurement Contacts: Jaak Paesmans, Buying Group Manager 

EXPRESS INC. 

1 Express Drive, Colombus, OH 43230 USA 

Tel: (614) 474-4001 

Fax: N/A 

www.texpress.com 



Principal Business: Express is a specialty apparel and accessories retailer, targeted to fashionconscious 

women (65% of its stock) and men (35%) between 20 and 30 years of age. The

company started in 1980 in Chicago as a division of Limited Brands (also in this database). In 

2001, the division consolidated under the Express store banner and in 2007, Golden Gate Private 

Equity became a majority owner in Express LLC. Today, Express operates 591 mall-based stores 

(547 of them dual gender--women and men), operating in 47 states, the DC and Puerto Rico. Also, 

there are seven licensed stores in the Middle East. Its stores average 8,700 square feet. Express 

also operate its design studio with an in-house design team. 

EB Identities: Lifestyle, Editor (pants), Essential, 1 MX (Shirts), Stella, Zelda, and Ea (all denim 

lines) 

EB skus: N/A 

Profile: The year 2010 sparkled for Express, marking its 30th anniversary year. Its net income shot 

upwards by 73.8% to $ 127.4 million, helped with the opening of 23 new stores, while only 5 were 

closed during the year. In May 2010, the company entered an IPO, and its company was listed on 

the NYSE under the EXPR symbol. The company also entered Canada with seven stores, its first 

venture outside the US without a franchise partner. E-commerce sales for the year leaped ahead by 

60%. Express also introduced m.express.com, its first mobile commerce site, introduced new apps, 

and began testing TV and national print advertising. 


F.A.B., INC. (FROSTY ACRES BRANDS) 

1225 Old Alpharetta Rd., Suite. 235, Alpharetta, GA 30005 USA 

Tel: (678) 356-0076; (800) 569-4821 

Fax: (678) 356-0100 

www.frostyacres.com 

Total 2010 Sales: $1.5 Billion+ (E) 


Principal Business: A national, member-owned cooperative buying and marketing group of 180 

distributor members, who serve independent food distributors in the US, Puerto Rico, The 

Bahamas, and Canada. Its customer base covers: broad liners, wholesalers, retailers, system 

distributors, and center-of-the-plate specialists. Together, they have a buying power of $40 

billion+. It’s estimated that some 40% of their sales are in private label. This group also serves the 

retail marketplace.

EB Identities: Restaurant’s Pride (4 quality grades--Preferred, Regal, Crown, and Superior); 

Frosty Acres (1st quality), Garden Delight (2d quality), Colonial (3d quality), plus other labels— 

Frosty Fare, Frosty Lite, Frosty Seas, Frosty Pure, Frosty Clear; Orefresco Italian food line; 

Frytatious premium shortening; Butterful liquid butter alternative; PerformaClean cleaning 

products; Wrangler Supreme hamburger patty line. 

EB skus: N/A 

Profile: Founded in 1954 by seven independent foodservice distributors, looking for their own 

national label, Frosty Acres Brands today covers more than 18,000 items, branded and private 

label. Its range covers meats, poultry, seafood, product, nonfoods and supplies. In retail, the group 

handles vegetables, fruits & juices, ice cream, novelties, and specialty items. Its target product 

ranges in foodservice are divided among: baked items-condiments; dairy-ethnic foods; equipmentlow-moisture 

fruits; margarine-potatoes; seafood-turkey; and veal-vegetables. The group is based 

in a 17,000 square-foot facility in Alpharetta, GA. 

Procurement Contacts: Rick King, Product Procurement 

Fa. ANTON SCHLECKER 

Im Scheckerland, D-89579 Ehingen, GERMANY 

Tel: +49 1805-004327 

Fax: +49 7391-5841855 

www.schlecker.de 

Total 2010 Group Sales:$ 8.6 Billion+ (€ 6.5 Billion+) -10.8% (E) 

Percentage Sales in Exclusive Brands: 15% 

Principal Business: Privately-held Schlecker, up until early in 2012, was the third largest drugstore 

chain in Europe, commanding a 70% market share in Germany and about a 38% market share 

overall in the 8 European countries in which it operates. The retailer oversees an estimated 11,00+ 

outlets, 8,000+ of them in Germany. Its discount outlets average 200 square meters and each sell 

about 4,000 items. The retailer has since gone bankrupt (see Profile for details). 

EB Identities: AS, Franziskus (OTC and health care), Rilanja (skin care), WestLife (after share for 

men), active, Schlecker, BabySmile

EB skus: N/A 

Profile: Schlecker, which began in 1975 has, since 1987, expanded outside of Germany. The 

company is now expanding its own brand stock, under the AS brand, to represent 15% of total 

sales. This includes development of other exclusive brands as part of its 4,000+ product lines. The 

company, owned by German billionaire Anton Schlecker, has recently run into labor union 

problems and wage disputes. Also, the chain of stores that range from 130 to 200 square meters 

has begun closing the smaller outlets (some 800 in 2009) and concentrated on its larger units. This 

business has suffered declining revenues and no profits over the past two year, forcing the closure 

of some 1,000+ stores. In January 2012, after failing to secure bridge financing, Schlecker filed for 

insolvency, giving it about three months more to restructure its business. UPDATE: In retrospect, 

Schlecker’s 37 year history traces an impressive growth to some 14,000 stores by 2008--making it 

Europe’s largest drugstore chain. That growth rate, some observers believe, was too rapid, pushing 

the chain into small, unprofitable markets, including some in East Germany. Facing insolvency, 

the Group in 2012 failed to secure a buyer, forcing it in June 2012 to close some 2,000 store in 

Germany, placing tens of thousands of employees out of work. A number of stores were sold to 

competitors, including Rossman (also in this database) picking up 104 outlets. In May 2012, 145 

Schlecker stores in the Czech Republic were sold to p.k. Solvent, operator of 700 TETA 

drugstores plus an additional 200 in Slovak and a wholesale business, supplying 5,500 other 

stores. The Czech Schlecker stores will be re-branded as TETA, giving that business a total 20% 

market share in the country. In August 2012, the company’s subsidiary, Schlecker Austria was 

acquired by the Austrian investment group, TAP 09. Its plans reportedly call for keeping some 

1,350 stores open in Austria, Poland, Italy, Belgium, and Luxembourg, while broadening the 

product mix to include more grocery items. Reports are that the store will be renamed “Daily,” 

positioned as a local grocer. Schlecker's other stores slowly are being gobbled up by other 

retailers: Rossman of Germany (104 sores), MTH Retail Group (109 stores), etc. 


FAMILY DOLLAR, INC. 

10401 Monroe Rd., Matthews, NC 28105 USA 

Tel: (704) 847-6961 

Fax: (704) 849-2044 

www.familydollar.com 



Principal Business: Organized in 1959, Family Dollar has grown to become the second largest 

dollar store chain (”general merchandise retail discount store”) in the US. Its store tally at the end 

of this period reached 7,442 stores in 45 states and DC. Its stores (ranging from 7,500 to 9,500 

square feet) sell mostly merchandise under $10. They are located in urban, suburban and rural 

areas. Some 69% of its product mix is now in consumables: household chemicals, paper products, 

candy, snacks and other foods, health and beauty care, hardware and auto supplies, plus pet 

food/supplies. Home products take 11.4%, apparel and accessories 8.8% and seasonal & 

electronics 10.8% of total sales. 

EB Identities: Family Dollar, Family Gourmet, Kidgets (diapers, formula food, apparel), Family 

Pet (pet food and accessories), Family Chef (cookware), Interiors by Design (home furnishings), 

Outdoors by Design (outdoor products). 

EB skus: N/A 

Profile: Family Dollar’s explosive growth in new stores, slowed down during the past couple of 

years to focus more on store upgrades and adjustments in its product assortment. During fiscal 

2012, however, the pace in new store openings has been recharged: 475 new stores, while 854 

outlets were relocated or expanded. (Plans in fiscal 2013 call for another 500 new stores). Family 

Dollar has changed its merchandise mix, decreasing apparel and accessories, while consumables 

have been emphasized. Sales in that area jumped by 16%, while its private brand sales advanced 

by 9% over the previous fiscal year. Private brand share of sales has risen from about 19% in 

fiscal 2009 to 25% in this current year. During the current year, the retailer added almost 400 

private brand consumable items. Overall, the company added some 1,000 new food, health, beauty 

and personal care items to its product assortment. Plans call for introducing new private brands in 

fiscal 2013. Also, coolers are now installed in 1,400 of its stores. These changes apparently work: 

Net income for the year jumped by 8.7% to $422.2 million. 

Procurement Contacts: John Scanlon, Senior Vice-President, Merchandising & Marketing; 

Barbara Corey, Director Private Label; Mary Rachide, Division VP/Private Brands; Robert 

Smmigiel, VP Mktg.; Don Hamblen, Sr. VP Customer Marketing; Tim Matz, VP, Global Sourcing 

Director; Trey Johnson, Sr. VP-Food; Tamy Deboer, VP, Private Brands/Merchandise Initiatives; 

Maryann Herskowitz, Dir. Strategy/Execution Private Brands. 

FAMILY MART CO., LTD. 

Sunshine 60 @ Building 17th Floor1-1, 3-1-1 Higashi Ikebukuro, Toshima-ku 170-6017, Tokyo, 

JAPAN 

Tel: +81 3-3989-6600 

Fax: N/A 

www.family.co.jp

Total Fiscal 2011 Non-Consolidated Sales: $12 Billion (¥ 1,440,457 Million) +13.1%; Total 

Operating Revenues: $3.1 Million (¥ 270,817 Million) +16.2% 


Principal Business: Operating as the third largest convenience store chain in Japan, Family Mart 

commands a 17.4% market share there. Overall, the company oversees 17,598 c-stores with 9,350 

of them outside of Japan. The company reports owning 437 stores. In Japan, it operates 8,248 

stores and an additional 9,350 stores in five other countries: South Korea (5,511), Taiwan (2,637), 

Thailand (622), China (566), the United States (10) stores, and Vietnam (4). Its stores typically 

are 115 square meters, stocking 2,600 items. Some 70% of its store sales derive from boxed 

lunches, drinks, and other foods. Its principal categories are chilled cup drinks, pasta, desserts, and 

fast food items. The newest category, deli items and salads, is being rolled out for older 

consumers. The retailer is listed on Tokyo Stock Exchange. 

EB Identities: Famima Kitchen fast food items, Three-Star pasta, Sweets+ desserts, Ajiwai 

Famima Café chilled cup drinks 

EB skus: N/A 

Profile: Celebrating its 30th anniversary in 2011, Family Mart reported record, double-digit 

growth with its net income soaring by 61.8% to ¥ 16,678 million. During the year, this retailer 

opened 736 stores and closed 270 outlets. Since December 2009 with its takeover of am/pm Japan 

Co., Japan’s seventh largest c-store retailer, the company has converted 220 am/pm stores over to 

the Family Mart banner. Its total store count for the year is up by 1,809 to 17,598 stores. Most of 

its growth is overseas, where 1,249 stores were added versus 560 more in Japan. A worsening 

economy in Japan was compounded in March 2011 earthquake and tsunami in the Tojhuku 

region. It forced Family Mart to temporarily close 300 stores and eventually lose 33 stores 

completely. In July 2011, the company formed a joint venture with ITOCHU, forming Vima 

Family Mart Co in Vietnam. The company also has a venture with ITOCHU, a majority 

stockholder in Family Mart, for a beverage production company, producing private label mineral 

water, tea and soft drinks. Family Mart’s future growth projection are ambitious: 24,000 stores 

chain-wide by 2015 and 40,000 by 2020. 


FDB/COOP DENMARK 

Vallensbaek Torvevej 9, 2620 Abertslund, DENMARK 

Tel: +45 39-47-0000

Fax: +45 39-470001 

www.fdb.dk www.coop.dk 

Total 2011 Group Sales:$8.1 Billion ( DEK 43.8 Billion) 


Principal Business: FDB (Faellesforeningen For Danmarks Brugsforeninger) is one of Denmark’s 

largest membership organizations and the largest grocery store chain in the country. It owned by 

its members, some 1.7 million people. It oversees half a dozen or more store formats, including 

supermarkets, hypermarkets, and discount stores. FDB’s roots trace back to 1886 with the debut of 

one of its chains, Irma. Its structure has changed in this Century. In 2002, FDB became a member 

of Coop Norden, which combined the purchasing power of two other coops, in Sweden and 

Norway. This activity was phased out in late 2007, placing the Danish co-op back on its own. In 

July 2008, FDB took over ownership of Coop Danmark AS. FDB also operates an ad agency and 

conference training services. 

EB Identities: Ängelmark (multiple product categories addressing organic, environment friendly, 

and anti-allergic foods and non-foods), Coop, Coop X-tra, Irma, Bla (coffee), IRMA (multiple 

categories), Bluecare (household washing, cleaning & hygiene products), Minirisk (cleaning, baby 

& hygiene items plus nappies or diapers), Natura Okologi (organic grocery, dairy, fruit/vegetable 

products), Danefrost (frozen products), and Friends (children’s and baby clothes & diapers), “C” 

convenience foods, etc. 

EB skus: N/A 

Profile: FDB’s Coop Denmark operates 394 DagliBrugson (convenience stores), 367 Fakta 

discount stores, 271 Super Brugson (supermarkets), 81 Kickly (food and nonfood stores), 80 Irma 

(high quality food grocery stores), and other concepts (Lokal Brugsen, IRA A/S) chains. Its latest 

venture: a new convenience store concept, called “C,” with the letter C inside a heart shape, meant 

to address consumer interests in ethics, price, convenience and life-style products. The first C store 

opened in April 2010. During 2011, FDB reported a tough year for the Kickly and SuperBrugsen 

chains, and satisfactory results for Irma. Its biggest growth engine is the Fakta discount chain, 

which reflects the recession-like climate across Europe. Also, DagliBrugsen chain sales gained 

momentum in this period. 

Procurement Contacts: Allan Agerskov, Category Group Manager, Groceries 

FEDERATED CO-OPERATIVES LTD. 

401-22nd Street East, Saskatoon, SK, S7K 0H2 CANADA

Tel: (306) 244-3311 

Fax: (306) 244-3403 

www.coopconnection.ca 

Total Sales: $8.2 Billion ($8.3 Billion Canadian) +16%; Total Food Sales: $1.8 Billion ($1.8 

Billion Canadian) +2.3%; Total Petroleum Sales: $4.6 Billion ($4.7 Billion Canadian) +16.3% 


Principal Business: This cooperative, which started in 1928, today is owned by 240 locally owned 

retail co-ops, two affiliated members, and 17 associate members, operating in more than 500 

communities in four Western Canadian provinces, the Yukon, and Northwest territories. Its 

members total 1.5 million. The co-op operates 11 divisions, including a petroleum refinery 

subsidiary, a food wholesaler, general merchandise, crop supplies, feed, forest products (plywood 

plant and sawmill), etc., servicing its member-owners with support for their Co-op food banner 

convenience stores, gas bars, and pharmacies, while also providing marketing and administration 

back-up. Grocery wholesaling plus fresh produce is supplied through its subsidiary, Grocery 

People’s Ltd. in Edmonton, Canada (Tel: 780-477-5700 or visit www.tgp.ca). This subsidiary 

services accounts such as Super A Foods, Bigway Foods, and Tags. The co-op also supplies 

foodservice customers with some 6,000+ national brand products. 

EB Identities: Co-op, Co-op Gold, Harmonie, Country Morning, Marketplace Bakery 

EB skus: 1,700 

Profile: The Federated Co-operatives Limited and its member co-ops are called the Co-operative 

Retailing System. Its strong performance in 2011 is attributed to marketing programs, but very 

likely also boosted by higher gasoline prices at the pumps: The CRS owns the Consumers Cooperatives 

Refinery Ltd., in Regina. Net earnings for the year shot upward by 69% to $839 

million. 


FEDERATED GROUP, INC. 

3025 West Salt Creek Lane, Arlington Heights, IL 60005 USA 

Tel: (847) 577-1200; (800) 755-9588

Fax: (847) 632-8204 

www.fedgroup.com 

Total Sales: $3.8 Billion+ (E) 


Principal Business: Federated is a premier sales and marketing company in the grocery, drugstore 

and foodservice industries. Working with retailers, distributors, wholesalers, and manufacturers, 

Federated provides programs and services in a variety of areas: (1) Retail Grocery--providing 

customized private brand solutions though its own brands, programs, and comprehensive in-house 

services: (2) Foodservice--offering traditional broad-line foodservice to foodservice operations in 

convenience stores and grocery store deli counters, drawing on its unique expertise in a variety of 

food channels: (3) Supply Chain Consolidation--offering small and medium size retailers benefits 

from consolidating sourcing, procurement, inventory management, and distribution; and (4) 

SailPointe Creative Group--proving in-store marketing, branding and package design expertise 

with responsiveness, dynamic creative impact and return on design investments. 

EB Identities: Hy.Top, Parade, and Red & White (all national brand equivalent); Better Valu 

(entry-level price point grocery items); BV Care (entry-level health and beauty care); Lifemark 

and Cuddle Ups (health and beauty care national brand equivalent items); Effortless Entrees 

(frozen meal solutions); Prima Brite (laundry care); Companion’s Best (pet food); Seven Farms 

(natural and organic foods). 

EB skus: N/A 

Profile: Early in the last century, S.M. Flickinger, a grocer in Buffalo, NY, realized that the small, 

independent grocers could work together to compete more effectively with the dominant grocery 

chain at that time: A&P. Flickinger saw that part of A&P’s advantage was their private brand, so 

the innovative grocer created the Red & White brand, formed a buying cooperative and attracted 

quality vendors to offer customers high quality products at competitive prices. This strategy has 

become the foundation of Federated’s Retail Grocery business. 

Procurement Contacts: Ken Hillman, Vice-President of New Business Development; Dan Muller, 

Pat Collins, and Doug Baker, all Sales Vice-Presidents; Ted Kontopoulos, VP Category 

Development 

FEDERATION OF MIGROS COOPERATIVES 

Limmatstrasse 152, P.O. Box 1766, CH-8031 Zürich, SWITZERLAND 

Tel: +41 44-277-2111

Fax: +41 44-277-2525 

www.migros.ch 

Total 2011 Consolidated Sales: $ 22.2 Billion (CHF 24.9 Billion) -0.7%; Co-op Retailing Sales: 

$13.6 Billion (CHF 15.3 Billion) -2.5% Commerce Retail Sales: $ 5.7 Billon (CHF 6.4 Billion) + 

5%; Industry/Manufacturing & Wholesaling Sales: $4.5 Billon (CHF 5.1 Billion) +0%; Travel 

Sales: $1.2 Billion (CHF 1.4 Billion) - 6.4% 

Percentage of Co-Op Retail Sales in Exclusive Brands: 90% 

Principal Business: Migros is a consumer cooperative (10 independent regional cooperatives), 

representing 2,091,188 (+0.2%) members and overseeing 13,623 locations 

(mostly in Switzerland). Its business divides into five segments: 10 regional (independent) co-ops 

overseeing 623 locations (supermarkets, hypermarkets, wholesale operations, catering, specialist 

markets, leisure, Club schools, and services); Commerce (six retail chains—see below); 14 

manufacturing/processing companies in Switzerland, three foreign enterprises, and two 

wholesalers (Scana Lebensmittel AG and Merat AG) under Industry & Wholesale; Financial 

Services (Migros Bank), Travel tour operators/travel agents and services via the Hotelplan Group; 

plus other business activities. The Industry & Wholesale operation is listed separated as Migros 

Industry in this database, manufacturers section. Migros Co-op Retailing and Commerce segments 

are its core business. Commerce includes: the 764-store Denner discount chain, Herren Globus 

warehouse stores for men’s wear, Interio furniture stores, the Le Shop internet retail store, 

ExLibris for entertainment media, Office World l& IBA for office equipment, and Migrol and 

Migrolino heating/fuel oils and convenience stores. 

EB Identities: M brand, M-Budget, Migros Premium, M-Plus (eco line), Migros-Bio (dairy bioproducts), 

Anna’s Best (fresh convenience foods), Athena (men’s underwear), Bededor baby 

food), Maestro (apparel), Frey (chocolates), Bishofszell (canned fruit, vegetables, meat, fruit 

juices, iced tea, frozen foods, jams, etc.), tinned Aprox (mineral water), Midor (cookies, crackers, 

ice cream), Micasa (furniture), Mibelle (health and beauty care), Mifa (laundry and cleaning 

agents, margarine, cooking fats), Mio-Star (household and electrical appliances), MPower 

(batteries) Fruidor (juices, herbs, grape juice, and table vinegars), Zo_Sensible (skin care for 

sensitive skin), Migros-Sano (meats), M-Budget (food and nonfood), Actilife (functional foods), 

Ready & Quick (convenience food), Blox (chocolate bars), Le delizie del Pescatore (fish), 

Blacksmith (jeans), Authentic-Wear (leisure wear), Spirit (sporty elegant business wear), Classicline 

(men’s wear), M-Budget (children’s and baby underwear and socks), EcoTex (women’s 

hosiery), X-Line (men’s underwear), Kneipp (shower and bath products), Pingu (childcare 

products), M-Watches, Belherbal (shampoo), Fish&Co, Bio-Poulet, Globus, Engagement 

(ecological, social and ethical products), Selection (premium products). Migros regards its highprofile 

brands as: Anna’s Best fresh convenience foods, Léger low-fat cheese, Aprox mineral 

water, Frey chocolate, Heidi dairy products, Candida dental care, Total detergent, etc. 

EB skus: 30,000+ (E) 

Profile: The weak economy in Europe and especially the faltering Euro currency affected Migros’ 

business, its 2011 turnover slipping by 0.7%. Price cuts on product, including in June, discounts

on more than 6,250 articles of everyday use (heavily into fruits and vegetables), impacted on its 

profits: down 16.8% to CHF 977 million for the year. Migros at that time expanded its M-budget 

economy range to accommodate thrifty shoppers. The retailer’s market share also slipped down 

from 20.1% in 2010 to 19.9%. On the positive side, the Co-op business added 13 shops, bringing 

its total to 623 outlets. In 2009, Migros acquired 49% of Gries Deco Holding GbH (GDH), 

Niedernberg, Germany, an operator of 224 home accessories stores in Germany and Austria. In 

2011, this operation became a consolidated subsidiary, Migros now holding 51.1% interest. 

During the year, 95 new branches were added to this chain, including a move into Switzerland. 

This business, under the Depot banner, has become one of the fastest growing retailers in Europe. 

GDH’s 2011 sales overall were up by 36% to CHF 265.3 million. Migros’ Migrol operation 

opened 14 Migrolino convenience stores during the year; while Office World saw its sales jumped 

19.3% to CHF 156.1 million. The LeShop online store realized profits this year, although its sales 

dipped by 1.1% to CHF 149.5 million. Migros also reported sales growth in its social and 

ecological value added products: sustainable label products rose by 6.5%, its Migros Bio Cotton 

label sales climbed by 69%, while MSC (sustainable fishing) products gained by 16.5%. (Also see 

M-Industry in the Manufacturers Section of this database.) 

UPDATE: Calendar 2012 brightened for Migros, its Group sales up by 0.7% to CHF 25 billion. 

Domestic sales were modest with a 1% gain to CHF 20.8 billion; while international sales leaped 

ahead by 16.9% to CHF 568 million. Migros’ success in the private label business led to the 

launch of Café Royal coffee capsules and the development of a line of ‘From the region’ products. 

Some eight new stores were added during 2012. In January 2013, Migros took control of Tegut 

Kundenbetreuung, Fulda, Germany, a regional retailer operating 305 stores, plus a wholesale 

business, and a bakery. Tegut, established in 1947 and a pioneer in organic food retailing in 

Germany, specializes in organic and fresh foods; its turnover for 2011 at € 1.2 billion. It’s 

expected that Tegut will begin stocking Migros’ own brand products. There are reports that 

Migros, pursuing an international growth strategy, is looking to expand into Liechtenstein in 2013. 

Procurement Contacts: Aldo Balatti (clothing); Rolg Berchtold (dairy products), Peter Boesch 

(groceries); Hans Heinzelmann (meats), Ernst Marti (hardware), Hansruedi (Mori (agricultural 

products), Walter Kaempfer (health and beauty care), Heinz Walder (Micasa/DIY/M-Service), 

Christian Vogel (flowers/plants) 

FOOD INSTITUTE, THE 

10 Mountain View Rd., Suite S125, Upper Saddle River, NJ 07458 USA 

Tel: (201) 791-5570 

Fax: (201) 791-5222 

www.foodinstitute.com 





EB skus: N/A 

Profile: In 1928, Seattle food broker Gordon C. Corbaley began dispatching industry news to 

canners in his marketing area. This led to the formation of The American Institute of Food 

Distributors, later called The Food Institute, as a non-profit information source. Today, the 

organization provides weekly Food Industry Reports, seminars, webinars, reports, studies, etc. 

Procurement Contacts: Dean Erstad (Seneca Foods), Brian Todd (economic data) Ext. 217, Susan 

Andersen (industry news) Ext. 219, Lina Khouri (membership) Ext. 214 

FOOD MARKETING INSTITUTE (FMI) 

2345 Crystal Drive (Suite 800), Arlington, VA 22202 USA 

Tel: (202) 452-8444 

Fax: (202) 429-4519 

www.fmi.org 





EB skus: N/A 

Profile: FMI is a nonprofit association that conducts programs in research, education, industry 

relations and public affairs on behalf of its 1,500 members—food retailers and wholesalers and 

their customers in the US and around the world. FMI’s domestic member companies operate 

approximately 26,000 retail food stores and 14,000 pharmacies with a combined annual sales 

volume of $ 680 billion—more than half of all grocery store sales in the US. International 

membership includes 200 members from 50 countries. FMI also offers private brand membership. 

Recently, FMI has launched a Private Brand initiative, working to build common areas of focus

and collaboration around non-competing issues. Part of this effort includes its yearly Private 

Brands Summit educational meetings, featuring industry speakers. FMI also commissioned Kantar 

Retail to study nine areas of collaboration and suggest opportunities for FMI to take a leadership 

role in education and best practices on behalf of private brands. UPDATE: FMI has scheduled its 

2012 Private Brands Business Conference (Nov. 12-13) at the Hilton Rosemont Chicago O'Hare 

hotel, in conjunction with the concurrent PLMA Private Label Trade Show in Rosemont, IL. FMI 

plans to conduct trading partner joint business planning meetings between suppliers and 

retail/wholesale companies on both days. 

Procurement Contacts: Richard Jurgens, Chairman (Hy-Vee); Leslie G. Sarasin, President & CEO; 

Joe McKie, VP of Private Brands 

FOOD SERVICES OF AMER ICA 

16100 N. 71st St. (Suite 400) Scottsdale, AZ 852546 USA 

Tel: (480) 927-4000 

Fax: (480) 927-4299 

www.fsafood.com 

Total 2010 Sales: N/A 


Principal Business: Founded in 1972, FSA today operates out of nine distribution centers located 

in seven states. The company serves 15 Midwest & western states, including California and 

Alaska. FSA claims to be the sixth largest broad-line foodservice distributor, providing more than 

14,000 products and specialty services. It operates with a family of privately owned companies, 

serving restaurants, hotels, cruise lines, hospitals, schools, colleges, military installations, 

healthcare facilities, etc. FSA, a wholly owned subsidiary of the $2.7 billion Services Group of 

America, Seattle, WA, (overseeing FSA, Amerifresh produce, S&P meats, etc. FSA also is a 

member of Distribution Marketing Advantage (DMA), an alliance of 14 of the largest independent 

distributors in the US. 

EB Identities: FSA/Signature (best in class), Elite (high quality), Pride (good quality, value brand), 

Blackstone 1890 (fresh or frozen, fine quality meats), Columbia Valley Farms (dairy--cheese, 

butter, eggs, ice cream, etc.), Della Vita (Italian style foods), Essentials (nonfoods--disposables, 

janitorial, small wares and supply & equipment), Flying Flag Fish House (premier frozen 

seafood), Food Services of America Direct (door-to-door delivery—small wares & equipment), 

Heartland Baking Company (bakery items--frozen cookie dough, bread & rolls, muffins & 

desserts), Lotus Garden (Asian & Oriental foods), Mandrona Market (front-of-the-house items-deli, 

meats & cheeses, soups, salad dressing, gourmet coffee & cocoa), Misty Isle Cattle Company

(premier Angus beef), Rio Viejo (Mexican & Southwestern-style foods--tortillas, guacamole, 

salsas, chilies, jalapeno, cheeses and sauces), Snoboy (fresh produce), Tender Cut (imported fresh 

& frozen beef), Tidal Rave (powdered drink mixes & soft drinks) 

EB skus: 10,000 (E) 

Profile: This company has a strong private label program, tapping into a large portfolio of food 

products plus healthcare items and school foodservice need, which also covers a number of 

exclusive brands, such as Signature (finest USDA Choice fruits and fancy-grade vegetables), Elite 

(mid-range alternatives), and Pride (cost sensitive items) under canned fruits, vegetables or 

entrees. 

Procurement Contacts: Bill Patterson, Purchasing Direc tor, Private Label Brands 

FRED’S, INC. 

4300 New Getwell Rd., Memphis, TN 38118 USA 

Tel: (901) 365-8880 

Fax: (901) 365-8865 

www.fredsinc.com 



Principal Business: Fred’s, started in 1947, has positioned itself as a “Hometown Discount Store,” 

operating 663 stores (24 of them franchised) in 15 Southeastern states. The company owns 639 

stores and 284 pharmacies. Its stores average 14,500 square feet, serving low, middle, and fixed 

income families in small to medium-size towns. 

EB Identities: Fred’s 

EB skus: 900+ 

Profile: The key strategy for Fred’s in 2008 continues to be streamlining its operations. In 2007, 

17 under-performing stores were closed, followed up in 2008 with 74 under-performing stores and 

23 pharmacies closed. Also inventories have been cut. The results show its sales gains small, but

its net profits for the year up by 55.1% to $ 16.6 million. Fred’s also has begun to build its private 

label stock. In 2007, private label represented 3% of total sales; in 2008, it is 6.6% and promises to 

continue growing. Front-end store sales rose by 1.7% during the year. Private label covers 

household cleaning supplies, health and beauty care items, disposable diapers, pet foods, paper 

products, beverages, etc. Pharmacy sales accounted for 31.7% of total sales. 

Procurement Contacts: Rick Channel, Sr. VP Divisional Merchandise Manager: Lesley A. Butler, 

Manager Own Brands 

FRESH MARKET, INC., THE 

628 Green Valley Rd., Ste. 500, Greensboro, NC 27408 USA 

Tel: (336) 272-1338 

Fax: N/A 

www.the freshmarket.com 



Principal Business: This specialty food retailer, started in 1982, emphasizes fresh, premium 

perishables (some 66.5% of its sales). The company operates 115 stores in 21 states in the 

Southeast, Midwest, Northeast, and Mid-Atlantic regions. Its small box store format averages 

about 21,000 square feet, stocking some 9,000 to 10,000 skus with a focus on high-margin foods. 

EB Identities: The Fresh Market (TFM) 

EB skus: N/A 

Profile: In 2010, The Fresh Market shed its S-Corporation status, launching an IPO that resulted in 

its being listed on NASDAQ: TFM. This change affected its profits as a result of the IPO costs and 

its required commitment to pay taxes (S-Corporations are exempt). During 2011, the company 

opened 13 stores and continues to expand into new markets, including its first store opened in 

California. Net income shot upward by 141.3% to $ 51.4 million for the year. 

Procurement Contacts: Jennifer Oas, Private label Coordinator; Karen Stout, VP of 

Merchandising, Non-perishables & Private Label

GAP, INC., THE 

Two Folson St., San Francisco, CA 94105 USA 

Tel: (650) 952-4400 

Fax: N/A 

www.gapinc.com 

Total Fiscal 2009 Sales: $14.5 Billion -7.8% 


Principal Business: Founded in 1969 by entrepreneurs Donald and Doris Fisher, The Gap has 

grown to 3,149 stores in the US, Canada, the United Kingdom, France, Ireland, and Japan (300 of 

these outlets outside the US). The company is one of the world’s largest specialty retailers, 

operating under five banners: The Gap (featuring denim, khakis, T-shirts, fashion apparel, 

accessories, and personal care products), GapKids, babyGap, Old Navy (launched in 1994) with 

value-priced family apparel and personal care products; and Banana Republic stylish apparel and 

accessories (acquired in 1983). The company franchises 120 Gap and Banana Republic stores in 

14 countries. 

EB Identities: Gap, GapKids, babyGap, GapBody, Banana Republic, Old Nay, Piperlime 

(footwear and handbags), and Athleta (sports and active wear) 

EB skus: N/A 

Profile: In 2008, the company acquired Athleta, a line of sportswear and active wear. Plans in 

2009 call for expanding with 24 more Gap, Banana Republic, and Outlet stores; while also adding 

60 more franchised stores plus entering four more countries. Late in September 2009, found 

Donald Fisher died from cancer. UPDATE: For Fiscal 2011 (ending March 28), sales increased by 

3% to $14.7 billion, while net income rose by 9.3% to $1.2 billion. 


GENERAL MERCHANDISE DISTRIBUTORS COUNCIL (GMDC)

1275 Lake Plaza Dr., Colorado Springs, CO 80906 USA 

Tel: (719) 576-4260 

Fax: (719) 576-2661 

www.gmdc.org 





EB skus: N/A 

Profile: GMDC, formed in 1970, is an international trade association representing health and 

beauty care, general merchandise, and pharmacy industries, whose products are sold to the massmarket 

retail industry. Its more than 800 members include the nonfood departments of wholesale 

grocery companies, supermarket chains, service merchandisers, and general merchandise and 

health-and-beauty- care manufacturers. GMDC has 148 wholesale/retail companies, while 

manufacturing membership exceeds 660 companies. GMDC celebrated its 40th anniversary in 

2010. 

Procurement Contacts: Anthea Jones, Board Chairman (BI-LO) 

GIANT EAGLE, INC. 

101 Kappa Drive, Pittsburgh, PA 15238 USA 

Tel: (412) 963-6200; (800) 553-2324 

Fax: (412) 968-1615 

www.gianteagle.com

Total Fiscal 2010 Sales: $8.2 Billion 15.5% 


Principal Business: Independent grocers previously in the business since 1918, formed Giant 

Eagle in 1931, which has since been operated as a privately owned and family operated company 

now overseeing 222 stores: 164 corporate and its franchised operation of 58 independently owned 

and operated stores in addition to 155 fuel and convenience stores located in four states (western 

Pennsylvania, Ohio, north central W. Virginia, and western Maryland). Its five formats are: Giant 

Eagle conventional supermarkets, Giant Eagle Express (GEX), Market District (distinct quality for 

‘foodies’), Valu King limited assortment outlets, and Get Go gas stations and convenience stores. 

EB Identities: Giant Eagle, Giant Eagle Nature’s Basket (organic and natural foods), Market 

Distict (premium quality foods), Valu Time value groceries, and Topco’s different licensed 

brands: Valu Time, Food Club, Full Circle and World Classics 

EB skus: 7,000+ (5,000+ under Giant Eagle brand) 

Profile: Since 2006, Giant Eagle has been aggressively expanding starting with a merger with 

Crossroads Convenience Marts (creating the Get Go chain), acquisition of 18 Tops Supermarkets 

from Ahold USA; then in December 2008 the launch of the Valu King followed by the rebranding 

of some stores under the new Market District larger format stores (three ranging from 

70,000 up to 150,000 square feet). In 2010, this retailer introduced some smaller Valu King 

stores, about 27,000 square feet and stocking some 3,000 grocery items--mostly under the Topco 

private brands (Valu King, Food, Club, etc.) Earlier Valu King stores range from 40,000 to 45,000 

square feet. 

Procurement Contacts: Lisa Henriksen, Sr. VP, Marketing & Own Brands; Raymond Smaltz, 

Senior VP, Grocery Merchandising; Chris Keilly, Director of Sourcing; David Atkins, director of 

Own Brands/Center Store; Krista Sammertinoo, director of Own Brands/Perimeter Store; Curt 

Hollman, Director of Corporate Brands; Toni Bowen, Corporate Brand Manager 

GNC HOLDINGS, INC. 

300 Sixth Ave., Pittsburgh, PA 15222 USA 

Tel: (412) 288-4600 

Fax: (412) 288-4764 

www.gnc.com

Total 2011 Sales: $2.1 Billion +16.7% 


Principal Business: Founded in 1935, GNC General Nutrition Centers) today calls itself the 

leading global specialty retailer of health and wellness products, including vitamins, minerals, and 

herbal supplements, plus sports nutrition and diet products. There are more than 5,560 GNC 

locations worldwide. This breaks out to 3,046 US company-owned locations (50 states, DC, 

Canada, and Puerto Rico) and 2,514 franchised locations (924 in the US and 1,590 in 53 

countries). Through a strategic alliance, GNC licenses 2,125 Rite Aid store-within-a-store 

locations; and also serves as Rite Aid’s sole supplier for its PharmAssure vitamin brand plus a 

number of its private label supplements. (At December 31, 2011, Rite Aid had opened 975 of an 

additional 1,125 stores that Rite Aid has committed to open by December 31, 2014.) GNC also 

operates a vitamin/supplement plant in Greenville, SC and a packaging plant nearby. Its revenues 

break out into 73% in retail, 16% in franchising, and 11% in manufacturing/wholesale. Its stores 

average between 1,000 to 2,000 square feet and mostly are located in shopping malls and strip 

shopping centers. 

EB Identities: GNC, Mega Men, Ultra Mega, Pro Performance, Pro Performanance AMP, 

Preventive Nutrition 

EB skus: 2,000+ (E) 

Profile: During 2011, GNC acquired S&G Properties, LLC d/b/a LuckyVitamin.com and What’s 

the Big Deal? Inc. d/b/a Gary’s “World of Wellness” (collectively referred to as 

“LuckyVitamin.com”), an online retailer of health and wellness products. Also, GNC targeted its 

product development efforts on specialty vitamins, women’s nutrition, sports nutrition and 

condition specific products, resulting in the introduction of the GNC Total LeanTM, Sport 

Vitapaks and Beyond Raw®. In 2011, the company estimates its GNC branded products generated 

more than $ 975 million of retail sales across company-owned retail, domestic franchise locations, 

and GNC.com and Rite Aid store-within-a-store locations. GNC also has established supply 

partnerships with Walmart’s Sam’s Club (supplying two popular items--GNC Properformance 

AMP and GNC Total Lean) and PetSmart (a line of dietary supplements for dogs and cats). In 

March 2011, the company sold 22.5 million shares of common stock in an IPO (Initial Public 

Offering), raising $ 360 million. Its net income for the year soared by 37% to $ 132.3 million. 

Procurement Contacts: Chris Keilly, Director of Sourcing; Toni Bowen, Corporate Brands 

GOLBON 

First Interstate Center, 877 West Main St. (Suite 700), Boise, ID 83702 USA 

Tel: (208) 342-7771; (800) 657-6360

Fax: (208) 336- 9212 

www.golbon.com 



Principal Business: This foodservice marketing group, a division of Oppenheimer Companies, 

Boise, ID, serves 160+ independent foodservice distributors (all 50 states plus Puerto Rico and 

Guam) with a broad-line of marketing and purchasing programs and services. Golbon sources 

from 150 suppliers; while its distributors’ purchasing power is $6.2 billion. 

EB Identities: Golbon (green label top-quality premium, Golbon (red label 2d tier with a more 

sensitive price) Golbon (blue label (3d tier value/price for select market segments), Golbon 

Pomidoro di Oro (gold label for “fresh Pack” pear tomato products from California) 

EB skus: “Thousands of SKUs” 

Profile: Formed in 1963 to provide foodservice distributors with premium frozen fruits, vegetables 

and potatoes through forward warehousing programs, In November 2007, Golbon formed a 

business alliance with Countrywide National Network, Sydney, Australia--that country’s largest 

foodservice distributor for independent operators. Golbon’s parent firm, Oppenheimer, a private 

company, also operates food processing plants, including Interstate Food Processing (IFP) and 

Peak Foods LLC, Boise ID (Tel: 800-72709939), a supplier of private label frozen whipped 

toppings to retail and foodservice customers. Peak is a joint venture between IFP and Lakeside 

Foods. 

Procurement Contacts: Phil Carny, Mary Hawlens, both Northern Region; Dave Irwin, Kristi 

Fenton, both Eastern Region; Pat Westly and Sara Heilwagen, both Southern Region 

GORDON FOOD SERVICE 

P.O. Box 1787, 420 - 50th St. SW, Grand Rapids, MI 49501 USA 

Tel: (616) 530-7000; (800) 968-6525 

Fax: (616) 717-7600 

www.gfs.com

Total 2010 Sales: $7 Billion+ (E) 


Principal Business: Gordon Food Service is the largest family owned broad-line foodservice 

distributor in the US. The company serves more than 45,000 customers in 15 states plus customers 

in Canada. The company operates 140 GFS Marketplace food stores in Indiana, Illinois, Michigan, 

Ohio, and Florida. Each store stocks more than 3,000 items (including its own brands) targeting 

foodservice customers, and open to the public. 

EB Identities: Kitchen Essentials (basic staples, ingredients, disposables), GFS Brand, Gordon 

Signature (premium foods), Brickman’s (premium sandwiches), Black Angus Beef, Hearthstone 

Classics (ready to serve entrees), Pepper Mill (salad dressings, sauces), Mosaic International 

Coffee, Triumph (disposable items), Trade East (spices and seasoning), Primo Gusto (high quality 

ingredients for Italian cuisine), Sienna (gourmet bakery), Markon (fresh produce), Harvest Valley 

(fruit juices), Gran Sazon (Hispanic/Latin foods), Crown Collection (condiments), Arrayl 

(cleaning agents). 

EB skus: N/A 

Profile: This company, founded in 1897, today handles some 16,000 national brand and private 

label products. It is ranked among the top five broad-line distributors in the foodservice market. In 

September 2003, Gordon’s acquired Smart & Final’s Florida operation (Henry Lee), including 

nine Smart & Final stores. In June 2008, plans were announced to build Gordon’s 10th distribution 

center, this one 480,000 square feet to be located in Kenosha, WI. 


GROCERY MANUFACTURERS ASSOCIATION (GMA) 

1350 I (Eye) St.., NW Suite 300, Washington, DC 20005 USA 

Tel: (202) 639-5900 

Fax: (202) 639-5932 

www.gmaonline.org 

Total Sales: N/A




EB skus: N/A 

Profile: GMA calls itself the world’s largest association of food, beverage, and consumer 

packaged goods companies, serving as the voice for more than 300 companies. The industry they 

serve exceeds $2.1 trillion in sales. In January 2007, GMA merged with Food Products 

Association. 

Procurement Contacts: Gary Rodkin, Chairman 

GROCERY SUPPLY CO., INC., THE 

3131 E. Holcombe Bld., Houston, TX 77021-2199 USA 

Tel: (713) 747-5000 

Fax: (713) 746-5611 

www.grocersupply.com 

Total 2011Sales: $3+ Billion 


Principal Business: This family owned, full-service grocery wholesaler, which began business in 

1923, remains under the control of the Leit family. The company now serves more than 650 retail 

stores, including supermarkets and convenience stores, as well as some 200 schools in five states 

(Texas, Oklahoma, Arkansas, Mississippi, and Louisiana) from its main 747,752-square-foot 

facility plus satellite warehouses. Also, the company owns the Fiesta Mart ethnic foods chain in 

Texas. Grocers Supply additionally distributes via its export business. 

EB Identities: Food Club, Top Crest, TopCare, etc. (All Topco brands), Better Valu, Parade, Good 

Sense.

EB skus: N/A 

Profile: The company in July 2010 adopted the private label program of co-op Topco Associates 

(also in this database). 


GROUPE AUCHAN 

40, avenue de Flandre, B.P. 139-59964 Croix FRANCE 

Tel: +33 3-20-81-68-00 

Fax: +33 3-20-81-69-09 

www.goupe-auchan.com 

Total 2010 Banner Sales (including tax): $64.7 Billion+ (€ 49 Billion)+1.4%; Consolidated Sales 

(before taxes): $56.1 Billion (€ 42.5 Billion) +7.1%; Hyper market Sales: $45.1 Billion (€ 34.2 

Billion) +7.9%; Supermarket Sales: $9.1 Billion (€ 6.9 Billion) +4% 

Percentage of Hypermarket Sales in Exclusive Brands: 16% (E) 

Principal Business: Auchan is an independent family owned business (87% held by the Mulliez 

family), positioned primarily as a discount retailer. Its overall banner sales cover 2,995 outlets, of 

which 1,367 are company owned, 1,606 franchised as supermarkets and 22 franchised as 

hypermarkets. Most of Auchan’s sales come from its 559 fully consolidated hypermarkets in 12 

countries and regions (plus another 22 of them under contract management in Taiwan). 

Hypermarkets range is size from 3,000 to 22,000 square meters. Auchan’s 748 supermarkets 

operate in five countries; while an additional 1,600 franchised or associated supermarkets operate 

in Italy, France and Spain. The supermarkets range in size from 800 up to 4,000 square meters. 

There are five hypermarket banners: Auchan hypermarkets in nine countries, Auchan City 

hypermarkets in Russia), Alcampo hypermarkets in Spain, RT hypermarkets (China & Taiwan), 

and Jumbo and Pao de Acucar hypermarkets, both chains in Portugal. Additionally, Auchan 

operates 312 Immochan shopping centers under management (26 of them under contract) in 12 

countries and regions, plus Oney Banque Accord in 10 countries. Its other activities include: 22 

Alinea furniture & home decoration stores, 10 Little Extra low-price home-ware stores, and 28 

Chronodrive outlets. This retailer operates in: France, Spain, Italy, Portugal, Luxembourg, Poland, 

Hungary, Russia, Romania, Ukraine, China, and Taiwan. 

EB Identities: Auchan, Pouce (value line), Mmm! (premium foods), Mieuxo-Vire Enironnement, 

Simply Market, Mieux-Vire Bio, “Budget Booster,” First Price, Filiere Auchan (organic in 

France), Vida Auchan (organic in Portugal), Auchan Sélection (China fresh products), Filièra

Controllata (organic in Italy), Aproduccion Controlada (organic in Spain), Green Food (organic in 

China), Sapori delle regioni (organic & regional foods in Italy), Sma (Italy), Auchan Bio, Rik & 

Rok, RT Mart (Taiwan) 

EB skus: 12,000+ 

Profile: Approaching its 50th anniversary next year, Auchan showed strong results during 2010 in 

its three major markets, France, Russia, and China, as well as in Eastern Europe. Net profits from 

continuing operations increased by 6.6% to € 742 million. Its hypermarket increased by 44 stores: 

6 in Western Europe, 8 in Central and Eastern Europe, and 30 in Asia. Some 9 supermarkets were 

added. In France, Spain and Italy, Auchan’s Simply Market stores were established and 

consolidated with 19 stores opened and 30 closed. This chain now covers 609 outlets and its 

rollout is 89% completed. In Central and Eastern Europe, 2 stores opened in Poland and 18 in 

Russia. Some 15 shopping centers were opened as well. The company ‘s partnership with the 

Nakhell Group in Dubai, called HyperCorp LLC, which gives Auchan Group a 10% stake in the 

development of the Auchan chain in the Gulf States, ended In January 2011. Auchan ‘s net profits 

for the year dipped by 6.5%, hurt by the poor economy in the Ukraine with its partner, Anthousa, 

operator of Furshet supermarkets. Auchan holds 21.2% interest in this business. In December 

2010, Auchan together with RT Mart China reorganized its partnership in China, giving their 

shares in that business to Sun Holding, majority holder in Auchan China and in RT Mart China. 

This will allow Sun Holding to own 100% of both those companies and take the company public. 

Auchan has an ambitious program, working with small local businesses to produce 11,500 

products, of which 700 are under the label of origin, including Auchan’s own brand. 

Procurement Contacts: Jean-Yes Maurel, Group Buying Director; Jean-Denis Deweine; Laurent 

Mercier; Henri Mathiez, International Purchasing; Alain Souppart, Director (Textiles); Bertrand 

Debatte, Research & Development Manager; (Own Label Production) (Tel: +33 3 28 27 67 00; 

Fax: +33 3 28 37 62 92) 

GROUPO EROSKI 

Bo San Agustin s/n, 48230 Elorrio (Vizcaya) SPAIN 

Tel: +34 946-211-211 

Fax: +34 946-211-222 

www.eroski.es 

Total 2009 Group Sales:$11.7 Billion (€ 8.4 Billion+) -6 % 

Percentage Sales in Exclusive Brands: 33%

Principal Business: This coop began in 1969 as Comerco, representing a consolidation of 10 coops, 

including its workers/owners, plus a few thousand consumers. In 1970, its name was changed 

to Eroski, having evolved since then into a combination of 8,300 workers/owners and 335,000 

consumer/members. Its sales/distribution network today is made up of some 2,367 outlets, which 

operate mostly in Spain with about 41 outlets in Southern France. The Group ended 2009 with 113 

Eroski hypermarkets, 1,063 Eroski/center /city and Caprabo supermarkets, 58 Eroski petrol 

stations, 224 Eroski (viajes) travel agencies, 40 Forum-Sportsland sports shops, 289 drugstores 

and 7 IF perfumeries, plus ABAC leisure & culture outlets, 19 Cash Record stores, and 32 

logistics platforms, all in Spain. In France: 4 hypermarkets, 16 supermarkets, 17 petrol stations 

and 4 IF Perfume shops. 

EB Identities: Eroski, Eroski Natur Seleccion (fresh produce, meat, fish), Eroski Absolut Vital, 

Ecron (home appliances), Romester (sporting goods), Visto Bueno (designer clothing), and 

Cherokee a licensed clothing brand. 


Profile: This cooperative began diversifying a few years ago. In 2002, it launched IF (In Faradis) 

perfumeries. That same year, the Group formed an alliance with Les Mousquetaries Group in 

France (also in this database) to establish ALIDIS (Alianza Internacional de Distribuidores), 

based in Geneva, Switzerland, which now works to pool the partners’ strengths and to develop 

distribution in Spain and other countries. Then Eroski formed an alliance in May 2004 with 

Cooperatives Abacus in Spain, a €5.9 billion co-op specializing in leisure and cultural goods. This 

joint effort will help Eroski to develop new store formats that sell books, records, stationery, etc. 

Late in 2005, the company decided to replace its former Consumer own brand identity with a new 

Eroski trademark. The Eroski brand is now promoted as “The Savings Brand.” Late the following 

year, the new Eroski SeleQtia food range (excellent food products) was introduced. In March 

2007, the co-op purchased six hypermarkets and a supermarket from Caprabo of Spain. In June 

2007, the retailer took over Caprabo. For 2009, economic conditions in Spain depressed 

consumption and Eroski was forced to emphasize the “cheapest” products, introducing a new 

range of some 1,200 products, mostly under the Eroski brand, offering savings of 30%. This 

helped Eroski overall private label sales to climb by 3% to 33% of Group sales. In 2009, some 74 

new stores, mostly supermarkets were opened. Eroski is the distribution arm of Mondragon, 

Beijing, China, which oversees 106 cooperative in different areas (finance, industrial production, 

professional services, etc.). 

Procurement Contacts: Begona Fernandez, Own Brand Food Marketing Ex ecu tive 

GRUPO CASA SABA, S.A.B/ DE C.V. ADR 

Paseo de la Reforma, number 215, Colonia Lomas de Chapultepec, MEXICO, D.F. 11000 

Tel: (52) 5--227-4559 

Fax: (52) 5-284-6665

www.casasaba.com 

Total 2010 Systemwide Sales: $4 Billion (E) 

Percentage of Total Store Sales in Exclusive Brands: N/A 

Principal Business: Grupo Casa Saba, whose history traces back to 1892, is one of Mexico’s 

largest wholesale distributors of pharmaceutical products, health care, beauty aids, consumer 

goods, general merchandise, publications, etc. This encompasses more than 15,000 products from 

400 suppliers sold to 22,000+ customers. They include pharmacies, mass merchandisers, retailers 

and convenience stores throughout Mexico. It also own a chain of 160 drugstores in Mexico under 

the Farmacias ABC banner in addition to 96 drugstores in Brazil, in the state of Rio de Janeiro and 

São Paul, under CSB Drogaries S.A. 

EB Identities: La Biopdieta, Scunci, Fasa, Lumene, ROC, and GNC 

EB skus: N/A 

Profile: In September 2010, this company acquired 97.8% control of Farmacoas Ahumada S.A. 

(FASA), Santiago, Chile (formerly listed in this database) for $6.2 billion Mexican pesos ($492 

million). FASA operates some 340 pharmacies (Farmmacias Ahumade) in Chile and hold 

majority ownership in 732 stores (Farmacias Benavides) in Mexico. Bottom line, Grupo Casa 

Saba closed 2010 with more than 890 pharmacies in 17 Mexican states and metro Mexico City, in 

addition to 340 pharmacies in Chile, 190+ pharmacies in Peru (a subsidiary of the Chilean 

business), and 85+ pharmacies in Brazil. In January 2012, its Chilean subsidiary sold the Peruvian 

operation of more than 190 Boticas FASA stores. The company now has some 1,300+ pharmacies 

in its operation, making it one of the largest drugstore operator in Latin America. 


GRUPO GIGANTE S.A.B. DE C.V. 

Ejevcito Nacional number 769-A, Delegacion Miguel Hidalgo 11520, Mexico D.F., MEXICO 

Tel: +52 55-5269-8000 

Fax: +52 55-5269-8169 

www.grupogigante.com.mx

Total 2010 Sales: $903 Million (Pesos 11.4 Billion) +21.5% Total Retail Sales: $697.1 Million 

(Pesos 8.8 Billion) + 27.5% 


Principal Business: Traded on the Mexican Stock Exchange (“Gigante” symbol) and the NYSE: 

GYGJY, this retailer, which was founded in 1962, divested its supermarket business in November 

2007 transferring the business to Tiendas Soriana S.A.. De C. (also in this database). In retail, 

Gigante oversee some 645 stores, including 225 Office Depot outlets, 411 Super Precio hard 

discount outlets (190 in Mexico, 5 in Guatemala, 6 in Costa Rica, 4 each in El Salador and 

Panama, 2 in Honduras, and 14 in Colombia), and 10 The Home Store housewares/home 

decorating centers. The Group operates as a conglomerate of companies, which also includes 91 

Toks family style restaurants and real estate holdings plus foundation work. 

EB Identities: Office Depot, Best Choice (Super Precio) 

EB skus: N/A 

Profile: Grupo Gigante continues to consolidate and expand its retail business, having added 21 

Office Depot units (12 in Mexico), and 106 Super Precio stores during the year. Plans call for 

opening another 150 Super Precio stores in 2011. Office Depot sales jumped by 9.7% during 

2010. The company also acquired the supply division of Grupo Cavajai to expand its office 

supplies and equipment services to larger corporations. The Group’s consolidated net income for 

the year advanced by 4.4% to Ps. 848.2 million. Four new stores were also added to The Home 

Store chain. 


GRUPPO PAM S.P.A. 

Via delle Industrie 8, Spinea, ITALY 

Tel: +39 41-5496111 

Fax: +39 41-5411313 

www.gruppopam.it 

Total 2009 Group Sales (Vedor Services Group Excluded): $ 3.6 Billion (€ 2.6 Billion) 


Principal Business: GruppoPam, which opened its first supermarket in 1958 has since then 

expanded into other formats, primarily concentrating in Central and Northern Italy. The private 

firm has a total of 1,066 outlets (226 of them franchised and 390 under master franchises). 

GruppoPam is the holding company for five store banners, each run separately by different 

companies. The group encompasses Pam and Supéral supermarkets (€ 987.2 million), Panorama 

hypermarkets (€ 831.4 million), Meta neighborhood stores, In’s Mercato hard discount stores (€ 

511.5 million), and different restaurant concepts: Brek (quick service), cafes, ice cream parlors, 

bakery, etc. Gruppo Pam’s subsidiary, Nuance Group- AG (with PAI Partners, a private equity 

firm) operates 373 airport retail outlets as well. Additionally, the company is a co-investor in 

multiplex cinemas. 

EB Identities: Selezione Piu, Vita Well (light food), Bio, Alpen (dairy), Val Tenera (meat), 

Dolcezze del Forno, Surgelati delveliero (frozen foodo), Lory (personal care/cosmetic), Acineloo 

(wines), etc. 

EB skus: 1,000+ 

Profile: This private company plans to open 10 Panorama hypermarkets in the next decade. 


H.E. BUTT GROCERY COMPANY 

646 South Main Ave., San Antonio, TX 78204 USA 

Tel: (210) 938-8000 

Fax: (210) 938-7700 

www.heb.com 

Total Fiscal 2011 Sales: $18 Billion +12.5% (E) 


Principal Business: H.E. Butt operates 330+ stores under the H.E. Butt Food Stores, HEB Plus 

(some 20+ outlets of 100,000+ square feet), 10+ Central Market (upscale), and Mi Tienda banners. 

Its market base is Texas with stores also in Louisiana and Mexico (about 25 outlets). The company 

also operates 12 manufacturing facilities, including two dairy plants, meat plant, ice cream plant,

pastry bakery, a tortilla plant, a snack food plant, a floral facility, and a print plant. Its selfmanufacturing 

business generates 7% of total sales or $1.1 billion. 

EB Identities: H-E-B, H-E-B Bravo (premium laundry detergent), Central Market 

Naturals/Organics, Hill Country Fare (secondary quality tier), Personal Expressions (sunscreen), 

Dry Fit (diapers), H-E-Buddy (kids cookies, crackers, pizza, bread, yogurt, fish sticks, etc.), Tierra 

Linda (authentic Mexican food), EconoMax (basic price items). 

EB skus: 3,000+ 

Profile: Independently owned H-E-B is on a roll, having cracked the $ 18 billion sales level in 

2011, while pushing sales in Mexico past the $ 1 billion mark, recording $ 1.2 billion in sales. Its 

warehouse in Monterrey, Mexico, was doubled in size in the fall of 2010. Plans now call for 

adding five more stores in that country, raising the total count to 44 stores. In Texas, H-E-B has 

more ambitious plans: some 22 more stores. In recent years, the company has implemented an 

impressive packaging overhaul for its private label line, emphasizing premium brand positioning. 

Procurement Contacts: Steve Harper, Exectuive VP Food Manufacturing, procurement & 

merchandising; Scott McClellan, Senior Vice-President & General Manager--Retailing, 

Procurement & Merchandising; Rob Price, Vice-President, Own Brands; Russ Stowell,Director of 

Own Brand for Grocery; Cathy Harm, Director of Own Brands for Groceries/Perishables; Patrick 

McCarthy, Director of Own Brands for Drugstores; Molly McAdams, Vice-President of Own 

Brands; Juan Depaoli, Director Own Brand Development; Don Hawkins, director of Own Brand 

Design & Innovation; Charles Pool, Global Sourcing 

H.Y. LOUIE CO., LIMITED 

2821 Production Way, Burnaby, BC V5! 3G7 CANADA 

Tel: (604) 421-4242 

Fax: (604) 444-6231 

www.marketplaceiga.com 

Total 2010 Sales: $3.5 Billion (C$ 4 Billion) 


Principal Business: Founded in 1903, this privately owned family grocery wholesaler now 

oversees some 45 MarketPlace IGA stores in British Colombia. The company also serves 

independent IGA retailers and operates three Cash & Carry outlets. Owners of this company also

own London Drugs (some 75 drugstores in four Canadian provinces: Alberta, British Columbia, 

Manitoba, and Saskatchewan. London Drugs, Richmond, BC (Tel: 604-272-7400) which operates 

large drugstore (34,000 square feet), was established in 1945. Today its sales are estimated at C$ 

1.5 billion+. 

EB Identities: Compliments, MarketPlace IGA and licensed from Sobey’s the Compliments range 

(Balance, Value, Culinaire) plus Signal budget brand. London Drugs: London 

EB skus: N/A 

Profile: In February 2005, H.Y. Louie Company became an IGA International Licensed Company 

and Distribution Center. Previously, H.Y. Louie was part of the Sobeys IGA licensed network. 

The company’s strength comes from organic growth, opening its own stores, both IGA and 

London Drugs. 


H&M HENNES & MAURITZ AB 

Mäster Samuelsgatan 46A, SE-106 38 Stockholm, SWEDEN 

Tel: +46 8-796-5500 

Fax: N/A 

www.hm.com 

Total Fiscal 2012 Sales (including VAT): $20.7 Billion (SEK 140.9 Billion) +9.4% Total Fiscal 

2012 Sales (excluding VAT): $18 Billion (SEK 120.8 Billion) +9.8% 

Percentage Sales in Exclusive Brands:100% 

Principal Business: The world’s second largest clothing retailer in terms of sales is a dedicated 

private label fashion apparel and cosmetics retailer (including accessories, footwear and home 

textiles). The company operates 2,776 stores (88 franchised) in 48 markets. Its H&M flagship 

banner is joined by five other independent banners: COS, Monki, Weekday, H&M Home, and ‘& 

Other Stories.’ Weekday breaks out into four sub-brands; MTWTFSS Weekday, Cheap Monday, 

Weekday Vintage, and Weekday STOREMADE. Each store concept addresses a specific 

customer type: COS for modern, urban and chic men/women/children shoppers; Monki for 

personal creativity and expression for women; Weekday (street fashions and sub-culture 

men/women; and the new & Other Stories for fashion shoes, bags, accessories, beauty items, and 

ready-to-wear apparel. H&M Home focuses on home textiles. The H&M chain addresses a broad

and diverse fashion interest for men/women/children, including cosmetics, accessories and home 

textiles. Some 140 in-house designers create its collections. H&M’s three biggest markets account 

for about one-third of the store count: Germany (406 stores), United States (269 stores), and 

United Kingdom (226 stores). The retailer distributes product through three channels: retail stores 

(full range outlets to small concepts), the Internet, and catalog sales. (Plans call for entering the 

US online market, called the biggest in the world, in the spring of 2013. 

EB Identities: H&M, LOG.G (men’s, women’s children’s apparel), H&M Sport (active lifestyles), 

H&M Young, H&M MAN (skin care for men), By H&M (make up, skin care, body care), 

H&M Home (home textile range), Our Perfect (basic underwear for women), Mama (pregnant 

women’s wear), BIB, COS (Collection of Style high priced apparel), Monki, Weekend, and Cheap 

Home. 

EB skus: N/A 

Profile: After a not-so-great fiscal 2011, when sales edged ahead by only 1.9% to SEK 128.8 

billion, H&M is back on track for 2012. Its gross profits jumped by 8.8% to SEK 71.9 billion, 

while some 339 new stores (including 23 franchised) were opened during the year. Another 35 

outlets (5 franchised) were closed. Plans for fiscal 2013 are ambitious: 325 new store openings, 

expanding aggressively deeper into China and the US market, while introducing its new fashion 

brand, & Other Stories, into 10 European countries. Additionally, the COS banner, covering 64 

outlets in 15 countries, will enter Oslo, Norway, and Dubai, UAE. In 2011, H&M joined with 60 

other brands (Macy’s and others) pledging to not knowingly use UZBEK cotton. The retailer is 

under pressure to cut its ties with South Korean-based Daewoo International and others who 

purchase cotton from Uzbekistan in Central Asia, where the government allegedly forces children 

and adults to harvest the white fiber for little to nothing in wages. 

Procurement Contacts: Madelein Persson 

HARRIS TEETER, INC. 

701 Crestdale Drive, Matthews, NC 28105 USA 

Tel: (704) 845-3100 

Fax: (704) 845-3112 

www.harristeeter.com 



Principal Business: Ruddick Corp. NYSE: RDK), a holding company based in Charlotte, NC, 

operates two wholly owned subsidiaries, Harris Teeter, a regional chain of 204 supermarkets (113 

of them with pharmacies) in 8 Southeastern and Mid-Atlantic states plus D.C., and American & 

Efird, a manufacturer of sewing thread and technical textiles. HT also operates Hunter Dairy, a 

processor of private label milk, ice cream and juice, as well as supplies to outside customers. 

Slightly over a month after closing this fiscal year, the thread manufacturing business was sold. 

EB Identities: There are 15 private brand programs, including Harris Teeter, H.T. Traders (upscale 

imported foods), Harris Teeter Naturals (natural and organic foods), Harris Teeter Ranger 

(premium beef), Harris Teeter Reserve Angus Beef (fresh meat), Harris Teeter Fisherman’s 

Market (seafood), Harris Teeter Farmer’s Market (produce), Premier Selection, Hunter Farms 

(milk, juice products), Fresh Food Market,. Your Pet (dog and cat food), your tot, your baby, 

yourhome (household products) and More Value (third-tier quality); Earthwise (wines exclusively 

from Delicato Family Vineyard) 

EB skus: 1,100+ 

Profile: On November 7, 2011, this company sold its ownership in the American and Efrid thread 

manufacturing business to KPS Capital Partners LP; the company identity was changed to Harris 

Teeter Supermarkets. Because of the economic uncertainties in the marketplace, Harris Teeter 

slowed down its new store development, opening just seven new outlets, while closing two others. 

This action put a brake on its rollout of a “superflagship” store concept, featuring some 55,000 to 

70,000 square feet, allowing for the addition of in-store chefs, hot food bars, pizza and pasta 

stations, house wares, etc. Overall, its stores range from 16,000 to 73,000 square feet (averaging 

47,300 square feet). The company celebrated its 50th anniversary in February 2010. The year 

ended with its net earnings off by 18.6% to $ 91.2 million. Overall, Ruddick produced net income 

of $ 85.9 million, dropped by 11.3% versus the previous year. 

Procurement Contacts: Andrew Groff, Director of Private Brands; Frank Schmitt, Director; Ed 

Cook, Director of Private Brands; Billy Powell, Direct of Procurement; Andrew Groff, Director 

Private Brands; Brent Bringhurst, VP 

HERMES INTERNATIONAL 

24, rue du fauboug, Saint-Honoré 75008, Paris, FRANCE 

Tel: +33 1-40-17-49-20 

Fax: +33 1-40-17-49-21 

www.hermes.com 

Total 2010 Sales: $3.2 Billion (£ 2.4 Billion) + 25.4%


Principal Business: In 1837, Thierry Hermès, a harness-maker, started into business and from 

early in the 20th Century developed a business with fine leather goods and luggage, featuring 

“saddle stitching.” As the business grew, it was extended into clothing, jewelry, silver, diaries, silk 

scarf, etc. Today, Hermès is an international business, operating 96 subsidiaries and subsubsidiaries 

and positioned as one of the world’s top luxury brands. Mostly family owned, the 

company oversees 338 retail outlets of which 193 are company-owned (80% of total sales). Its 

business extends through 18 European countries, nine Asian countries (plus in Hong Kong, 

Singapore, and Macao), four countries each in Latin America, the Middle East and Oceania, and 

Mexico. Some two-thirds of its merchandise is manufactured in-house from 33 production 

facilities located on 27 sites in five countries. Its product lines cover 14 different categories. Some 

50% of its sales are in leather goods and saddling (luggage, diaries, small goods and equestrian 

items), 19% of sales in ready-to-wear apparel and accessories (shoes, belts, gloves, hats), 12% in 

silk and textiles (ties, scarfs, etc.), 6% in perfumes, 5% in watches, etc. 

EB Identities: Hermès plus many other brand identities in different categories. 

EB skus: N/A 

Profile: Hermès entered the home interiors sector in this period, opening a store in Paris that sells 

upholstery, fabrics, wallpaper, rugs, furniture, and so on. Also, the company opened its first 

dedicated men’s wear Hermès boutique in New York City on Madison Ave. The world’s 

weakening economies did not affect its business, while its operating income shot upward by 

44.3% to € 668.2 million. For 2011, Hermès reported its total revenues up by 18.3% to € 2.8 

billion. Some 13 new stores were opened and four concessions acquired. Notable sales growth 

came in silk and textiles, up 23% from the introduction of new collections, ranges of product and 

styles. Perfume was up 23% in sales, jewelry up 27% in sales, tableware up 17%, and other 

significant gains. 


HIGHLAND GROUP HOLDINGS LIMITED 

27 Baker St., London W14 8AH United Kingdom 

Tel: +44 2844-561-1010 

Fax: +44 2844-561-1020 

www.houseoffraser.co.uk

Total Fiscal 2011 Group Sales:$1.7 Billion (£ 1.1 Billion) + 2.3% 

Percentage Sales in Exclusive Brands:12.2% 

Principal Business: Still 35% owned by Landsbanki, charged with selling assets of the bankrupt 

Baugur Group in Iceland (also in this database), Highland Group operates The House of Fraser 

department 62-store chain in the UK and Ireland. The retailer, founded in 1849, is renowned for its 

designer brand apparel and exclusive collections, selling clothing, beauty products (cosmetic 

fragrances and beauty services), home interior products, while operating restaurants, cafes, etc. 

EB Identities: 16 house brands, including a number introduced in fiscal 2011--Label Lab, Howick 

Tailored, Shabby Chic, Kenneth Cole in women's wear; plus other categories--men's wear, beauty, 

home, etc. 

EB skus: N/A 

Profile: In November 2006, the Highland consortium purchased this respected department store 

chain. Despite the economic downturn in the UK, the company has managed to grow its sales and 

build on earnings, up 6.1% to £ 69.7 million for this fiscal period. Like-for like store sales were up 

by 4.1%. The weapon being used is new brands and lines, especially house brands. Last year, own 

brand represented 8.4% of group sales. Its share had climbed upward by 50% to 12.2% of group 

sales. For fiscal 2012, more house brands are being introduced: Biba, Dickins & Jones, Pieda 

Terrie in women’s wear, plus in fashion accessories, men’s wear and home & beauty. A new 

apothecary concept also has been introduced into the stores, incorporating house brands for the 

first time. Also, in 2009, the company signed a franchise agreement where the first store is 

scheduled to open in the autumn of 2012 in Abu Dhabi. 


HOME DEPOT, INC., THE 

2455 Paces Ferry Rd. N.W., Atlanta, GA 30339 USA 

Tel: (770) 433-8211 

Fax: N/A 

www.homedepot.com 

Total Fiscal 2012 Sales: $70.4 Billion +3.5%


Principal Business: Founded in 1978, Home Depot is the world’s largest home improvement 

specialty retailer, operating a total of 2,252 stores, including 1,974 Home Depot DIY stores in the 

US (including Puerto Rico, the Virgin Islands & Guam), 108 in Canada (10 provinces), 7 in China 

(six cities), and 91 in Mexico. Its stores typically stock 30,000 to 40,000 items, about equally 

covering plumbing/electrical/kitchen; hardware; building materials; and paint/flooring--overall up 

to 40,000 products. The company operates 143 warehouse distribution centers in 35 states or 

provinces. Also, there are six Home Decorators collection locations in five states. 

EB Identities: Behr Premium Plus paint, Charmglow gas grills, Hampton Bay lighting, Mills Pride 

cabinets, Vigor lawn care, Husky hand tools, RIDGID & Ryobi power tools, Pegasus faucets, 

Traffic Master carpets, Glacier Bay bath fixtures, Veranda decking products. 

EB skus: N/A 

Profile: Following the recent recession, there been a slow recovery for this chain, where global 

economic recession, weakness in the US residential, contracting, housing, and home improvement 

markets have significantly affected its business. In this year, its growth has been mainly in the US 

(4 new stores) and Mexico (6 new stores). In total, the company opened 11 new warehouse stores 

and closed five others. In logistics, its rollout of Rapid Deployment Centers was completed at the 

start of 2011: 19 operating in the US; while the company opened 33 bulk distribution centers and 

35 conventional distribution centers during the year. Gross profits for the year slipped by 6.6% to 

$22.4 billion. The company continues to introduce exclusive products under its own brands 

Defiant® door locks, Everbilt® hardware fasteners, Husky® paint tools and hand tools, Hampton 

Bay® lighting, Vigoro® lawn care products, RIDGID® and Ryobi® power tools and Glacier 

Bay® bath fixtures. Additionally, its partnership with Martha Stewart Living Omnimedia offers 

the exclusive Martha Stewart Living brand in select categories including outdoor living, paint, 

cabinetry, flooring, and shelving and storage. 


HOME RETAIL GROUP 

489-499 Avebury Blvd., Saxon Gate West, Central Milton Keynes MK9 2NW United Kingdom 

Tel: +44 845-5603-6677 

Fax: N/A 

www.homeretailgroup.com

Total Fiscal 2012 Sales: $8.8 Billion (£ 5.5 Billion) - 6.2% 


Principal Business: Established in 2000, Home Retail Group (traded on the London Stock 

Exchange: HOME) oversees the United Kingdom’s largest general merchandise retailer and 

second largest internet retailer (Argos) as well as a leading DIY and home enhancement retailer 

(Homebase). Its total store count: 1,089, operating in the UK and the Republic of Ireland. Its 

Argos chain of 748 stores commands 71% of Group sales (£ 3.9 billion -7.7%) while Homebase’s 

341 stores account for 27% (£ 1,5 billion -2.6%) of those sales. 

EB Identities: Alba and Bush (both consumer electronics and toys), Chad Valley (toys), Schreiber, 

Hygena (furniture), Elizabeth Duke (jewelry, watches), Argos, Homebase, Jamie Oliver, Qualcast, 

Home of Style, etc. 

EB skus: N/A 

Profile: In a “difficult trading environment,” especially in consumer electronics, Home Retail 

Group has watched its sales slip downward since 2010’s high of £ 6 billion. Operating profits 

plummeted by 61% to £ 98 million for this current fiscal year. Nevertheless, the company 

continues to sharpen its business, while building its own brand portfolio. During the year, it 

acquired exclusive us of the Habitat UK brand of household furnishings (furniture, lighting, 

interiors, wallpaper, paint and tiling). Plans now call for launching a joint venture company to 

develop a multi-channel general merchandise retail business in China with Haier Group, a global 

leader in home appliance manufacturing. UPDATE: In October 2012, the company reported plans 

to reduce its Argos chain, closing some 75 high-street stores over the next three years and 

concentrate more on building its presence as a digital retailer. 


HUDSON BAY TRADING CO., THE 

401 Bay St., Suite 500, Toronto, ON, M5H 2Y4 CANADA 

Tel: (416) 861-6112 

Fax: (416) 861-4720 

www.hbc.com 

Total 2011 Sales: $6.9 Billion (C$ 7+ Billion) (E)


Principal Business: This retailer, the largest department store operator and oldest corporation in 

Canada, was established 1670 as an operator of fur trading posts. Its department stores evolved 

with new settlements established and by the 1880s, its first “salesshop,” located outside a military 

fort was launched. Its evolution into a chain store operation began in 1912. Today, the company 

oversees 675 stores, of which 629 under four formats are in Canada, the 43 remaining 46 Lord & 

Taylor upscale specialty fashion outlets in the US (9 states). In Canada, the company operates the 

flagship department store chain, the Bay (92 outlets); 279 Zellers mass merchandise stores; 62 

Home Outfitters (kitchen, bed and bath) specialty superstores; and 196 Field’s extreme discount 

retail outlets (consumables, clothing & home fashion, and general merchandise--all value priced). 

EB Identities: At The Bay (Mantles, Outline, Request, Sportex, Beaumark, Home Styles, etc.), at 

Zellers (Mantles, Outline, Request, Sportex, Beaumark, Home Styles, Truly), at Lord & Taylor 

(Lord & Taylor, Kate Hill, Contex, Black/Brown, 1826, etc.). Additionally, The Bay has exclusive 

licensed brands, such as Cherokee (clothing), Alfred Sung (home collection), and a number of 

Macy’s private labels--I.N.C., Style & Co., Tools of the Trade, etc. 

EB skus: N/A 

Profile: In July 2008, The Hudson’s Bay Co., which was purchased by the owner of Lord & 

Taylor, New York, who looked to develop Lord &Taylor stores in Canada. Buyer, NRDC Equity 

Partners, Purchase, NY, already held a minority interest in Hudson Bay. NRDC had acquired Lord 

& Taylor in 2006 for $1.2 billion in cash, and followed up in February 2008 with the takeover of 

Fortunoff, a chain of fine jewelry, home furnishings, and mattresses, which was in voluntary 

bankruptcy. Fortunoff had 20 stores and Lord & Taylor at that time operated 47 upscale 

department stores, all in the US. NRDC, which also owns some 75 shopping centers in 14 states, 

purchased Fortunoff to add its jewelry and decor boutiques to the Lord & Taylor chain-- started in 

1826. Synergies are being explored via the Hudson’s Bay and Lord & Taylor link. This company 

is now in a reorganization phase, as its new owner, NRDC plans to move Lord & Taylor into 

Canada (and possibly into Mexico and Asia) and develops the Fortunoff jewelry and home decor 

boutiques in its other department store formats. Zellers also is building its convenience and 

grocery business. There likely will be a consolidation of its private brands. During 2011, HBC 

allowed Target of the US to acquired the leaseholds of 189 Zellers stores, which HBC will 

continue to operate until early in 2012. Target then will phase in its Target concept. HBC also 

signed a franchise agreement with Acadia Group of the UK, which will allow HBC to sell 

Topshop and Topman merchandise exclusively in Canada. Additionally, HBC in January 2012 

completed the acquisition of its affiliate chain, Lord & Taylor Holdings LLC. 


HY-VEE FOOD STORES 

5820 Westown Parkway, West Des Moines, IA 50266-8223 USA

Tel: (515) 267-2800 

Fax: (515) 267-2940 

www.hy-vee.com 



Principal Business: Hy-Vee is an employee-owned retailer operating 235 supermarkets and 

drugstores stores, including 195 Hy-Vee supermarkets in eight Midwest states (Iowa, Illinois, 

Kansas, Minnesota, Missouri, Nebraska, and South Dakota) plus Hy-Vee Gas, and wine and 

spirits stores. The stores range from 40,000 to 83,000 square feet. The company also operates 26 

Hy-Vee Drug (formerly called DrugTown) free standing drugstores in Iowa and Nebraska and 

about 40 Heartland Pantry convenience stores. Hy-Vee is virtually self-sufficient, working through 

seven subsidiaries: Perishable Distributors of Iowa (including the Sunrise Dairy Division), Lomar 

Distributing, D&D Salads, Florist Distributing, Hy-Vee/Weitz Construction, Midwest Heritage 

Bank, and Meyock & Priebe Advertising. 

EB Identities: Hy-Vee, Hy-Vee Grand Selections (premium foods), Hy-Vee HealthMarket 

(organic foods), Midwest Country Fare (secondary tier), and several sub-brands (Hy-Vee Mother’s 

Choice diapers, Hy-Vee Soft Essentials paper goods; plus Topco brands such as Full Circle, Paws 

(pet foods) 

EB skus: 2,500+ 

Profile: Solid, nearly fully self-sufficient, Hy-Vee has now also entered cyberspace with its own 

website, which it calls “America’s only super Cypermarket.” The site features information about 

the company, its products, recipe ideas, plus a detailed look at specific items in its relatively new 

Hy-Vee Grand Selection range of foods. In late 2008, the company began testing its Heartland 

Pantry convenience-store banner in a smaller store format, specializing in private label goods. In 

the current year, the company reports its private label sales up by 15% over the previous year. 

Procurement Contacts: Ron Taylor, Senior VP, Corporate Procurement & Logistics; Steve Jensen, 

Director of Private Label Procurement; Jay Marshall, VP, Center Store; Rachel Allinson, VP; Ken 

Waller, VP of Purchasing; Steve Jensen, Director PL Procurement; Marsh Reynolds, Private Label 

Buyer 

ICA AB 

Vallgatan 7, SE-170 85 Solna SWEDEN

Tel: +46 8-585-50-000 

Fax: +46 8-585-50-009 

www.ica.se 

Total 2010 Group Sales: $ 14.9 Billion (SEK 93.9 Billion) +0.8%; Sales for ICA Sverige: $9.7 

Billion (SEK 60.6 Billion); Sales for ICA Norge: $3.4 Billion (SEK 21.2 Billion); Sales for Rimi 

Baltic: $1.7 Billion (SEK 10.4 Billion) 

Percentage of ICA Sales/Sweden in Exclusive Brands: 18.4%; Norway: 10%; Baltic: 12.9%. 

(Overall about 15% share of sales) 

Principal Business: The ICA Group oversees 2,162 owned and retailer-owned retail stores in 

Sweden, Norway, and the Baltic countries (Estonia, Latvia, and Lithuania). ICA Sverige 

(Sweden), accounting for 1,349 stores, claims a 36.8% market share in Sweden. ICA Norge 

(Norway) is in charge of 578 stores, including franchised outlets; while the Baltic countries 

operates 235 stores. ICA Group also has banking services and real estate activities. Hakon Invest 

AB of Sweden owns some 40% of ICA AB while Royal Ahold N.V of the Netherlands (also in 

this database) owns 60%. ICA Serige store chains include: 716 ICA Nära small convenience stores 

stocking 3,000 to 5,000 products; 443 ICA Supermarkets stocking 6,000 to 10,000 products; 116 

ICA Kvantum local food stores specializing in weekend and special occasion needs and stocking 

from 10,000 to 30,000 products; and 72 Maxi ICA hypermarkets stocking 30,000 to 45,000 

products. ICA Norge store formats include: 287 ICA Naer convenience stores and ICA 

Supermarkets, 25 ICA Maxi stores, and 266 Rimi discount stores. The Baltic store count covers 

132 Super Netto (Latvia and Lithuania) and Säästumarket (Estonia) discount stores, 64 Rimi 

supermmarkets, and 39 Rimi compact hypermarkets. 

EB Identities: ICA (umbrella brand) in ICA stores in Sweden, ICA Gott liv (reduced 

sugar/salt/fat), ICA Selection, ICA I love Eco (organic foods), ICA Cook & Eat, ICA Home, The 

Norwegian ICA Sparmat and ICA Supermarkets; ICA Ecological (ecological products, all Kravlabeled, 

in Sweden and Norway), RIMI (carried in RIMI stores in Norway and Baltic countries); 

Skona (eco-label for washing and dishwashing lines, paper and cleaning agents); Novaline (light 

bulbs and batteries), Prima Cookery (house wares), Deco Design (candles, napkins, disposable 

items, home textiles), Mywear (apparel); Sunda organic products; Primula (environmentally 

labeled soil fertilizer, etc.); Diva and Euroshoppper (low-priced canned fruits and vegetables, from 

the AMS—Associated Marketing Services partnership of European grocery retailing groups); Bra 

(milk, yogurt enriched with healthy lactic acid bacteria); Luxus (coffee); Roxy (fresh fruits); 

Hakon, etc. 

EB skus: 1,500+ (E) 

Profile: ICA Group showed strong sales results in Sweden. Work is underway in its other 

divisions to improve sales. In the spring of 2010, there was the launch of Cura, a pharmacy chain 

fitted inside Maxi ICA hypermarkets. Some 30 were opened during the year, 30 more are 

scheduled for 2011. The goal is for up to 100 units in a couple of years. ICA To Go, a new 

concept ideal for high-traffic urban locations, was launched with two pilot stores. The concept is

under review. It features healthy meals, high quality, fresh ingredients and products developed for 

this market (squeezed juice and smoothies). Elsewhere, ICA is r-branding its Rimi format, 

emphasizing low price, high quality and good service. Some 108 Rimi conversions occurred so 

far. Overall, during 2010, some 28 new stores were opened in five countries. The ICA Ekologiskf 

organic line is being re-branded under the new ICA I love Eco organic range. Its “love” is depicted 

in the shape of a green heart symbol. 

Procurement Contacts: Ariella Rotstein, Brand Manager 

ICELAND FOODS GROUP LTD. 

Deeside, Flintshire CH5 24W, UNITED KINGDOM 

Tel: +44 1-244-830-100 

Fax: +44 1-244-814-531 

www.iceland.co.uk 

Total Fiscal 211 Sales: $3.8 Billion (£ 2.4 Billion) +5.9% 


Principal Business: Celebrating its 40th year in 2010, Iceland Foods Group is the United 

Kingdom’s largest frozen food retailer, acting as the holding company for two frozen food grocery 

retailers, 742 Iceland Foods stores and 54 Cooltrader stores. When owned by the Baugur Group of 

Iceland, also in this database, the company, was renamed The Big Food Group, and nearly failed. 

EB Identities: Iceland 

EB skus: N/A 

Profile: During the year, this retailer added 21 new stores: 13 Iceland fascia and 8 Coltrader, while 

closing one unit, for a net gain of 20 stores, bringing the chains to 796 total stores. Iceland Foods 

also launched 200 new products during the year. Iceland Foods, still 67% owned by Landsbanki 

the Icelandic bank in charge of bankrupt Baugur Group (see listing in this database), is being put 

up for sale in 2011 by Icelandic bank. Iceland’s strong performance make it a likely candidate for 

sale: its: net profits, before takes up by 14.8% to £ 155.5 million. During the year, the company 

launched a ad campaign featuring the actress Stacey Soloman as spokesperson. Some 15 new 

stores are planned for 2011.


IGA, INC. 

8745 W. Higgins Rd (Ste. 350)., Chicago, IL 60631-2773 USA 

Tel: (773) 693-4520; (800) 899-9442 

Fax: (773) 693-4533 

www.igainc.com 

Total 2011 Systemwide IGA Sales: $31 Billion+ 

Percentage of Systemwide Sales in Exclusive Brands: 10% (E) 

Principal Business: IGA (Independent Grocers Alliance) began in 1926, when a group of 

independent grocers to compete against the emergence of chain grocery stores worked through a 

food wholesaler and within four years grew to some 10,00 small food stores in 37 states. Today, 

IGA is a global supermarket alliance, some 5,000 independent supermarkets, all under the IGA 

store banner. They are located in 30+ countries, commonwealths and territories, served by 36 

distribution companies and master franchisers, who work with more than 55 major manufacturers, 

vendors and suppliers. The IGA store count covers 1,250 outlets in the US. Additionally, there are 

some 500 IGA supermarkets in Canada, a separate operation that maintains a fraternal relationship 

with IGA USA (Most of those Canadian IGA outlets are licensed to IGA independent grocers by 

Sobey’s, also listed in this database). A dozen US distributors serve IGA, INC., exclusive of 

Canada,, including such major players as SUPERVALU, C&S Wholesale Grocers, and Nash 

Finch, all listed in this database. Its corporate staff office, as the control center for the IGA private 

label program, is in charge of its packaging, quality assurance, merchandising, and promotional 

activities. The IGA owners-distributors purchase both name brand and private label goods for the 

independent grocers, who operate IGA supermarkets under licensing agreements. The US stores, 

located in 46 states, range from 10,000-square-foot general stores in rural areas to the massive 

110,000-square-foot Shady Maple Farm IGA in East Earl, PA. The independent grocers have the 

right to use the IGA logo identity on their stores and carry the IGA private label program. The 

Alliance divides its business between IGA USA and IGA Global. 

EB Identities: IGA (flagship first quality range), IGA Tablerite (fresh meats), IGA Independent’s 

Choice (cookies), IGA Perfectly Clear (bottled water), IGA Celebracion (Mexican foods), 

MasterChef (turkey, sliced luncheon meats), Royal Guest (grocery), Happy Host (grocery), Much- 

More and IGA TableFresh (produce). 

EB skus: 3,200+

Profile: IGA entered a new market, officially in September 2008, by signing Megapolis Trading 

Co., the largest FMCG distribution company in Russia and one of the largest in the world, as an 

IGA licensed distributor. Megapolis Trading is a division of the $ 9 billion Mercury Group of 

Companies, Moscow, which operates in distribution and logistics, retail, heavy industry, 

manufacturing and mining, and property development. Recently, Dr. Thomas Haggai, IGA 

chairman and CEO, relinquished his title to continue as IGA global chairman. The Independent 

Grocers Alliance (IGA) was formed by a small group of independent retailers in 1926. They 

adopted a wholesaler in Poughkeepsie, NY, as their distributor to help them build purchasing 

power against giant grocery chains. They also introduced IGA private label items, expanding into 

food products, all with guaranteed quality at “budget beating prices.” Through acquisitions and 

consolidations, the wholesalers grew and helped independent grocers flourish within the IGA 

alliance. The IGA brand covers some 2,300 items in every grocery category. Its packaging has 

been completely upgraded over the past couple of years. The owning wholesale companies include 

some of the leading food wholesalers also in this database. The first IGA sub-brand appears to 

have made its debut in Australia in 2007. IGA Way of Life offers a range of food products filling 

consumers’ nutritional requirements and life choices. Items are free of gluten, lactose, yeast; some 

have low fat, no added color, reduced carbohydrate, etc. The range includes fruit bars, black tea, 

vegetarian eggs, energy bars, ice cream, etc. UPDATE: In July 2011, IGA Link, a digital 

marketing solution, making websites and mobile websites available for any IGA retailer in the US, 

was launched. This option allows them to promote on their own media platform. In 2012, IGA 

signed agreements to enter South Africa, Papua New Guinea, and Fiji; plans also call for entry 

into India. 

Procurement Contacts: IGA brand procurment is now handled through Topco Associates or at 

each owning distribution company or division. At IGA headquarters, the IGA brand program is 

coordinated by: David Bennett, IGA USA Sr. VP, Procurement & Private Brands; Jim Walz, 

Senior Director, Branding and Business Development; Wayne Altschul, VP of Private Brands; 

Jim Collins, Private Label Sales; Paulo Goelzer, IGA International 

INGLES MARKETS, INC. 

2913 US Highway 70 West, Black Mountain, NC 28711-9103, USA 

Tel: (828) 669-2941 

Fax: (828) 669-3678 

www.ingles-markets.com 



Principal Business: Ingles Markets (Nasdaq: IMKTA), which started in 1963, operates 203 

supermarkets in six Southeastern states (Georgia, North & South Caronina, Tennessee, Virginia,

and Alabama). Its banners include 192 Ingles stores and 5 Sav-Mor outlets. The company also 

operates 71 neighborhood shopping centers, 58 with Ingles supermarkets. Additionally, the 

company owns Milkco, Inc., a milk processing and packaging plant, also producing citrus juices 

and bottled water. 

EB Identities: Ingles meats, Ingles Best, Laura Lynn food-non-food groceries & milk, Harvest 

Best 

EB skus: 1,000 (E) 

Profile: Ingles Markets (NASDAQ: IMKTA) recorded its 47th consecutive year of sales growth. 

The company operates 70 fuel stations, which account for sales of $ 515.5 million +18.3%. Minus 

those sales, its sales growth for the year edged upward by 3%. Net income for the company rose 

26.6% to $ 39.1 million. Its 919,000-square-foot warehouse in Asheville, NC, supplies 46% of the 

goods sold in its stores, the balance purchased from third parties. By fiscal 2013, Ingles hopes to 

improve that share with its construction of an 830,000 square foot facility. In 2011, founder 

Robert Ingle died. In his legacy, he left the Laura Lynn private label product range, named after 

his daughter Laura Lynn Ingle. The company continues to build its private label business across 

all product categories to remain competitive and build its profit margins. 

Procurement Contacts: Tom Outlaw Jr. Vice-President, Sales & Marketing 

INITEX S.A. 

Edificio Inditex, Avda de la Diputacion, s/n, 15142 Arteixo, Acoruna, SPAIN 

Tel: +34 981-185-400 

Fax: +34 981-185-544 

www.inditex.com 

Total 2009 Group Sales: $15.4 Billion (€ 11.1 Billion) +6.5% 


Principal Business: Started with its first Zara clothing store in 1975 in Spain, Inditex (Industriade 

Diseno Textil. S.A.) has grown to become one of the world’s major fashion retailer (clothing, 

footwear, accessories, and household textile products), operating 4,264 stores (543 franchised) in 

74 countries, mostly in Europe (3,756 stores in 37 countries), but also in the Americas (366 stores 

in 16 countries), Asia-Africa (485 stores in 21 countries). While primarily a retailer, Initex also 

operates textile-manufacturing facilities.

EB Identities: Each of its eight commercial formats carries its own brand (s): Zara (1,608 stores in 

74 countries), Pull and Bear (626 stores in 44 countries), Massimo Datti (497 stores in 44 

countries), Bershka (651 stores in 44 countries)), Stradivarius (515 stores in 37 countries), Oysho 

(392 stores in 23 countries), Zara Home (261 stores in 25 countries), and Uterqüe (57 stores in 11 

countries). 

EB skus: N/A 

Profile: Some 68% of Inditex’s sales are international. Its net income hit € 1.3 billion (up 4%). 

During this period, the company opened 343 stores in 46 countries. The company, listed on all 

Spanish stock exchanges, lately has emphasized international expansion, entering Syria and Egypt 

in this period (with India opened in fiscal 2010). Inditex also has embraced social networks 

(Facebook, Twitter, and YouTube), while also launching an app for iPhone. Its growth during 

2009 produced 88 new Zara stores (2 more countries), 43 Pull and Bear (5 added countries), 27 

Massimo Datti (6), 60 Bershka (4), 59 Stradiarius (6), 18 Oysho (0), 22 Zara Home (1), and 26 

Uterq-üe (8). The company claims its has produced the first ecological footwear, which takes into 

account all stages of the product life cycle--raw material, design, manufacture, and recycling. 

UPDATE: Initex reported 2010 sales up by 13% to € 12.5 billion ($16.5 billion) and net profits hit 

€ 1.7 billion, up by 30.8%. Some 437 new outlets opened in 45 countries with plans for 120 new 

stores in China during 2011 plus new openings in India. Its store count is now 5,044 in 77 

countries. Cash rich, the retailer early in 2011 has purchase a flagship Zara store on Fifth Avenue, 

New York for $324 million. 


INTER IKEA SYSTEMS B.V. 

Olaf Palmestraat 1 2616 LN, Deflt, THE NETHERLANDS 

Tel: +31 15-215-3815 

Fax: +31 15-215-3838 

www.ikea.com 

Total Fiscal 2010 Group Sales: $32.1 Billion (€ 23.1 Billion) +7.7% 

Percentage Sales in Exclusive Brands:100% 

Principal Business: This specialty retailer, specializing in its own unique design of home 

furnishings, operates through a franchise network of some 280 stores, operated by small business

owners, located in 26 countries. The business, having started in 1943 in Sweden, now realizes 

79% of its sales from Europe, 15% from North America, and 6% from Asia and Australia. 

EB Identities: “Design and Quality,” IKEA of Sweden, and including the names of the designers 

who create the product styling in different categories, i.e., cabinets, desks, beds, and towel racks; 

IKEA Food (grocery items). 

EB skus: 9,500+ 

Profile: IKEA continues to expand its franchise business worldwide and to innovate with different 

materials and stylized patterns for functional home furnishings, all marketed at a low price. Net 

profits for the year advanced by 6.1% to € 2.7 billion. IKEA experienced strong sales growth in 

China and Russia. Future plans call for opening 15 stores per year in its existing markets, while 

looking to expand into new markets, such as South Korea, Serbia, and Croatia. Also, India is on 

the radar. Its stores also sell a limited selection of branded food supplies and provide cafeteriastyle 

foodservice for customers. Food sales, which started in 2006, now total more than € 869 

million, realized from some `160 products, 40 of the most popular sold under the IKEA FOOD 

brand. IKEA reportedly is looking to expand its food business. UPDATE: For fiscal 2011/12, 

ending August 31, IKEA reported sales up by 6.9% to € 25.2 billion ($35 billion). During the year, 

the company opened seven stores; but plans now call for 20+ store openings per year, starting in 

fiscal 2014/15, mostly in its existing markets. . 

Procurement Contacts: Anders Jonsson, Manag ing Director, Commercial Operations 

INTERNATIONAL CO-OPERATIVE ALLIANCE (ICA) 

15 Route des Morillons, 1218 Grand Saconnex, Geneva, SWITZERLAND 

Tel: +41 22-929-8838 

Fax: +41 22-798-4122 

www.ica.coop 



Principal Business: ICA is an independent, non-governmental association, which unites, represents 

and serves co-operatives worldwide. Founded in 1895, ICA now has 267 member organizations 

from 96 countries active in all sectors of the economy, including consumer co-operatives (a 

number of them, boldface below, listed separately in this database). Together ICA’s co-operatives

epresent about 1 billion individuals worldwide. ICA reports that the 300 largest coops in the 

world produce a turnover of $ 1.6 trillion. The Alliance has three regional offices: ICA European 

Region in Brussels, Belgium (www.coopseurope.coop), ICA Americas in San Jose, Costa Rica 

(www.aciamericas.coop), and ICA Asia-Pacific in New Delhi, India. (www.icaroap.coop). The 

European Region covers 171 individual co-operative organizations in 37 countries, representing 

267,000 co-operative enterprises and 163 million members. The ICA Americas Region covers 19 

companies in North, Central and South America plus Puerto Rico. The ICA Asia-Pacific region 

covers 55 national organizations and one international organization in 22 countries. 


EB skus: N/A 

Profile: The United Nations declared 2012 the International Year of Co-operatives. ICA plans to 

stage the Quebec International 2012 Summit of Co-operative (Oct. 8-11) in Quebec City, Canada 

(www.2012intlsummit.coop). A sectorial organization in ICA, which brings together consumer 

co-operative members, operates the Consumer Co-operatives Worldwide or CCW. CCW 

currently has 18 organization within its membership: Central Co-operative Union in Bulgaria; Coop 

Atlantic in Canada; Union of Czech and Movarian Consumer Co-operatives in Czech Republic; 

Co-op Denmark (FDB) in Denmark; Fedération Nationale des Cooperatives de Consommateurs 

(FNCC) in France; National Federation of Consumer Co-operatives & Trade Associations (Co-op 

Hungary-AFEOSZ) in Hungary; National Association of Consumer Co-operatives (ANCC/Coop) 

in Italy; Coop Italia in Italy; Japanese Consumers’ Co-operative Union (JCCU) in Japan; Coop 

Norway in Norway; Federaçao Nacional das Cooperativas de Consumo (Fenacoop) in Portugal; 

Central Union of Consumer Societies of the Russian Federation (Centrosojuz of the Russian 

Federation) in Russia; Slovak Unión of Consumer Co-operatives in Slovak Republic; 

HISPACOOP in Spain; Union Nacional de Consumidores y Usuarios in Spain; Koperative 

Forbundet (KF) in Sweden; Central Union of Consumer Societies of Ukraine (UKOOPSPILKA) 

in the Ukraine; and Co-operatives UK in the United Kingdom. 

Procurement Contacts: Bob Burl ton (+44 161 834 1212 or Bob.Burl ton@midcounties.coop) 

INTERNATIONALE SPAR CENTRALE BV 

Rokin 99-101, NL-1012 KM Amsterdam, THE NETHERLANDS 

Tel: +31 20-626-6749 

Fax: +31 20-627-5196 

www.spar-international.com 

Total 2009 Systemwide Sales: $36.9 Billion (€ 28.5 Billion) +5.5%


Principal Business: This voluntary group of independent retailers operates “the world’s largest 

retail food store chain,” consisting of 12,196 SPAR stores, in 33 countries across 5 continents. 

Nine countries each have SPAR store sales in excess of € 1 billion and account for 76.8% of total 

sales: Austria € 4.9 billion from 1,438 stores, Italy € 3.8 billion from 1,636 stores, South Africa € 

3.8 billion (up 14%) with 803 stores, the United Kingdom € 3.2 billion with 2,577 stores, Hungary 

€ 1.5 billion with 398 stores, Norway € 1.3 billion with 297 stores, Ireland € 1.2 billion with 456 

stores, Denmark € 1.1 billion (+23%) with 531 stores, and Spain € 1.1 billion with 869 stores. 

Each country operates independently via a choice of four store formats: SPAR local or 

neighborhood stores (each from 200 to 1,000 square meters, emphasizing fresh foods), 

EUROSPAR large supermarkets (1,000 to 3,000 square meters and up to 10% nonfood stock), 

INTERSPAR hypermarkets (3,000+ square-meters for out-of-town shopping centers, featuring up 

to 50% nonfood items), and SPAR Express convenience stores (100 to 200 square meters). 

SPAR’s role at headquarters is to develop and coordinate the organization, including new country 

development, retail development, marketing, operations support, conferences, publications, and 

buying and trading services in both private label and A-brand products. SPAR operates BIGS 

(Buying International Group Spar), a leading European buying group that negotiates with major 

private label manufacturers as well as selected suppliers of international brands. SPAR 

additionally operates IFAG, a collective buying warehouse and services--transport equipment, 

computer support, shop-fitting equipment. SPAR’s IGT is a comprehensive trading service 

focused on different products, mostly under the Spar brand. 

EB Identities: SPAR (national marketing effort), International SPAR Brands (standard, premium, 

organic, fair trade), S-Budget, Censa Fairtrade coffee 

EB skus: 2,500+ 

Profile: In 2009, new store growth was especially strong with INTERSPAR hypermarkets (now 

totaling 247 outlets) and EUROSPAR supermarkets. In 2008, the S-Budget brand was introduced 

in Austria and has since spread to Italy, Hungary, Slovenia, Czech Republic, and Croatia. It has 

been called a “magic bullet” during the global financial crisis. S-Budget sales grew by 111% in 

2009, totaling some 200 products. UPDATE: For 2011, Spar reported total sales up by 4.6% to € 

31.1 billion, attributed in part to its success with multi-format stores. Spar, overseeing 13,600+ 

stores in 33 countries, moved into the Middle East, entering the United Arab Emirates and is 

expected to open stores in Qatar, its 37th Spar country, in 2012. During the year, retail sales shot 

upward by 70% to € 701 million in China and up by 22% to € 935 million in Russia. Spar 

celebrates its 80th anniversary in 2012. 

Procurement Contacts: Joop Elderhorst, International Buyer/Trading Manager 

J SAINSBURY PLC 

33 Holborn, London EC1N 2HT UNITED KINGDOM

Tel: +44 207695-6000 

Fax: +44 207695-7610 

www.sainsbury.co.uk 

Total Fiscal 2011 Group Sales (including VAT): $35.9 Billion (£22.9 Billion) +7.1% 

Percentage of Total Sales in Exclusive Brands: 52% (E) 

Principal Business: J Sainsbury operates a total of 934 stores in the UK, of which approximately 

557 are Sainsbury’s supermarkets and 377 are convenience stores operated under such banners as 

Sainsbury Local, Sainsbury@Bells and Sainsbury@Jacksons. The company also has a joint 

venture with Lloyds Banking Group plus ventures in property management, as well as an online 

Internet home delivery service. 

EB Identities: Sainsbury’s (better quality), Sainsbury’s Taste the Difference (best quality foods 

free of artificial colors, flavors and hydrogenated fats), Sainsbury’s ‘basic’ (entry level, good 

quality at low prices), Safeway’s O (organic foods), TU clothing, Tu home (homewares), Paws 

Gourmet (cat food), Indulgence (luxury ice cream), Sausages of Distinction, Occasions (party 

food), Novon (detergents), First Menu (baby food), Perform- ers (nappies/diapers), Gio (soft 

drinks), Classic Cola, Fresh ‘n’ Ready (warm microwave salads), Fresh Creations (gourmet 

meals), Special Selection (specialist cooking ingredients and gourmet foods), Cookshop (utensils 

and kitchen accessories), Be Good to Yourself, The Excellent Clothing Company (children’s 

clothes), Blue Parrot Cafe (healthier food for children), well being, for body and mind (food and 

non-foods), Jeff & Co (quality clothing), Fairtrade (products from third world producers), Just 

Cook (Italian foods), Shaw’s, Wild Harvest (organic and natural foods), Healthy Blends (bio 

yogurts), Right Selections (frozen ready meals), Select Diet (premium pet foods), Green Label 

Blue Label (standard strength), Premier Gold, etc. 

EB skus: 18,000+ (E) 

Profile: Sainsbury’s, which celebrated its 140th Anniversary in 2009, has continued upward on a 

steady growth curve, having opened some 157 new stores in the past two years. Its move into the 

convenience store sector has propelled this growth. The retailer reported profits before taxes up by 

12.8% to £ 827 million for the current year. Sainsbury, commanding a 16.3% market share in the 

United Kingdom, launched some 5,000 new or improved products during the year. There was a 

major re-launch of its premium Taste the Difference range of 1,141 products (including 300 new 

items) in September 2010, which is now a £1 billion brand. The retailer’s nonfood sales have 

grown three times faster than food sales, while some categories in general merchandise showed 

20%+ sales gains. Sainsbury’s Tu clothing range is now the seventh largest clothing brand in the 

United Kingdom by volume. The firm’s convenience store business now represents £1 billion + in 

sales: some 47 new outlets having opened in fiscal 2011. Sainsbury's calls itself the world’s largest 

retailer of Fair Trade goods by volume with sales exceeding £ 280 million. Newly introduced is 

the Bistro range of “restaurant quality” starters, main course meal and desserts—featuring 

premium ingredients and made with the “best cooking methods.” Most recently, the firm 

embarked on a complete re-branding of its own brand range, some 6,500 products, starting late in 

2010 with frozen foods and scheduled for completion in January 2013. The range will be re-

anded “by Sainsbury’s,” which is a response to competitor Walmart owned ASDA’s announced 

overhaul of its own brand foods, relabeled “Chosen by You,” covering 500 new products and 

some 1,000 reformulated items. The retailer is consolidating its own brands under ‘by 

Sainsbury’s,’ Taste the Difference, and Basics. The latter now commands a 22% market share for 

foods sold at the entry price level in the UK. 

Procurement Contacts: The company has some 30 buying departments. Key contacts include: 

Mike Coupe, Group Commercial Director; R. Cooper, Director for Food Buying (Meat, Fresh 

Fish, Off-License Dairy, and Frozen Food); R. P. Whitbread, Director for Grocery and Non-Food 

Buying; Michael Morgan, Director of Grocery and International Buying; Mark Brewer, New 

Product Development Manager; Steve Kneepkens, Director of Business Development 

J.C. PENNEY COMPANY, INC. 

6501 Legacy Drive, Plano, TX 75024-3698 USA 

Tel: (972) 431-1000 

Fax: N/A 

www.jcpenney.com 


Percentage of Sales at JCPenney in Exclusive Brands (Private & Designer): 50% 

Principal Business: JCPenney (NYSE: JCP), which began in 1902, operates a total of 1,102 

JCPenney department stores in 49 states and Puerto Rico (7 outlets). Its department stores sales 

cover family apparel, jewelry, shoes, accessories, and home furnishings, plus different services 

(optical, photography, decorating, salons). In its store count, there are 10 The Foundry Big & Tall 

Supply company stores. In 2010, the retailer closed its catalogue stores and began phasing out of 

that business. 

EB Identities: A dozen “power private brands: a.n.a. (Women’s casual), Ambrielle (intimate 

apparel), The Original Arizona Jean Company (juniors, young men’s, children’s, Cooks JCP 

Home (home), Decree (juniors and young men’s), gentlemen. Ferrar (men’s), Linden Street 

(home), Okie Dokie (children’s, St. John’s Bay (women’s and men’s casual sportswear), Stafford 

(men’s career and accessories), Studio JCP Home (home), and Worthington (women’s career and 

accessories). Also exclusive brands: American Living, developed exclusively by Polo Ralph 

Lauren’s Global Brand Concepts (40 merchandise categories including full range of apparel for 

women, men and children, plus accessories, footwear and home decor; Liz Claiborne, Inc.-- 

Liz&Co casual women’s apparel and accessories and CONCEPTS by Claiborne casual sportswear 

and suites and accessories for men; and MNG by Mango (European runway fashions).

EB skus: N/A 

Profile: The year 2011 represented a transition period for this retailer, including a restructuring 

and major management changes. In November, Ron Johnson , the former head of Apple Stores, 

was named CEO, along with a new executive team. A new pricing strategy was announced, 

including plans for new store layouts and merchandising assortments. Additionally, a brand new 

company logo debuted: a square reminiscent of the US flag, using red-white-and-blue colors. A 

smaller blue square (upper left corner) shows ‘jcp’ in white letters; the full square has a border in 

red with a white fills-in. The company then plotted its 2012 transformation strategy, calling for the 

development of three concepts within JCPenney department stores. By 2014, the prototype stores 

will appear, featuring The Shops (up to 100 curetted stores, shops and boutiques) placed alongside 

a “pathway”, called The Street, which surrounds The Square or central core of the store, where 

instead of selling merchandise, it offers fun, services and attractions for customers. Initially, 

JCPenney will create The Shops, such as Martha Stewart retail stores with home and lifestyle 

merchandise, a Liz Claiborne store, a Nanette Lepore store stocked with the runway fashion 

designer’s creations, etc. These shops are scheduled for rollout beginning in 2012. A new show 

concept, using the Joe Fresh brand, licensed from Loblaws of Canada (also in this database) was 

recently announced. (In November 2011, the company completed its acquisition of worldwide 

rights for Liz Claiborne ‘s family of trademarks plus the US and Puerto Rican rights to the Monet 

trademark.) Also, its ongoing development of in-store boutiques continues: 77 Sephora beauty 

boutiques bring their total to 308, 423 MNG by Mango shops opened bringing their total to 500, 

and 502 Call it Spring shops opened, bringing its number to 505. CEO Johnson also initiated a 

three-pricing strategy, i.e., everyday, month-long, and best value pricing. The so-called monthlong 

value strategy, which was designed to replace the typical “sale” promotions flopped; 

customers didn’t buy this, as 2012 first quarter sales results indicated. So it’s back to the sales 

promotions. With its 2011 same store sales flat and its balance sheet showing a $ 152 million loss 

for the year, versus $378 million net profit in 2012, the retailer opened only three new department 

stores during the year. It also introduced a new store concept, “The Foundry Big & Tall Supply 

Co.,” targeted to males fitting that description—and representing more than half the US male 

population according to marketing data. These 5,000-to-6,000-square-foot stores carry brands and 

private brand athletic wear, sportswear, footwear, and accessories, plus tailored clothing. The 

stores look like a microbrewery (even their fitting rooms resemble giant copper beer tanks); but 

the draw for customers is not beer, but big TV screens and a poker table. Some 10 stores were 

opened in Texas and Missouri with plans for up to 100 by 2013. The company is “elevating” its 

private brands by improving their quality and restoring brand equity. 

Procurement Contacts: John Walter, Director of Marketing; Peter M. McGrath, Executie P, 

Product Development & Sourcing 

JEAN COUTU GROUP (PJC) INC., THE 

530 Beriault Street, Longueuil, Quebec J4G 1S8 CANADA 

Tel: (450) 464-9760 

Fax: (450) 646-2510

www.jeancoutu.com 

Total Fiscal 2011 Revenues: $2.5 Billion ($2.5 Billion Canadian) +2.2% 

Percentage of Front End Sales in Exclusive Brands: 11% 

Principal Business: The Jean Coutu Group (PJC.A on Montreal/Toronto Exchange) operates 389 

PJC Jean Coutu franchised drugstores in three Canadian provinces, Quebec, Ontario, and New 

Brunswick. The firm also holds a 28.3% equity interest in RiteAid in the US, having sold its US 

drugstore business to RiteAid on Jun. 4, 2007. This retailer also owns Pro Doc Ltd., a 

manufacturer of generic drugs. 

EB Identities: Personnelle, Eckerd, Brooks, Economie (economy label), PJC Premier, PJC Dlices. 

Also exclusive selling right to Garraud Paris and Jean d’Estrees Paris lines of French beauty 

products and Crema Color from Solfine, Italian hair coloring. 


Profile: Jean Coutu’s non-prescription drug sales increased by 3.2% during the year. This retailer 

continues to build its Boutiques Passion Beauté concept, adding 14 during the year, bringing the 

boutique count to 117 total. The company’s exclusive beauty products are: STUDIOMAKEUP 

and THE BALM, plus a variety of fragrances. Its private label stock increased by 50 new 

products, especially noteworthy a new line of European imported cookies. Net earnings for the 

year were $180.2 million, up by 60%. 

Procurement Contacts: Claude Daigneault, Private Label Manager; Alain Lafortune, Sr. VP 

Purchasing & Marketing in Canada; Robert Pouliot, SR VP Purchasing in the U.S. 

JERÓNIMO MARTINS, SGPS, S.A. 

Rua Tierno Galvan, Torre 3, Piso 9, Letra J-1099-008 Lisbon, PORTUGAL 

Tel: +351 127523-26-00 

Fax: +351 21752-61-74 

www.jeronimo-martins.pt

Total 2010 Sales: $11.6 Billion (€ 8.7 Billion) +18.8%; Retail Sales in Portugal: $5.2 Billion (€ 

3.9 Billion) +9.3%; Sales in Poland: $6.4 Billion (€ 4.8 Billion) +29.1%; 

Manufacturing/Foodservice/Other Sales: $313.9 Million (€ 236 Million) -0.8% 

Percentage of Total Sales in Own Label/Exclusive Brands: 50% (E)--56% in Biedronka and 34% 

(excluding specialty produce) in Pingo Doce 

Principal Business: Jerónimo Martins is a market leader in Portugal. In total, the retailer oversees 

2,051 stores, of which 1,649 are in Poland and 402 operate in Portugal. This breaks down to 1,649 

Biedronka (Ladybug) limited assortment food stores in Poland; and in Portugal, 340 Pingo Doce 

supermarkets, 9 Feira Noa hypermarkets, and 38 Recheio cash & carry stores. The company also 

operates 15 Pingo Doce supermarkets, 1 Recheio C&C in Madeira, the Portuguese archipelago. 

Additionally, there are two foodservice platforms in Portugal and one in Madeira. As a Group, this 

company also has invested in related businesses, such as: New Code for adult and children 

clothing, the Electric Co for electrical appliances, GET for books, music, electronics and 

telecommunications, and Bem-Estar stores plus restaurants and take away No Sito do Costume 

operations in Pingo Doce Stores in addition to a network of petrol stations. 25 Hussel chocolate 

and confectionary stores, 26 kiosks and coffee shops, 34 Olá ice cream parlours (5 others 

franchised), and various restaurant concepts, in addition to handling franchised operations such as 

Ben & Jerry’s ice cream shops within Portugal. In Poland, the company in partnership with 

Associação National Pharmacy Association operates 24 Apteka Na Zdrome pharmacies. Jerónimo 

Martins holds 45% interest in two manufacturing/processing operations: Unilever Jerónima 

Martins (a market leader in branded margarine, iced tea, ice cream, washing detergents, etc.) and 

in Gallo Worldwide Lda (branded olive oil and seed oil sold in Portugal and Brazil). The company 

is traded on the Euronext Lisbon Exchange. 

EB Identities: Pingo Doce, Ultra Pro (detergents and cleaning products), ActivPet (pet food), Feira 

Nova, New Code (textiles), Electric Co. (electrical goods). At Recheio stores: Materchef, 

Gourmes, Amanhecer 

EB skus: 650+ 

Profile: While the grass may look greener on the other side of the fence, for Jerónimo Martins, the 

‘grass’ in Poland definitely projects a deep hew of green, meaning growth potential. Biedronka 

store sales jumped by 29.7% for the year to € 4.8 billion. That chain stocks 56% of its sales in 

exclusive brands. Some 62.4% of the company’s investment funds went to its operations in 

Poland. And no wonder: Portugal still faces a social and economic crisis, where unemployment 

rose to 10%+, an historic high. Pingo Doce’s 2010 sales, at € 2.5 billion, dipped by 13.8%). For 

2010, the company opened only seven new Pingo Doce stores, while refurbishing another 25 

outlets, and only three new Recheio outlets. The Pingo Doce chain is fighting back via its private 

brand program, where 191 new products were introduced. Excluding specialty perishables, private 

brand represent 38% of Pingo Doce’s total sales. That was no way to celebrate Pingo Doce’s 

30th anniversary; in Poland, where the Biedronka chain, now in its 15th year, opened 197 stores 

plus two new distribution centers. 


JIM PATTISON GROUP, THE 

1067 West Cordova Street, Vancouver, BC V6C 1C7 CANADA 

Tel: (604) 688-6764 

Fax: (604) 688-2601 

www.jimpattison.com 

Total Sales: $7.2 Billion (C$ 7.2 Billion) +2.8% 

Percentage of Sales in Exclusive Brands; N/A 

Principal Business: This company is a conglomerate started by Jim Pattison in 1961 with a single 

auto dealership. Today, as the third largest privately owned company in Canada, it claims to 

operate 465 locations in 51 countries, mostly in Canada and the United States. Its interests range 

from automobiles to media (TV-radio stations), to food packaging, to entertainment, to periodical 

distribution, to lumber exports, to advertising, to real estate, etc. For the private brand business, 

Jim Pattison operates a huge Food & Beverage Division, which very likely commands more than 

half the company’s total revenues. Privately owned, the company does not break out its sales by 

divisions. This Division operates Canadian Fishing Co. (Canfisco), a fishing fleet, producing 

canned and frozen salmon, tuna and seafood. Canfisco, exporting products to 25 countries, is 

Canada’s largest packer of canned salmon. Its own brands include Gold Seal, Tea Rose and other 

private labels. The division also operates two packaging firms, Monfitelle, Hawkesburg, ON, 

producing food packaging (collapsible aluminum tubes) and Glenpak, Glen Falls, NY, a producer 

of rigid and flexible food packaging. Its wholesale distribution and support services are centered in 

the Buy-Low Foods operation, a food wholesaler, serving independent retailers: some 1,800 

customers—supermarkets, convenience stores, specialty outlets, etc., as well as 24 corporate and 

franchised stores under four banners (Buy-Low Foods, Nesters Markets, Shop n’ Save, and 

Budget Foods). Part of Buy-Low’s operation also includes the Associated Grocers (AG), founded 

in 1927, which provides grocery, frozen, dairy, bakery, meat, and produce products to more than 

900 independent grocers in Western Canada. Jim Pattison Group also operates Van-Whole 

Produce, Vancouver (Tel: 604-251-3330), providing more than 1,300 produce markets in Canada 

with some 400 varieties of perishable fruits and vegetables, sourced from growers in 25 countries. 

Finally, the Food & Beverage Division incorporates the Overwaitea Food Group, Langley, BC, a 

group of six retail chains, totaling 124 stores, which serves 80+ communities in Western Canada. 

They include: 77 Save-On-Foods, 14 Overwaitea Foods, 14 Price Smart Foods, 14 Cooper’s 

Foods, 3 Urban Fare (up-market), and 1 Buckley Valley Wholesale. All the food retailers in this 

division draw on the portfolio of private labels, supplied by Western Family Foods, Tigard, OR 

(also in this database), under the Western Family brand. 

EB Identities: Western Family brands: Classics (premium), Organic, Envirowise, Pro-Source, 

Homelogix, and Body Zone; Value Priced (economy line), Gold Seal and Tea Rose (seafood), etc. 

EB skus: N/A

Profile: Jim Pattison keeps its developments and progress mostly private. In March 2012, 

Overwaitea Food Group agreed to buy all of the Zellers pharmacy business in British Columbia 

from Hudson’s Bay (also in this database). 

Procurement Contacts: The Overwatea Food Group. Tel: (604) 888-1213; (800) 242-9229 URL: 

www.overwaitea.com; Buy-Low Foods. Tel: 604-888-1121 or (800) 565-3955. URL: www.buylowfoods.com 

JOHN LEWIS PARTNERSHIP, THE 

171 Victoria Street, London SW1E 5NN, UNITED KINGDOM 

Tel: +44 20-7592-6220 

Fax: N/A 

www.johnlewis.co.uk www.waitrose.com 

Total Fiscal 2010 Group Sales: $11.6 Billion (£ 6.9 Billion) +3.5%; John Lewis Department Store 

Sales: $4.6 Billion (£ 2.9 Billion) +2.8%; Waitrose Supermarket Sales: $7.1 Billion (£ 4.5 Billion) 

+9% 

Percentage of Sales in Own La bel/Exclusive Brands: N/A 

Principal Business: The John Lewis Partnership oversees 29 John Lewis department stores (all full 

line except a smaller scale John Lewis At Home outlet), 219 Waitrose supermarkets, and 4 

Waitrose convenience stores in England, Scotland and Wales. The partnership also operates some 

textile manufacturing facilities (Herbert Parkinson), some farming business (Leckford Estate), as 

well as Greenbee, a direct service business for travel, leisure, and financial needs. 

EB Identities: John Lewis, Waitrose, essential Waitrose, Seriously from Waitrose (desserts), Menu 

From Waitrose (restaurant quality ready meals), By Waitrose, Duchy Originals (organic and freerange 

foods) 

EB skus: 2,000+ (E) 

Profile: Despite the continued recession in the United Kingdom, the John Lewis Partnership has 

sailed a smooth course. Waitrose’s operating profit shot upward by 25.1% to £ 268.4 million, 

while the John Lewis department stores realized a 15% operating profit gain to £ 165.9 million. 

The latter showed sales gains in fashion wear; but Waitrose big push came in March 2009 with the 

launch of Essential Waitrose (copied from US-based Whole Foods’ 865 Everyday Value) a line of

some 1,400 everyday products where their sales improved by 18% over this fiscal period and now 

represent 17% of volume. Waitrose also launched the Seriously brand of indulgent desserts and 

the Menu From line of restaurant quality ready meals. Additionally, 25 new Waitrose stores were 

added. Waitrose continues to forge onward, investing in product quality and innovations. The 

chain has expanded its online Waitrose Delivery service to 129 branches--an operation run in 

parallel with its Ocado supply relationship. Waitrose seeks to make its brand accessible to more 

people. A strategic partnership lately has been formed with Welcome Break service stations and a 

trial started with Shell stations. Waitrose looks to double its Waitrose chain and continue its 

partnership sites (Boots, Shell, Welcome Break) shooting for upwards a 1,000. Waitrose, which 

holds a long standing Royal Warrant with Her Majesty The Queen (royalty buying products from 

Waitrose), has just formed a partnership with Duchy Originals, giving Waitrose exclusive rights to 

originate, manufacture, distribute and sell Duchy Originals products in the UK through Waitrose 

stores. (The brand will continue to be sold in independent stores in the UK as well.). Plans call for 

expanding this range from 200 up to 500 products. Waitrose, which sells its products in 25 foreign 

markets ($80 million+ in annual sales), plans to use the Duchy Originals range as a catalyst to 

accelerate Waitrose’s expansion in international markets and starting in September 2010, 

according to a Reuters report (June 22, 2010) enter India and Asia as well as the United States. 

The Prince of Wales, which calls for charitable donations from the royalties are made to charities, 

supports the Duchy Originals range. Waitrose also is marketing its own products through third 

parties, such as Boots stores in the United Kingdom. 

Procurement Contacts: George Adams, Chief Executive, Commercial 

JUMBO GROEP HOLDING BV 

Highway 15, CE Veghel, THE NETHERLANDS 

Tel: +31 413-380-200 

Fax: +31 413-343-634 

www.jumbosupesrmarkten.nl 

Total Fiscal 2012 Revenues: $ 10 Billion (€ 7.5 Billion) (E). Calendar 2011: Total Revenues: $ 4.4 

Billion (€ 3.2 Billion); Jumbo Supermarkten Sales: $ 3.5 Billion; (€ 2.5 Billion) + 40%; Super de 

Boer Sales: $ 1.1 Billion (€ 782 Million) 

Percentage Sales in Exclusive Brands: N/A 

Principal Business: This family owned business operates 263 supermarkets in The Netherlands. 

The company, part of the privately owned Van Erd Group, started as an Eerd grocery wholesalers 

in 1921 and in 1983 opened its first Jumbo supermarket. In recent years, the Jumbo chain has 

exploded, becoming one of the fastest growing food retailers in the country. In 2011, the chain 

under that banner grew from 174 to 263 stores; while the reverse occurred with its October 2009 

acquisition of Super de Boer supermarket chain (some 300+ stores with more than half

franchised), those store count decreasing from 190 to 36 stores during the year as they are 

converted over to the Jumbo banner. 

EB Identities: Jumbo, ‘O’ Lacy, C1000 and C1000 Basic 

EB skus: 1,000+ (E) 

Profile: You could call 2011, a highlight year for Jumbo—still busy converting the Super de Boer 

banner stores over to Jumbo format. Jumbo paid € 553 to buy that chain in 2009 of some 300+ 

stores (including franchised affiliates). Jumbo’s encore came in November 2011 with its 

announced plans to take over the C1000 supermarket chain of some 412 stores from the private 

equity firm, CVC Capital Partners. C1000 operates as a € 4 billion food wholesaler, supplying 

goods and services to independent retailers in The Netherlands, who are licensed to operate 

supermarkets under the C1000 banner, served by six distribution centers. In 2008, CVC had 

purchased 73.2% of C1000 (formerly called Schuitema—owned by Ahold of the Netherlands). 

Jumbo’s takeover of C1000 was finally cleared in February 2012 by the competition authority in 

The Netherlands, thus giving Jumbo—minus the divestment of some 18 stores—another 400+ 

C1000 stores in its operation. Bottom line: Jumbo emerges as a wholesaler-retailer with annual 

revenues of € 7.5 billion ($10 billion+), overseeing some 700+ stores, and with an 23% market 

share in the country—second only to Ahold’s Albert Heijn supermarket chain (more than 800 

stores and a market share of about 33%). 


K-VA-T FOOD STORES, INC. 

201 Trigg St., Abingdon, VA USA 

Tel: (276) 628-5503; (800) 826-8451 

Fax: (276) 623-5440 

www.foodcity.com 


Percentage of Sales in Exclusive Brands (Pri ate & De igner): N/A 

Principal Business: While the Food City banner traces back to 1918, family owned K-Va-T Food 

Stores took control of the chain, having started out as a Piggly Wiggly franchisee. The Food City 

chain has since grown to 93 supermarkets (75 with pharmacies) in Southeast Kentucky, Southwest 

Virginia, and Northern Tennessee. Also, the company operates 11 Super Dollar Discount Food

limited assortment stores and about 56 Gas ‘N Go fuel stations, plus banking services. 

Additionally, the retailer operates Misty Mountain Spring Water LLC, which also supplies private 

label accounts outside the company. 

EB Identities: Food City, Topco brands (Food Club, Paws, Valu Time, Full Circle, Top Care, 

World Classic), Academix (school supplies), Domestix (paper products), Electrix, Easy Clix; 

Misty Mountain (spring water); and Legacy Brands( regional brands exclusively at Food City 

stores). 

EB skus: N/A 

Profile: This 104-store retailer lately has put more emphasis behind its so-called Legacy Brands, 

that is well-known regional brands that are now exclusively stock by Food City stores: Kay’s ice 

cream, Terry’s snacks, Lay’s meats, Kern’s bread, Farmbest milk, etc. 

Procurement Contacts: Phil Gentile, Senior VP, Purchasing & Merchandising; Richard Gunn, 

Executive VP Merchandising & Marketing 

KARSTADT WARENHAUS GMBH 

Theodor-Althoffo-Strasse 2, D-45133 Essen-Bredeney GERMANY 

Tel: +49 201-7271 

Fax: +49 201-752-16 

www.arcandor.com www.karstadt.de 

Fiscal 2008 Karstadt Sales:$6 Billion (€ 4.1 Billion)-3.4% 


Principal Business: Tracing its history back to 1881, Karstadt closed fiscal 2008 (September) with 

116 retail stores in Germany, comprised of 89 Karstadt department stores and 27 Karstadt sporting 

goods stores. It is operated by Arcandor AG ( € 19.9 billion -1.1%), which was renamed in 2007 

from KarstadtQuelle to reflect its move into the tourism business. Today, the company operates 

three separate business: Thomas Cook ( € 11.4 billion -3.2%) the world’s second largest leisure 

travel group, Primodo ( € 4.3 billion + 6.7%) the leading home shopping provider in Europe (ecommerce 

and specialty mail order), and the Karstadt retail business. 

EB Identities: N/A

EB skus: N/A 

Profile: Arcandor’s Karstadt business showed the poorest performance as a result of the Germany 

retail sales overall falling by 2% for this fiscal year plus a rise in energy and food costs. 

Consumers in Germany were not aggressively shopping these days. Since 2004, when 

KarstadtQuelle nearly went bankrupt, its road to recovery has been rocky. In this fiscal period, 

Karstadt laid off some 1,109 full-time employees, including its stores and its headquarters (334 let 

go at the latter location). Its recent strategy of transferring floor space to high profile 

manufacturers’ brands (balanced with high yield own brand stock in its fashion departments (its 

largest business) has not helped. Fashion sales for the period were off by 1.9% to € 1.8 billion. 

Arcandor in June 2009 filed for insolvency for the Karstadt subsidiary, after failing to secure a 

bridge loan. The company had reported a loss of € 272 million in fiscal 2008. This action was 

designed to keep the company going and protect its creditors. A takeover bid by its principal 

competitor, Metro of Germany, was rejected. UPDATE: In June 2010, billionaire investor 

Nicholas Berggruen, through the private equity firm, Berggruen Holdings c/o, JS Beusichem, The 

Netherlands, took control of Karstadt. The company continued to operate 83 Karstadt department 

stores, 26 Karstadt sporting goods stores, 7 bargain centers, and 3 premium houses. In 2011, the 

company was restructured into three independent companies: department stores, sports stores, and 

premium houses. 


KATZ GROUP, THE 

Ste. 1702, Bell Tower 10104, 103 Ave., Edmonton, Alberta, T5J 0H8 CANADA; Katz Group 

Canada Ltd., 5965 Coopers Ave., Mississauga, ON L4Z 1R9 CANADA 

Tel: (780) 990-0505; (800) 916-2226 

Fax: (780) 425-6118 

www.katzgroup.ca 

Total Fiscal 2012 Sales: $1.5 Billion (C$ 1.5 Billion) (E) 


Principal Business: The Katz Group, a privately held company, owned by billionaire Daryl Katz 

(recent new owner of the Edmonton Oilers hockey team), oversees some 1,400+ drugstores in 

Canada. They include 400+ corporate owned Rexall and Rexall Pharma Plus drugstores; the Drug 

Trading Co. (tracing its roots back to 1897) with 850 I.D.A. and Guardian pharmacies; and 160 

independently owned franchised Medicine Shoppes. Additionally, Katz owns Canada’s only

national mail order pharmacy operation, Meditrust Healthcare Inc., serving 18,000 lodge and 

nursing home beds. 

EB Identities: Rexall, PharmAssist, Medicine Shoppe, Pharma Plus 

EB skus: N/A 

Profile: The Katz Group has undergone a major strategic change in the past couple of years. Daryl 

Katz, the son of a pharmacist, during the 1990s secured a franchise agreement with Medicine 

Shoppe (owned by Cardinal Health of the US) and then began buying distressed pharmacies, 

building up a network of more than 1,800 outlets, including rights to the Rexall brand in Canada 

and Snyder’s Drug stores (25 company owned) in Minnesota. Failing to build that latter business 

in the US market, Katz sold it to Walgreens in January 2010. The licensed Synder’s stores were 

not affected. His interests then apparently switched more toward sports when he purchased the 

Edmonton Oilers hockey team, which played in his Rexall Palace arena. Seeking to build a new 

arena, Katz late January 2012 announced plans to sell his “non-core assets,” which included the 

Drug Trading company chains and the franchised Medicine Shoppes business to McKesson (listed 

in this database), the US pharmaceutical distributor for those business. McKesson agreed to pay 

$920 million cash and also to continue to sell the Rexall brand line in its acquired assets. Katz 

meantime has put more support behind its Rexall stores, which stock some 1,300 Rexall brand 

products. He recently acquired an 18-store Dell Pharmacy chain in Canada for $70 million, which 

will likely will be converted to the Rexall banner. 

UPDATE: In January 2013, Rexall introduced a new healthy brand identity: "Be.better." made 

available in 426 Rexall and Rexall Pharma Plus corporate stores located across central and western 

Canada. The selection includes: gluten-free vitamins, environmentally friendly household 

cleaners, salon-quality personal and beauty care items, healthy foods and snacks, and vegetarian 

probiotics. The Be.better brand joins another newcomer at Rexall: KIT nail lacquers (40 choices) 

and jewelry. Another relatively new private brand sold at select Rexall Pharma Plus stores: 

Creation's Garden, a range of natural products, covering personal care items for the body, face, 

hair, and including anti-aging and wrinkle-reduction products. These three brands complement the 

iconic Rexall Brand, representing mostly familiar health and beauty care products (OTC items, 

diapers, feminine hygiene, shaving, etc.) in some 20 categories. 

Procurement Contacts: Daryl Katz, Chairman & CEO 

KESKO LTD. 

Satamakatu 3, P.O.B. 135, FIN-00016, Helsinki, FINLAND 

Tel: +358 10-5311 

Fax: +358 9 655-473 

www.kesko.fi

Chainwide 2010 Sales: $14.5 Billion ( € 10.9 Billion) +4.2%; Sales: $11.7 Billion ( € 8.8 Billion) 

+4.8%; K- Group Food Store Sales: $5.2 Billion € 3.9 Billion) +2.6%; K- Group Building & 

Home Improvements Store Sales: $ 3.3 Billion (€ 2.5 Billion) +9%; Car & Machinery Trade 

Sales: $1.3 Billion (€ 955 Billion) +0.8% 

Percentage of K store Sales in Exclusive Brands: 17% 

Principal Business: Kesko, established in 1940, is a marketing and logistics company, overseeing 

some 2,000 stores in eight countries: Finland, Sweden, Norway, Estonia, Latvia, Lithuania, 

Russia, and Belarus. Its business is diversified into food (1,000+ K-food stores), home and 

specialty goods (427 stores in 13 chains), building and home improvement (331 stores), and car 

and machinery trade (importing and selling automobiles). In the food sector, there are four chains: 

K-Citymarket, K-Supermarket, K-Market, and K-Extra. In home and specialty goods, its 13 chains 

include: Anttila and Kodin Ykkonen, K-Citymarket’s goods, Intersport Finland, Indoor’s Asko 

and Sotka, Musta Porssi and Kenkakesko. In building and home improvement, there are: K-auta, 

Rautia, K-Maatalous, Byggmakker, Senukiai, and OMA chains--encompassing 331 building and 

home outlets and 88 agricultural stores in Finland plus 96 retailer-owned stores in other countries. 

Overall there are 1,270 K-retailer entrepreneurs and another 170 other entrepreneurs involved as 

partners in the Asko, Sotka, Byggmakker, Senukai chains. Kesko is listed on the NASDAQ OMX 

Helsinki Stock Exchange under KESAU. 

EB Identities: Prikka (1,700 products), Euro Shopper (the mark of AMS, Associated Marketing 

Services of Switzerland), Rico (imported fruits and vegetables), Costa Rica (coffee). Besides these 

principal brands, Kesco oversees some 650 registered trademarks, assigned in different product 

categories, such as: Menu (catered foods), Kokki (cooking utensils), Pirta (yarns), Harmony 

(textiles), the shoe brands—Andiamo, Knox, Hankiset, and Snoopy, all in Home and Specialty 

Goods; K-Prof, Power, and Varma Valinta (hardware), all in builder’s and agricultural supplies; 

etc. 

EB skus: 2,000+ (E) 

Profile: In 2009, the recession deteriorated the Finnish economy as well as Kesko’s markets in 

other countries, where its net sales overall plummeted by 11.9%, mostly in the car and machinery 

sector (sales off 36%), followed by building and home improvements (off 22.4%). But net sales 

for 2009 in food advanced by 2.4% and in the K-food stores up by 5.6%, while K-Citymarket 

sales jumped by 14.3%. A much better economy put Kesko back on track in 2010 throughout its 

diversified trading sectors. In food trade, a new K-Citymarket opened as well as seven Ksupermarkets 

and eight K-markets, plus a department store in home and specialty goods. In 

building and home improvements, four new stores were added. The company reported strong 

2010 sales for its own brand Pirkka, up by 11.2% for the year. Operating profit for the group was 

€ 268.1 million up by 72.5%. 

Procurement Contacts: Janne Jantunen, Annamari Paananen, Tomi Liski, Timo Turunen, Titta 

Puranen, all Category Managers; Auli Kosonen, Buyer; Kaja Grommi, Brand Manager 

KF GROUP/COOP SVE RIGE AB

Englundaagen 4, 80 nn, SE-171 88 Solna org.nr 556030-5921, SWEDEN 

Tel: +46 10-740-0000 

Fax: +44 1461-1717 

www.coop.se 

Total 2010 Consumer Co-operative Movement Sales:$ 6.2 Billion (SEK 44.8 Billion) -1.2%; KF 

Group Sales: $ 5.1 Billion (SEK 36.7 Billion) -1.6%; Grocery Turnover:$ 4.5 Billion (SEK 32.5 

Billion) -1.2% 


Principal Business: This consumer cooperative movement, along with the subsidiary of Cooperative 

Union, KF (Kooperatia Forbundet), is comprised of 44 consumer societies, representing 

760 stores in Sweden and owned by some 3.1 million consumer members. Together, KF Group 

accounts for five consumer societies, overseeing 459 stores, while the 39 other consumer 

societies—ranging in size from 600,000+ members down to 179 members—operate their own 

stores. There are five banner chains in the co-op: 383 Coop Konsum fresh & organic foods (163 

owned by KF Group), 70 Coop Extra food stores (43 Group owned), 176 Coop Nära local 

convenience stores (91 Group owned), 69 Coop Forum hypermarkets (46 Group owned), and 35 

Coop Bygg DIY & garden centers (25 Group owned). In addition, KF Group operates Daglis, a 

4,200-square-meter food store in Stockholm (stocking 30,000 products) and an online business. 

Besides commanding a 21.5% grocery retail market share in Sweden, the KF Group also oversees 

different businesses: real estate, bookstores, a publishing group, film and digital game distribution, 

magazines, conference facilities, and different investments, including 70% interest in Löplabbet, a 

chain of running and walking goods and accessories; a 20% interest 190 pharmacies (Kronans 

Droghandel), plus interest in 180 Expert home electronics. 

EB Identities: Coop (top quality foods and non-foods), Coop Prima (premium quality foods), 

Coop Änglamark (organic, Fairtrade, environmentally-friendly, etc. products--200+), Änglamark 

Prize, and X-tra (cut-price products), Blavitt (234 low-price products), Blue and white (everyday 

low price items), Signum (469 products), etc. 

EB skus: N/A 

Profile: Starting in 2012, KF will be phasing out of its ownership in the Nordic purchasing group, 

Coop Trading A/S, which shares ownership with coops in Norway (NKL), Denmark (FDB), and 

Finland (SOK) also in this database. KF instead will continue purchasing through its Coop 

Purchasing & Category AB, Cikab. During this year, the Swedish coop opened nine new stores, 

five of them Coop Forum supermarkets and two each of Coop Extra and Coop Konsum. KF also 

introduced a new premium brand, Coop Prima, starting with 50 products in 2011 with plans to 

double the range. All of the packaging will carry messages from the producer, explaining the 

product background. KF Group, hit by higher commodity prices during the year, saw its net

earnings dip by 50% to SEK 112 million. Through cost reduction and efficiencies, KF has realized 

savings. 

Procurement Contacts: Titti Bergenholtz, Director of Own Brands 

KINGFISHER 

3 Sheldon Square, Paddington, London W2 6PX UNITED KINGDOM 

Tel: +44 20-7372-8008 

Fax: +44 20-7644-1001 

www.kingfisher.com 

Total Fiscal 2009 Sales: $18.5 Billion (£ 10 Billion) +10.8% 

Percentage of Group Sales in Own Label/Exclusive Brands: 24%; Percentage of B&Q Sales in 

Own Label/Exclusive Brands: 35% 

Principal Business: Kingfisher, traded as KGF on the London Stock Exchange, is the leading 

home improvement retailer in Europe and Asia and the third largest of it kind in the world. The 

company oversees 823 stores in eight countries in Europe and Asia. It is the market leader in the 

United Kingdom, France, Poland, Turkey, and China. It operates three home improvement chains: 

B&Q, Castorama, and Koctas. There are 394 B&Q stores (UK, Ireland, and China), 152 

Castorama stores (France, Poland, and Russia), and 21 Koctas stores in Turkey. Additionally, the 

company oversees 118 Brico Depot stores (UK, Poland, and Spain); and 138 ScrewFix stores in 

the UK. Additionally, Kingfisher holds 21% interest in Hornbach, the leading German DIY 

warehouse retailer, which operates 120+ stores in nine European countries. 

EB Identities: B&Q, Castorama, Colours (decorative products), Performance Power (power tools), 

MacAllister (power tools in France), Form (home solution/lifestyle products) 

EB skus: N/A 

France is spotlighted this year, its sales up 20.6% to £3.9 billion, commanding a market share of 

12.5% with 99 Castorama and 98 Brico Depot stores; while the United Kingdom, Kingfisher’s 

major market suffered a sales drop of 2.6%, from its 322 B&Q and 138 Screw Fix stores. So 

Kingfisher, which operates stores from under 100 square meters to over 10,000 square meters, has 

focused its growth on France and other international markets, especially Eastern Europe and 

China. The group opened 45 new Screw Fix outlets plus revamped a number of its stores. Outside 

the United Kingdom, 10 new stores opened: 9 in Poland, 6 in Turkey, and 2 in Russia. In late

January, the company sold its Castorama Italian business to Leroy Merlin in Italy, owned by 

Frances’ Groupe Adeo. Also, its trial Trade Depot concept in the United Kingdom has ended. 

Kingfisher has begun positioning its Performance Power brand, beginning in September 2008, as a 

global brand. Some 70% of that brand’s stock is common now in its B&Q UK, Castrorama 

France, and Koctas stores in Turkey. Its packaging has been designed with two multi-language 

variations to extend the line to other countries. The company also has introduced eco stores and 

outlets into shopping malls or city centers. 

Procurement Contacts: Paul Mir, Group Commer cial Director 

KOHL’S CORPORATION 

N56 W17000 Ridgewood Dr., Menomonee Falls, WI USA 

Tel: (262) 703-7000 

Fax: N/A 

www.kohls.com 



Principal Business: Established in 1988, Kohl’s ( NYSE: KSS) operates 1,127 family oriented 

department stores in 49 states. They stock moderately priced apparel, footwear, and accessories for 

women, men and children; plus soft home products (sheets, pillows, etc.), and housewares. 

EB Identities: ELLE (contemporary collection of women’s apparel, shoes, accessories, home 

decor, jewelry, cosmetics), Croft & Barrow, Sonoma, Apt. 9, Simply Vera Vera Wang (the fashion 

designer’s collection of women’s apparel, accessories and home items), Candie’s, and Bobby 

Flay. 

EB skus: N/A 

Profile: Kohl’s celebrated its 50th anniversary this year by rolling out more exclusive brands, 

including its biggest ever introduction of exclusive products touching on virtually every 

merchandise category in the store. This was the September 2011 debut of the Jennifer Lopez and 

Marc Antony collections, the husband and wife team and stars of the Fox TV show, “Q’Viva’ The 

Chosen. (Those celebrities politely waited until after this launch to announce their divorce.) 

Jennifer Lopes brand covers women’s sportswear, dresses, handbags, jewelry, shoes, sleep wear, 

bedding and bath products. Marc Antony brand appears on men’s apparel, sportswear, dress shirts,

neckwear, suit separates, sport coats, and shoes). Kohl’s followed up in February 2012 with the 

rollout of Rock & Republic apparel, accessories and other merchandise. Also, the retailer 

expanded its most popular private brands, ELLEW and Simply Vera Vera Wang in the spring 

2012, adding fashion jewelry and beauty items to the former brand and cosmetics to the latter 

brand. This continued in August 2012 with the planned launch of Princess Vera Wang junior 

contemporary, premium lifestyle collection. Koh’s obviously is committed to its exclusive and 

private brand product mix, which in 2011 jumped by 240 basis points to 50.3% of total sales. 

Emphasis on this business also helped boost its 4.2% gain in net income, climbing to $1.2 billion 

for the year. During 2011, the company added 38 new stores and executed 100 store remodels. 

Most of its new stores are smaller at 55,000 to 68,00 square feet, versus the typical 88,000 square 

foot Kohl’s store. Sales for the year were up thanks to aggressive price increases at retail, 

designed to offset the higher apparel costs. Categories like accessories (watches) and Home 

(electric products) registered strong gains. Also, Kohl’s reported its e-commerce sales hit $ 1 

billion for the year with the number of transactions up by 42% from more customer traffic. In 

April 2011, Kohl’s signed a seven-year private label credit card program with Capital One: Its 

credit card revenues were $ 347 million in 2011 versus $ 280 million the previous year. Some 

25% of the merchandise it sells is sourced from one third party purchasing agent: Li & Fung 

Limited (also in this database). 


KONINKLIJKE AHOLD N.V. (ROYAL AHOLD) 

Ahold Corporate Center, Piet Heinkade 1670173, 1019 EM Amsterdam, THE NETHERLANDS 

Tel: +31 20-509-5100 

Fax: +31 20-509-5110 

www.ahold.com 

Total 2010 Group Sales: $38.9 Billion ( € 29.5 Billion) +5.7%; U.S. Sales: $24.7 Billion: (€ 17.8 

Billion) +5.1%;The Netherlands Sales: $14 Billion: (€ 10.1 Billion) +4.7%; Other European Sales: 

$2.4 Billion: (€ 1.7 Billion) -3.5% 

Percentage of Total Sales in Exclusive Brands: 29% (E); for U.S.: 18% (E); for Albert Heijn 

Supermar kets: 50% 

Principal Business: Ahold Group represents 2,970 retail locations, including 751 stores and online 

grocery service in the US (16 states + DC) and 2,218 stores in Europe (9 countries). The European 

business for Ahold directly includes The Netherlands, Czech Republic, and Slovakia; while six 

other countries are covered in joint ventures (see below). In the US, there are now four geographic 

divisions: Stop & Shop New England (217 Stop & Shop stores in six states), Stop & Shop New 

York Metro (175 Stop & Shop stores in three states), Giant Landover (179 Giant stores in 3 states 

and DC), and Giant Carlisle (180 Giant stores in 4 states). Also, Peapod, the leading online U.S.

grocery service operates in 11 states and DC. Ahold also participates in two joint ventures in 

Europe: (1) ICA (60% ownership) with Hakon Inst AB, Stockholm, generating € 9.8 billion 

+0.9% from 2,270 retailer-owned and company operated food stores in 5 countries (Sweden, 

Norway, Estonia, Latvia, and Lithuania), and (2) JMR (49% ownership) with Jeronimo Martins 

Retail SGPS., S.A., Lisbon, generating € 3 billion +10.5% from 364 Pingo Doce stores in 

Portugal. ICA and Jeronimo Martins are listed separately in this database, since management is 

50-50% shared by the partners. 

EB Identities: In the Netherlands, at Albert Heijn stores (supermarkets, compact hypermarkets, 

convenience stores and online shopping)-- AH Huismerk (house brand), AH Excellent (premium 

quality), AH puur & eerlisk (responsible choice), and EuroShopper ( economy line from 

Associated Marketing Services); from Etos drugstores--Etos Huismerk (house brand) and Etos 

oordeel Selective (value selection); and from Gall & Gall beverage outlets (Gall & Gall huiswijn 

(own brand wines). In the Czech Republic and Slovakia at Albert/Hypernova (hypermarkets, 

compact hypermarkets, and supermarkets)--Albert Quality, Albert Excellent, Albert Bio, and 

Euroshopper. In the United States at Stop & Shop and Giant supermarkets--Stop & Shop or Giant, 

Nature’s Promise (natural and organic foods), Simply Enjoy (premium snacks), CareOne (health 

and beauty care items, vitamins, OTC drugs), and Guaranteed Value (everyday essentials). Other 

private brands: Simply Dry (diapers), Companion (pet food, treats, cat litter), and Cottontails 

(baby products). (NYSE: AHO) 

EB skus: N/A 

Profile: Still challenged, Ahold continues to consolidate parts of its business, introduce new store 

formats, and rollout new private brand lines. Its operating income rose by 3% to € 1.3 billion, but 

net income dipped by 4.6% to € 853 million. Its US operation has been streamlined to four 

divisions, all under one supply organization and executive team. Giant Carlisle has integrated the 

Ukrop’s Supermarket chain of 25 stores under the Martin’s banner. The Peapod grocery service 

has been expanded into Indianapolis, Manhattan (NY), and Southeast Wisconsin. In its 

Albert/Hypernoa operation in the Czech Republic, 23 stores have been closed, while its 

hypermarkets are being downsized. Albert Heijn supermarkets in The Netherlands have continued 

to expand the AH puur & eelijk product range, which addresses five sub-categories: organic, Fair 

Trade, sustainable catch (fish), free-range meat, and ecological cleaning products. The Albert 

Heijn “biologische” label for organic products has integrated into this new brand. 

UPDATE: For fiscal 2012, Ahold reported total sales up by 8.5% to € 32.8 billion; Ahold USA 

represented sales of $25.8 billion or up 3.1%, the Netherlands € 11.1 billion +5.2%, Other Europe 

(Czech Republic & Slovakia) € 1.7 billion -3.7%; while its unconsolidated joint ventures (ICA & 

JMR) reported € 14.4 billion +5%. 

Procurement Contacts: Meiketer Braak, private label manager at Albert Heijn (Holland); Robin 

Van Zijtveld, European Sourcing Director of Private Label; James Dwyer, executive VP Corporate 

Brands & E-Commerce. Procurement Contracts at Ahold USA (Tel: 781-380-8000): James 

Dwyer, Exe. VP Corporate Brands and E-Commerce; Michael Sherman, Sr. Director Sourcing; 

John Dennison, Manager, Corporate Brands Procurement; Thomas Berker, Director Prviate Label 

Marketing/Strategy/Brand Management; Carole Ensley, Director Global Sourcing; Carol Anne 

Olsen, Executive VP, Private Label Procurement; Bill Wolfe and Steve Howell, both Directors of 

Procurement; Jim Goodwin, Director Corporate Brands (American Sales Co.--Tel 716-686-7000); 

Denise Mullen, Director of Corporate Brands at Giant Food Stores (Carlisle, PA)-Tel: 717-249- 

4000.

KROGER CO., THE 

1014 Vine St., Cincinnati, OH 45202 USA 

Tel: (513) 762-4000 

Fax: (513) 762-1180 

www.kroger.com 

Total Fiscal 2012 Sales: $90.4 Billion +10.1%; Supermarket Sales (without fuel): $71.1 Billion 

+5%; Fuel Sales: $12.9 Billion +42.6% 

Percentage of Total Sales in Exclusive Brands: 22.3+% (E) 

Principal Business: Kroger continues as the largest traditional grocery in the US. The company 

oversees a vast retailing empire of more than 3,600 owned or leased supermarkets and multidepartment 

stores (2,435), convenience stores (971), fine jewelry stores (348), distribution centers 

(34), and food processing facilities (39). There are two dozen store banners that comprise its 

supermarket/multi-department business (combination food and drug, multi-department stores, 

marketplace, and price impact warehouses), under such banners as: Kroger, City Market, Dillons, 

Jay C, Food For Less, Fred Meyer, Fry’s, King Sooper, QFC, Ralphs, Smith’s, etc. Some 1,900+ 

of these stores include pharmacies, making Kroger the fifth largest pharmacist in the US. 

Additionally, 1,090 of these stores include fuel centers, usually referenced with the store banner 

ID. Additionally, Kroger operates five store banners in its convenience store business: Loaf ‘N 

Jug, Kwik Shop, Tom Thumb, Quik Stop, and Turkey Hill Minit Markets. Most of these stores 

also operate fuel centers. There also are 83 franchised convenience stores. Its fine jewelry stores 

appear in the 124 Fred Meyer multi-department store chain as well in mall locations, mostly under 

the Fred Meyer Jewelers and the Littman Jewelers banners. In manufacturing (also see Kroger’s 

Inter-American Foods, Inc. subsidiary listed in the manufacturers section in this database). Kroger 

operates 17 dairies, 10 bakeries, five grocery product plants, three beverage plants, two meat 

plants and two cheese plants. Some 40% of its corporate brand products sold in its stores are 

produced by these facilities. The plants also sell to outside customers under contract sales. 

EB Identities: Kroger stocks on average some 11,000 private label items throughout its 

supermarket division--the products organized into three quality tiers: Private Selection premium 

quality, gourmet or upscale/unique products plus Private Selection Organics; first-tier store banner 

brands (Kroger, Ralphs, King Sooper, Fred Meyer, Dillon, Smith’s, Fry’s, etc.), and Kroger Value 

(value brand of good quality products at an affordable price). Its other corporate brands include: 

Moto Tech (automotive), mirra renew (health and beauty care products), Everyday Living (kitchen 

gadgets), HD Designs (upscale home merchandise), Office Works (office & school supplies), 

Naturally Preferred (premium natural products), Active Lifestyle (better-for-you foods), Comforts 

(diapers & other baby products), Big K (soda), Fresh Selections, Golden Crown (seltzer), Healthy 

Indulgence (low fat/cholesterol foods), Sensible Indulgence (low fat bakery and snacks), Cost 

Cutter (second quality, generics), Country Oven (bakery), Embassy (dry grocery items), Home 

Pride, Nature’s Market, Pet Pride (pet foods), Perfect Choice (health & beauty), Personal Choice 

(health and beauty care items), First Choice (club packs), wholesome@home, Splash Sport/Splash

Spa/Bath & Body Therapies (all bath & body products), Buena Comida 

(Mexican),Wholesome@Home, and the licensed Disney Magic Selection brand (foods, 

beverages, personal care products, etc.). 

EB skus: 20,000+ 

Profile: Kroger (NYSE: KR) is regaining its strong market positioning achieved just prior to the 

US recession from 2008 onward. The year 2011 resulted in a pretty solid sales gain, significantly 

boosted by fuel sales. In 2009, those sales represented 11.7% of total revenues; they now represent 

18.7% of the total. Kroger operates 1,700+ fuel centers, their sales up a whopping 42.6% to nearly 

$ 13 billion. Net income for the year fell by 46.1% to $ 602 million. Some $ 953 million paid to 

multi-employee pension plans, based on collective bargaining agreements, affected this drop. Not 

counting that payout, Kroger’s net earnings in 2011 would have been $ 1.2 billion +9%. While 

Kroger does not break out its corporate brand (exclusive brand) sales, the company reports in the 

fourth quarter of 2010, 27% of its grocery sales come from its own brands and, in terms of unit 

sales they represent 35% of sales. (Calculating from Kroger’s total supermarket/multi-department 

sales, its corporate brand sales could easily exceed $18 billion.) In its 2010 Fact Book, Kroger 

reports that it is moving its store banner brands from national brand equivalent quality to 

mainstream quality; some 13 key product categories have been earmarked with updated product 

and packaging refinements. Kroger also launched ‘light blue’ packaging to signal now in fat 

and/or calories. New varieties of bread, soup, cereals, etc. have been introduced under its own 

brands. Also its Private Selection range now includes a new line of lamb and veal, ice cream in 

pints, and frozen pizza. In its 2011 Fact Book, Kroger reported the launch in November of Simple 

Truth and Simple Truth natural and organic products. These products, advertised as free from 101 

artificial preservatives and other ingredients that customers avoid in foods, cover some 250 

products. By January 2013, Kroger expects these brands to appear in more than 40 product 

categories and be available throughout its chains nationwide. The retailer also launched a bilingual 

corporate brands website for its Comforts for Baby brand. Overall, Kroger's banner brand sales 

(those under the store brand identity, i.e., Kroger, Ralphs, etc.) rose by 8% in 2011; while Private 

Selection brand (some 1,000+ items) had almost a 5% sales gain for the year. 

Procurement Contacts: Dan Griffin, Senior Category Manager, Grocery Procurement; Linda 

Severin, Vice-President, Corporate Brands; Joyce McIntosh, Sourcing Mgr., Corporate Brands; 

Graham Lee, Beverage Mgr. (Tel: 310-884-9000); Orlando Gutierrez, Finance Mgr.Corporate 

Brands; Wayne Abbot, Vice-President, National Purchasing at Fred Meyer (Tel: 503-797-5861) 

KUM & GO, L.C. 

6400 Westown Parkway, West Des Moines, IA 50266 USA 

Tel: (515) 226-0128 

Fax: (515) 226-1595 

www.kumandgo.com

Total 2009 Company Sales: $2+ Billion 


Principal Business: This family owned convenience store business, started in 1959, today is the 

third largest privately owned operator of c-stores in the US-- 435 stores in 11 states. 

EB Identities: Hiland (snacks and beverages) and five proprietary brands--Java Ridge premium 

coffee, Napa Creek wine, Sea Ridge wine, Go Fresh Market sandwiches, and Nuclear energy 

drinks 

EB skus: N/A 

Profile: About April 2009, this chain began rolling out private label lines under its new Hiland 

brand, including potato chips, cookies, candies, etc. The latest addition in October 2010 was four 

varieties of Hiland beer: ice, light, lager, and reserve. More products are planned. Also, Kum & 

Go, which also operates attached fuel stations, sells proprietary brands. 

Procurement Contacts: Melissa Billman, Direc tor of Private Label Development 

LAWSON, INC. 

East Tower, Gate City Osaki, 11-2, Osaki 1-chome, Sinagawa-ku, Tokyo 141-8643, JAPAN 

Tel: N/A 

Fax: N/A 

www.lawson.co.jp 

Total Fiscal 2011 Net Sales of Stores: $19.2 Billion (¥ 1,682.812 Million) +1%; Total Operating 

Revenues: $5 Billion (¥ 441,278 Million) -5.5% 


Principal Business: Lawson, Japan’s second largest convenience store retail chain, oversees 

10,665 mostly franchised stores, of which 10,310 operate in all 47 prefectures of Japan and 355 

operate in China, mostly in Shanghai. The majority of stores appear under the Lawson banner, but 

the retailer has developed a multi-format strategy, encompassing five other formats, including the

Lawson Store100 format (fresh food in small portions), Lawson99 stores (price-point goods); the 

Natural Lawson stores for health conscious customers, selling organic foods and OTC drugs, 

Opening Pharmacy Lawson health-care stores catering to elderly consumers (a drug dispensing 

pharmacy service, operated by Qol Co. Ltd., with the Natural Lawson format), and an in-store 

kitchen-type Lawson, serving freshly made lunch boxes. The company is traded on the Tokyo 

Stock Exchange. 

EB Identities: Lawson, Lawson Select (prepared and processed foods and daily necessities), Value 

Line, Uchi Cafe SWEETS (desserts), Pasta-ya, and Lawson Tei (chilled lunch boxes), Niigata 

Koshihikari Rice Ball Series, Gohoubi-no-hitotoki (luxury boxed lunches), etc. 

EB skus: 500+ 

Profile: The Great East Japan Earthquake (March 2011) impacted on Lawson’s net profits for the 

year: off by 8.8% to ¥ 22,462 million. Lawson, however, saw its chain grow by more than 300 

stores in this fiscal period. The company continues to develop its new store formats, such as 

Lawson Store100 and Natural Lawson, while also bringing some of their product selections into 

the total chain operation. Also, Lawson continues building its fresh foods stock in its stores. In 

2011, the company introduced its new Lawson Select product line. More recently ,it formulated its 

popular Lawson-Tei chilled lunch boxes to also appeal to female consumers, incorporating color, 

taste, and texture features that they like. Since Japan is close to the saturation point in terms of 

tens of thousands of convenience stores, Lawson is looking abroad, expanding into China, 

including Delilah, its first entry into northern China n November 2011. Also, the company in 

August 2011 opened its first store in Jakarta, Indonesia. More recently, Lawson crossed part way 

across the Pacific Ocean to open two stores in Honolulu. Its intentions are to build a chain up to 50 

stores in Hawaii and then move further east onto mainland US. The company also has moved into 

e-commerce, including an equity stake in HM Japan K.K. and Venture Republic Inc. Also, a 

business alliance has been formed with Yahoo Japan Corp. in the e-commerce area. In June 2011, 

a service was launched to provide information to customers near Lawson stores on Yahoo! Local, 

which is Japan’s largest location-based service. More recently, Lawson has boosted its interest in 

entertainment, selling tickets for events and movies and importing CDs and DVS music/videos for 

sale in its stores. In 2012, formed alliance with Aeon in this business, where they jointly acquire 

and distribute high quality entertainment content through leveraging the respective assets and 

know-how to create synergy between the two companies. 


LEKKERLAND AG & CO. KG 

Europa Allee 57, 50226 Frechen, GERMANY 

Tel: +49 2234-1821-291 

Fax: +49 2234-1821-445

www.lekkerland.com 



Principal Business: In 1960, four confectionery wholesalers in Germany joined to form 

Lekkerland, a convenience wholesaler, catering to small-scale retailers. The company has since 

grown to become a major wholesaler, active in nine Western European countries and serving more 

than 125,000 outlets: petrol stations, tobacco shops, newsstands, kiosks, beverage stores, 

department stores, food markets, fast food chains, bakeries, etc. Its products, distributed from 31 

distribution centers and supported by a fleet of 863 trucks and vehicles, include: tobacco, 

confectionery items, beverages, snacks, fast food, fresh articles, nonfood items, and phone cards. 

Some 48% of its sales are in tobacco goods, while 49% of sales are in foods and nonfood items. 

Austria Tabak (listed in this database), part of Japan Tobacco, is a limited partner in this business. 

EB Identities: Lekkerland, through its Convivo unit, bundles 45 different in-house brands, such as: 

Take Off energy drinks, Zarewitsch vodka, Mr. Knabbits country snacks, Santa Emilia mineral 

water, Food IQ drinking soups, etc. 

EB skus: 250+ 

Profile: Facing a tough economic downturn in Europe, Lekkerland has had to pull in its horns, so 

to speak, trimming its operation in the past couple of years. Its biggest market, Germany suffered a 

slight sales decline in 2011, before Lekkerland finally was able to boost total yearly sales by € 150 

million to € 6.8 billion in that market. The company continues its strategic realignment. Also, 

prospects have improved as a major oil company, operating in eight European countries, plans to 

contract with Lekkerland for business, while its contracts with other oil companies in Germany, 

Austria, and Belgium have been extended. The company’s tobacco sales reached € 9.9 billion and 

food/non food product sales reached € 2.3 billion for the year. Sales in fresh foods and 

foodservice items have grown during the year. The company lately has developed fresh, healthier 

sandwiches and salads, while also addressing different national preferences. Some recent 

introductions: Energy Shot and Energy+ Cola mix in the energy drink category; Buffalo tobacco 

for rolling cigarettes and filling cigarette sticks; and Food IQ convenient ready meals and drinking 

soups (reconstituted in a microwave oven). In 2009, the company began promoting its in-house 

brands and, to mark its 50th anniversary in 2010, introduced its “Best Box” display, showing its 

most popular in-house brand products in different categories. 


LES MOUSQUETAIRES 

21 Allee des Mousquetaires, Parc de Treville, 91078 Bondoufle Cedex, FRANCE

Tel: +33 1-69-64-27-27 

Fax: +33 1-69-64-25-68 

www.mousquetaires.com 

Total Fiscal 2011 Group Sales: $51.4 Billion (€ 37 Billion) +6.1%; International Sales: $ 5.1 

Billion (€ 3.7 Billion) +7.3% 

Percentage of Group Sales in Exclusive Brands: 36% 

Principal Business: Les Mousquetaires (formerly called Intermarché) is a food wholesaler, 

controlled by its dealer shareholders. It claims to be the world’s largest organization of 

independent retailers and the second largest distributor group in France. In total, there are 3,000 

members of which 1,300 are partners in the non-trading company (SCM). SCM owns 100% of 

ITM Enterprises, which controls the structure of the operation, while the members (made up of 

small and medium-size independent distributors) decide its strategies. Les Mousquetaires supplies 

some 3,503 stores in France plus operates in Poland, Portugal, Belgium, and other European 

countries. Altogether, there are some 4,000+ outlets (3,400 of them in France), operating under 

six concepts: 2,300 Intermarché food stores (four banner formats--Intermaraché Hyper, Super 

Intermarché, Intermarché Contact, Intermarket Express). Intermarché also has 231 outlets in 

Portugal, 74 in Belgium, 145 in Poland, and 650 Netto hard discount stores (402 in France). In 

nonfoods, the Group oversees 620 Bricomarché DIY stores (equipment, gardening, decorations, 

animal products) of which 534 are in France, 56 in Poland, and 30 in Portugal. The Group 

operates 158 Roady auto equipment/repair outlets (131 in France, 27 in Portugal), and Vêti 

clothing discount stores. Additionally, the Group has 80+ Restaumarché restaurants in France, 

being converted over to the new Poire Rouge steakhouse format. In the Group, franchises also 

operate 493 Ecomarché city center stores (405 in France, 20 in Belgium, and 68 in Portugal), and 

41 Interex units (24 in Bosnia, 11 in Romania, 5 in Seria, and 1 in Kosoo). Its ITM Enterprises 

comprises some 60-production units--the 10th largest manufacturer in France and a leading ship 

owner (24 trawlers) as well. This business produces more than 90 food and nonfood brands, 

covering in excess of 2,200 products. Its products represent more than 50% of the products sold in 

Group stores. 

EB Identities: The Group ‘s brand portfolio includes about eight major brands--Sélection des 

Mousquetaires (premium), Pâturages (dairy), Jean Rozé (fresh meat), Monique Ranou (cooked 

meat), Odyssée (seafood), Claude Léger (deli items), Domédia (home & leisure), and Ecauto 

Power (batteries, light bulbs, maintainence products). Additionally, its other brands include: 

Netto, Roady (roofboxes and trailers), Theatre workshop (women’s wear), Lambert Brieux (men’s 

wear), Openfield (children’s wear), Captaine Houat, Gulf Stream, and Petrel, all in seafood, Top 

Budget (first price range), Apta (household cleaners), Tulipe (cups, napkins, paper plates), 

Lekium (CDs, DVD, etc.), Labell (hygienic protection), Canaillou (pet food), Adelie (ice cream), 

etc. In Bricomarché outlets (15 brands including Nuance paints, Boisilor varnishes, Jardibest 

garden tools), and in Roady, the Ecauto Power brand for batteries, light bulbs, and maintenance 

products and Roady roof boxes and trailers. 

EB skus: 3,300+ (E)

Profile: Privately owned, information about Les Mousquetaires is scarce. Intermarché was formed 

in 1969 as a breakaway company from France’s second largest retailer at that time, Leclerc (a 

cooperative of hypermarkets). The group has since renamed itself, Les Mousquetaires (The 

Musketeers). Recently, ITM Enterprises projected that its sales would grow to € 4 billion by 

2015. In September 2002, ITM Enterprises (Intermarche) joined with Eroski, Spain’s second 

largest food distributor (also in this database), to form the ALIDIS buying alliance, based in 

Geneva. Today, it ranks as number three amongst European purchasing groups, serving 18,000+ 

stores with a cumulative turnover of more than € 80 billion. Its membership also includes the 

Edeka Group in Germany. ALIDIS works with ITM’s international procurement partner Agenor 

for food and with Arena, non-food purchasing alliance. The latter was formed in 2000 for mass 

non-food purchasing with members in Canada, Germany, South Africa, Great Britain, Denmark, 

Australia, Hungary, Romania, Croatia, and China. In 2010, Les Mousquetaires consolidated the 

Intermaraché business into four banners: Intermarché Hyper (4,200 square meter hypermarkets), 

Super Intermarché (supermarkets), Intermarché Contact (1,000 square meter stores), and 

Intermarket Express (700 square meter stores). Also its Restaumarché restaurants, beginning in 

June 2010 were being converted over to the new Poire Rouge steakhouse format. Late in 2010, the 

Group named Jean-Pierre Meunier as its new chairman. Its news in private label: Itineraire des 

saveurs, a range of 110 local and ethnic products, scheduled for rolled out in June 2011. The new 

range is expected to grow to 300 products and represent the Group’s fourth private label range by 

the end of 2012. UPDATE: In December 2011, Les Mousquetaires agreed to take control of 21 

food stores in southern France up until recently jointly operated by Eroski and Carrefour of 

France. The six hypermarkets and 15 supermarkets together generated some € 458 million 

revenues in 2010. 

Procurement Contacts: Nadine Morel and Bruno Dardoize, both Group Marketing Directors; 

Pierre Mabit, Marketing Manager 

LIANHUA SUPERMARKET HOLDINGS CO., LTD. 

Room 713, 7th Floor, Number 1258 Zhen Guang Road, Shanghai, People’s Republic of China- 

PRC 

Tel: +86 (21) 5262-9922 

Fax: +86 (21) 5279-7976 

www.lhok.com.cn 

Total 2010 Sales: $4.2 Billion (RMB 28.3 Billion) +7.6%; Total Hypermarket Sales: $2.4 Billion 

(RMB 16.1 Billion) +11.4%; Total Supermarket Sales: $1.5 Billion (RMB 10.2 Billion) +1.3%; 

Total Convenience Store Sales: $280.7 Million (RMB 1.9 Billion) +11.6% 


Principal Business: As the largest supermarket chain operator in the People’s Republic of China, 

Lianhua Supermarket oversees some 5,172 outlets (86% located in Eastern China) in 19 provinces 

and municipalities. Its business divides into three retail concepts: 143 Century Mart hypermarkets 

(all directly operated), 3,014 supermarkets under the Lianhua or Hualian banners (2,336 

franchised), and 2,015 Lianhua Quik convenience-stores (1,081 franchised). 

EB Identities: Lianhua, Izumiya 

EB skus: 2,500+ 

Profile: Started in 1991, this retailer, celebrating its 20th anniversary in 2011, has grown to 

become the market leader, via direct store ownership, joint ventures, franchises, mergers, and 

acquisitions. In 2010, the company added 550 new stores, including 12 hypermarkets, 320 

supermarkets (299 franchised), and 218 c-stores (153 franchised). Its weak supermarket sales 

results trace to a tightening up of operations, including store closures. Nevertheless, operating 

profits shot up by 19.7%, while gross profits advanced by 15.1% to RMB 3.6 billion. The 

consolidation of Hulalian supermarkets continues. Late in 2009, the company acquired some 1,396 

retail outlets (1,183 franchised) from the Bailian Group. Lianhua continues to test new formats, 

such as convenience stores with instant food operations and an express store, a concept positioned 

between the c-store and the supermarket. Also under development are private label product model 

outlets tied in with strong promotional support, which has produced significant sales increases. 


LIMITED BRANDS 

Three Limited Parkway, Columbus, OH 43230 USA 

Tel: (614) 415-7000 

Fax: N/A 

www.LimitedBrands.com 

Total Fiscal 2009 Sales: $9 Billion -11% 


Principal Business: Limited Brands operates some 3,014 retail stores (2,686 in the US) primarily 

located in malls and shopping centers, specializing in the beauty and lingerie categories. Its 

principal chains are the $5.6 billion Victoria’s Secret chain of 1,043 store in the U.S. (plus 322 La 

Senza stores in Canada) and the $2.4 billion Bath & Body Works chain of 1,638 stores (plus six

stores in Canada). Also, the company operates five Henri Bendel luxury specialty stores. 

Victoria’s Secret specializes in intimate apparel, personal care and beauty products and 

accessories. Its La Senza banner in Canada stocks lingerie sleeps ware, and apparel for girls. La 

Senza also operates some 497 stores independently owned in 45 countries. The Bath & Body 

Works stores specialize in lotions, personal care products, and home fragrances. 

EB Identities: Victoria’s Secret (bras and panties), Bath & Body Works Signature Collection (antibacterial 

formulations, home fragrances), Bendel, La Senza 

EB skus: 900 

Profile: In this fiscal year, Limited Brands (NYSE: LTD) bore the higher raw materials and energy 

costs while weathering the climate of the recession. Its comparable store sales were off by 9% for 

the year. Net income dropped to $ 220 million from $ 718 million the previous year. The Henri 

Bendel chain, which features upscale women’s apparel, fashion accessories, lingerie, lounge wear, 

cosmetics, and fragrances, welcomed three new outlets late in 2008: Boca Raton and Aventura, 

both Florida, and San Diego, CA. But in 2009, the flagship New York store (104 years old) 

announced it is dropping its fashion business and concentrating on beauty products, accessories 

and small gift items. (Bendel’s other store in Columbus, OH, was opened in 2004.) Bendel, which 

also sells its Bendel branded candles ($26 a pop) through Bath & Body Works outlets, is looking 

to open smaller stores in malls, selling beauty products and gift items. Its designer fashion apparel 

sales suffered during this current recession. 


LOBLAW COMPANIES LIMITED 

1 President’s Choice Circle, Brampton, Ontario, L6Y 5S5 CANADA 

Tel: (905) 459-2500 

Fax: (905) 861-2603 

www.loblaw.com . 

Total 2010 Sales: $30 Billion (C$30.9 Billion) +0.6% 


Principal Business: Loblaw is Canada’s largest food distributor, marketing the number one and 

number two consumer packaged goods brands, President’s Choice and no name, respectively, in 

Canada (Nielsen, Dec. 18, 2010). Loblaw, which is 62% owned by George Weston Limited,

Toronto a major food distributor/processor (C$32.8 billion sales in 2010), oversees 1,027 stores 

under 22 banners, 576 of them company-owned and 451 franchised, as well as serving 

independent accounts. The company also operates 24 company operated and six third-party 

operated distribution centers. Its corporate stores average 56,100 square feet. The store count 

covers multi-formats: 52 Atlantic SaveEasy, 53 Atlantic Superstore, 14 Dominion (licensed 

trademark), 106 Extra Foods, 20 Fortinos, 91 Loblaws, 67 Maxi, 15 Maxi & Cie., 130 No Frills, 

105 Provigo, 97 The Real Canadian Superstore, 37 The Real Canadian Wholesale Club, 23 

SuperValu, 68 Valu-mart, 51 Your Independent Grocer, 50 Zehrs Markets, 105 Provigo, No Frills, 

and 515 Cash & Carry and other banners. More than two-thirds of its corporate and franchised 

stores operate in two provinces, Ontario and Quebec. Loblaw is traded over different stock 

exchanges in Canada, under the “L” symbol. 

EB Identities: President's Choice (unique or better quality) with sub-brands-- G.R.E.E.N. 

(environmentally responsive), Organic, PC Blue Menu (healthy, nutritious foods), Mini Chefs 

(fun, nutritious foods for kids), Home Collection (cookware/tabletop/linens/décor/appliances), 

Bath and Body, Club Pack, etc. Others: Everyday Essentials (value), Joe Fresh Style (value, 

unique apparel/foot ware), Joe Fresh Beauty (cosmetics), Life@Home (garden/outdoor), Jogi 

(fitness), J+ (small electronics, stationery), etc. 

EB skus: 7,000+ 

Profile: Loblaw’s continues to improve its operations with a strong emphasis on investment in 

stores (C$ 700 million for improvements) and on improving profitability in its control brand 

operation (C$ 8.2 billion in sales). During the year, Loblaw’s converted 31 corporate stores to 

franchised outlets, while also acquiring 17 stores from T&T Supermarkets Inc. A number of 

franchised stores also were converted to independent affiliates. The company also reduced the 

sodium content levels in 130+ control brand products, while launching 1,200 new control brand 

products including the successful President’s Choice Ice Cream Shop Flavors range of 14 

varieties. There are now nearly 500 in-store pharmacies in Loblaw banner outlets. A pilot program 

was started for new small format pharmacies in 2010. Over the past five years ago, the Joe Fresh 

brand (recently extended beyond adult apparel and footwear into kids wear, cosmetics, and bath 

and body products) has emerged as the fourth largest apparel brand in Canada. Loblaw’s in 2010 

opened its first stand-one Joe Fresh Store in Canada with plans for another 19 outlets (including 

one scheduled for a New York City’s Fifth Avenue location. In 2011, Loblaw’s launched two 

new control brands, Jogi for fitness shoppers (yoga and aerobic accessories) and the ‘J+’ small 

electronics and stationery line. More recently, Loblaw has licensed JCPenney department stores in 

the US to sell Joe Fresh brand products. 

Procurement Contacts: Paul Ormsby, Executive VP, Supply Chain, IT, Food Sourcing; Pietro 

Satriano, Executive VP, Control Label Development; Robert G. Chenaux, President; Scott 

Lindsay, Terry Couttie, Larry Griffin (Quality Assurance), and Paul Uys, Russel Rudd (Design), 

and Boris Polakow, (Control Label Sales), all Vice-Presidents: Rose Demarco, director Control 

Label; Katherine Lenhoff, P Strategy, Planning & BPI. 

LOTTE SHOPPING CO., LTD. 

(Chul Woo Lee) So gong dong 1, Junggu, Seoul City, SOUTH KOREA

Tel: 86 2-711-2500 

Fax: N/A 

www.lotteshopping.com 

Total 2010 Consolidated Sales: $17.6 Billion ( KRW 20.3 Trillion) +26.9%; Total Lotte 

Department Store Sales: $5.7 Billion ( KRW 6,616.9 Billion) +12.1%; Total Lotte Mart Sales: 

$4.6 Billion (KRW 5,301.9 Billion) +22.5%; Total Lotte Discount Store Sales in Exclusive 

Brands: 12.2%; Total Lotte Supermarket Store Sales in Exclusive Brands: 12% (E) 

Percentage of Total Sales in Exclusive Brands: N/A 

Principal Business: The first Lotte department store opened in Seoul City in 1979. The company 

opened its first Lotte Mart discount store in 1998 and its first Lotte Supermarket in 2001. Today, 

its core business is department stores (27 full-line Lotte banner outlets, 3 young plaza stores and 2 

outlet mall stores-- plus 2 full-line outlets in Moscow and Beijing, 180 Lotte Mart discount stores 

(half of them domestic), and 277 Lotte supermarkets, all in South Korea. Besides the two foreign 

department outlets, the company has 90 foreign Lotte discount stores: 2 in Vietnam and 22 in 

Indonesia and the balance in China. As a conglomerate, Lotte Group, also owns the Seven-Eleven 

convenience store franchise in South Korea. Its other businesses include 54 Lotte cinemas, 

licensed Krispy Kreme donut shops, The Lotte Confectionery Co., 7 hotels, beverage 

manufacturing facilities (five plants), shopping malls & outlets, tourism, heavy chemicals, 

construction, machines, and global fashions. 

EB Identities: Lotte, Lotte Super, Wiselect (discount general products line), Owlomokga and 

Fournier (both fresh food lines), Jiri Mt (tender Korean beef), etc. 

EB skus: N/A 

Profile: Launched in 1979, Lotte today is South Korea’s number one retailer, commanding a 

43.4% market share in the domestic department store sector. Its expansion in 2010 includes the 

takeover of three department stores plus 14 discount stores from GS Retail Co., Ltd., as well as 

1,400 outlet convenience store chain in South Korea from private equity fund, Unitas Capital. 

Lotte’s net income for 2010 shot upward by 36.3% to KRW 1,043.8 million. The company food 

manufacturing business was sold in 2009. In October 2011, Lotte opened its first Glymboree 

store--the first of its kind in Asia. Gymboree Corp., San Francisco, is a $1 billion+ specialty 

retailer, operating more than 1,000 private label apparel stores in the US, Canada, and Puerto Rico. 

Lotte operates as a franchisee of this concept, which specializes in infant and children’s apparel. 


LOWE’S COMPANIES, INC.

1000 Lowe’s Blvd., Mooresville, NC 28117 USA 

Tel: (704) 758-1000 

Fax: N/A 

www.lowes.com 

Total Fiscal 2011 Sales: $48.8 Billion +3.4%% 


Principal Business: Lowe’s operates 1,723 home improvement DIY stores in 50 states, Canada, 

and Mexico. The breakout: 1,723 in US, 24 in Canada, 2 in Mexico. It claims to be the second 

largest home improvement retailer in the world. Its prototype store, stocking up to 40,000 products 

in 20 distinct categories, is 117,000 square feet, while smaller version is 94,000 square feet. Its 

private brands cover such categories as: tools, seasonal living, home fashion, home organization, 

paint, fashion plumbing, flooring, millwork, hardware, lighting and lumber. Lowe’s operates 15 

distribution centers. 

EB Identities: Premium Living, Perfect Flame, Garden Plus lawn & landscaping products, Real 

Organized storage units. Reliabilt®, Kobalt® tools, allen+roth® home décor products, Portfolio® 

lighting products, Garden Treasures® lawn and patio products, Utilitech® electrical and utility 

products, Reliabilt® doors and windows, Aquasource® faucets and sinks, Harbor Breeze® ceiling 

fans and Top Choice® lumber products. 

EB skus: N/A 

Profile: Started in 1946 as a modest hardware and general merchandise store in North Wilkesboro, 

NC, Lowe’s began venturing outside the US in 2007 with half a dozen stores in Canada. During 

the current fiscal period, the firm (NYSE: LOW) opened 42 new stores, eight of them in Canada, 

and two in Mexico, a new market. “We are growing again,” the company reports with plans to 

open up to 30 more outlet in 2011, while looking to boost sales up another 5%. The home 

improvement industry, however, has been hurt by high unemployment, declining home values, 

tighter consumer credit, and modest growth of personal incomes and low housing turnovers. For 

Lowe's, this has meant fewer big consumer-spending projects like fashion plumbing and cabinet 

and countertop replacements; instead, there’ been more smaller projects for its customers: tools 

and lawn and landscape projects, including routine maintenance and repairs. Lowe’s net earnings 

topped $2 billion for the year, up by 12.4%. Comparative store sales gained by 1.3% for the year 

versus a 6.7% slump in 2009. In August 2009, the company opened a new foreign market, 

announcing its joint venture with Woolworths (also in this database), Australia’s largest retailer, 

for a chain of home improvement stores, starting late in 2011. Lowe’s would own one-third of the 

venture.


MACY’S, INC. 

151 West 34th St., New York, NY 10001 USA 

Tel: (212) 494-1602 

Fax: N/A 

www.macys.com 


Percentage of Store Sales in Exclusive Brands: 43% 

Principal Business: Macy’s operates a total of 850 stores in 45 states, the District of Columbia, 

Guam (2), and Puerto Rico (1). The company also operates strong online sales for its banners, the 

department store Macy’s chain and the full-line, upscale Bloomingdale’s department stores. Some 

804 stores operate under the Macy’s banner; while 41 Bloomingdale’s outlets and four 

Bloomingdale’s Outlet Stores operate in 12 states. The company is positioned as a nationwide 

fashion department store chain with 56% of its sales in feminine accessories, intimate apparel, 

shoes and cosmetics; 26% in feminine apparel; 23% in men’s and children’s wear; and 15% in 

home and miscellaneous goods. The Macy’s stores also stock food items. 

EB Identities: Macy’s divides its own brands into private brands (a portfolio of 20+ brands 

representing 20% of net sales) and exclusive brands and limited distribution merchandise 

(including private brands) which total 43% of net sales. Its exclusive brands include: Martha 

Steward Collection, Tommy Hilfiger, Rachel Rachel Roy. Its private brands include: Alfani 

(apparel/shoes), American Rag (fashion denim and separates), Charter Club (classic women’s 

ware), Hotel Collection (luxury bedding/bath/mattresses); I.N.C. (women’s sports ware and men’s 

fashion ware); Style & Co. (women’s sports ware and accessories); Club Room (classic men’s 

ware); Epic Threads (tweens apparel), First Impressions (newborn and infant ware), Greendog 

(children’s play and school ware) Jenni (lounge ware and lingerie), Tasso Elba (classic European 

men’s ware), The Cellar (housewares/tableware/glassware); Tools of the Trade (cookware), etc. 

Additionally, Macy’s besides its Macy’s store brand identity lists such private brands as: Giani 

Bernini (handbags & leather goods), Holiday Lane, John Ashford, Karen Scott, Morgan Taylor, 

Via Europa, Holiday Lane, John Ashford, Karen Scot, Morgan Taylor, etc. The Bloomingdale’s 

brand appears in stores under that banner. Bar III (contemporary fashion wear) launched in spring 

2011. 

EB skus: N/A

Profile: Established in 1830, Macy’s department stores have endured for more than 150 years. 

The company besides its New York office operates headquarters offices at 7 West Seventh St., 

Cincinnati, OH 45202 (Tel: 513-579-7000). Macy’s lately has put new emphasis behind its 

private brand business, up from 19% last year to 20% of net sales this year. Also its exclusive 

licensed brands business has grown: In 2010, Ellen Tracy sportswear, Material Girl (juniors 

apparel designed by Madonna and daughter Lourdes), Kenneth Cole Reaction men’s sportswear, 

Sean John men’s sportswear, and Vida for Espana by Eve Mendes dinnerware, all have been 

introduced in 2010. During the year, Macy’s added two new stores, plus a new Bloomingdale’s 

store and introduced the Bloomingdale’s Outlet Store concept, a 25,000-square-foot store that sells 

apparel and accessories. Also, during the year, Macy’s opened its first international location: a 

Macy’s in Dubai under a license agreement with Al Tayler Insignia, part of the Al Tayler Group 

LLC. Sales improved versus a loss last year, while net income soared by 157.4% to $ 847 million. 

Macy’s is traded publicly: NYSE: M. 

Procurement Contacts: Nancy Slavin, Senior VP Marketing, Retail Development, Macy’/s 

Merchandising Group 

MAGNIT OAO 

15/5 Solnechnaya Street, Krasnodar 350 072 RUSSIA 

Tel: +8-800-200-900-2 

Fax: N/A 

www.magnit-info.ru 

Total Fiscal 2010 Sales: $3.4 Billion (103.6 Billion RUR) ($1 = 30.61 roubles) 


Principal Business: In 1994, this company started its business as a wholesaler and opened its first 

convenience store in 1998. It also merged with the Magnit discount chain. It now operates 3,492 

Magnit stores, mostly convenience discount stores plus 24+ hypermarkets in Russia, all served by 

9 distribution centers. The company is traded on the Moscow Stock Exchange: MGNT.MM. 

EB Identities: Magnit plus Companies brand identities with “made for Magnit.” 

EB skus: 570+ 

Profile: Magnit today is Russia’s third largest retailer. Its convenience stores or discount stores are 

located in 1,048 locations in most of the federal districts of Russia. These stores stock some 3,500

skus and 87.9% of the products are in food, 12.1% in nonfoods. The hypermarkets (2,000 to 

12,800 square meters) stock 12,000 skus with some 5% of sales in private label. Its first 

hypermarket was opened in October 2007. Plans for 2010 include opening 60 hypermarkets and 

650 c-stores. 


MAKRO (SHV Holdings N.V.) 

Rijnkade 1, 3511 LC Utrecht, THE NETHERLANDS 

Tel: +31 30-2338833 

Fax: +33 30-2338304 

www.shv.nl 

Total 2010 Makro Sales: $7.9 Billion (€ 5.9 Billion) +29.8% 

Percentage of Group Sales in Exclusive Brands:N/A 

Principal Business: Makro is a cash-and-carry wholesaler serving independent, small and mediumsize 

retailers and the institutional market (hotels, restaurants and caterers). The Makro chain 

encompasses 196 high-volume, low-cost/low-price, no frills cash & carry wholesale stores in six 

countries: Brazil (76 stores), Argentina (25), Thailand (48), Venezuela (34), Colombia (15), and 

Peru (4). The business is owned by SHV Holdings N.V. (Steenkolen Handels-Vereeniging), a € 

16 billion (+34.5%) privately held, diversified company, which also trades in liquid petroleum gas, 

recycled scrap, oil/ gas exploration, energy/transportation solutions, and the private equity 

business. SHV was started in 1896 with the merger of some large Dutch coal traders; when coal 

declined as an energy source, SH diversified, opening its first Makro self-service wholesale store 

in 1968 in Amsterdam. That business grew internationally until, in 1997, SHV sold most of its 

Makro European stores (233 cash & carry outlets) to Metro Holdings AG of Germany (also in this 

database). In January 2004, Makro sold Massmart, a leading food and nonfood distributor in South 

Africa, since that operation was moving away from the cash-and-carry wholesale business. (Early 

in 2012, Walmart acquired a majority interest in this operation.) Makro today is divided into two 

groups: Makro South America (148 stores) and Thailand (48 stores). Its stores range between 

4,000 to 12,000 square meters. Makro Thailand also operates Siam Food Service. 

EB Identities: Aro 

EB skus: N/A

Profile: Makro since 2005 has continued to increase its store count, starting from a base of 159 

outlets. In 2010, 12 new stores were added. In this year, Makro has face political unrest in 

Thailand and high inflation, especially in Argentina and Venezuela. Nevertheless, its operations 

has experience a strong economic climate throughout its trading areas (except for Venezuela). Its 

expansion plans continue for 2011, as well as a build up of its own brand portfolio. In 2009, 

Makro entered Peru adding two more in 2010. Also, the company acquired two companies, 

Tarquino and Basualdo at the end of 2009, adding two Tarquino and four Basualdo stores to its 

store count in Argentina (including the 19 Makro outlets). 


MARKANT AG 

Im Gwatt, Churer Strasse 166, CH- 8808, Pfaf fikon, SWITZERLAND 

Tel: +41 55415-39-00 

Fax: +41 55-415-39-01 

www.markant.com 

Total 2010 Revenues: $41.2 Billion (€ 31 Billion) 

Percentage of Group Sales in Exclusive Brands: N/A 



EB skus: N/A 

Profile: Markant AG calls itself the largest trading and service cooperation in Europe’s food 

industry. Its independent trading partners represent more than 100 wholesalers, who generate gross 

revenues in retail and wholesale of € 71 billion. This trading co-op began in 1953 with the start up 

of A&O, a voluntary co-op of 20 grocery wholesalers in Germany. In 1972, A&O merged into 

Selex Handels GmbH in Offenburg, Germany, along with a nonfood co-op, Tania, Hamburg, 

Germany. By 1983, Selex and Tania merged and five years later (1987) Markant Handels was 

created, which became Markant Handels und Service GmbH in 1991, Five years later, it achieved 

nonprofit status. In 2000, the Swiss buying group of EMD AG (also in this database) joined with 

the German Markant Group to create EMD Markant Central European, providing services in 

Prague, the Czech Republic. The international expansion continued in 2009 with an agreement 

signed with ZEV Markant in Austria (renamed Markant Osterreich) and Syntrade AG in

Switzerland. Today, Markant AG provides services in six countries: Germany, Austria, the Czech 

Republic, Sloakia, and Poland. Its services extend to some 16 super store/hypermarket banners; 19 

chain store banners, 20 cash and carry banners, 10 DIY/garden centers/department stores, six 

drugstore/pharmaceutical outlets, eight catering businesses, and four convenience store banners. 

Its partners can purchase food and nonfood products, including exclusive private brands through 

Markant’s subsidiaries, Zentrale Handelsgesellschaft-ZHG-nbtl; AERA Rundfund-und Fernsen 

GmbH, and Iberiana Frucht S.A., in addition to Markants own brand stock. 


MARKANT HANDELS UND SERVICE GMBH 

Hanns-Martin-Schleyer Strasse 2, Offenburg, D-77656 GERMANY 

Tel: +49 781-616-245 

+49 781-616-8249 

http://handlesmarken-gmbh.de 




EB Identities: More than 30 food brands: Erntegold, Globetrotter, Afti, Hanse Wappen, Dorati, 

Mon Garcon, first line, juwel, Bartnetti, Frischgold Marke, Fifteen Miles, Herrenbaus, Lustige 

Feige, Davendraechter, Mac Bundy, Minel, Selmi, elysee, Sommer Garten, Bon Taboga, Congnac 

du General, Max and Moritz, Country Lodge, Rio Bravo, Monte D’Oro, Golden Cream, 

Renommee, Lanskneht, El Honorado, Jardinette de Pommes, Bolanow, Nautilos, Omega, Vecchio 

Ceppo, St. Blasius, and Freigrat. At lease 10 non-food brands: Patric Lion, boubou babi, 

Highlights, Office, Warny’s, Kuschel Collection, Top Collection, Charles Rene, Let’s Go, and 

Playtime 

EB skus: N/A 

Profile: N/A 

Procurement Contacts: Peter Bartsch: E-Mail: info@handelsmarken-gmbh.de

MARKETING MANAGEMENT, INC. 

4717 Fletcher Avenue, Fort Worth, TX 76107 USA 

Tel: (817) 731-4176; 800-433-2004 

Fax: (817) 731-4170 

www.mmi- home.com 



Principal Business: Marketing Management, Inc. (MMI) serves as the marketing arm for nearly 

domestic and international manufacturers of store brands. MMI provides the same level of 

expertise, technology and creative capabilities once only found in the marketing support for 

national brands. MMI’s full-service sales and marketing program includes: business support, 

market research, creative support (Immotion Studios), quality assurance, label inventory, 

information technology, etc. Its subsidiary, Valor International represents some 300 US food, 

nonfood, and household chemical manufacturers for sale into Latin American countries. 

EB Identities: Bestway (700+ food, non-food, household chemical products), Bestcare (plastic 

bags, paper plates, nondairy creamers, etc.), Real Value, and Hyper Value 

EB skus: N/A 

Profile: Serving the store brand industry for 42+ years, since 1966, MMI has seen the progress of 

store brands bloom into the multi-billion-dollar industry it has become today. MMI operates MMI 

Professional Services Inc. as a subsidiary, overseeing Immotion Studios, a brand development and 

communication agency, and Consumer Sciences, a research & quality assurance lab operation. 

Early in 2012, MMI picked up two new customers: Certco Inc., Madison, WI, a grocery 

wholesaler; and Weis Markets, Sunbury, PA. Both plan to use MMI as their exclusive in-house 

private brand sales and marketing agency. 

Procurement Contacts: Randall L. Hurr, President; Woody Lynch; Doug Domine, Vice-President 

of Sales; Corina Ponchiano, president, Valor International 

MARKS AND SPENCER P.L.C.

Michael House, 37-67 Baker Street, London W1A 1DN, UNITED KINGDOM 

Tel: +44 171-935-4422 

Fax: +44 171-487-2679 

www.marksandspencer.com 

Total Fiscal 2010 Group Sales: $18 Billion (£9.5 Billion) +5.2%; UK Retail Sales: $16.6 Billion 

(£8.3 Billion) +9.7% 

Percentage of M&S Store Sales in Exclusive Brands: 100% 

Principal Business: Marks & Spencer, overseeing a total of more than 900 stores, including 622 

M&S stores in the UK, including franchised outlets, is comprised of about 280 department stores 

and the balance, under two banners, 299 Simply Food convenience stores and Lifestyle home 

furnishings. M&S is the UK’s largest clothing retailer (market value share of 11%). Its foreign 

store count totals 278, including some 200+ franchised stores in some 39 territories. 

EB Identities: M&S, Classics (cosmetics), per una and per una du (women & teen clothing 

collections), Limited Collection (smart wear), Blue Harbour and Blue Harbour Vintage (men’s 

wear), Sp (contemporary clothing), M&S Tailoring (suits, shirts and ties), Essentials (underwear), 

MW Collection (young women), Ceriso (combined collection of lingerie, sleep wear and beauty 

products for younger consumers), Salon Rose, Wild Hearts, Dolce Vita, Autograph Cosmetics, 

Organic Extracts (natural toiletries and skin care range), Revival (premium skin care range) 

EB skus: N/A 

Profile: M&S has opened 98 Simply Food stores (including 64 BP stores) during this period, 

bringing that chain count to 299 in the United Kingdom. Internationally, some 38 new M&S stores 

were opened, including its entry into four new markets: Lithuania, Serbia, Taiwan, and the 

Ukraine. In April 2008, in a venture with Reliance Retail in India, M&S announced plans to open 

50 stores there in the next five years. In November 2007, M&S announced its entry into China on 

a wholly owned basis and a few months later entered Libya. Its strong international growth is 

evident in its fiscal 2008 results, where international sales jumped 16.8% to £ 713 million. In its 

food business, up 6.9% in revenues to £ 4.3 billion, the retailer has a number of initiatives 

underway. A new fresh ingredients range of 300+ fresh herbs and spices, bread and cake mixes, 

etc. has been introduced. M&S announced in April 2008, after three years work, it became the first 

retailer to remove all artificial colors and flavorings from its entire food and soft drink range. 

Natural colors from fruit and vegetable extracts serve as replacements. Also, its salt-removal effort 

now covers 11 of 15 product categories, including ready meals and sandwiches. In April 2007, 

M&S introduced a ’Wash at 30 degrees C’ campaign and began relabeling clothing with a “Think 

Climate Wash at 30 degrees C.” In June 2007, the retailer became the first to launch school wear 

mead from recycled plastic bottles. Then three months later, M&S reported that it had cut up to 

82% of saturated fat levels in more than 500 products. In the summer of 2008, M&S began a trial

test in 19 stores in North East England (Tyneside and Teesside), offering up to 350 lines of 

branded foods, household products and toiletries--all “must haves.” The test will continue for three 

months, after which if successful will be extended nationwide, thus ending its 100% own brand 

merchandising strategy. In May 2007, the company announced its suppliers’ development of two 

“eco-factories” that will pioneer in methods of sustainable manufacturing--a factory in Sri Lanka 

for lingerie and one in North Wales for furniture upholstery. UPDATE: For fiscal 2010, M&S 

group revenues were up 5.2% to £ 9.5 billion and profits off by 0.5% to £ 702.7 million. 

Procurement Contacts: Management is assigned within each division 

MARSH SUPER MARKETS, INC. 

9800 Crosspoint Blvd., Indianapolis, IN 46256-3350 USA 

Tel: (317) 594-2100 

(317) 594-2704 

www.marsh.net 

Total Fiscal 2010 Sales: $1.1 Billion (E) 


Principal Business: This privately owned regional chain store operator manages 117 retail outlets 

in Indiana and western Ohio. They include: 69 Marsh supermarkets, 38 LoBill Food stores, 8 

O’Mailia Food Markets, and 2 Arthur’s Fresh Market. 

EB Identities: Marsh 

EB skus: N/A 

Profile: Marsh, started in 1931 and went public in 1953. Faced with increasing competition, the 

retailer in May 2006 negotiated a deal for sale of its stock to MSH Supermarkets Holdings Corp., 

an affiliate of Sun Capital Partners, Inc. In September 2006, Sun Capital acquired the business for 

$ 88 million plus assumed $ 237 million in debt. Subsequently, Sun Capital closed a number of the 

Marsh stores, as well as Marsh’s 154 Village Pantry convenience stores, its catering business, its 

floral operations and real estate properties. Also, some 30 LoBill Food stores have been rebranded 

to Marsh Hometown Markets. Sun helped to reduce Marsh’s debt to $ 60 million, and put 

Marsh up for sale in 2009; but in August 2010, after finding no interest, decided to keep the 

business. Marsh is number 3 in the Indianapolis market, claiming a 16% market share (45 stores)

versus Walmart with 33% share (21 stores), and Kroger 27% share (46 stores), according to data 

from Nielsen. 

Procurement Contacts: George Butterfield, Corporate Brands Director 

MAXEDA DIY GROUP 

Eekholt 54, 1112 XH Diemens, THE NETHERLANDS 

Tel: +31 20-2109600 

Fax: N/A 

www.maxeda.com 

Total Fiscal 2011 Group Sales: $1.9 Billion (€ 1.4 Billion) -1.2% 


Principal Business: In 2004, a consortium of private equity investors, consisting of Cinven, 

Permira, AlpInvest Partners – and led by KKR –acquired Vendex KBB, de-listing the company 

that year and in June 2006, Vendex KBB was re-branded, and re-launched to become the new 

Maxeda B.V. This involved retail chains that now trace their history back nearly 140 years. A 

February 2010 strategic review of its Fashion Group (consisting of five retail chains and more than 

1,000 specialty fashion outlets including luxury department stores), resulted in Maxeda Group 

becoming a “pure play DIY retailer, effective January 2011. The Fashion Group sales for the year 

totaled € 1.6 billion +5.7%; but from November 2010 onward these businesses were sold to 

different organizations, including private equity investors. As a result, the Fashion Group is not 

reported in this listing. Maxeda DIY Group now consists just of 362 DIY stores in four formats: 

138 Praxis stores (3,000 to 5,000 square feet with some 55 stores at 5,000+ square meters), Plan-It 

larger DIY stores, 134 Brico and 10 Brico Plan-It, and 80 (64 franchised) Formido smaller DIY 

stores (average 1,850 square meters). 

EB Identities: Praxis own brands (Sencys, Baseline, Central Park) 

EB skus: N/A 

Profile: Maxeda could serve as a classic case of format consolidation and/or contraction. Its store 

format presentation some dozen years ago encompassed 25 concepts. In 2011, it chain count is 

down to four. Most of the attrition has come from chain sell-offs. A strategic review of its 

Fashion Group, comprised of five chains--V&D, La Place, de Bijenkorf, Hunkemoller, and M&S 

Mode--resulted in the subsequent sale of those businesses, starting in November 2010. V&D

(Vroom & Dreesmann), founded in 1887, evolved into the largest department store in The 

Netherlands, operating 62 stores. That operation plus La Place foodservice provider was sold to an 

affiliate of Sun European Partners (the European adviser to Sun Capital Partners in the U.S.). The 

13 department stores under the Bijenkorf banner were sold to Selfridges Group Ltd. (a subsidiary 

of Wittington Investments Ltd. of Canada). Bijenkorf premium department stores fitted well into 

that business of family operated luxury department store business, such as Selfridges (UK), Brown 

Thomas (Ireland), and Holt Renfrew (Canada). Maxeda’s Hunkemoller chain of 500 lingerie 

specialist outlets (the market leader in the Benelux and a leader in the German market) went over 

to PAI Partners, a leading private equity firm in Europe. In December 2010, the M&S Mode chain 

of some 417 ladies wear stores was sold to Excellent Retail Brands Group, owners of a number of 

fashion formats: Cool Cat, American Today, and Wonder Woman. That left Maxedo as strictly a 

Do-It-Yourself retailer--the largest of its kind in the Benelux. It operates 138 (29 mega stores) 

Praxis banner stores and 80 (64 franchised) Formido banner DIY stores in the Netherlands, plus 

134 (88 franchises) Brico and Brico Plan-It banner DIY stores in Belgium and Luxembourg. 

During the year, 16 new stores were opened for a net gain of seven stores, counting closures and 

transfers. The retailer’s strategy now is to improve its sourcing, build its own brand business, and 

open new stores. A new Shanghai, China, sourcing office opened in early 2011. Also, the retailer 

introduced new own brand ranges in paint and hand tools, starting in October 2010. 


MCKESSON CORPORATION 

One Post Street, San Francisco, CA 94104 USA 

Tel: (415) 983-8300 

Fax: (415) 983-7160 

www.mckesson.com www.valu-rite.com www.healthmart.com 



Principal Business: McKesson, founded in 1833, is the largest pharmaceutical distributor in the 

U.S. and Canada, supplying 25,000+ locations in the US, ranging from Walmart stores to the 

Department of Veterans Affairs to community pharmacies. The company organizes itself under 

two segments: Distribution Solutions ($108.9 billion in sales) and Technological Solutions ($3.2 

billion in sales). In its biggest business, McKesson distributes ethical and proprietary drugs, 

medical-surgical supplies and equipment, and health and beauty care products plus specialty 

pharmaceutical solutions (biotech and pharmaceutical sectors) throughout North America. In this 

business segment, McKesson also holds 49% interest in Nadro, S.A. de C.V., a leading 

pharmaceutical distributor in Mexico, and 39% interest in Parata Systems, LLC, a provider of 

automated pharmacy and supply management systems and services to retailers and institutional

outpatient pharmacies. Operating through more than 28 distribution centers, a primary and a 

strategic redistribution center plus two repackaging facilities, McKesson provides pharmaceutical 

and other health care related products (1,800+ items covering medical equipment, diabetes 

supplies, disposables, etc. and including a private label line) to retail national accounts, 

independent retail pharmacies, and institutional healthcare providers. For independent retail 

pharmacies, McKesson manages their care activities, branding and advertising, and merchandising 

and purchasing. The company also operates franchise programs, under the Health Mart store 

banner (some 2,700+ licensed independent stores). 

EB Identities: Sunmark (over-the-counter items, health items, well ness and home health care 

products), Health Mart (both over-the-counter product ranges) 

EB skus: 1,000 (E) 

Profile: Highlighting this fiscal period, McKesson (NYSE: MCK) for $ 2.1 billion acquired US 

Oncology, one of the largest oncology services companies in the US, serving 1,400+ physicians. 

This firm is affiliated with community-based oncologist and works with patients, hospitals, payers, 

and the medical industry across all phases of the cancer research and delivery continuum. The 

independent chain, Valu-Rite, serviced by McKesson, has been mostly converted over to the 

Health Mart banner. In Canada, the company operates 17 distribution centers, handling products 

from more than 800 manufacturers, selling to pharmacies, hospitals, homecare centers, clinics, etc. 

Canadian business perked up recently. UPDATE: On Jan. 30, 2012, the company announced its 

agreement to acquire the independent banner business of The Katz Group (listed in this database), 

called Drug Trading Co., plus take over Katz’s franchise business, Medicine Shoppe Canada Inc. 

The latter operates under franchise by Cardinal Health (also in this database). The acquisition 

encompasses 1,000+ Canadian independent pharmacies, including 850+ independent pharmacies, 

operated by Drug Trading Co., under the I.D.A. and Guardian banners plus the franchise network 

of 160 independent Medicine Shoppe pharmacies. On the private brand front, McKesson in 

November 2011 introduced the HealthMart private brand to its Health Marty chain (now 

approaching the 3,000 store mark), beginning with diabetes products, as part of American 

Diabetes Month. Smoking-cessation and analgesics products were scheduled for launch in 

January 2012, followed by upper respiratory, baby care, first aid, personal diagnostics, skin care, 

vitamins, incontinence, eye and ear care. 

Procurement Contacts: Laura Wood, Private Label Buyer ; John Essig, VP Consumer Products 

(Tel: 972-446-5300 in Carrollton, TX) 

MCLANE COMPANY, INC. 

4747 McLane Parkway, Temple, TX 76504 USA 

Tel: (254) 771-7500; (800) 299-1401 

Fax: (254) 771-7244

www.mclaneco.com www.saladosales.com 

Total 2011 Retail & Foodservice Sales: $33.3 Billion + 1.8% 


Principal Business: McLane, a major US supply chain services company for the grocery and 

foodservice industries, operates some 40 distribution facilities, 22 of them for grocery and 18 for 

foodservice customers. It is owned by Berkshire Hathaway Inc., Omaha, NB, a $143.7 billion 

holding company (headed by billionaire Warren Buffett), overseeing diverse business interests 

(property and casualty insurance; retail interests ($3 billion+ sales) in paint, home furnishings, 

jewelry; as well as manufacturing interests. McLane serves some 38,000+ retail locations plus, 

through third parties, a logistics operation in Brazil. The company also exports to 34 countries. Its 

grocery unit focuses on: convenience stores, wholesale clubs, mass merchandisers, etc. The 

company’s Salado Sales, Inc., Temple, TX, handles control label products. Its foodservice base, 

located in Carrollton, TX, serves some 20,000+ restaurants, quick-service outlets, and movie 

theaters. 

EB Identities: CVP (health and beauty care, household chemicals, paper, general merchandise, 

candy, etc.), Road-Tech (automotive chemicals, lubricants and accessories), Double S Ranch beef 

jerky, grocery and snack items; Work Fare all-purpose gloves; etc. 

EB skus: N/A 

Profile: McLane, started in 1894 as a grocer, entered the wholesale trade in 1903. The company 

was taken over by Walmart in 1990, but sold in May 2003 to Berkshire Hathaway, since Walmart 

decided to concentrate on its retail business. Today, McLane collects 30% of its revenues from 

Walmart stores. (Through Berkshire Hathaway’s Garan, a manufacturer/importer of children’s 

apparel, some 90% of its sales go to Walmart as well) . McLane’s 2011 results in the retail 

segment were modest--rescued by the company’s April 2010 acquisition of Kahn Ventures 

(Empire Distributors and Empire Distributors of North Carolina, a wholesale distributor of 

distilled spirits, wine and beer, operating eight distribution facilities). At year-end 2010, Kahn 

acquired Horizon Wine & Spirits with two distribution facilities.) In McLane’s foodservice 

business, 2011 sales popped upward by 7%. McLane International, which had sold its 100% stake 

in McLane Polska (Poland), operating three distribution centers and 11 warehouses, to Eurocash, a 

trading group in that country, continues to operate the IGA franchise in Poland (some 700+ 

stores). McLane’s Salado Sales division researches, develops and distributes quality control label 

products, offered at 18 to 40% lower than national brands, delivering equal or better quality 

products. UPDATE: In May 2012, McLane signed Family Dollar (also in this database) as a retail 

customer, selling merchandise including refrigerated and frozen foods. July 2012, McLane agreed 

to acquire Meadowbrook Meats Co., Rocky Mount, NC, one of the country’s largest customized 

foodservice distributor to national restaurant chains. Meadowbrook, a $6 billion pork processor, 

operates 35 distribution facilities. 

Procurement Contacts: Phil Horton, General Manager.; Kirk Bailey, Category Manager; Laura 

Moore, Private Label Category Manager at Salado Sales (Tel: 254-742-3699)

MEIJER, INC. 

2929 Walker Ave. N.W., Grand Rapids, MI 49504-9428 USA 

Tel: (616) 791-2800 

Fax: (616) 791-2564 

www.meijer.com 

Total Fiscal 2011 Sales: $14.3 Billion + (E) 


Principal Business: This family owned and operated grocery and general merchandise retailer has 

some 196 stores in five Midwest states (Michigan, Illinois, Indiana, Kentucky, and Ohio. The 

stores, described as grocery and general merchandise super centers, feature some 40 different 

departments, together stocking some 150,000 items. 

EB Identities: Meijer and Meijer Select (3,900 skus), Meijer Natural, Meijer Organics, Markets of 

Meijer, plus 27 other brand identities (FoodFair, Main Choice, etc.), Meijer Gold 

EB skus: 12,500 

Profile: Privately held Meijer credits itself with being one of the pioneers of the superstore 

concept, opening its first in Grand Rapids, MI, in 1962. Its stores today, called Meijer Thrifty 

Acres, range from 110,000 to 250,000 square feet. Meijer, privately owned, continues to stay out 

of the limelight in terms of publicity. Its 28 private label brands cover fashions, hard lines, and 

groceries. Its larger stores come equipped with restaurants, such as pizza, Chinese, and grilled 

items. Additionally, many Meijer stores have gasoline pumps. Meijer lately has been beefing up 

its food department--and with it a stronger “own brand” product selection. Adjusting to changing 

market conditions, Meijer is now testing a new ‘mini’ supercenter store, which is about half the 

size of its large outlets (around 96,000 square feet), stocking groceries and general merchandise 

for local needs and including its private label products. Also, Meijer reportedly is looking to 

introduce an entry-level private label product range. 

Procurement Contacts: Ralph Fischer, Group VP Foods; Gary Harper, Director DSD 

Grocery/Dairy/Frozen; Terry Griffith, Group Vice-President-Merchandising/Foods; Tim 

Calderone, Vice-President, Supermarket Operations; Nikki Johnson, Mercchandise Mgr.; Ed 

Stormzand, Merchandise Mgr/HBC; Chris Kirkbride, Product Devvelopment Manager

MERCADONA S.A. 

C/Valencia 5, 46016 Tavernes Blanques (Valencia) SPAIN 

Tel: +34 963-883-333 

Fax: +34 963-883-302 

www.mercadona.es 

Total 2010 Sales: $21.9 Billion ( € 16.5 Billion) +6% 


Principal Business: Mercadona is the leading Spanish supermarket chain in Spain (a 13.1% market 

share), operating 1,357 supermarkets in 46 provinces within 15 autonomous regions of the 

country. Its stores average 1,300-1,500 square meters and emphasize “Always Low Prices.” There 

are nine distribution centers with three more planned from 2011-14. 

EB Identities: Bosque Verde (Green Forest household cleaning products), Hacendado, DeliPlus 

(health and beauty care), Compy, Hortensia H (perfumes), Euroshopper (plus other exclusive 

brands from AMS), Matins (bakery products), Sierra Alta (High Mountain deli products), 

Mercadona (dry fruits), etc. 

EB skus: N/A 

Profile: The gloom and doom predicted for 2010 never materialized, as this family owned retailer 

sharpened its operations, while also opening 60 new stores and closing 14 in 2010. Besides 

keeping prices down (a 4% reduction in its so-called shopping cart menu produced € 700 million 

in savings for customers) and weeding out hundreds of brand and own brand products going “back 

to basics,” the company also has introduced numerous packaging refinements: lighter materials, 

more compact product and shipping containers, etc. Its eco friendly Hacendado brand Tetra Brik 

milk and juice cartons are made mostly from paper (its wood source coming from FSC- (Forest 

Stewardship Council) certified sources. Bottom line results are impressive: Mercadona’s 

operating income up by 51% to € 560 million, and net profits up 47% to € 398 million. Since 

1996, this retailer has marketed its own brands--Hacendado, Bosque Verde, Deliplus, and 

Company--now sourced from more than 100 integrated suppliers. The name of its supplier appear 

on some of these own brand products. Mercadona prides itself on helping Spain’s weak economy 

by producing 1,500 new permanent jobs in its organization while helping its suppliers add some 

2,000 new jobs during 2010. 

Procurement Contacts: Manuel de Juan, Commercial Director, who oversees 100+ different 

buyers.

METCASH LIMITED 

50 Waterloo Road, Macquaire Park NSW 21113 AUSTRALIA 

Tel: +62 2-9290-9600 

Fax: +61 2-9279-0664 Tel (IGA Dist.):+61-2-9751-8200, +61 2-9741-3055 

www.metcash.com 

Consolidated Fiscal 2011 Sales: $12.2 Billion (A$ 13.3 Billion) +7.3%; Total Food Distribution 

Sales: $7.7 Billion (A$ 8.4 Billion) +6.3%; Total Cash & Carry Distribution Sales: $1.6 Billion 

(A$ 1.7 Billion) +0.6%; Total Liquor Distribution Sales: $2.2 Billion (A$ 2.4 Billion) -12.4%; 

Total Hardware Distribution Sales: $733.8 Million (A$ 797.6 Million); Total Sales: $8.6 Billion 

(A$ 10.9 Billion) +7.9% 


Principal Business: Metcash, positioned as “the champion of independent retailers,” operates as 

Australia’s largest grocery wholesale distributor. Its IGA Distribution division, serving more than 

1,100 IGA stores (Supa IGA, IGA and IGA X-press formats) plus independents, moving goods 

out of its six major distribution centers and 8 dedicated produce warehouses. Metcash also 

operates three other divisions: Australian Liquor Marketers (15 distribution centers) supplying 

more than 15,000 customers (hotels, liquor stores, restaurants, etc.) in both Australia and New 

Zealand; Campbells Wholesale, a multi-format distributor of groceries, confections, tobacco, 

liquor, soft drinks, general merchandise, and foodservice; and its newly acquired Mitre 10, a home 

improvement and hardware wholesaler. Its Liquor Marketer business (serving the Cellarbrations, 

IGA Liquor, The Bottle-O and The Bottle-O Neighbourhood chains) operates from 15 distribution 

centers in Australia and New Zealand, supplying 8,000+ products, Campbells Cash & Carry 

operates wholesale cash and carry warehouses, supplying 3,000+ products skus (covering 

confectionery, grocery, dairy, frozen, foodservice, general merchandise, liquor and tobacco) Its 

convenience store banner, owned and operated by independents, which is called Lucky7, 

generated some A$380 million in sales from 360 stores. 

EB Identities: IGA Brand, IGA Signature (premium quality), IGA Way of Life (dietary & 

nutritious foods), Black & Gold (value brand), Chef’s Essentials, Body Logic (beauty range), 

Baker’s Oven, Lenard’s Poultry, Field Fresh pre-packed produce, Retail Ready Meals 

EB skus: 2,000+ (E) 

Profile: Metcash’s performed well despite a sluggish economy. Its after-tax profits advanced by 

6.1% to A$241.4 million for the year. IGA Distribution sales climbed by 6% to A$7.6 billion. 

Some 65 new stores were developed with independents, while another 56 joined the IGA chain 

from other banners. Also a new meat processing plant was opened in Western Australia. While

its liquor business was off, the Campbells C&C Wholesale sales showed a modest gain for the 

year. In March 2010, the company acquired 50.1% voting power in the Mitre 10 hardware 

wholesale business, supplying 440 Mitre 10 and True Value branded independent stores plus 400 

more non-branded independents After more than a year of opposition from the Australian 

Competition and Consumer Commission (ACCC), Metcash, in court, won its bid in November 

2011 for 80 Franklin supermarkets in Sydney and regional New South Wales plus and 10 

franchised stores in Wales. The price, A$215 million for this takeover, promises to add some 

A$500 million to Metcash’s revenues. 


METCASH TRADING AFRICA (PTY) LTD. 

Cnr Crown wood Rd. & Amethyst St., Theta Township, Ext 1, Johnnesburg 2091 SOUTH 

AFRICA 

Tel: +27 11-490-2000 

Fax: +27 11-689-2441 

www.metro.co.za 



Principal Business: Metcash Trading Africa (Pty) Ltd., a private company, distributes groceries, 

liquor, general merchandise, and other FMCG products to some 200 outlets in nine countries in 

South Africa, Malawi, and Namibia. In South Africa, it operates 61 Metro Cash & Carry outlets 

(each 1,000 to 8,000 square meters), 8 Metro Hypers (former Trade Centers which are larger than 

the C&C stores), some 35 Metro Liquor and Liquor World outlets (attached to the Trade Centers 

and some to the C&C stores). Metcash also operates a 50-50 venture with The Press Corp in 

Malawi overseeing 101 outlets (43 Peoples supermarkets and superettes, 31 Peoples Cash & 

Carry, 21 Metro Cash & Carry, and 6 McConnell & Co. no frills stores. 

EB Identities: Family Favorite (flagship quality brand); Astor and Golden Circle (both fighting 

brands or value-for-money brands), White Harvest, Baker’s Choice, E-Tra household cleaning, 

Snuggles baby diapers, Golden Circle economy line, Valupak, etc. 

EB skus: N/A

Profile: In the recent past, Metcash has experienced a rise and fall in its fortunes. The decline 

began in 2004, when its debts grew and, despite continued growth up until 2008, its cash flow was 

squeezed. In adopting a hybrid wholesaler/retailer strategy, however, its equity grew. But the 

store count remained stagnant, prodding IGA of the US (also in this database) to end its 

partnership with Metcash (acting as an IGA owning wholesaler). In 2011, looking for cash, 

Metcash sold its franchise unit (some 265 stores involved) to Shoprite OK Franchise Division. 

This involved store banners such as Friendly, Seven Eleven, Price Club Discount, etc. Also, 

Metcash announced plans to close down 56 stores starting on April 9, 2011 and including Metro 

Cash & Carry and Trade Centres as part of its restructuring and rationalization strategy, Its 

strategy now calls for opening a new range of hybrid stores which are expected to bridge the gap 

between retail and wholesale. 


METRO AG 

Schlüterstrassel, 40235 Dusseldorf, GERMANY 

Tel: +49 211-68860 

Fax: N/A 

www.metrogroup.de 

Group 2011 Net Sales: $92.7 Billion (€ 66.7 Billion) -0.8%; Sales at Metro Cash & Carry: $43.4 

Billion (€ 31.2 Billion) + 0.2%; Sales at Real Hypermarkets: $15.6 Billion (€ 11.2 Billion) -2.3%; 

Sales at MediaMarkt/Saturn Electronic Chains: $28.6 Billion (€ 20.6 Billion) -0.9%; Sales at 

Galeria Kaufhof Department Stores: $4.9 Billion (€ 3.5 Billion) -3.7% 


Principal Business: Metro Group, a retail and wholesale operation, oversees a total of 2,187 stores 

in 33 countries in Europe, Asia, and Africa. Traded on the Frankfurt Stock Exchange, Metro 

operates four divisions: 728 Metro Cash & Carry self-service warehouse stores in 30 countries, 

426 Real hypermarkets in six countries, 893 MediaMart & Saturn electronic stores in 16 countries, 

and 140 Galeria Kaufhof department stores in two countries. Metro/Makro Cash & Carry 

warehouse stores cater to commercial and wholesale customers, stocking 50,000+ products per 

store, about 20,000 in foods. C&C has three formats: Classic 10,000 to 16,000 square meters in 

Western Europe; Junior 6,500 to 8,500 square meters—strongest in Eastern Europe and Asia; and 

Eco 2,500 to 6,500 square meters (emphasizing fresh foods)—strongest in France, southern 

Europe, and Japan. Real hypermarkets, stocking 75% food items, range from 4,000 to 15,000 

square meters, located in Germany, Poland, Romania, Russia, Turkey, and the Ukraine. Media- 

Saturn, which is the No. 1 consumer electronics chain in Europe, sells up to 100,000 ites in its 

flagship stores; while stores range fro 2,500 to 10,000 square meters. Galeria Kaufhof department 

stores, ranging fro 7,000 to 35,000 square meters (some 50% of sales in own brand) in Germany

operate as Galeria Kaufhof and Kaufhof and in Belgium as Galeria Inno. The Real hypermarkets 

stock some 80,000 items. Franz Haniel & Cie, an international trading and services group, pushed 

ownership of Metro from 19% to 34% in 2007 and now controls an asset pool formed with another 

large shareholder, together overseeing 50.5% of Metro, including its group strategies. (Franz 

Haniel also owns Celesio, a drugs distributor, listed in this database.) Metro also has real estate 

interests. 

EB Identities: Six core brands at Metro C&C --Aero (foods), Fine Food, Horeca Select (article for 

professional kitchens,), Rioba, H-Line (items for hotel operations), and Sigma. At Real 

hyperarkets--real,-QUALITY, real,-BIO, real, -SELECTION (premium quality foods), and TIP 

(budget food and nonfood line). At Media-Saturn, two brands--’ok’ a budget range and KOENIC 

high quality small and large household appliances. At Galeria Kaufhof department stores there are 

24 brands, including manguum, Rover & Lakes men’s wear, Tarrington House (bedding), etc. 

EB skus: 5,000+ (E) 

Profile: After a strong performance in 2010, Metro has weakened since then. Its net profits for 

2011 were off by 20.9% to € 7441 million. The company has looked to its own brands, 

consolidating the number of brands and expanding the selections, while also sharpening its store 

operations and developing new store formats. In Poland, for example, there are now 9 satellite 

MAKRO Plunkt stores (each selling 2,000+ foods, beverages and non-food products in a 1,500 

square meters area) with plans to roll this concept out into Bulgaria, Croatia, Romania, Serbia, and 

the Ukraine. In 2011, Metro opened 37 wholesale and satellite outlets, while there were 57 new 

Media-Saturn openings. Some 45 Galeria Kaufhof stores were remodeled as well. Since 2009, 

Metro has focused on six core own brands in its Cash & Carry stores. During the year, those sales 

rose by 2.4% to take a 15.7% share of sales in that chain. The Media-Saturn chain has just 

introduced the PEAQ brand for consumer electronics sold in Austria, Belgium, Germany, Italy 

and the Netherlands; while a new ISY brand for accessories appears in stores in Austria and 

Germany. The Galeria Kaufhof merchandising strategy called for a complete overhaul of the 

manguum own brand, while integrating other brands such as Miss H into that collection. Plans call 

for this chain to reduce its own brand count fro 24 to 20 brands by the end of 2012. 

UPDATE: Results for 2012 showed total sales up by only 1.2%, keeping total net sales the same at 

€ 66.7 billion. When adjusted for divestments during 2012, net sales rose by 2.3%. Metro in May 

sold 30 MAKRO UK stores to Booker Group (also in this database) for £ 15.8 million cash. In 

November, Metro divested 91 Real hypermarkets in four eastern European countries (Poland, 

Romania, Russia and Ukraine) selling them to Auchan of France (also in this database). Auchan 

already operates 98 stores in these markets. In December, Metro’s 34 Saturn outlets in France 

were sold to HTM Group. Plans to sell Galeria Kaufhof were suspended in January 2012 because 

of market conditions. In January 2013, Metro disclosed plans to end its consumer electronic plans 

in China. 

Procurement Contacts: Heike Fastenrath, International Coordinator (Metro C&C International, 

Dusseldorf) Tel: +49-211-9690 

METRO INC. 

11011 Maurice-Duplessis Blvd., Montreal, Quebec H1C 1V6, CANADA

Tel: (514) 643-1055 

Fax: (514) 643-1074 

www.metro.ca 

Total Fiscal 2011 Sales: $ 11.3 Billion (C$11.4 Billion Cana dian) +0.8% 

Percentage of Gro cery Sales in Exclusive Brands: 20+% 

Principal Business: Metro, traded on the Toronto Stock Exchange (symbol MRU) is the second 

largest food retailer in both the Quebec and Ontario provinces (Canada’s two largest food 

markets). The company oversees 821 stores, including 370 supermarkets (Metro and Metro Plus 

banners), 194 discount stores (79 Super C and 115 Food Basics), and 257 drugstores (179 Brunet/ 

Clinique/Clini Plus franchised stores in Q uebec and 78 company- owned Pharmacy/Drug Basics 

in Ontario). Its McMahon Distributeur pharmaceutique Inc. subsidiary operates the Brunet 

drugstores. Additonally, Metro operates a Food Service Division, suppying dry, fresh and frozen 

foods to restaurants, convenience stores, and small food stores (who use the company’s store 

banners, AMI, GEM, and Extra). 

EB Identities: Selection (brand equivalent), Selection Eco (’green’ household cleaning products), 

Irresistibles (premium quality, different, innovative or exclusive products), Irresistibles Life Smart 

(low-fat/ low-carb/low-sodium foods), Irresistibles Bio (nutritious, organic foods), Super C 

(discount products), Red Grill Angus (meats), Econochoice (staples for smaller stores and cstores), 

Miches & Delices (breads & pastries freshly baked), Equality, Basics for Less, Body 

Basics. 


Profile: A modest sales gain for the year coupled with net earnings off -1.4% to C$ 386.3 million 

reflect the challenging economic environment faced by Metro. The prospects for 2012 are as 

uncertain: continued cautious consumer spending. During the year, eight new stores were added 

and 17 major renovations/expansions undertaken. Also 11 affiliated stores were acquired. In 

October 2011, Metro acquired 55% interest in Marché Adonis (established in 1978), now a fivestore 

specialty retailer, featuring fresh and Mediterranean foods. Adonis, through its own 

distributor, Phoenicia Products, also imports exclusive products under its Phoenicia and Cedar 

brands. Metro hopes to build this chain (a fifth store opened in December 2011), while also 

bringing in its specialty products into the Metro chains. Metro continues to work with dunnhumby, 

an international consulting and marketing firm, analyzing data from Metro’s loyalty card and 

rewards programs in order to transform data into actionable business decisions. One recent 

development: more of its own brand products now being targeted to health-conscious consumers. 

Procurement Contacts: Gilles Caron, VP, Private Labels; Serge Racette, Direct-Manager of Private 

Brands; Robert Comeau, VP Private Label (Metro Richelieu 2000 Inc.); Marie France Gibson, Sr. 

Dir.; Francis Courmoyer, Dir of Design & Packaging; Martin Turcotte, Dir. of Business Dev.; 

Marc Girou, VP Marketing

MIGROS TICARET 

Moonlight Perakendecilik e Ticaret A.S., Turgut Ozal Bulari No: 6, 34758 Atasehir, Istanbul 

TURKEY 

Tel: +90 216-579-3000 

Fax: +90 216-0456-5909 

www.migros.com.tr 

Total 2011 Group Sales : $3.1 billion (TL 5.8 Billion) +11.5% 


Principal Business: This company (Istanbul Stock Exchange: MGROS), formerly known as 

Moonlight Perakendecilik ve Ticaret Anonim Þirketi, was founded in 1954, originally as a 

sourcing point for Swiss Migros Coop (also in this database). In 1971, after Migros stores began to 

open in Turkey, the KOC Group took control of the company. In 2007, BC Partners Ltd., an 

equity firm, acquired 50.8% of Migros Tuk’s and eventually took 97.9% control. Migros Ticaret 

Anonim Þirketi now is a subsidiary of MH Perakendecilik ve Ticaret A.Þ. Turkey. This retailer 

operates 745 stores, 717 of them in Turkey under six formats and 28 Ramstore supermarkets/hypermarkets 

in Kazakhstan (23) and Macedonia (5). In Turkey, the company operates 511 Migro 

supermarkets and hypermarkets (262 M basic stores, 190 MM wider selection, and 59 MMM large 

selection outlets), 177 Tansas neighborhood supermarkets, 16 ‘5M’ hyper discount stores, and 13 

Macrocenter stores (featuring gourmet foods). The company also operates shopping centers and a 

food wholesale business for institutional/foodservice customers. 

EB Identities: M (Man, Kids, Lady, Selection, Life), Value (health and beauty care), Scala (hair 

care), Tansas, Butcem, etc. 

EB skus: N/A 

Profile: In 2010, the Turkish economy grew by 8.9% with low inflation. This encouraged Migros 

Ticaret to expand by 438 domestic stores (mostly under the SOK banner) and 12 foreign stores, 

pushing its total store count in 2010 to 1,932. Its SOK soft discount chain, however, performed 

poorly that year, forcing a change of strategy into more that of a hard discounter with a reduction 

of its sku stock, from 2,000 down to about 900 skus. Failing to turn the business around, Migros in 

September 2011 sold the SOK subsidiary to the TL 10.5 billion Turkish conglomerate, Yýldýz 

Holding for TL 597 million. SOK, which had produced TRL 1.2 billion in 2010 revenues from 

1,230 stores, was written off as discontinued. Interestingly, Yýldýz , through its subsidiary, 

Gözde Private Equity, acquired SOK as a joint purchase with another one of its subsidiaries,

Bizim Wholesale, along with international financial investors. Bizim is considered the largest cash 

& carry FMCG wholesaler in Turkey, with 117 stores nationwide, as of June 30, 2011. Turkey, 

which is still highly fragmented, could benefit from the emergence of these indigenous players in 

Turkey’s retail-wholesale trade. Bizim opened its first store in 2002 and reached 109 stores in 54 

Bizim Toptan Satýþ Maðazalarý A.Þ., selling around 7,000 different products including brands 

plus its own-branded products, such as Besler margarine, oils, biscuits and chocolates; Sealady 

cleaning products; and Dolphýn paper products. (SOK, too, has its own private label range, under 

the SOK brand.) 

Procurement Contacts: Omar Bozer, General Manager; M. Ihsan Usel, Assistant General Manager 

(Marketing); Ali Riza Karaorman, Manager, Outsourcing 

MUSGRAVE GROUP 

Musgrae House, Ballycurreen, Airport Road, Cork, REPUBLIC OF IRELAND 

Tel: +353 21-452-2100 

Fax: +353 21-452-2244 

www.musgrave.ie 

Total 2011 Group Sales: $ 9.2 Billion (€ 6.6 Billion) +1.4%; Total Group Turnover: $6.3 Billion 

(€ 4.5 Billion) +1.6% 


Principal Business: Musgrave, started in 1876, is a family-run wholesaler, commanding an 

estimated 30% market share in the supermarket business in Ireland. It oversees a total of 3,435 

stores of which 1,283 are in Ireland (359 in Northern Ireland); 2,070 in Great Britain, and 82 in 

Spain. In Ireland, there are six banners: SuperValu (232 independently owned stores), Centra (541 

convenience retail stores), Day Today (162), Daybreak (175), MACE (149 stores in Northern 

Ireland), and Superquinn (24 fresh foods/upscale supermarkets around Dublin). In Great Britain, 

there are two banners: Budgens (191 supermarkets) and Londis (1,879 stores). In Spain, there are 

two banners: Dialpax (63 stores) and SupeValu (19 stores). Three banners, Londis, MACE and 

Daybreak operate as symbol group organizers, servicing local independent retailers. Musgrave 

also operates 13 MarketPlace Cash & Carry outlets and Musgrave Foodservice. 

EB Identities: SuperValu, SuperValu Nice Price, SuperValu Supreme, Musgrave Excellence, 

Budgens, Good Value, Budgens Best, Londis, MarketPlace, Butcher’s Select, Simply Meat, Daily 

Basic, Superquinn, SQ Superior Quality (’hand crafted’ meats, desserts, preserves) 

EB skus: 2,000+ (E)

Profile: While economic woes still beset Ireland, Musgrave nevertheless has squeezed through 

2011 with good results, thanks in part to its acquisition in October 2011 of the 24-store chain 

Superquinn for e 229 million. Founded in 1960 by entrepreneur Fergal Quinn, an innovator in the 

grocery business, Superquinn’s sales had weakened in recent years, forcing the chain into 

receivership with a e 275 million debt. (In 2005, the chain was taken over by Select Retail 

Holdings Ltd.) This deal added some 6% to Musgave’s market share of the Irish grocery business, 

pushing it ahead of Tesco (of the UK) as market leader. Musgrave’s 2011 net income slipped by 

1.4% to e 71 million. Growth also was reported in the Londis brand: almost 1100 new retailers 

added to the symbol group; while Daybreak symbol group added 36 more stores. To bolster its 

bottom line--and fill the needs of its money strapped customers, Musgrave, beginning in 2012, 

inaugurated an ambitious own brand strategy. The firm, in January, rolled out a new SuperValu 

Daily Basic product range of everyday living and cooking products, promising savings on average 

of 60% over leading brands. (Shoppers could save e 30 per week with the basics range.) The 

following month, Musgrave embarked on the biggest product launch in its history: a new 

SuperValue Range of more than 1,500 everyday essential products, priced at 33% less than 

equivalent branded products. This range, launched in SuperValu stores throughout Ireland, 

subsequently spread into Budgens and Londis stores in Great Britain. Musagrave reported that 

SuperValu chain had been experiencing a 10% year-on-year sales increase in its own brands. The 

launch of SuperValu as a group-wide own brand strategy was expected, by 2014, to grow to e 1 

billion+ in sales. In September 2012, the company reported its new partnership with Boots UK 

(also in the SOURCEBOOK), where Musgrave would begin supplying Boots stores with the 

Supervalu branded products. 

UPDATE: In Januaray 2013, Musgrave launched Ireland’s first grocery shopping app for Android 

and iPhone users. 


NASH-FINCH COMPANY 

7600 France Ave. South, P.O. Box 355, Minneapolis, MN 55440-0355 USA 

Tel: (952) 832-0534 

Fax: (952) 844-1231 

www.nashfinch.com 

Total 2010 Sales: $4.9 Billion -4.2%; Food Distribution Sales: $2.7 Billion -8.7%; Mili tary 

Div.Sales: $1.6 Billion +1.6% 

Percentage of Sales in Exclusive Brands: 12% (E)

Principal Business: Nash Finch is the second largest publicly traded food wholesalers in the US, 

which through its 14 distribution centers supplies products to 1,800 independent grocery stores in 

28 states, including independent retailers such as IGA and Food Pride stores. Also, it services 181 

military commissaries and 200+ exchanges in 33 states, the District of Columbia, Europe, Puerto 

Rico, Cuba, the Azores, and Egypt. The company also owns and operates 52 retail stores, mostly 

in the upper Midwest, principally with five banners, covering 45 conventional supermarkets, fie 

AVANZA grocery outlets (4 Hispanic food outlets), a Wholesale Food Outlet and a food Bonanza 

outlet. These stores operate under the banners: Sun Mart, Econofoods, AVANZA, Family Thrift 

Center, Pick ‘n Save, Family Fresh Market, Prairie Market, and Wholesale Food outlet. This 

company is a leading wholesale owner in the IGA voluntary supermarket alliance (also in this 

database). 

EB Identities: Our Family, Our Family Pride (premium), Our Family Organics, Value Choice 

(economy range), Nash Brother Trading Company, FAME, Avanza (Hispanic foods), Signature 

Program (Ground Central, Cinnfully Good, Bernini, etc.) plus exclusive brands that are licensed 

or franchised from others—ShurFine, Red & White, Piggly Wiggly, and IGA 

EB skus: 2,600+ 

Profile: In 2006, Nash Finch (NASDAQ: NAFC) launched its Operation Fresh Start initiative, 

which has kept its business growing. In February 2009, Nash Finch completed the acquisition of 

three distribution centers (Florida, Kansas, and Texas) from GSC Enterprises, Sulphur Springs, 

TX, for $ 80 million cash. This business extended its growing commitment in the US military 

market. In December 2009, it acquired a 450,000 square foot distribution center in Columbus, 

GA, whose construction was completed late in September 2010. Also in this fiscal period, Nash 

Fish purchased a 303,000 square foot facility in Bloomington, IN, to support its growing military 

business. The year 2010 marked this company’s 125th anniversary. Net earnings bounced back, up 

by 1,733.7% to $ 50.9 million, after a net loss in 2009 from a non-cash goodwill charge ($ 50.9 

million and an asset impairment of $ 8.2 million. In August 2009, this retailer introduced a new 

brand, Nash Brothers Trading Company--inspired by Simpler Times, which pays tribute to the 

wholesaler’s founders, The Nash Brothers, Fred, Edgar, and Willis, circa 1885. Starting with some 

50 products (steamed vegetables, peanut butter, preserves, waffles, etc.), the line is expected to 

grow to 420 products by 2011. Nash Finch has segmented the range under natural, organic, and 

premium products. 

Procurement Contacts: John Paul, VP of Sales & Marketing; Bill Sabol, Marie Francisca Gallegos, 

Sr. Director Marketing & Merchandising; Product Development Manager of Store Brands; Terry 

Pettinger, Sr. Product Development Manager; Christopher Brown, President & COO/Nash Finch 

Wholesale 

NATIONAL ASSOCIATION OF CHAIN DRUG STORES (NACDS) 

413 North Lee St., P.O. Box 1417- D49, Alexandria, VA 22313-1480 USA 

Tel: (703) 549-3001

Fax: N/A 

www.nacds.org 





EB skus: N/A 

Profile: Founded in 1933, the National Association of Chain Drug Stores represents traditional 

drugstores, supermarkets, and mass merchandisers with pharmacies, together totaling 39,000+ 

pharmacies and representing $830 billion in annual sales. NADCS counts 137 chains as members 

in the US, plus 90+ pharmacy and consumer packaged goods suppliers and service providers in 

addition to 60+ international members from 23 countries. 

Procurement Contacts: Larry J. Merlo, Chairman (CVS Caremark) 

NATIONAL GROCERS ASSOCIATION (N.G.A.) 

1005 North Glebe Road, Suite 250, Arlington, VA 22201 USA 

Tel: (703) 516-0700 

Fax: (703) 516-0115 

www.nationalgrocers.org 



Principal Business: N/A


EB skus: N/A 

Profile: This national trade association represents retail and wholesale grocers that comprise the 

independent sector of the food distribution industry. Its membership covers grocers and as 

associates, manufacturers and service suppliers. Independent companies are privately owned or 

controlled and operate in different retail formats. 

Procurement Contacts: Peter J. Larken, President & CEO 

NATIONAL RETAIL FEDERATION (NRF), THE 

325 7th Street NW (Suite 1100), Washington, DC 20004 USA 

Tel: (202) 783-7971; (800) 673-4692 

Fax: (202) 737-2849 

www.nrf.com 



Principal Business: The National Retail Federation calls itself the largest retail, trade association 

worldwide, representing all types and sizes of retailers and including chain restaurants and 

industry partners in the US plus more than 45 countries. Together they operate more than 3.6 

million US establishments and contribute $2.5 trillion to the annual Gross Domestic Product. 


EB skus: N/A 

Profile: NRF calls itself the world’s largest retail trade association. It represents 1.6 million US 

companies (retailers, chain restaurants and industry partners) plus companies from 45 other 

countries. Its US members represent $ 2.5 trillion in sales (2011) from 3.6 million establishments.

Procurement Contacts: Matthew Shay, President & CEO 

NISA-TODAY’S (HOLDINGS) LIMITED 

Waldo Way, Normanby Enterprise Park, Scunthorpe, DN15 9GE UNITED KINGDOM 

Tel: +44 1724-292029 

Fax: +44 1724-292028 

www.nisa-todays.com 

Total Fiscal 2010 Retail Sales for All Members (Retail Club included): $ 15.7 Billion (£ 10 

Billion+); Retail Sales for Nisa-Today’s Members: $ 9.4 Billion (£ 6 Billion); Group Turnover: 

$2.4 Billion (£ 1.5 Billion+) +10.1% 


Principal Business: Nisa-Today’s is the United Kingdom’s leading member-owned organization 

(870 retail members), serving independent retailers and wholesalers in the food and drink markets: 

some 4,000+ convenience stores and 225 wholesale depots. It is also Europe’s biggest independent 

buying group. Founded in 1977, the symbol group covers the United Kingdom (including 

Northern Ireland), the Channel Islands and the Republic of Ireland. The stores, available in four 

formats (Extra 3,000+ square feet; Local up to 3,000 square feet, Metro, Express) are comprised of 

800+ Nisa stores (operated by the retailers) and 240 Today’s stores (operated by the wholesalers). 

NISA also supports 1,200 retailers in Today’s retail club, comprised of retailers under their own 

fascia. 

EB Identities: Heritage (mid-range chilled & frozen meals), Heritage Select (high quality fine 

foods), Nina-Today’s Value (price-fighting line) 

EB skus: 740+ 

Profile: NISA made its largest ever payment of £ 5 million to group members for this year. A new 

depot was scheduled to open in 2011 in Livingston. At year-end, Nisa booked its first TV 

commercial. 

Procurement Contacts: Gordon Robertshaw, International Trading; John Sharpe, Managing 

Director of Central Distribution

NORDSTROM 

1617 6th Ave., Suite 500, Seattle, WA 98101 USA 

Tel: (206 628-2111 

Fax: N/A 

www.nordstrom.com 

Total Fiscal 2011 Company Sales: $9.3 Billion +12.6 % 


Principal Business: Nordstrom (NYSE: JWN) operates 207 specialty fashion stores in 28 states, 

including 115 Nordstrom full-line stores, 89 Nordstrom Rack discount stores, two Jeffrey 

boutiques, and one Last Chance clearance outlet. The retailer sells apparel, shoes, cosmetics and 

accessories. 

EB Identities: Nordstrom, Nordstrom Rack, Halogen, John W. Norstrom, Cason, Classiques 

Entier, BP 

EB skus: N/A 

Profile: Started as a retail shoe business in 1901, Nordstrom (NYSE: JWN) has become a leading 

fashion specialty retailer of pricey merchandise. Its record performance this fiscal period is 

attributed to affluent customers, who have been less impacted by the slow economy. Its increased 

store count also helped: three new Nordstrom outlets and 17 Nordstrom Rack stores added this 

period. Plans call for pretty much doubling that growth by early 2012. In February 2011, the 

company acquired HautoLook Inc., an online private sale marketplace, which will help enhance its 

online platform and its direct sales to consumers. UPDATE: For Fiscal 2011, ending January 28, 

2012, Nordstrom’s sales shot upward by 12.9% to $ 10.5 billion, bolstered by higher sales in 

handbags, designer clothes, and cosmetics. 


NTUC FAIR PRICE CO-OPERATIVE LTD. 

680 Upper Thomson Road, Singapore 787103, CHINA

Tel: +65 6456-0233 

Fax: +65 6552-2877 

www.fairprice.com.sg 

Total Fiscal 2011 Group Sales: $1.8 Billion (SGD $2.4 Billion) +9.1% 


Principal Business: FairPrice is a cooperative owned by 460,000+ Singaporeans. Founded in 1973 

by the labor movement designed to moderate the cost of living in Singapore, the co-op today is 

Singapore’s supermarket leader, operating 252 outlets, under five formats: 94 FairPrice 

supermarkets, 7 FairPrice Finest outlet, 4 FairPrice Xtra outlets, 23 FairPrice Xpress stores, and 

124 Cheers convenience stores. NTUC FairPrice also owns a Fresh Food Distribution Center and a 

centralized warehouse-distribution firm. 

EB Identities: FairPrice (everyday essentials), FairPrice Gold (premium), Budget or Yellow Dot 

(basic items at affordable prices), FairPrice Pasar (fresh foods), FairPrice Home Proud (household 

goods and general merchandise). 

EB skus: 2,000+ 

Profile: This co-op began in 1973 as NTUC Welcome, then merged with an employees 

cooperative SEC (Singapore Employees Cooperative in 1983 to form its present identity. During 

this year, eight new stores opened, including a new FairPrice Xtra hypermarket. Also introduced: 

the Pasar Indonesian housebrand, covering fresh leafy vegetables from Indonesia plus a new 

exclusive Brunei Halal range of halali certified products from Brunei Darassalam. Last year, this 

retailer reported its online sales grew by 25% while its “That’s My FairPrice Facebook page has 

34,000 fans. Net profits for the retailer were S$87.8 million. Plans call for increasing the house 

brand sku count to 3,000+ items in five years. 

Procurement Contacts: Tng Ah Yiam, Director, Integrated Purchasing 

O’REILLY AUTOMOTIVE, INC. 

233 Paterson Ave., Springfield, MO 65802 USA 

Tel: (417) 829-5878

Fax: N/A 

www.oreillyauto.com 

Total 2010 Company Sales: $4.8 Billion +33.3% 


Principal Business: One of the leading specialty retailers of automotive after market parts, tools, 

supplies, and equipment accessories in the US, this retailer operates 3,570 stores in 38 states. Its 

stock covers: tools, supplies, equipment, accessories plus includes oil, antifreeze, fluids, filters, 

wipes, lighting, engine additives, body paint, etc. O’Reilly’s stores average 7,100 square feet and 

stock 22,000 skus per outlet. O’Reilly’s also operates 23 distribution centers as well as Ozark 

Automotive Distribution, which sells products to independently owned parts stores (”jobber 

stores”). The company is traded on NASDAQ under the symbol ORLY. 

EB Identities: Best Test, Brake Best, Master Pro, Micro-Gard, Murray, Omnispark, O’Reilly’s 

Auto Parts, Power Torque, Super Start, Ultima, etc. 

EB skus: N/A 

Profile: O’Reillys, which started in 1957 as a wholesaler and auto jobber, stepped into the big 

leagues in April 2008 via its $ 1 billion acquisition of CSK, a specialty auto parts retailer, 

operating 1,342 stores in 22 states. The CSK banners included Checkers Auto Parts, Schuck’s, 

Kragen, and Murray’s, all of which have since been converted to O’Reillys banner. Net income for 

the year jumped 36.4% to $ 419.4 million. Its recent financial success is attributed to the 

weakened economy, forcing people to maintain their own vehicles for a longer life. To utilize its 

private label business, the company has launched an Import Direct service. Also, more emphasis 

has been placed on marketing to Hispanic consumer. 


OFFICE DEPOT, INC. 

6600 North Military Trail, Boca Raton, FL 33445 USA 

Tel: (561) 438-4800 

Fax: N/A 

www.officedepot.com

Total 2010 Company Sales: $11.6 Billion -4% 


Principal Business: Founded in 1986, Office Depot operates some 1,147 office supply stores. The 

North American portion covers 1,124 stores in 49 states, DC and Puerto Rico. The company also 

sells to customers in 48 countries via stores, direct mail, the Internet, etc. There are 162 office 

supply stores in France, Hungary, Israel, Japan, South Korea, and Sweden. Additionally some 98 

stores are licensed in South Korea and Taiwan. Office Depot maintains alliances in eight 

additional countries. The company also is one of the world’s largest e-commerce outlets, having 

generated some $4.8 billion in sales online. 

EB Identities: Office Depot, Office Depot Value, Foray, Viking Office Products, Niceday, Ativa, 

Break Escapes, Worklife, Christopher Lowell--covering general office supplies, computer 

supplies, business machines and related supplies and office furniture 

EB skus: N/A 

Profile: Ouch! Recovery is slow, but steady. Office Depot (NYSE: ODP) net losses--continuing 

since 2008--for this year were cut to $ 46.2 million versus a net loss of $ 598.7 million in 2009. 

Store closures continue, some 22 shuttered in North America in 2010; while 17 new stores were 

opened International sales of $ 3.4 billion came from 455 stores. Those in Japan and Israel were 

sold, creating licensees. While many of its products contain recycled content, this retailer lately 

has put more emphasis on environmentally preferable products, including items in its private label 

selection, which has been significantly expanded. In November 2009, retailer introduced more 

than 70 fashionable business products for travel, organization, and work, including both national 

brands and three private labels: i.e. Inspiration in Everything (totes, key fobs, passport holders, 

etc.), ATIA Mobil-IT (pad folios), and FORAY (computer bags, pad folios, and personal 

accessories). Plans call for reenergizing its private brand business in 2011. 

Procurement Contacts: Dennis Cohen, Sr. Director, Private Brands Opns., Office Department 

OFFICEMAX, INC. 

263 Shuman Blvd., Naperville, IL 60563 USA 

Tel: (630) 438-7800 

Fax: (630) 864-4420 

www.officemax.com

Total 2010 Company Sales: $ 7.2 Billion -0.9%; Contract Sales: $ 3.6 Billion -0.6%; Retail Sales: 

$ 3.5 Billion -1.1% 


Principal Business: In November 2004, this company (about a year earlier acquired by Boise 

Cascade Corp.) sold its paper, forest products and timberland assets to affiliates of the company 

(who started Madison Dearborn Partners LLC). Based on its office supply business, called Boise 

Office Solutions, the company continued operating under the OfficeMax banner (NYSE: OMX). 

(Its first store was initially opened in 1988.) Today, its retail segment cover 999 stores in 48 states, 

Puerto Rico, Canada the US Virgin Islands, and Mexico. The majority of stores are in the US. Its 

business-to-business contract business operates through 47 distribution centers and six customer 

service and outbound telesales centers. In Mexico, it owns 51% in a joint venture with 79 stores. 

EB Identities: OfficeMax, TUL pen and writing instruments line; Ascend (high-quality mailing 

supplies); Canterbury (designer line of stationery, cards, etc.), Divoga (trendy, fashionable folders, 

accordion files, etc.), Infuse (high-quality dry erase cork boards and combination boards). Other 

premium brands: Inplacer, Inplacer System by Peter Walsh, Brenton Studio, Eastleigh, and 

Engage 

EB skus: N/A 

Profile: OfficeMax like its competitors suffered a poor year as a result of the weak economy. But 

it has recovered, pushing a $ 4 million loss in 2009 to a net gain of $ 1.7 billion this year. 

Nevertheless, the company continues to open new stores in the US, including three under a new 

small-format concept, called Ink-Paper-Scissors. This store concept is a 1,500 to 2,000 square foot 

outlet with some 2,000 skus (most popular items) versus the typical OfficeMax store of 8,000 

square feet with 10,000 skus, which besides office supplies and paper includes technology 

products and office furniture. OfficeMax also began collaborating with Safeway supermarkets on 

the West Coast; supply them with office supplies for sale at retail. Some 68% of its contract sales 

are in the US and 94% of its retail store sales as well. 

Procurement Contacts: Mike Kitz, VP Officemax Brands; Heather Vierling, Sr. Brand Manager 

ORGANIZACIÓN SORIANA, S.A. de C.V. 

Alejandrode Rodas 3102-A, Colonia Cumbres 8 Sector, Monterrey, N.L. MEXICO C.P. 64610 

Tel: +52 (81) 8329-9014 

Fax: +52 (81) 8329-9000

www.soriana.com.mx 

Total 2010 Sales: $7.5 Billion (Pesos 93.7 Billion) +5.8% 


Principal Business: Formed in 1968 under the Simbolo banner, this retailer in 2000 was renamed 

Soriana and publicly traded (Mexican Stock Exchange under “Soriana”). The company today 

oversees 508 stores in 32 Mexican states, covering 160 cities. Its six store formats are: 227 

Soriana Hiper hypermarkets (averaging 8,500 square feet), 105 Soriana Super supermarkets 

(average 2,500 square meters), 121 Soriana Mercado markets (average 5,000 square meters), 30 

City Club membership stores (averaging 8,000 square feet), 21 Soriana Express (average 1,500 

square meters), 137 Super City convenience stores (including franchised stores). There also are 14 

distribution centers. 

EB Identities: Soriana (food and non-food groceries), Soriana Premium, Nodrim (medicine), 

Valley Foods (healthy foods), Trainer’s Choice (pet food), Hipermart, plus numerous identities in 

family apparel and general merchandise. In City Club stores: Member’s Choice, Menu Solutions, 

Big Solutions, etc. 

EB skus: N/A 

Profile: Soriana, on Dec. 5, 2007, took a giant step, acquiring 205 self-service units from Grupo 

Gigante (also in this database). For 2010, Soriana’s theme has been growth, adding 38 new stores: 

2 Hiper, 8 Mercado, 20 Express, and 8 Super outlets. The Soriana Express chain is new, stocking 

some 8,200 skus. Early reports show Soriana's 2011 sales up by 4.9% to Pesos 98.3 billion; but net 

earnings dipped by 6.7% to Pesos 3.1 billion. 

Procurement Contacts: Liliana Diaz Cantu, Private Label Manager 

PANTRY, INC., THE 

305 Gregson Dr., Cary, NC 27511 USA 

Tel: (919) 774-6700 

Fax: N/A 

www.thepantry.com

Total Fiscal 2010 Sales: $7.3 Billion +14.1%; Merchandise Revenues: $ 1.1 Billion +10% 


Principal Business: The Pantry (NASDAQ-GS: PTRY) is a convenience store/gasoline station 

operator of 1,638 stores in 11 Southeast states, most of which sell gasoline (mostly under major 

brand banners--BP, CITGO, Shell, etc.), with those revenues up 16% to $5.5 billion. The company 

also operates 240 quick-service restaurants within its locations, using different licensed brands: 

Subway, Quizno, Hardee’s, Krystal, Church’s, etc. More than 50% of its store merchandise is 

purchased from wholesaler, McLane (also in this database). Tobacco accounts for 39% of total 

merchandise sales, while packaged beverages are 15.5% and beer & wine 15%. 

EB Identities: The Pantry, Worth, Golden Gallon, The Chill Zone, Bean Street Coffee Company, 

Kangaroo, etc. 

EB skus: 850+ 

Profile: Recovering from last year’s weak economy The Pantry has continued to improve its 

stores: some 90% of them now carrying the flagship Kangaroo Express brand (converted from 

other store banner identities). Also, open-air refrigeration units have been introduced, offering 

pastries, breakfast and lunch items plus healthy fruits and vegetable snacks, sandwiches, and 

salads. Additionally, a “Program Fresh” initiative is underway, offering on-the-go meals and 

snacks. The firm’s 2010 net loss of $ 165.6 million (versus a profit of $ 54.1 million in 2009) 

accompanied the closing of 35 stores. But in December 2010, The Pantry bounced back, acquiring 

47 Presto convenience stores in Kansas and Missouri, thus opening two new states for its business. 

UPDATE: In July 2011, this firm announced plans to sell off 114 of its stores (41 of them in North 

Carolina). 


PERFORMANCE FOOD GROUP CO. 

12500 West Creek Parkway, Richmond, VA 23238 USA 

Tel: (804) 484-7700 

Fax: (804) 484-7701 

www.pfgc.com 

Total 2010 Sales: $9 Billion (E)


Principal Business: When Pocahontas Food Group (established in 1987 as a holding company) 

joined with Pochontas Foods USA, the distributor group, PFG, was formed in 1992 and went 

public the following year. Today, Performance Food Group operates in two business segments: 

Broadline Distribution to some 41,000 foodservice customers (independent restaurants, corporateowned 

and franchised chains, and noncommercial customers); Customized Distribution serves 

family and casual restaurant chains plus exports to 41 foreign countries. 

EB Identities: Pocahontas (lst quality), Mount Sterling (2d quality), Wigwam (3d quality), plus 

specialty brands— AFFLAB, Bay Winds, Brilliance (frying shortening), Colonial Tradition 

(center-of-plate items), Empire’s Treasure (frozen seafood), First Mark, Fresh Advantage 

(produce), Gourmet Table, Guest House (teas), Healthy USA (health-conscious foods), Heritage 

Ovens, PFG Custom Meats, Pochantas, Raffinato (Italian foods), Redi-Cut (produce) Roasters 

Exchange, Silver Source, Sonero (coffee), Village Garden, Village Meat, West Creek. 

EB skus: 6,000+ products 

Profile: In May 2008, the private equity firms acquired PFG, an affiliate of Blackstone Group and 

Wellspring Capital Management in a deal worth $ 1.3 billion. PFG is considered the third largest 

foodservice distributor in the U.S. Late in 2008, PFG agreed to have its independent purchasing 

organization, Progressive Group Alliance, outsource all of its foodservice business and group 

purchasing function to UniPro Foodservice (also in this database). 

Procurement Contacts: Dick Blackwell, Procurement & Category Management; Don Hughes, 

Purchasing 

PETSMART, INC. 

19601 N. 27th Ave., Phoenix, AZ 85027 USA 

Tel: (623) 580-6100; (800) 738-1385 

Fax: N/A 

www.petsmart.com 

Total Fiscal 2012 Sales: $6.1 Billion +7.2%; Merchandise Sales: $5.4 Billion +8%; Service Sales: 

$674.9 Million +9.1% 


Principal Business: PetSmart is the leading specialty retailer of products, services, and solutions 

for the lifetime needs of pets. Started in 1987, the company today operates 1,232 stores, of which 

1,154 are in 49 states, 5 in Puerto Rico, and 73 in Canada. Its merchandise (some 10,000 items) 

includes consumables, hard goods, and pets (fish, birds, reptiles, and small animals). Additionally, 

PetSmart provides pet services (training, grooming, boarding, day care, adoption). It has 192 pet 

boarding accommodations (PetSmart Pets Hotels and PetsHotels) plus 799 full-service veterinary 

services, including hospitals. This retailer offers a broad range of pet products, including food, 

treats, pet supplies and accessories (beds, collars, aquariums, bird cages, etc.), health care, 

grooming beauty aids, apparel, etc. The company is traded on NASDAQ under the symbol PETM. 

EB Identities: Authority (dog and cat premium nutrition food), Grreat Choice (dog food), 

Sophista-Cat (grocery cat food), Exquisicut (cat litter), Toy Shop (pet toys), Simply Nourish 

(natural dog and cat food), Top Paw (toys, beds, etc.), Top Fin (fish food aquariums, accessories)), 

Top Wing (bird cages, toys, accessories), plus two licensed collections, Martha Steward Pets line 

(toys, apparel, bowls, beds, and other accessories), GNC Pets (vitamins and nutritional 

supplements for dogs and cats) 

EB skus: N/A 

Profile: Not very long ago, private label was a rarity at PetSmart. That has all changed in recent 

years; and the goal now is to push its proprietary brand business to 40% of total sales. This 

initiative started in 2010 with a joint venture with GNC (also in this database) introducing GNC 

Pets, a new line of dietary supplements for dogs and cats, followed in June by the debut of Martha 

Stewart Pets, a line of toys, apparel, bowls, beds, etc. In 2012, the retailer added two more 

exclusively licensed brands: Marvel Entertainment (items with a super hero theme) with Marvel 

Comics and The Bret Michaels Pets Rock collection of beds, clothes, collars, toys, etc.), which is 

scheduled for launch in the summer). In May 2012, the Toys “R” Us Pets collection rolled out, 

covering whimsical toys that engage and entertain pets. The line, developed with the help of Dr. 

Sophia Yin, a veterinarian and applied animal behaviorist, is being displayed in a new Toy Chest 

in the dog toy aisle in its stores. This strategy appears to be working: Its net income for the year 

shot upward by 20% + to $290.2 million. The chain, too, is growing at a faster pace: some 45 net 

new stores opened (8 stores closed). 


PICARD SURGELÉS 

37b rue Royale, Fontainebleau, FRANCE 

Tel: +33 1-64-45-14-00 

Fax: +33 1-64-69-80-65

www.picard.fr 

Total Fiscal 2010 Sales: $1.5 Billion (€ 1.1 Billion) 


Principal Business: Picard Surgelés, which was established in 1962, opened its first store in 1974. 

Today, it is a leading specialized retailer in the French frozen food market, operating some 820 

stores in France, which sell a wide range of foods: 40 varieties of vegetables, 30 of fruits and fruit 

salads, 130 seafood, 150 entrees, 200 dishes, 70 pastries, and 200 ice and frozen desserts. Some 

98% of its products are produced in-house. The company also operates about 28 Picard stores in 

Italy and operates a home delivery service. That service is available in Barcelona, Spain, and in 

three cities in Belgium (Brussels, Mons, and Charleroi) as well. 

EB Identities: Picard 

EB skus: 1,000+ (under nine product categories) 

Profile: Ownership of Picard has varied over the years. In 1973, Armand Decelle bought the 

company from the Picard family. By 1994, Carrefour controlled 79% of Picard, operated as its 

frozen food division (managed by Mr. Decelle); but in 2001,Picard was then sold to Candover 

Investments in the UK. In 2004, BC Partners took control of the company. New investors entered 

in October 2010, led by Lion Capital of London, purchasing the chain for € 1.5 billion, including 

debt. The chain of stores has grown rapidly in this Century, up from about 440 outlets in 2000 to 

its present store count well above 800. 

Procurement Contacts: Delphine Courtier 

PICK ‘N PAY 

Pick ‘n Pay Office Park, 101 Rosmead Ave., Kenilworth, Cape Town 7708 SOUTH AFRICA 

Tel: +27 (021) 658-1000 

Fax:+27 (021) 797-0314 

www.pnp.co.za 

Total Fiscal 2011 Group Sales: $7.1 Billion (R 51.9 Billion) +5.9%


Principal Business: The Group divides its business into three divisions: Pick ‘N Pay Retail, Group 

Enterprise, and Franklins Australia. Overall, the company operates a total of 869 stores. Under the 

Pick n Pay banner, there are 20 corporate hypermarkets, 159 supermarkets, 293 franchised Express 

and Daily food stores, 149 liquor stores (66 franchised), 1 stand-alone pharmacy; and under the 

Boxer banner--94 supermarkets and Punch outlets and 15 hardware and liquor stores. The 77 

Franklins stores in Australia are considered discontinued: Metcash of Australia (also in this 

database) acquired them in November 2011). Additionally, Pick ‘n Pay works with 53 associated 

TM supermarkets in Zimbabwe. 

EB Identities: PnP (Pick ‘n Pay), No Name (no frills packaging on basic, lower priced products), 

Pick ‘n Pay Choice (outstanding quality products), Pick ‘n Pay Fresh (meal solutions with topquality 

ingredients, produce, meats, organic foods), Finest (premium quality) 

EB skus: 2,000+ (E) 

Profile: The “toughest year in our history” best describes 2011 for this retailer. Profits plunged by 

33.9% to Rand 784.9 million ($107.3 million). High unemployment, a more expensive Rand, plus 

a labor strike which hit just before the big Christmas selling season. Pick ‘n Pay consolidated its 

three inland regions, but nevertheless managed some expansion: two stores opened in Zambia, 

plus 57 new stores added to the Group--4 corporate and 13 Pick ‘n Pay franchise stores, 343 liquor 

stores (corporate and franchised), 11 clothing stores, and 6 Boxer stores. In July 2010, its 

Frankilins stores in Australia were put up for sale. The retailer did show strong growth in liquor 

and clothing, while its private label business continued growing: up 15% in 2010 and up another 

10% in 2011. By year-end, the company introduced a new private brand, Finest, representing 

premium quality products. 


PIGGLY WIGGLY COMPANY 

7 Corporate Drive, Keene, NH 03431 USA 

Tel: (603) 354-7000 

Fax: (603) 354-4690 

wwwcswg.com 

Total 2011 Systemwide Sales: $4 Billion+ (E) Total Piggly Wiggly Co. Sales: N/A

Percentage of Sales in Exclusive Brands: 4.3% (E) 

Principal Business: Piggly Wiggly is a voluntary group of franchised independent retailers, who 

operate 600+ stores under the Piggly Wiggly banner. These stores are located in 17 states, 

throughout the South, into Sunbelt states, and in the Midwest. The company, formerly owned by 

food wholesaler, Fleming Companies (now bankrupt), is now a subsidiary of C&S Wholesale 

Grocers (also in this database). Piggly Wiggly has moved its headquarters from Lewisville, TX, to 

C&S’s base in Keene, NH. 

EB Identities: Piggly Wiggly 

EB skus: 850+ 

Profile: There’s growth underway for the Piggly Wiggly brand, as independent retailers, operating 

under this store banner, start pushing more with point-of-sale materials, backing up Piggly 

Wiggly’s aggressive national TV campaign, Also, retailers are using more shelf tags to highlight 

their store brand, such as compare-and-save signage. A 2-cent private label redemption program is 

available to nonprofit organizations in participating communities. In 2009, a complete design 

change for its private label packaging was introduced. 

Procurement Contacts: C&S Headquarters (Tel: 603-354-7000) 

PPR 

10 avenue Hoche-75381 Paris Cedex 08, 552 075 020 R.C.S. Paris, FRANCE 

Tel: +33 1-45-64-6100 

Fax: +33 1-45-64-6000 

www.ppr.com 

Total 2011 Group Sales: $16.9 Billion (€ 12.2 Billion) +11.1%; Luxury Division Sales: $6.8 

Billion (€ 4.9 Billion) +22.6%; Sports & Lifestyle Division Sales: $4.4 Billion (€ 3.2 Billion) 

+22.6% 


Principal Business: In May 2005, Pinault-Printemps-Redoute changed its name to PPR. The 

company began in 1963, established by Francois Pinault as a timber and building materials 

business; it wasn’t until the mid-1990s, however, that the company entered the retail business,

culminating in 1999 with a controlling interest taken in the Gucci Group N.V—raised to 99% in 

2004. Today, PPR operates as a multinational holding company directly operating retail shops 

dedicated to its brands, which also are sold within boutiques in a limited selection of department 

stores and specialty stores. In 2011, PPR operated 801 stores, up from 684 in 2010: 192 in 

Western Europe, 142 in North America, 214 in Japan, and 253 in emerging countries. Its most 

powerful luxury brand, Gucci (64% of revenues) is sold exclusively through 376 directly operated 

Gucci stores, which command 74% of that brand’s total revenues of € 3.1 billion (+14.8%). The 

balance of Gucci sales (leather goods, shoes, ready-to-wear apparel, watches, and jewelry) comes 

from the small number of department and specialty stores so assigned by the company. PPR’s next 

biggest luxury brand, Bottega Venet a (mostly leather goods) generated revenues of € 683 million 

(+33.7%) sold primarily in 170 directly operated stores. Its other big luxury, fashion apparel 

brand, Yves Saint Laurent with revenues of € 354 million (+31.6%) is sold in 83 directly operated 

boutiques (56% of sales), and in multi-brand boutiques and department stores worldwide. Six 

other PPR luxury brands, sold in 172 directly operated stores, generated € 738 million in revenues 

(+30.6%). They are: Balenciago (ready to wear apparel), Sergio Rossi (footwear and accessories), 

Boucheron (jewelry and watches), Alexander McQueen (women’s wear and accessories), and 

Shella McCartney (lifestyle ready-to-wear apparel and accessories). In its Sports & Lifestyle 

Division, most of the revenues are generated by the Puma brand in footwear and apparel (€ 3 

billion +11.1%) which is sold like a brand without any dedicated company operate stores. 

Additionally, PPR operates ‘fnac,’ a distributor of cultural, leisure and technological products such 

as books, music, and personal computers in 154 directly operated stores (€ 4.2 billion -2.2%). 

EB Identities: Gucci, Bottega Veneta, Balenciago, Boucheron, Sergio Rossi, Alexander McQueen, 

Stella McCartney, Yves Saint Laurent, etc. 

EB skus: N/A 

Profile: PPR recorded an “excellent year,” its recurring operating income up by 16.9% to € 1.6 

billion, as the company regroups into two major divisions: Luxury Goods and Sports & Lifestyle 

Merchandise. Its 2020 goal: to reach € 24 billion in revenues, 60% in the former and 40% in the 

latter division. In March 2011, PPR Home was established to set new standards and business 

practices and sustainability goals in both those divisions. Late in 2010, the private company 

decided to sell its Conforma operation, the second largest furniture retailer in France (186 stores) 

plus other stores in total some eight other countries. Its outlets sell household goods (#1 in France) 

and domestic appliances (#2 in France)—and feature private label merchandise as well. A $1.6 

billion deal was negotiated with Steinhoff, South Africa’s largest furniture maker, and 

consummated in March 2010. PPR, during 2011, acquired Volcom in July, an action sports brand 

(€ 147 million in revenues) and increased its stake in the Sowind Group (Girard-Perregaux and 

Jean Richard), a high-end watch movement producer. Girard-Perregaux traces its history back to 

1791. The Gucci brand, celebrating its 90th anniversary in 2011, collaborated with two iconic 

Italian brands, Riva and Fiat, in introducing two new exclusive limited edition design lines: 

Aquariva by Gucci and Fiat 500 by Guicci. Also during the year, Gucci obtained ISO 14001 

certification for all of its tanneries (Caravel and Blutonic) for production of leather goods, which 

represent 40% of its total revenues (up from 36% in the previous year). The Gucci brand equity is 

said to be unmatched in any product sector in Italy; its value was ranked by Interbrand, in its 

recent Top 100 Brand Survey, as #39 in the world, valued at $ 8.8 billion (up by 5% from 2010). 

In August 2011, the company launched “Gucci Style,” a pioneering interactive magazine that 

gives “unprecedented access to the world of Gucci.” PPR slowly is becoming less reliant on the 

weak European economy, as its two major divisions now report 76.8% of revenues outside that 

zone (compared with 76.5% in 2010). The Bottega Veneta brand added its first women’s 

fragrance line in June 2011 and, at year-end, launched Bottegaeneta.cn, a website wholly 

dedicated to and for Chinese customers and targeted to the Chinese market. PPR’s Yves Saint

Laurent brand now boasts 700,000 fans on Facebook, while on Twitter, it is regarded as the most 

popular luxury brand with 700,000 followers. 


PRICE CHOPPER SUPERMARKETS/ THE GOLUB CORP. 

501 Duanesburg Rd., Schenectady, NY 12306 USA 

Tel: (518) 355-5000; (800) 666-7667 

Fax: (518) 379-3390 

www.pricechopper.com 

Total 2010 Systemwide Sales: $3.6 Billion (E) 


Principal Business: This family owned supermarket chain operates some 128 stores in six states 

New York, Pennsylvania, Connecticut, (Massachusetts, New Hampshire, and Vermont). Started in 

1932 as Central Market, the store banner identity changed to Price Chopper in 1973 and two years 

later the Price Chopper private brand was launched. The company, still operated by the Golub 

family (based in Rotterdam, NY) but 55% owned by its associates, also operates Mini Chopper 

service stations and convenience stores. 

EB Identities: Price Chopper (flagship brand), Price Chopper Natural (natural and organic foods), 

Central Market Classics (premium foods), Clear Value (entry price point), Wild Oats (licensed), 

and a range of brands from Topco (also this database), such as TopCare, World Classics Trading 

Co., Always Save (economy), etc. 

EB skus: 4,000+ 

Profile: The Golub family for decades has been a pioneering force in the US grocery trade and its 

influence carries over to the Price Chopper supermarket chain, where innovations come every 

year. Recent examples in private label include co-branding two Price Chopper cereals with Paul 

Newman’s picture, child-friendly cereals with educational messages (Koo-Kies & Peanut Butter 

Cocoa Spheres), licensed Wild Oats private label products (now owned by Whole Foods), etc. 

Price Chopper also is now building a 67,000 square food “Green” supermarket, with LEED 

certification. Additionally, the chain is designing new small-format, urban-concept food and 

grocery stores targeted to urban neighborhoods. Instead of its 24,000 to 60,000+ plus outlets, the

new format will be about 15,000 square feet. The retailer celebrated its 75th anniversary in 2010. 

In March 2010, Price Chopper purchased six Tops markets, pushing its total store count to 125. 

Procurement Contacts: Mike DeJulio, Director Corporate Brands 

PRICESMART, INC. 

9740 Scranton Rd., San Diego, CA 92121 USA 

Tel: (858) 404-8800 

Fax: N/A 

www.pricesmart.com 



Principal Business: Started in 1996 in Panama, PriceSmart has developed a chain of US-style 

membership warehouse club stores in Central America, the Caribbean, and Colombia. Operating 

29 club stores in 12 countries plus the US Virgin Islands, this public company (NASDAQ: PSMT) 

caters to small businesses and consumers, selling food (52% of net sales), sundries (26%), hard 

goods (14%), etc. Its stores range from 50,000 to 75,000 square feet, stocking about 2,200 skus. Its 

primary distribution facility is in Miami. 

EB Identities: Members Selection, Select Club 

EB skus: N/A 

Profile: PriceSmart opened its 29th and first outlet in Colombia in August 2011. Another outlet 

opened earlier during this period in the Dominican Republic (November 2010). More emphasis is 

now placed on fresh food departments: meat, fish, produce, and bakery. Its membership grew by 

15.6% to 832,500 members in fiscal 2011. Net income leaped upward by 25.2% to $ 61.8 million, 

capping off a successful year. 


PRIVATE LABEL MANUFACTURERS ASSOCIATION (PLMA) 

630 Third Ave. New York, NY 10017, USA 

Tel: (212) 972-3131 

Fax: (212) 983-1382 

www.plma.com 





EB skus: N/A 

Profile: PLMA is the only international trade organization devoted entirely to promoting store 

brands. Founded in 1979, its membership now totals 3,472 companies (including 2,220 

international), composed of manufacturers, retailers, wholesalers, brokers and suppliers to the 

private label industry. The organization stages three major trade shows each year in Amsterdam, 

Chicago, and Hong Kong. Educational programs also are conducted in collaboration with different 

academic institutions. 

Procurement Contacts: Tom Chaffee (Strum Foods) Chairman; Greg Baskin (Hormel Foods) 1st 

Vice Chairman; Howard Kirschenbaum (Webster Industries) 2nd vice chairman; Brian Sharoff, 

President. PLMA International Council, World Trade Center, Strawinskylaan 671, 1077 XX, 

Amsterdam, The Netherlands (tel: +31 20-5753032. www.plma.nl) 

PUBLIX SUPERMARKETS, INC. 

3300 Airport Rd., Lakeland, FL 33811 USA 

Tel: (863) 688-1188 or (863) 688-7407 

Fax: (863) 284-5532

www.publix.com 



Principal Business: Publix, founded in 1930, today is the largest employee-owned US supermarket 

chain, operating 1,046 supermarkets (ranging between 28,000 to 61,000 square feet) in five states: 

mostly in Florida, as well as Georgia, South Carolina, Alabama, and Tennessee. The company has 

eight distribution centers and operates manufacturing facilities in five locations, producing diary, 

bakery, fresh foods, and deli items. Additionally, Publix operates 10 Pix convenience stores and 

73 liquor stores in Florida. Publix’s majority ownership in 41 Crispers restaurants in Florida sold 

in 2011. 

EB Identities: Publix, Publix Premium, Breakfast Club, Dairy Fresh, GreenWise (100% natural 

products), GreenWise Market, Sabor (Hispanic foods) 

EB skus: 1,500+ 

Profile: Besides the extra week in 2011, more new stores--29 opened---helped Publix edge ahead 

this year. Against this, Publix closed 17 stores. Net earnings registered another healthy advance, 

up by 11.5% to $ 1.5 billion for the year. The chain has two new specialty brands, Sabor Hispanic 

foods and GreenWise natural foods, the latter developed from its GreenWise department concept 

in most of its stores. These products, carrying the USDA organic seal, cover such categories as: 

canned vegetables, dairy, juice, and paper goods. This retailer also has opened at least two Publix 

Sabor stores, featuring products from the Caribbean, Central and South America, all targeted to 

Hispanic consumers. 

Procurement Contacts: Dave Bornmann, VP of Purchasing; David Bridges, VP of Fresh Product; 

Steve Kintz, Manager, Store Brand Business Development; James Lebinsky, Vice-President of 

Purchasing; Mark Irby, VP Marketing; Connie DuBois, private label specialist 

QUALITY ASSURANCE ASSOCIATION (QAA) 

N/A 

Tel: N/A 

Fax: N/A

www.qualityassuranceassociation.org 





EB skus: N/A 

Profile: QAA, founded in 1988 as a nonprofit organization, provides a networking form for 

information and training related to private label product quality. Its membership covers some 80plus 

active companies, representing wholesalers, retailers, foodservice distributors, manufacturers, 

testing laboratories, brokers, suppliers, government, and others. 

Procurement Contacts: Mark R. Pearson, President (Tel: 952- 469-7433; 

mark.pearson@conagrafoods.com) 

QUIKTRIP CORP. 

4705 South 129th East Ave., Tulsa, OK 74134 USA 

Tel: (918) 615-7900 

Fax: (918) 615-7377 

www.quiktrip.com 

Total Fiscal 2011 Sales: $9 Billion+ 


Principal Business: Started in 1958, this privately held, combination convenience store-gasoline 

station chain operates 590 stores in 10 states. The stores provide sandwiches, hot dogs, taquitos, 

drinks, etc. It also provides QT 15-plus travel center services for truckers) (scales, food, fuel, 

showers, etc.). Its self-service stores average about 4,300 square feet.

EB Identities: QuickTrip, QT (foods), QT Kitchens (fresh sandwiches, salads, wraps), Hotzi 

(breakfast sandwiches), Rooster Booster and Donkey Kick (energy drinks), Freezoni (frozen 

beverages), Hydr8 (sports drinks), Quik’n Tasty. 

EB skus: N/A 

Profile: Quick Trip continues to test its larger Generation 3 prototype units of about 5,700 square 

feet. They include a bakery and more freshly prepared foods. This company also experiments with 

different products: horchata flavored frozen drinks, pineapple-papaya iced tea, etc. Some 21 new 

stores were opened in fiscal 2011 and that number may well double in fiscal 2012. The company 

has expanded into South Carolina (northern part) and into North Carolina. 


RALEY'S SUPERMARKETS 

45551 Mack Rd., Sacramento, CA 95823 USA 

Tel: (916) 421-4523 

Fax: N/A 

www.raleys.com 



Principal Business: Tom Raley founded this chain of 132 supermarkets in northern California and 

Nevada and the family business today continues under the ownership of Joyce Raley Teel. The 

company divided into four chains: Raley’s, Nob Hill Foods, Bel Air stores, and Food Source 

outlets. Raley’s also is a partner in Superstores Industries, a grocery distributor located in 

Lathrop, CA (also listed in this database). 

EB Identities: Raley’s, Sunny Select, Nob Hill Trading company (premium line), Bayview Farms 

EB skus: N/A

Profile: Raley’s, in 2012, faces tough competition--not on the product sales side, but on the labor 

front, as it fights against a possible strike by its workers who belong to the UFCW (United Food 

and Commercial Workers) union. Competition is stiff, especially against non-unionized Walmart 

in that market. Recent reports indicate Raley’s plans to close two of its stores as a result of weak 

sales. 

Procurement Contacts: Barry Bounds, VP of Neighborhood Merchandising & Private Brands 

REINHART FOODSERVICE 

1500 Saint James St., La Crosse, WI 56602-2859 USA 

Tel: (608) 782-2660 

Fax: (608) 782-2167 

www.reinhartfoodservice.com 

Total 2010 Sales: $4+ billion (E) 


Principal Business: Started in 1972, Reinhart has grown on its own through acquisitions up until 

2005 when it was acquired by Reyes Holding Co., a $13 billion privately owned company, owner 

of Martin Brower company (a McDonald’s distributor) and Reyes Beverages. This wholesale 

grocery distributor operates 27 distribution centers and two meat-processing plants. The 

distributor supplies some 53,500 skus to some 40,000+ customers, including chain and 

independent restaurants, sporting venues, schools, hospitals, etc. 

EB Identities: Reinhard (meat, seafood, produce, dairy, bakery items), Eagle Ridge (fine meats 

and provisions) 

EB skus: N/A 

Profile: Reinhart Foodservice continues its acquisition strategy, recently acquiring Valley Food 

Service in Virginia in August 2010 and, in January 2011, CONCO in Louisiana, the nation’s 12th 

largest foodservice distributor. 


REWEHANDELS GRUPPE 

Domstrasse 20, 50668 Köln, GERMANY 

Tel: +49 221-149-1050 

Fax: +49 211-138-898 

www.rewe-group.com/en 

Total 2010 Turnover (excluding VAT): $70.5 Billion (€ 53 Billion) +3.9%; Trading Sales in 

Germany: $58.5 Billion (€ 36.5 Billion) +4.2% 


Principal Business: Rewe, established in 1927, is a cooperative group out of which 1,200 

independent retailers form its base. The group represents the second largest food seller in 

Germany and the third largest food trading company in Europe. Rewe oversees a total of 15,571 

stores, including supermarkets, discount stores, self-service stores, specialist stores, and DIY 

stores, across 16 European countries—Germany hosting 10,899 outlets, the remaining 9,328 stores 

in mostly Central and Eastern European countries: Italy, Austria, Hungary, the Czech Republic, 

Romania, Bulgaria, and Russia. Excluding independent retailer sales (6,132 stores of which 5,592 

are in Germany) or at-equity investments, Rewe reported 2010 revenues of € 38.9 billion +3.2%. 

Those sales divide into five business segments: 1,827 national full-range stores (€ 14.5 billion 

+6.5%), 3,668 discount stores (€ 10.3 billion +0.3%), 3,067 international full range stores (€ 9.1 

billion +1.2%), 400+ national specialist stores (€ 2.5 billion +5.6%), and 50% stake (with partner 

Atlas Reiseburo GmbH) in travel and tourism business (€ 4.3 billion +0.2%). Its supermarkets and 

hypermarkets operate under the store banners, REWE, REWE CENTER, REWE CITY, toom and 

BILLA. The discounter PENNY appears in six countries: Germany, Italy, Hungary, the Czech 

Republic, Romania, and Bulgaria. Under specialty stores, Rewe operates: toom Baumarkt DIY 

stores (toom Baumarkt and B1 Discount Baumarkt) and the consumer electronics stores of 

ProMarkt. Other store banners also are part of the Group: Merkur, ADEG, Bien, all in Austria; IKI 

supermarkets in Latvia and Lithuania; BIPA (drugstores), TEMMA (organic foods), etc. There are 

some 15-store banners in the Rewe Group. Additionally, the Group operates two production firms 

in Frankfurt: Glocken Bäckerei bakery (producing self-service baked goods, including private 

label products for Rewe and Penny stores), and Wilhelm Brandenburg butcher shop (meats, 

sausage, cheese and salad specialties for Rewe, Penny and toom outlets). Rewe’s business-tobusiness 

operation, oHG Fegro/Selgros Gesellschaft für Großhandel mbH & company include its 

cash-and-carry and foodservice subsidiaries. 

EB Identities: Rewe, Rewe Bio (organic foods), Rewe Feine Welt (Fine World--fresh & ambient 

foods), Feine Kust (exquisite specialty foods); toom Tex (textiles, electronics); Ja! (entry level 

products); Genius (enironmentally friendly paints and lacquers), and Penny Market brands— 

Naturgut (organic foods), Granola (cereals), Paradiso (fruit juices), Louis d’Or (milk products), 

Yes! Na B!O, turally (Si!, Ja!, etc.), JaNaturlich (organic), Quality Line, Clever, Billa, Chef Menu, 

Honneurs (Rewe- Groserbraucher- Service premium brand), etc.

EB skus: 3,000+ (E) 

Profile: Remaining conservative, Rewe’s sales growth continuing upward across its five business 

sectors. Rewe continues to consolidate its operations, such as taking over the remaining 25% 

ownership of BILLA Russia, which in 2010 reported its turnover up 34.3% to € 381 million. 

Rewe also swallowed the remaining 25% interest in the ADEG chain. The Group continues to 

brand more stores under the REWE store identity or under the Billa banner (from Standa) in Italy. 

BILLA now appears in eight countries: Bulgaria, Italy, Croatia, Romania, Russia, Slovakia, the 

Czech Republic, and the Ukraine. Rewe also has been consolidating its store brands under fewer 

identities, while introducing new product ranges. In April 2010, a new sustainability label, 

ProPlanet, was rolled out into Rewe stores and as well into Billa, Merkur, and ADEG stores and 

across most of its European markets. Rewe also announced plans to introduce a new nonfoods 

umbrella private brand, Vivess, starting late in 2011. Some 20% of Rewe store sales are under its 

own brands, including the strongest performer, ja!, a low-price, entry level range. In December 

2009, Rewe acquired the assets of myby GmbH & Co of Dusseldorf, an e-commerce trading 

platform, the deal finalized in February 2010. Rewe in March 2010 acquired 65 supermarkets and 

consumer markets from Kaiser’s Tengelmann GmbH in Germany. Rewe plans to open 350 new 

stores in 2011. In an effort to focus primarily on its two core businesses, retail trade and tourism, 

Rewe in January 2011 turned its 50% stake in the B2B joint venture called transGourmet Holding 

SE over to its partner, Coop Schweiz (also in this database). This venture, started in January 2005, 

evolved beyond wholesale catering supplies and wholesale supplies into the second largest 

wholesale pickup and delivery service in Europe, including the FEGRO/SELGROS operations of 

78 cash & carry stores in Germany, Poland, Romania and Russia. Its turnover in 2010 jumped by 

6.7% to € 6.2 billion. Rewe continues to participate in the Coopernic purchasing alliance with 

Coop of Switzerland, Conad of Italy, and E. Leclerc of France. Coopernic now represents a 

collective turnover of € 110 billion (10% of Europe’s market), via the partners store network of 

20,000+ outlets total in 23 European countries. 

Procurement Contacts: Katja Gliem, Marketing Director 

RITE AID CORPORATION 

30 Hunter Lane, Camp Hill, PA 17011-2404 USA 

Tel: (717) 761-2633 

Fax: (717) 975-2591 

www.riteaid.com/ 


Percentage of Total Sales in Exclusive Brands: 5.4%

Principal Business: Rite Aid, which started in 1962 as Thrif D Discount Center and was renamed 

Rite Aid in 1968, today is the third largest retail drugstore chain in the US in terms of its 4,667store 

count and $26.1 billion in sales. Operating in 31 states and the District of Columbia, the 

company’s stores average 12,600 square feet, out of which 68.1% of sales are generated by 

prescription drugs, and 31 % by front-end merchandise (OTC, health and beauty, personal care, 

cosmetics, household items, beverages, convenience foods, greeting cards, seasonal items, etc.). 

The company also owns a Thrifty ice cream plant in El Monte, CA. As a result of The Jean Coutu 

Group (also in this database) selling its US drug store business to Rite Aid in June 2007, this 

Canadian retail chain now holds 25.2% voting power in Rite Aid. Rite Aid also has some 2,138 

GNC stores within a Rite Aid store. They sell a co-branded PharmAssured line of vitamins and 

mineral supplements sourced by General Nutrition Centers. GNC also supplies Rite Aid brand 

vitamins and mineral supplements. By 2014, another 444 GNC sections are scheduled to be added 

to Rite Aid stores, according to the company. 

EB Identities: Rite Aid, Spring Garden Natural Spa Collection (premium bath and body products), 

Pure Spring (upscale bath and body with therapeutic effects), Elsewhere (traditional bath 

products), Soaked in Tickles (children’s bath line), Big Fizz (soft drinks), Kids Stuff (toys) 

PharmAssured (co-branded vitamin and mineral supplement products with GNC), GNC (branded 

vitamins and mineral supplements),mod spa (luxury bath & creams), Vextra (home electronics); 

Spa Swami, (a tween bath and body line); also added to its Soaked range, Soakled in Cuddles and 

Soaked in Giggles; and expanded into hair care with such brands as Salon Plus, Style Masters, 411 

Info, Umberto Giannini Garden Rite, Crystal Lake, Thrifty (ice cream). 

EB skus: 3,300+ 

Profile: Slowly, Rite Aid (NYSE: RAD) tries to turn around its operation, following its 2007 

takeover of the Eckerd and Brooks drugstore chains from Jean Coutu Group in Canada. Rite Aid’s 

fiscal 2012 net loss of $368.6 million isn’t as bad as the previous two years of losses (each above 

$500 million), but its consecutive quarterly losses over the past 20 periods (up to mid- 2012) 

continue. In April 2010, Rite Aid rolled out a wellness+ loyalty program, which up to the present 

has attracted 52 million members. The company also provides a Bronze tier for those members, 

who once they reach 250 points, get 10% off any Rite Aid brand products plus a one-time 10% 

shopping pass. Also, in mid-2010, the company introduced a price fighter brand, Simplify. The 

chain’s new private brand architecture was in place in fiscal 2011, consolidating its private brands 

under three tiers. So far 2,900 items have been converted to this strategy; while that number 

should exceed 3,000 by the end of fiscal 2013, especially as new products particularly under the 

Simplify range debut. The company reported its private brand sales now represent 17% of total 

front-end sales-- by the fourth quarter rising to 18.3% (versus 16.5% in the comparable quarter a 

year earlier). Rite Aid in March 2011 began testing six new wellness stores, featuring a new decor 

and expanded clinical and pharmacy services. Since then, the Wellness store format has been 

introduced into 280 of its outlets; by the end of fiscal 2013, that number should increase to 500 

stores. Additionally, in September 2010, Rite Aid announced a licensing agreement with 

SUPERVALU’s Save-A-Lot (also in this database) discount, limited assortment grocery chain, 

where Rite Aid would co-brand its stores with the Save-A-Lot format, to be tested in 10 stores in 

South Carolina. These outlets feature a full grocery store presentation and a traditional drugstore 

format including a pharmacy. Rite Aid also is testing a value store format. Both these pilot format 

programs feature a strong front-end product presentation, including a wall of value, and a larger 

dollar section. UPDATE: Rite Aid keeps trying to improve its bottom line; but its sales target 

for fiscal 2013 has lately been lowered to $25.1 billion. In early December 2012, the company 

introduced a new line of 33 light exercise equipment, under the FOREVER FIT brand-endorsed by

fitness expert Denise Austin. The equipment falls into four categories: Fitness and Support, 

Toning and Strength, Heart Healthy, and Balance and Flexibility. 

Procurement Contacts: Bill Bergin, VP Health Care & Private Label; Greg Axtman, PL Category 

Manager, Rite Aid Brands; Kathy Horton, Sr. Director Rite Aid Brand 

RONA INC. 

20 chemin du Tremblau Boucherille, Quebec J4B 8H7 CANADA 

Tel: (514) 599-5100 

Fax: (514) 599-5110 

www.rona.ca 

Tota 2010 Chainwide Sales: $5.9 Billion (C$ 6.1 Billion); Total Com pany Sales: $4.7 Billion (C$ 

4.8 Billion) +2.1% 


Principal Business: RONA (established in 1939) today is Canada’s largest distributor and retailer 

of hardware, renovation, and gardening products. The company serves 1,343 stores nationwide 

from 17 distribution centers. There are 911 banner stores, of which 246 are corporate-owned (168 

proximity outlets and 78 big box stores), 387 are non-banner distribution customers, and 45 are 

commercial and professional hardware and lumber yard specialty branches and boutiques. The big 

box format appears under three banners: RONA Home & Garden, RONA L’entrepôt, and Rona- 

Dépôt. The five proximity banners cover: RONA, TOTEM, Reno Depot, Dick’s Lumber, 

Matériau Coupal, and Studio by RONA. Dealer-owned banners are: RONA, TruServ Canada, and 

Botanix. The commercial & professional specialty outlets operate under: Noble, Don Park, 

Boutiques Eaudace, MPH Supply, and Better Bathrooms. 

EB Identities: RONA, Uberhaus controlled brand, and Haussmann tools and garden power tools, 

all better quality; Facto controlled brand and Pro-Pulse tools and garden power tools, both good 

quality; and five best quality brands--X-Pert, Rona Collection, Uberhaus Design, Uberhaus Pro, 

and Haussmann power tools; plus Rona Eco (453 eco-responsible products) 

EB skus: 4,000+ 

Profile: Despite the tough economy, RONA preformed well, its net earnings up by 3.5% to C$ 

143.2 million. During the year, the company made these three acquisitions: TruServ Canada, a 

$100 million+ distributor in Winnipeg; Don Park, Ontario, a $90 million+ distributor and

manufacturer of heating and ventilation, and air-conditioning products; and Piercey, a $50 

million+ chain of hardware and lumber years in Halifax. RONA continues to build its platform in 

hardware- and construction-related commercial and professional markets, especially in plumbing 

and HAVC. TruServ Canada, distributing to 250 TruServ dealers plus 400 independents, opened 

markets in Western Canada and Ontario, plus added new product categories: automotive, sporting 

goods, housewares, small appliances, pet foods and supplies, and agricultural supplies. RONA 

reached its 24% penetration of sales in private label and controlled brands this year. This has 

included the recent introduction of such new brands as: Haussmann, Haussmann X-Pert and Pro 

Plus, Facto, Uberhaus, Uberhaus Design, and Uberhaus Pro. 

Procurement Contacts: Paul Jovian, Sr. VP, Supply Chain; Dave Carr, Executive VP, Retail 

ROSS STORES, INC. 

4440 Rosewood Drive, Pleasanton, CA 94588 USA 

Tel: (925) 965-4400 

Fax: N/A 

www.rossstores.com 



Principal Business: Founded in 1982, Ross Dress For Less stores (Nasdaq: ROST) has emerged as 

a major off-price apparel and home fashion retailer, operating 1,125 stores, 26% of them in 

California. Ross Dress For Less stores number 1,037, located in 29 states and the District of 

Columbia (plus one in Guam). These outlets are stocked with name brand and designer apparel, 

accessories, footwear, and home furnishings. The company also operates 88 dd’s DISCOUNTS 

outlets, located in seven states, which offer the same product mix, but moderately priced and 

discounted from 20 up to 70%. The retailer targets ladies goods at 29% of sales, home accessories 

and bed & bath items at 25%, accessories/lingerie/fine jewelry/fragrances at 13%, shoes at 12%, 

children’s goods at 8%, plus other items: small furniture, furniture accents, education toys and 

games, luggage, gourmet foods and cookware, watches, sporting goods, etc. Its Ross stores 

average about 29,900 square feet, while the dd's DISCOUNTS average about 23,900 square feet. 


EB skus: N/A

Profile: Ross does not stock private label merchandise; nevertheless its off-price goods, discounted 

from 20 to 60% lower than department and specialty stores, have attracted value-conscious 

consumers in these troubling economic times, resulting in “robust sales and earnings” growth. In 

this period, the company opened 59 new Ross stores and closed 10 outlets; while its dd’s 

DISCOUNTS chain added 21 new stores. Also, a new market opened in the Midwest, as a dozen 

stores debuted in Chicago. Net earnings for the year soared by 18% to $ 657.2 million. 


ROUNDY’S SUPERMARKETS, INC. 

875 East Wisconsin Ave., Ste. 100, Milwaukee, WI 53202 USA 

Tel: (414) 231-5000 

Fax: N/A 

www.roundys.com 

Total Fiscal 2011 Sales: $3.9 Billion 


Principal Business: Roundy’s, founded in 1872, is the Midwest’s leading food retailer and 

wholesaler, now owned by Willis Stein & Partners, a Chicago private equity investment firm. 

Roundy’s wholesale business, operating through 3 distribution centers, supplies 800+ retail 

grocery stores in 14 states. The company also owns 159 stores, operating under the Pick ‘n Save, 

Copps Food Center, and Rainbow Foods banners in Wisconsin and Minnesota. Also, Roundy’s 

operates smaller gourmet food stores, called Metro Market, which feature an in-store cafe, as well 

as 97 pharmacies. 

EB Identities: Roundy’s, Roundy’s Select (premium foods), Old Time (secondary label), IGA 

(licensed) 


Profile: Up until June 2002, Roundy’s operated as a wholesaler co-op, owned by some 50 plus 

member retailers. Then the company was taken over by Willis Stein & Partners. Roundy’s 

continues to operate as a food wholesaler, having added “Supermarkets” to its identity in June 

2005, as part of a repositioning strategy, from wholesaler to retailer. Roundy’s also has opened a 

new 100,000-square-foot food manufacturing facility in Kenosha, WI, to serve as a food processor 

and commissary for its own stores, providing perishables, such as sausage, cheeses, deli items,

akery products, as well as bottled water. Its retail business comprises three banners: Pick ‘n Save 

in Wisconsin and Illinois, Copps in Wisconsin, and Rainbow in Minnesota. In 2010, plans called 

for opening a new concept, Mariano’s Fresh Market in Arlington Heights, IL. The name pays 

tribute to Roundy’s CEO Bob Mariano and his Italian culinary heritage. UPDATE: Roundy’s has 

been done in by competition. Its owner, the private equity firm Willis Stein & Partners in 2011 has 

put the chain up for sale, asking price about $1.2 billion. In February 2012, Roundy’s made an 

initial public offer of 19 million shares of its stock ($8.50 per share), looking to gain $111.15 

million from the offering and to list itself on the NYSE under the RNDY symbol, starting on Feb. 

8. 

Procurement Contacts: Mark Mrowiec, VP Grocery Merchandise Procurement; Daymon 

International (also listed in this database). 

SAFEWAY INC. 

5918 Stoneridge Mall Road, Pleasanton, CA 94588 USA 

Tel: (925) 467-3000 

Fax: (925) 944-4278 

www.safeway.com 

Total Fiscal 2011 Sales: $41.1Billion +0.5% 


Principal Business: As one of the largest food and drugstore retailer in North America, Safeway 

(NYSE: SWY) operates a total of 1,694 stores, of which 1,470 are in 21 states & the DC, and 224 

stores in five western Canadian provinces, all supplied by its 17 distribution centers (four of them 

in Canada). Its store banners, which average about 46,700 square feet, include: Safeway, Pak ‘n 

Save Foods, Vons, Pavilions, 80 Dominick’s outlets, Carrs (Canada), 112 Randalls/Tom Thumb 

outlets, and 177 Genuardis’s Family Markets. In terms of dollar sales, 17% of Safeway’s private 

label merchandise is manufactured in company-owned plants: 32 manufacturing and processing 

facilities, which include 12 in Canada. (See Lucerne Foods in the Manufacturers’ Section of this 

database). Its Canadian subsidiary, Canada Safeway Limited, operates a wholesale business, 

distributing both national brands and private labels to independent grocery stores and institutional 

customers. Additionally, Safeway holds a 49% interest in Casa Ley, S.A. de C.V., an operator of 

168 food and general merchandise stores in western Mexico. The company also operates 

GroceryWorks Holdings, Inc., an Internet grocer launched in 2002 (safeway.com, vons.com, 

genuardis.com). Its Blackhawk subsidiary provides third party gift cards, prepaid cards, telecom 

cards, and sports and entertainment cards to other retailers in the US, United Kingdom, France, 

Mexico, and Australia. Some 77% of Safeway have in-store pharmacies ($4 billion in sales), 

making it one of the top 10 “drugstore” retailers in the US.

EB Identities: Safeway markets 14 top brands in four key areas. Its brands identified as “core” 

include Safeway (4,000+ items) and Value RED (100+ economy items); its “expertise” brands 

cover Lucerne (quality dairy products 400+ items in 19 categories), The Snack Artist (snack 

items), refreshe beverages (40 different varieties from carbonated soft drinks to vitamin-enhanced 

water), and Primo Taglio (premium meats and cheeses 100+ items); its “aspirational” brands are 

Safeway Select (premium foods 500+ items in 60 categories), Rancher’s Reserve Tender Beef, 

and Signature Cafe (deli/foodservice items like sandwiches, soups, side dishes, precooked hot 

meats, and meals); and under its “wellness” brands, Eating Right (low-fat/low-carb foods 230+ 

items), Bright Green home care products (30+ items), O Organic (1,300+ certified organic foods 

and beverages), O Organic for Toddler/ Baby/Kids, and Open Nature (100% natural foods 100+ 

items). Its other brands include waterfront BISTRO (seafood entrees and complementary items 

100+ items), mom to mom (baby-care products), and In-Kind natural hair and body care items, 

etc. Safeway also sells first-tier store banner brands, besides Safeway, such as, Vons, Pavilions, 

Dominick’s, Remarkable ( Randalls/Tom Thumb stores), and Genuardi’s. Its other store brands 

cover dairy lines, Lucerne (at Safeway stores) and Jerseymaid (at Vons stores) and bakery items 

under the Mrs. Wright’s brand (at Safeway stores), and Great Meal Combos (deli-prepared entrees 

and side dishes). 

EB skus: 6,800+ 

Profile: After a pretty bleak 2009, when sales dipped by 7.4%, blamed on the extra week in 2008, 

a $ 407 million loss in the Canadian exchange rate, etc., resulting in a $ 1.1 billion loss for the 

year, Safeway produced better result in 2010. Its net income showed $589.8 million, while its fuel 

sales alone jumped 18.6% to $ 3.2 billion for the year. Safeway also has continued to rollout new 

private brands. Tracing back to 2005, the portfolio has grown: first with O Organic foods and 

beverages, in 2007, then Eating Right low-fat/low-carb foods in 20 categories, then ‘mom to 

mom’ baby care products in May 2008 and Bright Green home care in October 2008, followed by 

waterfront BISTRO restaurant quality seafood in January 2009. In 2010, the private brand rollout 

did not let up: in July, ‘refreshe’ soft drinks and water (replacing some 40 different brands); in 

September, the In-Kind natural hair and body products (30+ products); and in November, The 

Snack Artist line of snacks and chips in resealable packages. Rollouts continue in 2011 with the 

introduction of Open Nature, a line of more than 100, 100% natural foods, starting with fresh 

packaged meats and poultry and more recently extended into breads, yogurt, ice cream, salad 

dressings, etc.; While the retailer has switched its core economy identity, Value RED, over to the 

new brand, Pantry Essentials, covering different product categories: dairy, meat, canned 

vegetables, paper goods, etc. Safeway also continues its marketing consortium, called Better 

Living Brands Alliance, charged with marketing O Organics and Eating Right branded products 

beyond the Safeway chains into other retail outlets, foodservice accounts, and international 

markets. A number of manufacturers have been licensed to use these brands. The history of 

Safeway traces back to 1915, when M.B. Skaggs purchased his father's tiny grocery store in 

American Falls, ID, and within a dozen years built it into a chain of 357 Skaggs United stores. 

About 1926-28 he merged with Sam Selig's Safeway chain of 322 stsores, thus launching the 

Safeway retailing phenomenon. UPDATE: Late in 2011, Safeway rolled out a new private brand, 

called Safeway Farms, covering freshly packed produce and meat products. 

Procurement Contacts: Stephanie Stephan, Group Procurement Manager (tel: 925-944-5000); 

David Pullar, VP of Consumer Brands ; Joseph Ennen, Sr. VP of Consumer Brands; Nancy Cota, 

VP of Innovation, Consumer Brands; Diane Dietz, Chief Marketing Officer

SAVE MART SUPERMARKETS 

1800 Standiford Ave., Modesto, CA 95350 USA 

Tel: 209- 577-1600 

Fax: 209-577-3857 

www.savemart.com 

Total 2010 Sales: $4.5 billion+ 


Principal Business: Family owned and operated, Save Mart was started in 1952. Today, it operates 

some 254+ stores in northern California and Nevada. It also owns Yosemite Wholesale, a 

wholesale distributor in Merced, CA, SMART Refrigerated Transport in Lathrop, CA, and is a 

partner in Superstores Industries (also listed in this database). 

EB Identities: Sunny Select (juices and foods), Sunnyside Farms (dairy), Bayview Farms (dairy), 

Fresh Favorites (salads), Topco brands (World Classics – packaged foods, ValuTime – packaged 

foods and general merchandise, Full Circle – organic packaged foods, etc). Also: Pacific Coast 

Selections (fresh packaged foods), MasterCut (meats), Master Catch (fish and seafood), Today’s 

Health (OTC drugs), Pacific Coast Cafe (coffee), and Maxx Value (frozen foods) 

EB skus: N/A 

Profile: Save Mart, since its founding in 1952, grew into a 124 food retail chain, operating some 

124 stores in 2006: 75 Save Mart and Lucky supermarkets, 5 S-Marts, and 44 Food Maxx price 

impact warehouse stores. Early in 2007, the company added 130 supermarkets in the same market 

(plus two distribution centers) , which were acquired from Albertson’s and converted over to the 

Save Mart and Lucky banners--raising its total store count to 254 outlets. 


SCHNUCK MARKETS, INC. 

11420 Lakland Rd., St. Louis, MO 63146 USA 

Tel: (314) 994-9900

Fax: (314) 994-4465 

www.schnucks.com 

Total Fiscal 2010 Sales: $2.5 Billion (E) 


Principal Business: Schnuck Markets operates some 100+ supermarkets in seven states (Missouri, 

Illinois, Indiana, Iowa, Wisconsin, Tennessee and Mississippi) mostly operated under Schnucks 

banner, six under Logli supermarkets brand, and one upscale, urban Culinaria store in St. Louis. 

Founded in 1939, the company is owned by the Schnuck family and run by CEO Scott Schnuck. 

EB Identities: Schnuck’s Premium/Select, Schnuck’s, Culinaria (gourmet and prepared offerings), 

Topco’s Food Club, Full Circle (organic and natural foods), Dining In (Italian frozen and 

refrigerated dishes and entrees), Brookville Farms (dairy) 

EB skus: 1.400+ (E) 

Profile: Schnucks opened a 21,000 square foot full-service, urban supermarket, called Culinaria in 

August 2009. The store included a range of unique, ultra premium foods under the Culinaria. 

Their success has led to a rollout of that brand into Schnucks’ other stores. Culinaria also offers 

valet and delivery service. Overall, private label sales growth registered a double-digit gain. 

Facing stiff competition in certain markets, Schnucks reportedly has had to adjust, selling nine 

grocery stores and eight fuel centers in Memphis, TN, to Kroger Company in September 2011; but 

then in the same month purchasing 11 supermarkets and one fuel center from Kroger in the 

Rockford, IL, market, and continuing to operated them under the Logli and Hilander store banners. 

Procurement Contacts: Randy Wedel, Sr. VP Marketing & Merchandising; Tom McMunn, 

Director of Priate Brands 

SCHWARZ GROUP (KAUFLAND STIFTUNG & CO. KG) 

Rotelstr. 35, 74172 Neckarsulm, GERMANY 

Tel: +49 7132-30-6060 

Fax: +49 7132-94-0250

www.kaufland.de www.lidl.de 

Total Group Sales: $86.6 Billion (€ 58.9 Billion (E-PlanetRetail) +17.8%; Lidl Group Sales: $61.6 

Billion+ ( 41.9 Billion); Kaufland Sales:$24.9 Billion+ (€ 17 Billion ( all estimated by 

PlanetRetail) 

Percentage of Sales in Exclusive Brands: 61% (E-PlanetRetail) 

Principal Business: Privately owned Schwarz Group does not disclose its sales; so these fiscal 

2009 sales estimates come from PlanetRetail. Schwarz is composed of three businesses: 9,000+ 

Lidl discount stores in 24 countries, 800+ Kaufland hypermarkets in 8 countries, and about 15 

Handelshof Cash & Carry stores in Germany. Kaufland also operates restaurants and catering 

operations. Lidl discount stores stock mostly private label products, competing against the Aldi 

discount concept. 

EB Identities: At Lidl: Linessa healthy foods, Piratinos (Germany) children’s health foods, etc. At 

Kaufland: K-Classic (discount range), K-Classic WellYou (healthy foods), K-Bio (natural foods), 

Purland (meats), Cultura Vin (wines), plus different labels for liquors/spirits 

EB skus: N/A 

Profile: Principally owned by Dieter Schwarz, Schwarz Group maintains a very low profile when 

it comes to publicity. The Lidl stores are expanding into Central and Eastern Europe and looking 

at the potential in Asia and the Americas. In 2009, plans also called for expanding into 

Switzerland. The Kaufland chain has recently expanded its private label offering, introducing K- 

Classic range and, more recently, the K-Classic Well You, a low fat/low sugar/no preservatives 

line and the K-Bio, a natural food range. In an interview given to "Lebensmittel Zeitung" and 

public radio SWR, CEO Klaus Gehrig said that fiscal 2008 sales for the Schwarz Group reached 

“nearly € 50 billion, versus € 44 in the prior year." Both Lidl and Kaufland stores realized doubledigit 

sales growth in fiscal 2008; while closing 260 outlets and opening 680 stores. Its store count 

in Germany, up to 3,000 stores, has a potential of 4,000 Lidl stores, while 530 Kaufland stores 

now operate in Germany. Besides looking to open in Switzerland, the Lidl chain also has its nearterm 

sights on Bulgaria and Romania. 


SEARS HOLDINGS CORP. 

3333 Beverly Rd., Hoffman Estates, IL 60179 USA 

Tel: (847) 286-2500 

Fax: (847) 286-3700

www.searsholdings.com 

Total Fiscal 2011 Sales: $43.3 Billion -1.6%; Sears Domestic Sales: $22.9 Billion -3.4%; Kmart 

Sales: $15.6 Billion -0.6%; Sears Canada Sales: $4.8 Billion +4.3% 


Principal Business: Sears Holdings is the parent of Kmart Holdings Co. and Sears, Roebuck and 

Company--the result of a merger on March 24, 2005. The company oversees a total of 4,038 

stores, dividing its business into three segments. (1) Kmart with 1,307 discount general 

merchandise stores in 49 states, Guam, Puerto Rico, and the U.S. Virgin Islands. Some 981 Kmart 

stores have pharmacies, while 20 have Sears Auto Centers. (2) Sears Domestic with 894 Sears 

broad-line stores, including 842 Sears full-line stores (average 133,000 square feet) in 50 states 

and Puerto Rico, primarily located in shopping malls; 52 Sears Essentials/Grand free-standing 

stores (average 117,000 square feet and some 22 with pharmacies) in 24 states; 938 Sears 

Hometown stores (7,700 square feet average & independently owned); 59 Sears Home Appliance 

showrooms (average 5,100 square feet), 106 Sears Hardware stores & 89 Orchard Supply 

Hardware stores (average 42,000 square feet); 134 Kenmore home appliance stores, 12 The Great 

Indoors Stores (home decorating/remodeling superstores averaging 143,000 square feet), and 102 

outlet (overstock/distressed merchandise) stores. (3) Sears Auto Centers, totaling 768 are mostly 

associated with its full-line stores, while 19 are in its Sears Essential/Grand stores and 30 are feestanding. 

Additionally, Sears operates Lands’ End, a direct sales merchant (website, catalog 

mailings, international business), which sells clothing accessories, footwear, home products, and 

soft luggage. There are some 292 store-within-a-store Lands’ End departments plus 14 retail stores 

(average 8,600 square feet). Sears also conducts commercial sales of appliances and provides 

home services (repairs of appliances, etc.). Sears is traded on NASDAQ under the SHLD symbol. 

(3) Sears Canada (a 92% owned subsidiary--increased from 73% last year), there are now 122 

Sears full-line stores, 361 Sears specialty outlets (including furniture and appliance stores), 20 

floor covering stores, 1,822 catalog pickup locations, and 108 travel offices. 

EB Identities: At Sears--Kenmore, Craftsman (tools), Lands’ End (apparel), Kenmore 

(appliances), DieHard (car batteries), The Great Indoors, NTB, OSH Orchard Supply Hardware, 

Canyon River Blues, Apostrophe, TKS Basics, Covington, A&E Factory Service, Athletech, and 

Sears. At Kmart--Martha Steward Everyday Rooms (home furnishings, dish ware, etc.), Jaclyn 

Smith (licensed women’s clothing and accessories), Disney (licensed apparel), Joe Boxer (men’s 

fun apparel and home decor), Route 66 (high-style clothing), Essential Home (home 

furnishings/fireplace fixtures/bathroom sets, etc.), Image Essentials (bath & body products, cotton 

balls), Concourse (luggage), Attention, Small Wonder, Basic Editions (apparel), Knightsbridge 

(pajamas), Northwest Territory (sporting goods-air beds, portable fireplace, lanterns, etc.), 

BenchTop, Fresh & Easy (paints, spry enamel), Small Wonders (baby sheets, blankets, layette), 

Wonder Kids (apparel), VitaSmart (vitamins, supplements, nutritional drinks), Smart Cents 

(economy paper towels, nuts, cookies), Champion Breed (dog food), and Smart Sense, which 

replaces American Fare Choice (its flagship grocery food/nonfood items, health & beauty care). 

EB skus: N/A 

Profile: Since the 2005 merger of Sears and Kmart, bringing together two ranked as among the 

oldest existing retailers in the US, it’s been downhill ever since: Revenues of $ 53 billion in 2006

have eroded by $10 billion to $ 43.3 billion; net income has improved only modestly up until this 

recent year when it dropped by 49.5% to $ 150 million. The company closed 1,307 Kmart stores 

(1,278 discount, 28 Super Centers, and 894 broad-line stores. Chairman Edward S. Lampert has 

been trying to reinvent the company. In 2009, a new innovative collection of Kenmore laundry 

products was introduced plus the new Canvas collection from Lands’ End. Also, new footwear 

brands, including Protégé, were introduced as well as a complete product line for the home, using 

the Cannon and Jaclyn Smith brands. Kmart recently introduced the 1,000+ sku Smart Sense 

grocery brand to replace its American Fare brand in that category. For 2010, Sears planned to 

extend the Kenmore brand further into new cooking and refrigeration categories. Working his 

Wall Street expertise, Lampert in May 2006 endorsed the creation of KCD IP, LLC, “a wholly 

owned, bankruptcy-remote subsidiary,” which issued $1.8 billion worth of (Sears brand) bonds, 

backed by the intellectual property of its three biggest brands: Kenmore, Craftsman, and DieHard. 

The bonds are held by its insurance subsidiary and do not have to be disclosed unless sold to 

outside investors for cash. KCD began charging Sears royalty fees to license those brands and use 

the royalties to pay off interest on the bonds. Since then, other licensees have been added. In 

February 2010, Ace Hardware stores began selling Craftsman tools and in August 2011, Costco 

club warehouse stores in the US also began selling Craftsman tools. Additionally, Sears in June 

2011 agreed to license Dorcy International, Columbus, OH, a marketer of flashlight products, to 

sell Sears DieHard brand alkaline/rechargeable batteries and flashlights to its retail customers 

(department stores) in the US, Puerto Rico and the Caribbean. UPDATE: In December 2011, 

Sears spun off its 89-store home improvement unit in California, Orchard Supply Hardware 

(owned since 1996), as a separate publicly traded company. OSH reported a profit of $8.7 million 

on $660.7 million in revenue in fiscal 2010. The stand-alone chain will trade as OSHS on the 

NASDAQ exchange. Later in 2012, Sears announced oplans to spin off its 1,238 Hometown, 

Outlet and hardware stores, as it did OSH. Reports also indicate that Sears plans to sell about onehalf 

of its Canadian stores. The Kmart operation lately has introduced some new exclusive brand 

collections, starting in 2011 with the Gordon Ramsay Everyday Kitchen Collection (cookware, 

dinnerware, cooking utensils, and small appliances), using the name of the noted Michelin star 

chef, Gordon Ramsay. In the fall of 2011, Kmart unveiled the Sofia Collection of apparel, 

endorsed by celebrity actress-model Sophia Vergara. The line has since been extended into 

accessories, shoes, jewelry, and intimate wear. In 2012, Kmart called on this star for another 

endorsement: a new line of home products, under the Sofia by Sofia Vergara brand, covering 

decorative pillows, 400 thread-count sheets, three-piece bed sets, fashion towels, rugs, shower 

curtains, and other bath accessories. The products feature vibrant colors, rich details and, 

according to a joint announcement by the partners behind this collection—Kmart, LF USAsubsidiary 

of Li & Fung Limited(also in this database) and Latin World Entertainment Licensing, 

“special attention to quality.” Sears, Roebuck and Company began in 1886 as a mail order house, 

opened its first retail store in 1925 and became the largest US retailer by the mid- 20th Century. 

Kmart was formed in 1962 as a discount store chain. 

Procurement Contacts: Kim Coovert, Brand Manager-Own Brand Food & Drug; Steve Nelson, 

Division Merchandise Manager). 

SEVEN & I HOLDINGS CO., LTD. 

8-8, Nibancho, Chiyoda-ku, Tokyo 102-8452 JAPAN 

Tel: +81 (03) 6238-3000

Fax: +81 (03) 3263-0232 

www.7andi.com www.7- eleven.com 

Total Fiscal 2011 Group Sales: $ 99 Billion (¥ 8.7 Trillion); Consolidated Revenues: $58.3 Billion 

(¥ 5,119.7 Billion) +0.2%; Total Revenues in Convenience Stores: $23.2 Billion (¥ 2,036.5 

Billion) +3.4%; Total Revenues in Super stores: $22.6 Billion (¥ 1,981.6 Billion) -1.7%; Total 

Revenues in Department Stores (Seibu/Sogo): $10.4 Billion (¥ 915.1 Billion) -0.8%; Revenues in 

Seven-Eleven Japan Co.: $21.9 Billion (¥ 3,552.7 Billion) -1.4%; Revenues in 7-Eleven Inc.: 

$15.6 Billion (¥ 1,484.4 Billion) +3.7%; Revenues in other C- Stores (licensed): $ 979.7 Million 

(¥ 86 Bil ion) +6.7%; Total Revenues in Superstore/Super markets (Ito- Yokado/York): $15.4 

Billion (¥ 1,373.7 Billion) -1% 

Percentage of Retail Sales in Exclusive Brands: 28% (E-PlanetRetail) 

Principal Business: Seven & I Holdings was established on Sept. 1, 2005, when three companies, 

Ito-Yokado Co., Ltd., Seven-Eleven Japan Co., Ltd., and Denny’s Japan Co., Ltd., by means of a 

stock transfer became owned subsidiaries of Seven & I. This entity, now traded on the Tokyo 

Stock Exchange, is now comprised of the consolidation of 100 operating companies, mostly in 

retail (convenience stores, superstores, supermarkets, department stores, and foodservice outlets), 

covering 41,800 stores worldwide (including licensed outlets) in 17 countries and regions). Of that 

number, 14,700 retail outlets are located in Japan, of which some 13,232 are c-stores, 170 

superstores and 170 department stores, all in Japan. In North America, there are 6,610 

convenience stores in the 7-Eleven, Inc. operation (plus another 20,296 stores under areas 

licenses). Back in Japan, Ito-Yakado operates 170 superstores and York-Benimaura 170 

supermarkets. The company also oversees a foodservice business, consisting of Denny’s and 

Famil family restaurants plus POPPO fast food outlets. The company operates its c-stores and 

superstores in Japan and China, as well as c-stores in North America, which worldwide licensing 

is centered. The Loft Co., Ltd, making it a subsidiary. The Group oversees 33 miscellaneousgoods 

specialty stores under Loft brand. The Group also operates mall-type shopping centers, 

financial services (IY Bank and IY Credit Card Services), as well as electronic commerce, meal 

delivery service (Seven Meal Services), IY Foods, a processing facility, and a publishing house. 

Exclusive Brand Identities: Seven Premium, Seven Gold, 7-Eleven, Ito-Yokado, IY Basics (casual 

fashionwear for women, men and children, accessories, underwear), L&B (Life and Beauty line of 

adult fashions for customers in their 30s and 40s), Made in Japan (apparel, shoes, bags, purses), 

Bimi Hyakusen (food plus beverages and sweets), Jeaning Garage (denim apparel), and in North 

America, 7 Select, etc. 

EB Identities: Seven Premium, Seven Gold, 7-Eleven, Ito-Yokado, IY Basics (casual fashion wear 

for women, men and children, accessories, underwear), L&B (Life and Beauty line of adult 

fashions for customers in their 30s and 40s), Made in Japan (apparel, shoes, bags, purses), Bimi 

Hyakusen (food plus beverages and sweets), Jeaning Garage (denim apparel), and in North 

America, 7 Select, etc. 

EB skus: N/A 

Profile: A sluggish economy, especially in its domestic superstore and department store business, 

coupled with an appreciation of the yen, depressed Group sales. Higher gasoline prices in North 

America, however, boosted its c-store sales. The company is working efficiencies into its

operation, which have helped boost net income up by 149.5% to ¥ 111.9 billion. One significant 

strategy adopted has been the creation of the Seven Premium private brand product range, where 

instead of outsourcing to a specialized suppliers, the company uses a team merchandising 

approach, collecting all information and know-how cultivated by each operation company and 

sharing this in a joint development effort with outside manufacturer. Also, the company’s Seven- 

Eleven Japan’s advance product development know-how is shared, thus gaining leverage within 

the Group. As a result, since launching the Seven Premium program in 2007, its sales have 

climbed to ¥ 380 billion ( $4.3 billion), and now represents the Group’s core line of private brand 

merchandise. Also, the first global merchandise product, wine, launched in November 2009, has 

so far sold 4.5 million bottles. The Seven Premium product range has grown to more than 1,000 

skus and a new range, Seven Gold, , set a quality level above, has been launched. The earthquake 

in 2011 in Japan represented a ¥ 26 billion loss for the Group, and its effects continue. 

Nevertheless, plans call for opening 1,200 stores in fiscal 2012 and in the US another 500 more 

stores. Ito-Yokado’s fiscal 2012 plans call for three more stores, while closing seven stores’ while 

six stores were opened in fiscal 2011. Over the past three years, the Group has closed 286 

locations in its foodservice business. 

Procurement Contacts: At 7-Eleven (Dallas, TX) Tel: (972) 828-7011) Tom Gerrity, Sr. Product 

Director (Private Label); Keven Elliott, Senior VP Merchandising & Logistics (U.S.). At Seven & 

I: N/A 

SHANGHAI BAILIAN GROUP COMPANY LTD. 

No 800 Nanjing East Road, Shanghai City, Shanghai 200001, CHINA 

Tel: +86 21-6322-9537 

Fax: +86 21-6360-32-98 

URL: N/A 



Principal Business: This group was formed in April 2003 with the combination of the parent 

companies of Shanghai Number 1 Department Store, Hualian Department Store, Hualian and 

Lianhua Supermarket Company. Subsequently, Shanghai number 1 Department Store Company 

merged with Shanghai Hualian Company in May 2004, changing its name to Shanghai Brilliance 

Company Ltd., operator of 14 department stores and three shopping malls. The Hualian and 

Lianhua Supermarkets merged under a single brand, Lianhua, becoming China’s largest 

supermarket chain. This latter business, C Lianhua Supermarket Holdings Company Ltd. is now 

the largest retail chain operator in the Peoples Republic of China. Bailian Group today operates as 

a state-owned company. It has interest in six public companies: ShanghaiBailian Group Cjo., 

Shanghai Friendship Group Incorporated Co., Shanghai Material Trading, Shanghai No. 1

Pharmacy Co., and Lianhua Supermarket Holdings. Its holdings encompass 7,180 outlets in 25 

provinces and municipalities in China: department stores, supermarkets, convenience stores, and 

shopping malls. 


EB skus: N/A 

Profile: Recently, the Chinese government has made moves to consolidate these operations to 

ensure better competition in the market. In November 2010, Shanghai Friendship Group executed 

a stock swap with Shanghai Bailian Group for 16 billion yuan ($2.4 billion). The new company 

formed is called Shanghai Baililan Group Ltd. Friendship owns 34% of Hong Kong listed 

Lianhua Supermarkets Holdings Ltd. (listed separately). Also, Friendship has agreed to pay 4.7 

billion yuan for a stake in Nextage Department Stores, thus boosting its stake to 55%. 


SHEETZ, INC. 

5700 Sixth Ave., Altoona, PA 16602 USA 

Tel: (814) 946-3611; (800) 487-5444 

Fax: (814) 946-4375 

www.sheetz.com 

Total Fiscal 2011 Sales: $5 Billion+ (E) 


Principal Business: Sheetz is a family owned combination convenience store and gasoline stations 

chain of 419+ stores, operating in six states (Pennsylvania, Maryland, Ohio, Virginia, W. Virginia, 

Ohio, and North Carolina). Its stores average about 4,200 square feet and sell groceries, fountain 

drinks, baked goods, sandwich/salads, etc. Plus feature self-service car wash units as well as fuel 

stations, which draw customer traffic. 

EB Identities: Jacks (cigarettes), Nova Blue (bottled water), Sheetz, and various foodservice 

proprietary brands--M-T-O (Made to Order subs), Burg z & Fryz, bagetz, Shmuffin, Dot’Z 

Bakery, Gobbz (donuts), Dot’z (cinamon rolls and turnovers, Coffeez and Cupo’ccino

EB skus: N/A 

Profile: Started in 1952 as a dairy store (Sheetz Kwik Shopper), Sheetz evolved into a take-home 

deli and dairy retailer, then into proprietary sandwiches, self-service gasoline, and also an 

aggressive retailer of tobacco products (500 skus). Its M-T-O program began with hot and cold 

subs in 1986 and has been expanded into salads (10 entrees), burgers and fries, nachos, bagels, 

breakfast foods, and low fat items. Its latest concept is a Convenience Restaurant (100 seats), 

serving as a quick-service eatery with brick oven pizza, hand-carved roast beef and turkey 

sandwiches, toasted salads or subs, and grilled paninis, plus an espresso bar with barrister-made 

latte, cappuccinos and fruit smoothies. It’s been on an accelerated growth course in recent years, 

opening new stores at a clip of 25 per year. Expanding southward, the company looks to build 

another warehouse in North Caroline, as the chain expands. 

Procurement Contacts: Louis Sheetz, Executive Vice-President, Marketing 

SHERWIN-WILLIAMS CO., THE 

101 Prospect Ave. N.W., Cleveland, OH 44115 USA 

Tel: (216) 566-2000 

Fax: N/A 

www.sherwin.com 

Total Fiscal 2012 Sales: $9.5 Billion +8.8%; Paint Store Group Sales: $5.4 billion +13.2%; 

Consumer Group Sales: $1.3 billion +3.7%;Global Finishes Group Sales: $5.4 billion +13.2% 

Percentage of Paint Store Group Sales in Exclusive Brands: 100% 

Principal Business: By sales volume, Sherwin-Williams (NYSE:SHW), established in 1866, is 

primarily a retailer (56.8% of sales). The company is the largest producer of paints and coatings in 

the US and one of the largest producers in the world. It commands market leadership in the US 

with its brands: Sherwin-Williams architectural paints, Minwax stain and protective finish, Krylon 

aerosol paint, Dupli-Color auto specialty paint, Purdy tool paint, and Thompson’s Water Seal 

sealer. Throughout its organization, Sherwin-Williams operates more than 4,000 company 

operated stores and facilities. Its Paint Store Group (third quarter 2012) consisted of 3,450 

specialty paint stores in the U.S., Canada, Puerto Rico, the Virgin Islands, Trinidad and Toga, St. 

Marten, Jamaica, and Curacao. Its Consumer Group operates 32 manufacturing sites and 7 

distribution centers. Its Global Finishes Group operates more than 300 stores in North and South 

America, Europe and Asia with subsidiaries in 36 countries plus licensing in another 15 countries- 

-selling to some 109 countries. Its Latin America Coatings Group oversees 255 stores plus nine 

foreign subsidiaries. The company sells its own brands exclusively in its stores. Its Consumer

Group (also listed in the Manufacturers database) sells branded and private label products to 

retailers in North America. The company is the largest supplier of custom paints for the private 

label market. 

EB Identities: Exclusivity of its brands (listed above) found in its company owned stores. 

Otherwise, these labels are marketed as brands through its Consumer Group.Sherwin-Williams 

(Harmony, ProMar 200XP, and Resilience) 

EB skus: N/A 

Profile: Sherwin-Williams painted a bright financial report in 2012 thanks to the higher paint sales 

volume in its company stores, the higher price increases on products, as well as higher price 

increases and acquisitions throughout its other Group operations. In November 2012, the company 

agreed to acquire Consorcio Comex, S.A. De C.., Mexico City, a leader in the Mexican paint and 

coatings market. Sherwin-Williams will pay cash $2.4 billion and assume Comex’s debt. Its 2011 

sales totaled $1.4 billion, generated in part from 240 company owned paint stores and including 

789 owned paint outlets in Canada. Comex operates 16 manufacturing plants: 8 in Mexico, 5 in 

the US, and 3 in Canada. 


SHINSEGAE CO., LTD. 

52-5 Chung Noo-Ro 1 G, Chung-GA, Seoul 100-747 SOUTH KOREA 

Tel: +822 7271234 

Fax: +822 7271889 

www.singegae.co.kr 

Total 2010 Sales: $3.4 Billion (3,903 Billion KRW) 


Principal Business: Started in 1930 as Korea’s first department store, this operation in 1993 

introduced the country to the discount store concept as well, under the Emart hypermarket logo. 

The Group now operates Shinsegae department stores in at least seven cities with branches in 

China, Japan and the US; while its Emart division, encompasses 133 stores in South Korea and 57 

outlets in China. The retailer’s Centun City shopping complex in Busan is recognized as “the 

world’s largest department store.” The Emart chain extends into different formats: Emmart 

hypermarkets, Emart Everyday neighborhood stores, Emart TRADERS warehouse stores (3

outlets). Additionally, Shinsegae operates Molly’s Pet Shops, MATRIX electronic stores, and 

Sports Big Ten sporting goods outlets (including clothing and equipment). The company also 

operates a food processing/manufacturing business, which includes foodservice business, catering 

and dining services, plus a separate bakery operation. 

EB Identities: Emart, Emmart Fresh, Smart Eating, Best Emart, Save Emart (no frills), ‘loving 

home’ household goods and appliances, Plusmate, Patina travel and party items, Urbang leather 

accessories, Jean Holic, Daiz, Daiz Kids, Daiz Baby, and The Sports Big Ten. 

EB skus: N/A 

Profile: In 2006, this retailer took over Walmart stores in Korea, which extended its business into 

China as well. The big news really came in May 2011, when the company spun off its Emart 

Discount Stores as a separate, public company. (Shinsegae Group continues to be traded on the 

Korean Stock Exchange.) As of July 2011, the Emart chain comprised 136 stores in South Korea 

and 27 in China. The Group’s department stores merchandise mainly fashion brands (Hermes, 

Chanel, Tiffany & Co., etc.), while the Emarts include private label goods in the product mix--a 

program started in 1997. 


SHOPKO STORES OPERATING CO., LLC 

700 Pilgrim Way, Green Bay, WI 54307-9060 USA 

Tel: (920) 429- 7693; (800) 869-5810 

Fax: N/A 

www.shopko.com 

Total 2011 Consolidated Sales: $3 Billion 


Principal Business: On January 4, 2012. Shopko Stores announced its plans to merge with Pamida, 

Omaha, NB, bringing its $2.2 billion business, comprised of more than 149 Shopko multidepartment 

stores in 13 states, together with the Pamida discount general merchandise chain of 

193 stores in 17 states. (Both chains are owned by affiliates of a private equity firm, Sun Capital 

Partners. This will result in a chain of nearly 350 stores in 22 states. Shopko also produces 

eyeglasses.

EB Identities: Shopko’s Baiuley’s Point (kid’s apparel), Energy Zone (apparel accessories), Soft 

Sensations, Northcrest (men’s apparel and kitchenware), Willow Bay (woman’s apparel), and 

Green Soda (girl’s apparel) 

EB skus: N/A 

Profile: Shopko, started in 1961, was spun off by SUPERVALU in 1991. More than 10 years ago, 

(2001) Shopko’s sales topped $3.5 billion; but competition has since produced a smaller chain 

which, in 2005, was acquired by Sun Capital Partners, private investment firm. Shopko’s growth 

vehicle had been a large store, but in the past three years it has rolled out the Shopko Hometown 

smaller format (between 15,000 to 35,000 square feet or about half the size of the typical Shopko. 

There are now about 10 of these smaller units along with 135 Shopko stores and 6 Shopko Express 

Rx stores in the operation. The success of the Hometown format located in rural communities 

(catering to local needs) has led to this merger. Pamida, founded in 1963 as a discount general 

merchandise chain, was owned by Shopko since 1999, but was separated by the private equity 

firm in 2005. Pamida is now back in the fold and being re-branded under the Shopko banner-selling 

convenience food items, consumable goods, home products, and apparel, including private 

brand stock. The larger Shopko stores rely heavily on national brand apparel, while emphasizing 

health care. 


SHOPPERS DRUG MART/PHARMAPRIX 

243 Consumers Rd., North York, Ontario, M2J 4W8, CANADA 

Tel: (416) 493-1220 

Fax: (416) 490-2897 

www.shoppersdrugmart.ca 

Total 2010 Systemwide Shop pers Drug Mart Sales: $10.1 Billion (C$10.4 Billion) +4.1% 

Percentage of SDM Systemwide Sales in Exclusive Brands: 10% (E) 

Principal Business: Shoppers Drug Mart, a public company traded on the Toronto Stock Exchange 

(Symbol “SC”), oversees 1,241 stores in Canada, comprised of 1,182 licensed Shoppers Drug 

Mart/Pharmaprix drugstores, 63 company-owned Shoppers Home Health Care stores, 59 

Shoppers Simply Pharmacy/Pharmaprix Simplemate Santé medical clinic pharmacies, and 8 

Murale beauty stores. Its licensees operate as associate owners. In Quebec, drugstores are called 

Pharmaprix. Its Shoppers Home Health Care stores sell assisted living devices, medical

equipment, home care products, mobility equipment, etc. to institutions and retail customers. SDM 

also owns Shoppers Drug Mart Specialty Health Network Inc., a provider of specialty drug 

distribution, pharmacy and comprehensive patient support services, and Medi System 

Technologies Inc., a provider of pharmaceutical products and services to long-term care facilities 

in Ontario and Alberta provinces. 

EB Identities: Life Brand (health, beauty, baby, household, food/beverage, paper), Quo 

(cosmetics), Everyday Market (food staples), Bio-Life (environmentally friendly cleaning 

products), Nativa (organic foods), GET (stationery), Decora (candles, frames, etc.), Stylize (hair 

accessories), Le Chocolat (Belgian chocolates), Allude/Sox Sense (hosiery), Etival Laboratorie 

(dermatological skin care products), Baby Life (diapers, wipes, toiletries and accessories), Balea 

(health and beauty lifestyle products), Easypix; plus exclusive licensed brands--Boots No 7 and 

Botanics (UK), GOSH (cosmetics/hair care from Denmark), Sally Hershberger (hair care), Soap & 

Glory (bath/skin products from Macria Kilgore of London), and Organic Surge (environmentally 

friendly health and beauty items) 

EB skus: 2,100+ 

Profile: SDM’s front end sales, now at 52.2% of total sales, grew in this period, up by 4.9%, 

especially in cosmetics, convenient foods, and household products. Net earnings edged upward by 

0.9% to C$ 590.7 million. SDM opened or acquired 75 drug stores in 2010--its 49th year--of 

which 43 outlets were relocations. The company was busy in new brand rollouts, including is own 

Sanis brand generic prescription drug products (produced by its manufacturing subsidiary, Sanis 

Health Inc., Diepe, New Brunswick). Also launched: the Etial Laboratoire dermatological skin 

care line (29 products), capitalizing on the retailer’s success in private brands with its Quo brand. 

Quo cosmetics, bag collections, brushes, gifts, etc., were introduced in 1999. Sales during 2010 

jumped by 17%. Beauty is a priority for Shoppers Drug. Its BeautyBOUTIQUE format in stores, 

started in 2003, to capitalize on the upscale beauty experience. This concept is now in 272 stores, 

while its selection of global and exclusive brands has been expanded and the merchandise mix 

improved. The concept encompasses 129 beauty brands with a dozen new cosmetic and 

fragrances introduced in 2010. With a new, improved format is in place, plans call for up to 35 

more Beauty BOUTIQUES to be added in 2011. SDM also is expanding its innovative Murale 

stand-alone stores, which feature global beauty brands. 

Procurement Contacts: Beth Stiller, Director of Private Label; Lulchien Hoving, Vice-President of 

Corporate Brands; Trina Farr, Product Development Manager 

SHOPRITE HOLD INGS LTD. 

Cnr William Dabs and Old Paarl Roads, Brackenfelol 7560, Western Cape, SOUTH AFRICA 

Tel: +27 (0) 21-980-4000 

Fax: +27 (0) 21-980-4050

www.shopriteholdings.co.za 

Total Fiscal 2011 Sales: $9.9 Billion (R 72.3 Billion) +7.3%; Total Supermarket Sales: $8.3 

Billion (R 60.6 Billion) +9.8% in RSA, +4.5% in Non-RSA 


Principal Business: This 30+-year-old retailer has become the largest FMCG retail operation on 

the African continent. Shoprite oversees 2,196 stores (189 non-RSA) in 17 African countries. Its 

supermarket sales derive primarily from its core business, three supermarket chains, representing 

816 stores: 409 Shoprite (78 Non RSA), 223 U$ave no frills stores (34 non RSA), and 184 

Checkers (4 non RSA). Checkers addresses higher income consumers with specialized product 

ranges and includes 26 hypermarkets. Its other chains include three furniture chains: 232 OK 

Furniture stores (27 non-RSA), 18 OK Power Express smaller format stores (1 non-RSA), and 50 

House & Home outlets, selling furniture, appliances, home entertainment, and floor covering (2 

non-RSA), and its OK Franchise Division of 269 stores (43 non-RSA). The latter covers 

supermarkets, liquor stores and wholesale outlets: OK Foods, OK Garocer, OK Minimark, OK 

Value, Sentra, Megasave, and Enjoy. The retailer also manages MediRite pharmacies/wholesale 

business: 121 (1 non-RSA) which is South Africa’s second largest pharmacy chain. 

EB Identities: Ritebrand, Steakhouse Classic, Championship Boerewors, Checkers, etc. 

EB skus: 800+ 

Profile: With the country in a fragile stage of recovery unemployment is still pegged at 25.7%--the 

highest of 61 countries tracked by international agencies. Shoprite did post higher earnings up by 

12% to Rand 2.6 billion. During the year, the firm introduced in-store MediRite pharmacies, 

bringing the count to 121 outlets, plus liquor outlets, called Liquor Shop, also with a count totaling 

120. Shoprite plans to continue expanding, in 2011 into the Democratic Republic of Congo and 

looking toward Nigeria, Angola, Botswana, Ghana, Madagascar and Uganda. Its U$ave stores are 

earmarked for expansion into Zambia. The economy weighed heavily on its furniture business 

(sales up only 4%), helped by the opening of 20 new stores, bringing the total count to 300 (30 

outside Africa). Meantime, Shoprite is carefully watching US-based Walmart’s entry into South 

Africa with its recent purchase of a 51% stake in the $7.2 billion Massmart Holdings business. 

Procurement Contacts: B.R. Weyers, General Manager, Marketing & Product Development 

SHUFERSAL LTD. (53% owned by IDB Group) 

30 Shmotkin Benyamin Street, Rishon Le-Zion 75363, ISRAEL 

Tel: +972 3-9481727

Fax:+972 3-9505824 

www.shufersal.co.il 

Total 2010 Sales: $3 Billion (NIS 11 Billion) +0.7% 

Percentage of Sales in Exclusive Brands: 10%+(E) 

Principal Business: Established in 1958, formerly called Super-Sol, this company is now traded 

under the SAE symbol on the Tel Aviv Stock Exchange (TASE). As Israel’s leading retail food 

chain, Shufersal operates 266 outlets that command a 37% market share. Its four banners are: 105 

Shufersal Sheli (My Shufersal) neighborhood retail stores, 32 Shufersal Big hypermarkets, 75 

Shufersal Deal discount stores, 57 Yesh discount stores (catering to Orthodox, religious & Arab 

customers featuring Kosher foods), and 16 Shufersal Express convenience stores. Its Shufersal 

Yashir operation provides home and office services (online or by phone/fax). Additionally, the 

company operates four distribution centers and a production facility for frozen and fresh baked 

foods. Its other main business is rental real estate. Investors include Nochi Dankner’s IDB 

Holdings Corp. Ltd (45.9%) and Isralona Properties Ltd. (18.6%).. 

EB Identities: Shufersal 

EB skus: 1,400+ 

Profile: When Clubmarket, Israel’s third largest supermarket retailer, filed for bankruptcy in July 

2005, Supersol followed up with a bid to purchase Clubmarket’s 114 stores in Israel, thus 

triggering its re-branding strategy over to Shufesal plus a new private label identity, Shufersal, 

featuring new, upgraded packaging design. Its private label range has since grown to be the largest 

in Israel. Shufersal also has picked up an exclusive license to sell Cherokee brand apparel products 

in Israel (This brand is licensed in more than 30 countries). During 2009, this retailer introduced a 

new format, Shufersal Express, a convenience store concept including franchised stores. 

Expansion of its stores plus closure of unprofitable outlets continues. Net income for the year was 

$90 million +3.4%. In January 2011, the company upgraded 30 Shufersal Big stores over to the 

Shufersal Deal format. A bid for control of the company by Bronfman Fisher Investment ended in 

November 2011. This was followed by Isralona Properties and British Leo Noe looking to 

acquired 46% interest in the retail operation. 


SIGMA COMPANY LIMITED 

1408 Centre Road, Clayton Melbourne, Vic 3168, AUSTRALIA 

Tel: +61 (03) 9542 -9511

Fax: +61 (03) 9542-9769 

www.sigmaco.com.au www.am cal.com.au 

Total Fiscal 2011 Sales: $ 2.4 Billion ($2.9 Billion Australian) +9.9% Total Healthcare Sales: $2 

Billion ($2.4 Billion Australian) +13.6% Total Pharmaceutical Sales: $517.3 Million ($615.8 

Million Australian) +2.1% 

Percentage of Front of the Store Sales in Ex clu sive Brands: 11% (E) 

Principal Business: Sigma, which serves AMCAL, the Allied Master Chemists of Australia 

Limited & Guardian Pharmacy Banner Groups, is a drug maker and wholesaler, based in 

Melboourne. Some 75% of its revenues are in prescription drugs and the balance in over-thecounter, 

nonprescription medicines, etc. As a wholesaler and distributor, the company serves 

4,000+ pharmacies mostly in Australia and in New Zealand from its 15 distribution centers 

(12,000+ products handled). The firm also manages Amcal Pharmacies (550+ pharmacy members) 

and Guardian Pharmacies (250+ pharmacy members), and Amcal Max super pharmacies, together 

representing the largest community pharmacy banner groups in the country. Additionally, 

Healthcare develops and provides private labels (home brands) products for the two groups. 

Besides health care products, the Amcal outlets serve as a specialist beauty retailer. Its core 

business is balanced with a range of skin care, sun care, personal care, vitamins, analgesics, 

cough-cold remedies, eye care, baby care, cosmetics, and fragrances. 

EB Identities: Amcal, Guardian, Guardian Be Good to Yourself, Chemists’ Own, Pharmacy Care 

EB skus: 400+ (E) 

Profile: In 2012, Sigma’s 100th anniversary celebration very likely will be subdued, since the 

company has faced some “challenging times” recently. To pay down its debt, Sigma was forced to 

sell its Pharmaceutical Division to Aspen, effective Jan. 31, 2011. Sigma, however remains as the 

preferred wholesaler for Aspen, while Aspen will be Sigma’s preferred manufacturer. Also in 

2010, PBS reforms called for reducing the price of generic drugs in February 2011 and April 

2012, which will impact on Sigma’s wholesale revenues. Another blow came in February 2011, 

when Pfizer Australia moved exclusively to a purchasing model that bypasses the full-line 

wholesaler: This is expected to dent Sigma’s sales by 15%. In response, Sigma has reduced its 

operational costs and wound down its customer trading deals and discounts, while at the same 

time boosting its support services and increasing its private label product ranges. Amcal 

(including Amcal Max) and Guardian are the largest and third largest retailer pharmacy brands in 

the country. Their stores also now exclusively stock Boots No 7 Colour cosmetics and skin care 

products, supplied by Boots of the United Kingdom (also in this database). 

Procurement Contacts: Tony McWilliams, Retail Brand (Sigma) Private Label Product Manager; 

Jenny Graham and Jan Stanes, Private Label Coordinators

SMART & FINAL INC. 

600 Citadel Drive, City of Commerce, CA 90040 USA 

Tel: (323) 869-7500 

Fax: (323) 869-7858 

www.smartandfinal.com 


Percentage of Store Sales in Exclusive Brands: 30%+ (E) 

Principal Business: Smart & Final (NYSE: SMF), a chain of 285+ non-membership warehouse 

stores, operates under the Smart & Final banner in California, Arizona, and Nevada; under the 

Smart Foodservice Cash & Carry banner in Washington, Oregon, Idaho, and California; and, via a 

joint venture with partner Calimax of Mexico (Smart & Final de Noroeste, S.A. De C.V.), Smart 

& Final format stores in northwest Mexico. The Smart & Final stores, which have evolved from 

strictly Cash & Carry into a hybrid wholesale-retail operation, average about 17,890 square feet, 

stocking up to 8,000 items (institutional size foods and related supplies for foodservice 

professionals, business, and household customers). The Cash & Carry outlets average about 

19,695 square feet, catering exclusively to foodservice customers in the Pacific Northwest and 

northern California. Newer stores are up to 29,000 square feet. This private company also 

operates some 40 Henry’s Farmers Market and Sun Harvest stores. 

EB Identities: Smart & Final recently has consolidated upwards of nearly 20 signature brands-most 

of the grocery food and nonfood items now under First Street (formerly a private brand just 

covering deli/butcher shelf and dairy items). Simply Value has been introduced as an economy 

brand. Sun Harvest, taken from its Sun Harvest stores, now covers natural and organic products. 

Also, a number of S&F’s signature brands have been retained: The Montecito (Hispanic foods), 

La Romanella (Italian foods), Tradewinds (spices and specialty seasonings), Bay Harbor (frozen 

fish and seafood), and Ambiance (coffee and hot beverages), etc. 

EB skus: 2,400+ 

Profile: Started in 1871, Smart & Final, which was formerly owned by Casino, Guichard- 

Perrachon of France (also listed in this database) on February 20, 2007, was acquired by an 

affiliate of Apollo Management, L.P, a private investment partnership. In recent years, S&F’s has 

been rolling out larger stores, such as a hybrid supermarket-warehouse style concept, called Smart 

& Final Extra. These stores carry some 4,500 more products and range from 20,000 to 35,000 

square feet. They also feature more fresh foods. Both Henry’s Farmers Market natural and organic 

food stores in Southern California and Sun Harvest Markets of natural foods in Texas were 

acquired in 2007 from Whole Foods Markets (after it acquired Wild Oats). In 2010, S&F began 

rolling out still another hybrid store concept, called SmartCo. These stores range in size from

40,000 to 60,000 square feet (actually five former Albertsons stores located in Denver). SmartCo 

stocks 30,000 skus, featuring national and local brands plus all of the Smart & Final private and 

signature brands. SmartCo marries three concepts, that is, a local supermarket with a warehouse 

club store together with a farmer’s market--the latter two concepts, of course, from S&M’s 

portfolio, into a value-focused grocery store. The first outlet opened in June 2010; four others in 

Denver followed, but after five months, the company decided, based on poor sales, to abandon this 

venture. Early in 2011, the company sold off its 36 Henry’s and Sun Harvest stores to Sprouts. 

Its total store count is now about 250 warehouse grocery and foodservice stores. 

Procurement Contacts: Todd Fryer, Director Corp. Brands Marketing; Raymond Swain, Director, 

Corporate Brands 

SOBEYS INC. 

115 King Street, Stellarton, Nova Scotia B0K 1S0, CANADA 

Tel: (902) 752-8371 

Fax: (902) 928-1101 

www.sobeyscorporate.ca 

Total Fiscal 2011 Sales: $15.3 Billion (C$15.8 Billion) +3.4% 


Principal Business: Becoming privitatized in April 2007, Sobeys is now 100% owned by Empire 

Company Limited (C$ 16 billion +3.2%) a diversified company with minority interests in real 

estate (food anchor shopping plazas and commercial properties) and corporate investment 

activities. Sobeys is the second largest food distribution company in Canada. It oversees 1,300+ 

stores owned and franchised across all 10 Canadian provinces. There are 11 banners, including 

Sobeys (286 stores), IGA, IGA extra, Foodland, Price Chopper, Thrifty Foods, Lawtons Drug 

Stores (79 stores), Rachelle-Béry, Needs (c-stores), Marché Bonichoix, and Les Marchés 

Tradition). Its newest format, FreshCo, a discount grocery outlets, were started in 2010. 

EB Identities: Compliments (signature brand with sub-brands such as Balance, Organic, and 

Sensations by Compliments, Collection, GreenCare, and Culinaire); Big 8 (Atlantic Canada), IGA, 

and FreshCo (perishable foods) 

EB skus: 5,250+

Profile: An extra week in this fiscal year helped Sobeys increase its sales, while net earnings 

climbed by 8.2% to C$ 307.8 million. Empire sold its 27.5% interest in Wajax Income Fund for 

$121.3 million during the year. Sobeys, which launched its new FreshCo discount food store in 

Ontario province in May 2010, added 57 outlets to the chain in fiscal 2011 and plans to add more 

in fiscal 2012. These outlets replace its Price Chopper stores. FreshCo focuses on everyday low 

prices and “fresher” foods: meats, seasonal fruits and vegetables plus locally produced products. 

The company also is developing new prototype stores in its Sobeys, IGA extra, and Thrifty Foods 

chains. In May 2010, the company launched a new Signal value tier private brand (some 250 

products), replacing its Compliments Value range. Sobeys is building its Sensations premium 

range from 150 items up to 1,000+. 

Procurement Contacts: Nancy Hall, VP, Retail Brands; Kristine Ramezani, Dir. Packaging Brand 

& Dev.; John Hale, Dir of Product Appraisal & Dev.; Linda Hodgkinson, director Prod. Dev.; Paul 

Flinton, VP, Brand & Product Marketing; Mike Quartermain, Director of Procurement; (Sobeys 

National Merchandise Group, Mississauga, Ontario, Tel: 905-671-1995) 

SONAE, SGPS, SA 

Lugar do Espio, Via Norte, 4471-909 Maia, PORTUGAL 

Tel: +351 2294-87522 

Fax: +351 2294-04634 

www.sonae.pt 

Total 2009 Company Sales: $7.9 Billion+ (€ 5.7 Billion+) +5.8%; Sonae MC Sales: $4.3 Billion+ 

(€ 3.1 Billion+) +6%; Sonae SR Sales: $ 1.5 Billion+ (€ 1.1 Billion+) +21.9%; Sonae RP Sales: $ 

170.9 Million+ (€ 123 Million+) +12.5% 

Percentage Sales in Exclusive Brands: 23% in FMCG 

Principal Business: In March 2009, Sonae reorganized into three areas: Sonae MC (Modelo 

Continente) covering 164 food retail stores--39 Continente hypermarkets (34 company-owned) 

and 125 Modelo supermarkets plus an additional 214 stores, all in Portugal; Sonae SR 

(Specialized Retail) overseeing 454 stores (416 in Portugal and 38 in Spain ) covering non-food 

retailing; and Sonae RP (Retail Properties/Sonae Sierra), covering 51 shopping centers in seven 

countries in a 50-50 partnership with Grosvenor of the UK. Besides Portugal and Spain, these 

shopping centers are also located in Italy, Germany, Greece, Romania, and Brazil. The Specialized 

Retail Division includes: 115 Área Saúd pharmacies, 80 Bom Bocado, 14 Book.It, and five other 

banners, all in Portugal; while including Spain, the specialized banners are: Loop footwear, 

Modalfa clothing, SportZone sports clothing and equipment, Vobis computer equipment, Worten 

white goods and consumer electronics, Worten Mobile (mobile telecommunications), and Zippy 

baby and children clothing. Additionally, Sonae has investments in 105 other stores: 35 MaxMat 

DIY and building material outlets and 70 Geostar travel agencies.

EB Identities: Continente, Modelo 

EB skus: N/A 

Profile: Despite the economic and financial crisis, Sonae, during 2009, added a total of 144 stores: 

55 in Portugal and 22 of them in Spain. Specifically, 89 new stores were opened in the Sonae MC 

division and 77 new outlets in Sonae SR. The company reported it total net income up by 88.4% 

to € 74 million, while also increasing its market share in retail and pushing more decisively into 

Spain, opening Worten , SportZone, and Zippy stores—its emphasis on growing the textile and 

sports formats, while also broadening its own brand product range. UPDATE: As a follow-up, 

Sonae began 2010 with 11 more stores (Zippy, Worten, and SportZone) opening in Spain, as it 

looked to reach its goal of 45 new units in that country by year end. Also, in July 2010, the 

company announced plans to expand into 10 new countries, opening specialized retail stores in the 

Middle East, the Canary Islands (Spain), and via its shopping center business in Colombia. Its 

growth engines in retail are: Zippy, Worten, and SportZone. Sonae began its international drive in 

2008 with SportZone and Worten entering Spain and Zippy in 2009. Sonae Sierra’s international 

push began in 1999 with Spain, Greece and Brazil. 


SPARTAN STORES, INC. 

850 76th St. SW, P.O. Box 8700, Grand Rapids, MI 49518 USA 

Tel: (616) 878-2000 

Fax: (616) 878-8925 

www.spar tanstores.com 

Total Fiscal 2010 Sales: $2.6 Billion -1% 

Percentage of Sales in Exclusive Brands: 20%+ 

Principal Business: Spartan Stores is Michigan’s largest grocery distributor, supplying grocery and 

general merchandise products to 375 independent grocery stores, as well as its corporate-owned 

stores: 96 outlets, including 27 Family Fare supermarkets, 34 Glen’s Markets, 11 D&W Fresh 

Markets, 8 Felpausch Food Centers, 16 VG’s Food and Pharmacy, and 24 fuel/convenience stores 

under different banners (Quick Stop). Spartan, which operates two distribution centers, also has 

subsidiaries in real estate and insurance. Spartan is traded on the NASDAQ exchange (SPTN).

EB Identities: Spartan; President’s Choice (upscale licensed brand from Loblaws of Canada); 

Aroma Store Bakery; Topcare health & beauty, Valu Time value brand and Full Circle natural and 

organic range (all from Topco co-op) 

EB skus: 3,200+ 

Profile: Established in 1917 as a co-op grocery distributor, Spartan in 1973 converted to a forprofit 

business company and began acquiring supermarkets in 1999. That activity increased over 

the past couple of years (50+ stores). Net earnings for fiscal 2010 were $ 25.6 million, down by 

44.9%. Michigan lately has suffered from a weak economy and now has the dubious distinction of 

being the state with the highest unemployment rate in the country. Nevertheless, Spartan is 

optimistic, planning to add 70 stores in 2011. Also, the retailer has launched its Spartan Fresh 

Selections range included in the 600 new private brand products introduced during this fiscal 

period. Spartan’s corporate stores boast a private brand penetration of 24% of their total sales. 

Procurement Contacts: Tom Berg, Director of Corporate Brands (e-mail: 

tom_berg@spartanstores.com); Ken Kurzyniec, Corporate Brands Retail Marketing Supervisor 

STAPLES, INC. 

500 Staples Drive, Framingham, MA 01702 USA 

Tel: (508) 253-5000 

Fax: N/A 

www.staples.com 

Total Fiscal 2010 Consollidated Sales: $24.3 Billion +5%; North American Delivery Sales: $9.4 

Billion +8%; North American Retail Sales: $9.4 Billion -1.3%; International Sales: $5.3 Billion 

+13% 


Principal Business: Staples claims to have invented the office superstore. Started in 1986, this 

retailer is now the world’s largest office products retailer, operating 2,243 stores in 25 countries: 

1,555 in the US, 316 in Canada, and 328 in seen other countries (mostly the UK, Germany and the 

Netherlands). Stores range from 4,000 up to 14,600 square feet, stocking 8,000 SKUs. Its catalog 

business covers 15 countries with some 15,000 skus. Staples trades on the NASDAQ under the 

SPLS symbol.

EB Identities: Staples, Quill, and other proprietary brands (M by Staples higher quality products, 

Better Binder, etc.) 

EB skus: 2,000+ 

Profile: During this period, net income dropped by 8% to $ 738.7 million; while 48 new stores 

were opened. Acquisitions have helped Staples grow: in June 2008, the $ 2.7 billion deal (€ 1.7 

billion) takeover of Corporate Express NV, an office supplies wholesaler in The Netherlands. In 

June 2010, Staples purchased the Finnish office supply company Oy Lindell Ab., which Staples 

has had an alliance since it purchased a Dutch office supplier in 2008. Oy Lindell, 120 years in 

business, operates seven stores plus two franchise outlets in Finland. For 2010, Staples plans 40 

new stores. 

Procurement Contacts: Brad Young, Director Own Brands Facilities Production 

STATER BROS. 

301 South Tippercano Ave. San Bernadino, CA 92324 USA 

Tel: (909) 783-5000 

Fax: N/A 

www.staterbros.com 



Principal Business: Stater Bros, founded in 1936, is now the largest privately owned supermarket 

chain in Southern California, operating 167 supermarkets in six of its counties. The company also 

owns 50% of Santee Dairies, a milk and juice processor. 

EB Identities: Stater Bros., Country Harvest, La Cadena, plus Topco brands-- Full Circle (natural 

and organic foods), Top Care (health and beauty), Dining In (meals), Valu Time (secondary 

economy line), Best Choice, Best Value 

EB skus: N/A

Profile: Stater Bros. now operates from its new $ 350 million, 2.1-million-square-foot facility 

encompassing corporate offices and a new distribution center (replacing eight distribution 

locations) in San Bernardino, opened in 2007. In April 2009, this retailer agreed in principal to 

sell its Santee Dairies to Dean Foods (also in this database). This retailer celebrated its 75th year in 

2011. Stater Bros. is one of Daymon Worldwide’s longest-term clients. Daymon is a dedicated 

private brands services company (also in this database). 


SUPER STORES INDUSTRIES 

2800 W. March Lane, Suite 201, Stockton, CA 95219 USA 

Tel: (209) 473-1800 

Fax: N/A 

www.ssica.com 

Total 2011 Sales: $3 billion+ 


Principal Business: Privately held SSI is a leading grocery distributor, maintaining the Lathrop, 

CA 750,000-square-foot grocery distribution facility and a 150,000-square-foot frozen foods/ice 

cream warehouse, stocking more than 8,600 food and nonfood items and more than 1,500 frozen 

food items. SSI supplies both branded and private label products to its partner owners, two 

independent supermarket chains, Raley’s, West Sacramento, CA, and Save Mart Supermarkets, 

Modesto, CA, who both own SSI as well as Mid Valley Dairy (Sunnyside Farm and Bayview 

Farm). This unique partnership between two families has begun to expand into newer areas of 

procurement, sales and technology, including export sales. Its customer base covers a network of 

370+ stores, totaling nearly $8 billion in sales, including the $ 3.2 billion+ (E) Raley’s 

Supermarkets and the $4.5 billion+ (E) Save Mart Supermarkets--both also listed in this database. 

EB Identities: Sunny Select (850+ first-tier groceries and frozen foods), Sunnyside Farms (200+ 

eggs, milk, cheeses, yogurts, and ice cream products), and Bayview Farms (second-tier basic 

everyday products, NuPet (50+ canned and dry pet foods) 

EB skus: 1,500+ 

Profile: SSI traces its history to the WestPac/SSI startup in late 1989, which resulted in the 

introduction of the Sunny Select private label, while stocking more than 8,500 grocery items and

more than 1,500 frozen food items, under different brand names. The company also manages a 

private label program in those two areas, under its Sunny Select private label, covering more than 

720 grocery items and 120+ frozen food items (including Family/Valu Packs). Additionally, this 

wholesaler handles its own Sunnyside Farms label, covering more than 180 dairy items, including 

ice cream, yogurt, cheese, butter, and other dairy-related products. The Sunny Select wholesale 

sales now top $ 75 million ($ 100 million in retail sales). SSI’s marketing department covers such 

disciplines as new item development, package design, product management, quality assurance, 

setting product specs, audits, plant visits/inspections, etc. 

Procurement Contacts: Mark Nelson, Export Manager, Marketing/Merchandising Division; Jim 

Dimataris, Director, Marketing 

SUPERVALU INC. 

11840 Valley View Rd., Eden Prairie, MN 55344 USA 

Tel: (952) 828-4000 

Fax: (952) 294-7495 

www.supervalu.com 

Total Fiscal 2011 Sales: $36.1 Billion -3.7%; Food Distribution Sales: $8.2 Billion -5%; Retail 

Food Sales: $27.9 Billion -3.5% 

Percentage of Retail Sales in Exclusive Brands: 19% (E) 

Principal Business: SUPERVALU (NYSE: SVU) traces its roots back to 1870-71 as Newell and 

Massey, a food wholesaler. Over the decades and through name and ownership changes, its Super 

Valu identity was established in 1954. From there, the company grew and expanded into store 

chain ownership--eventually to become one of the country’s largest food wholesale distributors to 

independent retailers in the US. Its operation, which includes ownership of retail food chains, 

covers a total of 2,434 traditional and hard discount retail food stores, the latter encompassing 935 

stores licensed as Save-A-Lot stores and operated by independents. The company’s own 1,102 

store portfolio span a dozen regional chains: Acme, Albertsons, Cub Foods, Farm Fresh, 

Hornbacher’s, Jewel-Osco, Lucky, Shaw’s, Shop ‘n Save, Shoppers Food & Pharmacy, Star 

Markets and 397 owned Save-a-Lot discount food stores. Supervalu’s wholesale distribution 

business, serving independent grocery chains, mass merchants, and the military market through 10 

distribution centers, covers 47 states with a customer count of 1,900 independent stores plus its 

own stores and including secondary grocery supplies to some 760 independent retailers. The 

company also is an owning distributor of IGA (also in this database). 

EB Identities: Supervalu organizes its own brands under three tiers: Premium, first tier, and value 

brands. They include Culinary Circle (premium, restaurant-inspired entrees, dishes and soups),

Wild Harvest (premium organic and natural foods), Stockman & Dakota (hand-cared premium 

USDA Choice Angus beef), and Java Delight (premium coffee). Its first tier brands include: 

Flavorite, Richfood, equaline, plus its franchised or licensed trademarks: Cub Foods, Save-A-Lot, 

Sentry, Festive Foods, Jubilee, Foodland, New Market, Shop ‘n Save, County Market, Supervalu, 

Albertsons, Sav-on, and Lucky. Finally, its tier-priced range covers more than 100 product 

categories under the Essential Everyday brand. 

EB skus: 20,000+ (E) 

Profile: Blame it on the country’s bad economic environment and on tough competition, 

Supervalu’s performance since 2009 has steadily declined from a total sales volume of $44.6 

billion; while its bottom line profits have been weak or negative. Fiscal 2012’s net income dipped 

to a loss of $1 billion from 2011’s loss of $1.5 billion. Bearing “substantial indebtedness,” (some 

$6 billion plus pension fund obligations) the company has increasingly turned to private label 

development. In June 2011, Supervalu introduced its Essential Everyday price brand. This 

represented a transition from its other brands, such as Flavorite, Richfoods, and Homelife, and one 

year later added another 1,500 new items, bring that range to 2,700 products. Since 2009, other 

new brands have debuted: Culinary Circle, Wild Harvest, Stockman & Dakota, Happy Tails and 

NutriPlan brands in pet food and supplies, etc. Multiple brands in Save-A-Lot also have been 

consolidated under the Save-A-Lot banner identity. In February 2012, Supervalu reportedly 

completed its layoff of some 800 people in its operation. 

UPDATE: In January 2013, Supervalu dramatically transformed its entire operation, agreeing to 

the $3.3 billion sale of five of its regional chains--Albertsons, Acme, Jewel-Osco, Shaw’s and 

Star Market stores plus related Osco and Sav-on in-store pharmacies to an investors group, AB 

Acquisition LLC, affiliated with Cerberus Capital Management L.P. (In 2006, Cerberus acquired 

some 650 Albertsons stores from Supervalu and continued to pay a license fee for use of that 

trademark. The takeover of another 877 stores in this new deal will reunited the Albertsons stores 

under Supervalu control, with Cerberus’ Albertson stores. Speculation is that the investors will 

keep the Albertsons chain, but sell off the other acquired chains.) Cerberus also agreed to follow 

up with the purchase of 30% of Supervalu’s outstanding common stock. Continuing primarily as a 

food wholesaler, Supervalu, after this sale, will be positioned as a wholesaler with about $17 

billion in revenues, which include its retail business: Save-A-Lot owned and licensed discount 

store business and four remaining regional chains: Cub, Farm Fresh, Shoppers, Shop ‘n Save and 

Hornbacher’s. 

Procurement Contacts: Sam Mayberry, VP, Private Brands; Bob Olson, Director Sourcing Our 

Own Brands; Ryan Briggs, Director Product Development, Private Brands; Keith Winters, 

Sourcing Manager, Our Own Brands; Sanford Bemel, Brand Manager Our Own Brands; Jon 

Hussey, International Div., Import Food Manager (tel: 253-593-3198 in Tacoma, WA); David 

McDaniel, Save-A-Lot Ltd., VP, Grocery Procurement (tel: 314-592-9100 in Earth City, MO) 

SYSCO CORP. 

1390 Enclave Parkway, Houston, TX 77077-2099 USA 

Tel: (281) 584-1390

Fax: (281) 584-2524 

www.sysco.com 

Total Fiscal 2011 Sales: $39.3 Billion +5.6%; Broadline Sales: $31.9 Billion 

Percentage of Broad Line Sales in Exclusive Brands: 45.5% 

Principal Business: Sysco (NYSE: SYY) is the largest North American distributor of food and 

related products primarily to the foodservice or food-prepared-away-from-home industry. Net 

earnings were off by 2% to $1.2 billion for the year. Its base of some 400,000 customers covers 

restaurants, healthcare and educational facilities, lodging establishments, and other foodservice 

customers. They are served from 177 Sysco distribution centers in the US, Canada, and Ireland. 

Sysco’s core broadline distribution business covers a full line of food products plus nonfood items 

sold to traditional and chain restaurant customers. The company also operates SYGMA as a 

division serving certain chain restaurant customers. The company additionally operates Fresh 

Point produce, meat-cutting operations and other services. Sysco’s portfolio covers more than 

400,000 products systemwide, including a full line of products (frozen foods, canned and dry 

goods, fresh meats, imported specialties, and fresh products; as well as nonfood items, such as 

paper products, tableware, restaurant and kitchen equipment and supplies; medical and surgical 

supplies; and cleaning supplies). The company’s customers include restaurants, hotels, motels, 

schools, colleges, cruise ships, summer camps, sports stadiums, theme parks, and other 

foodservice units. 

EB Identities: There are four-quality tiers for Sysco brands--Supreme, Imperial, Classic, and 

Reliance. SYSCO (Supreme-Gold, Imperial-Blue, Classic-Red) 1st quality; Reliance Green 2d 

quality; Value Line Brown 3d quality, plus numerous specialty or segment brands—Arrezzio 

(domestic and imported Italian foods), Pasta laBella (lemon pepper, chili pepper or tomato basil), 

Casa Solano (Mexican foods), Jade Mountain (Asian foods), Block & Barrrel (deli program), 

House Recipe (premium quality tabletop condiments, signature teas, and gourmet cocoas), 

SYSCO Brandables (a complete menu concept package incorporating segment brand products, 

signage, menus, uniforms, how-to manuals, etc.), SYSCO Earth Plus (disposable napkins and 

towels), Hidden Cove (fresh seafood), Serene (paper and disposable cups, plates, bags, boxes), etc. 

EB skus: 40,000 

Profile: Sysco was hit this year by higher costs in different food categories, plus by comparison an 

extra week in 2010. Nevertheless, its net earnings did advanced by 3.2% to $ 1.2 billion. The 

company claims a 17.5% market share in the US/Canadian foodservice business. Most of its sales 

are in restaurants (62%), followed by hospitals/nursing homes (11%), hotels/motels (6%), 

schools/colleges (5%), and 16% other. Its SYGMA business (certain chain restaurants like 

Wendy’s) accounted for 13.6% of total sales. UPDATE: For fiscal 2012 (ending June 30), Sysco 

reported its total sales up by 7.8% to $42.4 billion, while net earnings dipped by 2.6% to $1.1 

billion. The latter was affected by food cost inflation on its meats, canned and dry grocery items, 

and frozen foods. The company now operates 185 distribution facilities. 


SYSTEME-U CENTRALE NATIONALE S.A. 

LP - 44 478 Carquefou, Cedex Centrale Nationale S.A FRANCE 

Tel: +33 1-53-63-35-55 

Fax: N/A 

www.systeme-u.fr 

Total Fiscal 2012 Group Sales (including fuel): $29.3 Billion (€ 21.1 Billion) +8.8%; Group Sales 

(excluding fuel): $22.4 Billion+ (€ 16.1 Billion+) +5.6% 

Percentage Sales in Exclusive Brands: N/A 

Principal Business: Established in 1920, this privately owned retailer cooperative today is divided 

into four independent regional branches, which together draw from a centralized purchasing 

service. The co-op services some 800+ independent retailers who operate “big small town stores” 

in country and urban regions of France and other areas. In total, they operate 1,423 stores under 

five banners, which include: Hyper U hypermarkets (average 4,500 square meters), Super U 

supermarkets (average 2,000 square meters), Marché U neighborhood (average 900 square 

meters), U Express convenience stores, and Useful. 

EB Identities: U, (Ecological, Freshness, Bio, Les Saveurs), U énergie, By U (hygiene & beauty), 

U Freshness, Bien Vu! (Economic foods and nonfoods), U Looney Tunes Active 

EB skus: 8,000+ 

Profile: This company, which now enjoys a 9% market share in France, looks to expand its store 

count to 2,000, while increasing its market share to about 12%. The firm operates through its 

supermarkets and hypermarkets located in France, as well as Guyana, Guadeloupe, Martinique, 

Reunion, Mauritius, New Caledonia, Mayotte and Tahiti. This retailer lately has developed some 

regional product ranges: Ude Poitou-Charentes, U d’Alsace, Udu Sud-Ouest, and U de Savoie. 

Procurement Contacts: Guillaume Darasse, Director of Commercial Deals 

TAKASHIMAYA CO., LTD.

1-5, Namba 5-chome, Chuo-ku, Osaka 542-8510 JAPAN 

Tel: (81) 6- 6631-1101 

Fax: (81) 6- 6631-9850 

www.takashimaya.co.jp 

Total Fiscal 2011 Consolidated Group Sales: $9.9 Billion (¥ 869.5 Billion) -0.9%; Total 

Department Store Sales: $8.9 Billion (¥ 777.5 Billion) -1.2% 


Principal Business: Takashimaya operates in six areas: department stores, contract & design, real 

estate, finance/leasing, auto parts/products, plus other businesses. The group works with 38 

domestic affiliates plus 17 more overseas. Some 80% of its revenues derive from its 20 

Takashimaya high-end department stores, all operated in Japan, plus two other stores in Singapore 

and Taiwan. Its real estate sales (¥ 29.4 billion) help bolster this company. 

EB Identities: Voice File (original fashions) T-OWN, raffiner h (menswear), Rosenese women’s 

apparel, etc. 

EB skus: N/A 

Profile: Takashimaya is one of the world’s oldest retailers, celebrating its 180th anniversary in 

fiscal 2011. The business began as a kimono shop in Kyoto, but didn’t develop into a department 

store retailer until the 1930’s onward. Its recent financial profile, however, has been dismal in 

terms of store sales and operating revenues, dipping from ¥ 2,042.7 billion in 2008 downward to 

¥ 869.5 in 2011. But its operating net income in that period has recovered after decreasing from ¥ 

18.7 billion in 2008 to ¥ 7.7 billion in 2010: The current fiscal results show a 34.1% increase to ¥ 

13.9 billion. While the Japanese economy has been weak, Takashimaya has taken steps to 

remodel its stores and focus more on regional consumer interest plus local preferences. New 

private brands have been introduced recently. Also, its food sales as a percent of total sales have 

increased from 25.2% to 29% in the current year. More food and specialty fashions have been 

introduced into its stores. Looking outside Japan, the retailer has begun concentrating on 

developing department stores and shopping centers in China and Singapore. Plans call for opening 

its first store in China in August 2012. 


TALBOTS, INC., THE

One Talbots Drive, Hingham, MA 02043-1586 USA 

Tel: (781) 749-7600; (800) 825-2687 

Fax: (781) 741-7734 

www.talbots.com 



Principal Business: Talbots (NYSE: TLB), founded in 1947, is a leading specialty retailer and 

direct marketer of women’s classical clothing, shoes, and accessories. The firm operates some 568 

stores, including 551 in 46 US states and the District of Colombia, plus 17 in Canada (including 1 

surplus store). 

EB Identities: Talbots 

EB skus: N/A 

Profile: In April 2010, Talbot’s owner since 1988, the Japanese holding company, Aeon Group 

(also in this database), sold its 54% stake in Talbots to a special purpose acquisition company, 

BPW Acquisition Corp. (BPW), after which merged with Talbots. BPW raised the cash for 

Aeon’s interest through an IPO. Talbots itself has been under pressure: its net store sales plunged 

by 36.5% to $ 991.4 million; while its direct marketing business gained 14% to $ 221.7 million for 

the year. Overall its net profits reached $ 31.4 million versus an $8.9 million loss in fiscal 2010. In 

2009, Talbots introduced its upscale Talbots stores, which now number 28 outlets. The chain also 

operates 18 surplus outlets in the US. 


TARGET CORP. 

1000 Nicolet Mall, Minneapolis, MN 55403 (P.O. Box 1392), Private Label, 16th Floor, 

Minneapolis, MN 55440-1392) USA 

Tel: (612) 696-1000 

Fax: (612) 696-0415

www.targetcorp.com 



Principal Business: Target (NYSE: TGT) operates under a single store banner, Target, comprised 

of 1,750 stores in 49 states and DC. This banner is divided into two formats: 1,489 Target upscale 

general merchandise discount stores and 251 SuperTarget outlets with expanded food assortment 

(averaging 174,000 square feet). Also, the company, which operates 38 distribution centers 

(including four in food), oversees one of the world’s largest global resource organizations, 

Associated Merchandising Corp. (AMC), operating in some 50 countries. 

EB Identities: Archer Farms (premium quality foods and beverages) and Market Pantry® 

(national brand equivalent groceries), up & up (health & beauty products), Simply Balanced, 

Boots & Barkley® (all natural dog treats), Choxie® (gourmet chocolates), Circo®, Durabuilt®, 

Embark®, Gilligan & O’Malley®, itso, Kaori®, Market Pantry®, Merona®, Play Wonder®, 

Room Essentials®, Smith & Hawken®, Sutton and Dodge®, Target Home, Vroom®, Wine 

Cube®, and Xhilaration®, Smith & Hawken (garden accessories), Sonia Kashuk (makeup line), 

Thomas O’Brien home collection of decorative furniture lighting), Waverly (home textiles, 

stationery, home decor) and Woolrich,Tru-tech (electronics), etc. Its exclusive licensed and 

designer brands include: C9 by Champion®, Chefmate®, Cherokee® (women’s and girl’s 

clothing, accessories and shoes), Converse® One Star®, Eddie Bauer® (camping gear), 

Fieldcrest®, Genuine Kids by Osh Kosh®, Kitchen Essentials® by Calphalon®, Liz Lange® for 

Target®, Michael Graves Design, Mossimo® J(men’s and women’s apparel), Nick & Nora®, 

Sean Conway, Simply Shabby Chic®, Sonia Kashuk®, and Thomas O’Brien®. 

EB skus: N/A 

Profile: The economic recession has slowed progress at Target: only 76 stores were opened this 

year. Comparable store sales were down by 2.5% versus the previous year. Net income climbed 

upward by 13.6% to $ 2.5 billion. Target continues to add PFresh food sections (featuring open 

coolers and low tables) to its stores. In 2009, 108 new and remodeled stores adopted this store 

department; another 350 stores are scheduled for 2010. Target also re-launched its Target brand 

(familiar bulls-eye logo) with the distinctive ‘up & up’ brand, covering nonfood grocery items like 

household cleaners and health and beauty care products. Also the Archer Farms brand adopted a 

sub-brand identity, Simply Balanced to cover a new line of health foods, such as pomegranate fruit 

bars and Mediterranean style vegetable pizza. Target also reposition its Room Essential value line 

in domestics and home decor. Plans call for merchandising innovations in other departments, such 

as beauty, video games, electronics, and shoes. 

Procurement Contacts: Bruce Tominello, Archer Farms Brand Manager; Mike Riehle, Target 

Brand Sr. Buyer; Mike Savage, Sr. Buyer Dry Grocery; Les Haughton, Vice President, 

Merchandise Manager; Annie Zipfel, director of Owned Brands; Bob Hickey, Private Label 

Sourcing; Casey Carl, Private Label Senior Buyer; James Walser, Sr. Buyer Target Brand; Tanya 

Carlson, Own Brand Buyer

TESCO PLC 

Tesco House, Delamare Road, Cheshunt, Hertfordshire EN8 9SL, UNITED KINGDOM 

Tel: +44 1992-632222 

Fax: +44 1992-6495158 

www.tesco.com 

Total Fiscal 2012 Group Sales (before taxes): $115.2 Billion (£72 Billion) +7.4%; UK Sales : 

$75.8 Billion (£47.4 Billion) +6.2%; Asia Sales : $18.6 Billion (£11.6 Billion) +10.5%; Europe 

Sales : $18.2 Billion (£11.4 Billion) +7.7%; US Sales : $1 Billion (£ 638 Million) +27.1% 

Percentage of Tesco Group Sales in Exclusive Brands: 38 

Principal Business: Tesco (LSE: TSCO.L) is the UK’s leading grocer and the third largest grocery 

retailer in the world. Its store count totals 6,235 outlets in 13 countries, covering the United 

Kingdom, six countries in Europe (Republic of Ireland, Poland, Hungary, Czech Republic, 

Slovakia, and Turkey), five countries in Asia (China, India, Malaysia, South Korea, and Thailand), 

and the United States. In the previous year, its total store count was 5,265 (minus some 129 

discontinued outlets in Japan.). Tesco’s store formats worldwide include: Tesco Express 

neighborhood stores, Tesco Metro town/city center stores, Tesco Extra convenience stores, and 

Tesco Extra superstores or hypermarkets. In the US, Tesco operates some 200 stores under the 

Fresh & Easy banner. Additionally, Tesco has a franchise agreement with Tata Group in India, for 

development of Star Bazaar hypermarkets. Internationally, the company operates mostly 

hypermarkets (50% of space allocated to non-foods). Tesco additionally runs the UK’s number 

one Internet business for groceries, backed by store-based service; and also Tesco Bank, which it 

took over in October 2008. Additionally, Tesco Mobile now is supported with 194+ phone shops. 

UPDATE: Early in 2013, Tesco re-launched its Baby and Toddler Club brand as Tesco Loves 

Baby club, focused on products for children up to three years of age. 

EB Identities: Tesco, Tesco Finest (premium convenience foods), Tesco Healthy Eating, Tesco 

Value (value range), Tesco Ingredients, Tesco Kids, Free-From (gluten, milk or wheat), Tesco 

Goodness (healthy foods for children), Nature’s Choice (healthy and beauty care items), 

Healthyliving (healthy foods), Wholefoods (natural nutritious and healthy foods), Items (clothing 

range), 

F& F (Florence + Fred clothing range), make up (cosmetics), Technika (electronics), Go Cook 

(kitchenware), Lighter Choices (healthy foods), Supersave, Kipa Value (Turkey) Legou Value 

(China), Cherokee (a licensed clothing brand). Fresh & Easy (U.S.)—fresh & easy, EatWell (lowcalorie 

ready meals), fresh & easy Goodness, Mother’s Jo’y (breakfast cereals), retreal (nonfoods), 

Big Kahuana (wine), Taurino (beer) 

EB skus: 7,000+ (excluding textiles)

Profile: Fiscal 2012 was a year of transition and change for Tesco, especially in its biggest market, 

the United Kingdom, where profits for the year were off by 1%. This impacted on overall Group 

profits, up by 5.3% to £ 3.8 billion. A strong international performance helped, where profits 

climbed upward by 18% to £ 1 billion for the first time. Internationally, Tesco operates just over 

half its stores, some 3,200 outlets, internationally. Two weak links, however, are found in this 

portion of its business. In August 2011, Tesco decided to sell its 129 small stores in Japan (around 

Tokyo), allowing Aeon (also in this database) to take 50% of them for a minimum amount while 

offering a so-called £ 40 million ‘dowry’ to help Aeon to refurbish the stores over to its store 

format. Tesco, which entered Japan in 2003, could not competed effectively with its Tesco 

Express and inherited Tsurukame supermarket banners. Tesco also bit the bullet in the US market, 

where since the launch in 2007 of its new Fresh & Easy format of local neighborhood stores, 

focused on fresh, high-quality, wholesome foods sold at affordable prices, the chain has operated 

in the red ever since: More than $1 billion (£ 646 million) had been lost over the past five years. 

While Tesco expected to break even by fiscal 2014, since Fresh & Easy sales were up significantly 

in fiscal 2012, the company lost patience waiting for bottom line turnaround. (The U.S. Operations 

includes a distribution center and of two suppliers’ US operations--2 Sisters Food Group, Inc. 

(fresh meat and poultry) also in this database and Wild Rocket Foods LLC (processor of fruits and 

vegetables—salads) Indeed, the worsening situation in its biggest market, the UK, deserved more 

investment attention. Tesco, during the year sought to improve this business, upgrading its stores 

and introducing the successful Tesco Extra format (44 stores in Europe and 3 in Asia) into its 

larger stores in UK market. The Extra strategy includes creating “Worlds” within the store, such as 

Baby World and Sports World. Tesco also purchased BzzAgent, a service that combines word of 

mouth marketing with a commercial application for social media. Since pioneering online grocery 

shopping service in 1997, Tesco has emerged as the world’s largest and most profitable online 

grocer retailer, realizing sales now at more than £ 2 billion per year. Tesco’s ‘Click & Collect’ 

option strategy for customers picked up steam as well: Consumers order online and pick up their 

purchases as certain store locations. Hundreds of Tesco stores are now adopting this service. 

Since own brand is a critical factor to Tesco’s success (its UK stores stocking up to 50% of sales 

in own brand), the retailer embarked on a two-year program to refresh more than 8,000 Tesco 

brand products in terms of their quality plus brighter packaging. Its Tesco Value brand also was 

re-launched as Everyday Value with improved product quality. Tesco additionally launched 

premium line of Venture Brands in the UK and its European markets, different product categories 

carrying exclusive brand identities without any reference to the Tesco name: Chokablok chocolate 

and ice cream, Carousel children’s toys, Parioli Italian foods, Lathams and Nutricat pet food 

brands etc. Also, Tesco debuted a Goodness brand for healthy and nutritious foods into the UK 

market. 

UPDATE: Early in 2013, Tesco re-launched its Baby and Toddler Club brand as Tesco Loves 

Baby club, focused on products for children up to three years of age. 

Procurement Contacts: John Gildersleeve, Commercial and Trading Director; Andrew Batty (meat 

& poultry), Steve Ager (bakery, beer/wine/spirits, frozen foods, convenience foods, snacks, 

sweets, soft drinks), Simon Uwins (non-foods), Sandra Turner (groceries, teas, coffee) all 

commercial directors; Oleg Pisklov, Senior Buying Manager 

TJX COMPANIES, INC., THE 

770 Cochituate Road, Framingham, MA 01701-4672 USA

Tel: (508) 390-1000 

(508) 390-2828 

www.tjx.com 

Total Fiscal 2012 Sales: $23.2 Billion + 6% 


Principal Business: TJX (NYSE: TJX) is the world’s largest off-price apparel and home fashion 

retailer, operating 2,905 stores, of which 2,241 are in the US (49 states plus the District of 

Columbia), 308 in Canada, and 356 are in four European countries: United Kingdom, Ireland, 

Germany and Poland. Some 76% of its sales originate in the US, 12% in Canada, and 11% in 

Europe. About 60% of sales are in clothing, 27% in home fashions, and 13% in jewelry and 

accessories. TJX divides its business into four divisions: the Marmaxx Group (983 TJ. Maxx 

stores and 884 Marshalls stores) and the HomeGoods chain (374 home fashion stores), both in the 

US; TJX Canada (216 Winners stores, 86 HomeSense stores, and six Marshalls); and TJX Europe 

(332 T.K. Maxx stores and 24 HomeSense stores). The T.J. Max outlets sell family apparel, 

accessories, and an expanded selection of fine jewelry and accessories, home fashions, women’s 

shoes, and lingerie, plus feature The Runway designer section. Marshalls offers a similar 

merchandise mix but with a full line of home furnishings (basics, furniture, lamps, rugs, etc.), and 

a broad men’s apparel selection, plus its juniors department, called The Cube. The HomeGods 

stores carry basic home furnishings, giftware, lamps, rugs, decor items, etc. The Canadian 

Winners stores are similar to the Marmaxx stores. The European off-price stores also adopt the US 

store strategy. The company, which traces its roots to 1956, starting as the Zayre discount store, 

adopted its TJX identity in 1976. Its store formats feature no walls inside, allowing for more 

flexibility in merchandising displays. The company operates 12 buying offices in nine countries, 

dealing with some 15,000 vendors, who supply brand name and designer goods, often from their 

overruns, surplus stock, or canceled orders. TJX in turn sells these products at discounts from 20 

to 60% below what they would retail in department or specialty stores. The company also sells a 

small percentage of goods under its private labels, produced by third parties. 


EB skus: N/A 

Profile: In March 2011, TJX introduced its Marshalls store concept in Canada, ending the year 

with six stores. Its profit-draining chain, A.J. Wright since December 2010 has been consolidated, 

some 90 stores converted over to T.J. Maxx, Marshalls or HomeGoods stores, the remaining 72 

outlets closed. The recent, weak global economy has helped bolster TJX’s sales, while income 

from its continuing operations climbed by 11.2% to $ 1.5 billion for the year. In total, 188 stores 

were added during this fiscal period. 

Procurement Contacts: Procurement Contacts: N/A

TOPCO ASSOCIATES LLC 

7711 Gross Point Road, Skokie, IL 60077- 2697 USA 

Tel: (847) 676-3030 

Fax: (847) 673-6352 

www.topco.com 



Principal Business: Topco, a privately held cooperative, provides procurement, quality assurance, 

packaging and other services exclusively for its member-owners, which include independent 

supermarket retailers, wholesalers, and foodservice companies, and who in total represent more 

than $ 120 billion in retail sales. Total membership (including associates) now includes 53 food 

industry members (as of March 2012), representing more than 8,400 stores, which carry the Topco 

brands. Topco serves as a vehicle to leverage its members’ collective volume to drive down 

product costs and to obtain economies of scale in support areas, enabling its members to 

effectively compete against national companies. Its “corporate brands” cover Topco’s arsenal of 

nearly 20 brands, spread over more than 8,000 skus and ranging through three quality tiers 

(economy, mainstream, and premium), including: grocery, frozen foods, regional dairy/bakery 

items, health and beauty care, general merchandise and pharmacy. Its perishable products cover 

branded meats, fresh meats, produce and floral items. Additionally, the co-op provides its 

members with equipment, supplies and business services, mostly national brand items. Bilingual 

labels also are provided. Topco also manages its member-owned store brands, now at more than 

20 brands, helping to develop their own store brands. Together, Topco oversees some 46 brands. 

The Topco members (most listed in this database) include: Associated Grocers, Bashas’, Bi-Lo, 

Giant Eagle, Goldbon (foodservice), Harris Teeter, Hy-Vee, Piggly Wiggly, Raley’s, Save Mart, 

Schnucks, Stater, Tops, UniPro Foodservice, United Supermarkets, etc. 

EB Identities: Food Club, Kingston, Top Crest (grocery, nonfoods and general merchandise), 

TopCare (health and beauty care), World Classics Trading Company (upscale foods from around 

the world), Dining In (ready-meal solutions), Full Circle (natural and organic products), 

GreenMark (environmental line), Mega (secondary economy line), ValuTime (secondary economy 

line), Pet Club (pet food), Paws Professional (premium pet foods), Paw’s Premium (premium pet 

food), Power 1 (detergents/cleaners), Sensibles (low-fat foods), Top Fresh (value-added produce); 

Power One (premium laundry detergent), Paws (premium pet food), Clear Value. With its merger 

with Shurfine International Inc., Northlake, IL in 2001, Topco also oversees some nine brand lines 

(120 categories and 10,000+ skus), under such corporate brands as: Shurfine and Ultimate Choice 

(both first quality labels); Shurfresh (perishable foods--bakery, frozen, dairy, meats, refrigerated 

foods); Shur Tech (automotive products); and Saver’s Choice and Price Saver (both value labels), 

PHARM (OTC drugs).

EB skus: 33,000 (approximate) 

Profile: Topco began as a small cooperative in 1944, supplying its independent food retailer 

members with dairy products and paper goods, which were in short supply during WWII. The coop 

merged with Top Frost Foods in the early 1950s. On October 29, 2001,Topco Associates, Inc. 

joined with Shurfine International, Inc., Northlake, IL, to announce that the latter firm would be 

merged into Topco, forming a new company, Topco Associates LLC. Effective in November of 

that year, all operations were to be conducted through Topco, while the existing companies, Topco 

Associates Inc. and Shurfine International, Inc. became holding companies, initially with 85.7% 

and 14.3% ownership interests, respectively. The co-op initially relied on the Food Club private 

label to carry its business. Over the years, through expansion, Topco developed alternative labels 

at different quality levels to prevent marketing conflicts and maintain brand exclusivity for its 

customers. Its Kingston label served as an alternative to the Food Club label. In secondary quality, 

the Mega label was developed to complement the ValuTime label. In the late 1980s, health-andbeauty-care 

products were added, making Topco “the largest source of store brand and private 

label health and beauty care products in the US,” supplying more than 7,000 items to its 

membership. Shurfine International began as a cooperative in 1948, serving primarily food 

distributors, who were cooperatives. In the mid-1980s voluntary wholesalers were added and more 

recently supermarket chains, foodservice distributors and other customers. In 2010, Topco 

reported that Amber Pharmacy, Omaha, NB, and The Grocers Supply Co., Inc., Houston, TX, 

joined , In 2012, Topco added two new members; Associated Food Stores, Salt Lake City, UT; ; 

while Houston-based McLane Global began participating in Topco’s Frozen, Dairy/Bakery, 

HBC/GM and Not-for-Resale programs. McLane, which is an international trading group and 

global sourcing and logistics company, plans to develop its Lady Liberty food brand as well as its 

not-for-resale products and services through Topco. Over this decade, Topco has expanded its own 

brand offering: In 2001, its Full Circle range of natural and organic products. Followed in 2002, 

with Dining In ready meals range, covering frozen entrees/pizzas, refrigerated meats/pasta and 

sauce dinners/barbecue items, etc. Topco more recently has been busy with other innovative 

extensions, such as adding Paw’s Professional and Paw’s Premium pet foods to its Pet Club range. 

Its old World Classic brand has been recast as World Classics Trading Company, featuring 

products from around the world; and Power One (ultra laundry detergent). A selection of so-called 

X-brands: Academix (school and office supplies), Easyclix (disposable cameras, film, photo 

paper), Domestix (cleaning and household nonfood items), and Electrix (batteries, light bulbs, and 

electrical supplies). 

Procurement Contacts: Procurement Contacts: Frank Muschetto, Executive VP & Chief 

Procurement Officer (Corporate Brands & Perishables); Jeff Posner, Executive Vice-President & 

Chief Procurement Officer; Dennis Dangerfield, VP Groceryl alue-Added Purchasing; Maryruth 

Wilson, VP Brand & Product Innovation; Christine Heffernan, Food Club Brand Manager; 

Christine Hefferman, Brand Manager of Topco brands (its largest brand)--a new post. 

TOYS “R” US, INC. 

One Geoffrey Way, Wayne, NJ 07470-2030 USA 

Tel: (973) 617-3500

Fax: N/A 

www.toysrusinc.com 


Percentage of Total Sales in Exclusive Brands: N/A 

Principal Business: Toys “R” Us is the number one specialty retailer of toys, baby products and 

children’s apparel, operating 1,473 Toys “R” Us and Babies “R” Us stores in the US, Puerto Rico, 

and internationally (600+ outside the US). In addition, there are more than 140 licensed stores, 

which altogether cover 35 countries and jurisdictions. The company also operates the FAO 

Schwarz toy store in New York City. Three investors own equal shares in the company: Bain 

Capital Partners LLC, Kohlberg, Krais Roberts & Co, and Vornado Realty Trust. The Toys “R” 

Us stores stock toys, games, sporting goods, electronics, software, baby products, children’s 

apparel and Juvenile furniture. Babies “R” Us stocks products for newborns and infants, including 

cribs and furniture, strollers, formula, diapers, bedding, clothing, toys, etc. ToysRUS.com is an 

online specialty store for toys, video games and baby merchandise. The company operates other 

online domains as well. 

EB Identities: Toys ‘R’ Us (toys), Babies ‘R’ Us (infant formula, snacks, diapers, wipes, laundry 

detergent, purified water), Avigo (bicycles), Bruin (toys for infants and pre-schoolers), Edu 

Science, FAO Schwarz, Imaginarium (discovery toys), Koala Baby, Fasst Lane, You & Me, Just 

Like Home, The Amy Coe Collection, Wendy Bellissimo line, Koala baby and Especially for 

Baby/Especially for Kids/Especially for Moms, etc. 

EB skus: 350+ 

Profile: Established in 1948, Toys ‘R’ Us acquired exclusive rights to operate FAO Schwarz toy 

store in New York City--one of the world’s most famous toy retailers. In 2011, the company took 

over its licensee in Southeast Asia and China, representing 90 stores. In June 2010, Toys “R” Us 

began opening a total of 600 Express locations nationwide. These smaller stores with a limited 

product selection are often located in malls. This retailer continues to expand its exclusive brand 

product portfolio. That same month, the company opened a sourcing office in Shenzhen, China, 

looking to develop its own brand merchandise in apparel, sporting goods, furniture, and toys. 

UPDATE: For fiscal 2011 (ending Jan. 28, 2012), this retailer reported sales up by 0.3% to $13.9 

billion from 873 Toys R Us and Babies R Us stores in the United States plus 625 international 

stores and 145 licensed outlets, operating in some 35 countries. The company lately has put more 

emphasis on its own brand merchandise. In August 2012, the Babies R Us brand added new infant 

feeding line of bottles and accessories as well as baby gear. Also the private brand has been 

expanded into bedding, room decor, food formulas, snacks and other essentials, together 

comprising a range of more than 1,600 products. 

Procurement Contacts: Procurement Contacts: N/A

TRACTOR SUPPLY CO. 

200 Powell Place, Brentwood, TN 37027 USA 

Tel: (615) 440-4000 

Fax: N/A 

www.tractorsupply.com 

Total 2011 Net Sales: $4.2 Billion +16.7% 

Percentage of Total Sales in Exclusive Brands: 24% 

Principal Business: This niche specialty retailer is the country’s largest farm and ranch retail 

chain, catering to recreational farmers and ranchers as well as tradesmen in that business. It 

operates 1,085 stores in 45 states, its three biggest markets: Texas (129 stores), Ohio (71 stores), 

and Michigan and New York (each with 65 stores). Some 40% of its merchandise is in livestock 

and pet, 23% in hardware, tools, and truck, 21% seasonal, gifts and toy products, 10% in clothing 

and footwear, and 6% in agriculture. 

EB Identities: There are some 17 brands this retailer owns, including Producers Pride and Dumor, 

both livestock feed; Retriever, Paws ‘n Claws, and 4health, all in pet foods; CountyLine 

(livestock, farm, and ranch equipment); C. E. Schimdt (apparel and footwear); Bit, Bridle, 

Mountain (all apparel); Groundwood (lawn and garden supplies); and Royal Wing (bird feeding 

supplies) 

N/A 

Profile: In 1938, Charles E. Schmidt Sr. of Chicago, established a mail order tractor parts business 

and the following year opened a store in Minot, ND. Part-time and full-time farmers and ranchers, 

including homeowners, have made this niche retailer a success story. Over the past five years, it 

has enjoyed a compounded annual growth rate of 12.3%. Its 2011, net income jumped by 32.6% to 

$222.7 million. Some 85 new stores were opened during the year. The company operates seven 

distribution centers, having completed a new 834,000 square foot facility in Kentucky in 2011. 

Tractor Supply puts great stock in its own exclusive brands, which rose by 150 basis points from 

the fourth quarter of 2010. Early in 2012, the retailer introduced EquiStages, a value-priced store 

brand for equine feed. 

UPDATE: For 2012, Tractor Supply pushed its net sales up by 10.2% to $4.7 billion, while net 

income advanced by 22.4% to $276.5 million. Some 93 new stores opened, two were closed. The 

company sees its sales passing the $5 billion level in 2013 with plans to open some 110 new stores 

(adding to its 2012 count of 1,176 store). 


TRADER JOE’S 

800 Shamrock Ave., Monrovia, CA 90040-3270 USA 

Tel: (626) 441-1177 

Fax: N/A 

www.traderjoes.com 

Total Fiscal 2011 Sales: $8.5 Billion+ (E) 


Principal Business: Started in 1958 as the Pronto Markets convenience store, founder Joe 

Coulombe in 1966 opened his first Trader Joe’s outlet in Pasadena, CA. The concept of a quirky, 

upscale, specialty grocery store featuring gourmet, organic, and vegetarian foods proved 

successful. Today, there are some 360+ Trader Joe’s stores in more than 25 states plus DC, Its 

stores about 10,000 square feet. 

EB Identities: Trader Joe’s, Trader Jose (Mexican food), Trader Ming’s (Asian food), Trader 

Giotto’s (Italian food), Trader Darwin’s (vitamins), Baker Josef, Charles Shaw (wines), etc. 

EB skus: 2,000+ 

Profile: Privately-held Trader Joe’s, owned by Theo Albrecht, one of the two brothers behind Aldi 

(also in this database) of Germany, lately has expanded from its West Coast base (strongest in 

California) along the East Coast. Its latest target market: Texas. New stores, new product 

offerings, new markets (expansion into other states), earmark this chain’s success. Some Trader 

Joe’s branded products are now being introduced into Aldi stores in Germany. Interestingly, Karl 

Albrecht, who owns Aldi Sud (South) in Germany, also oversees Aldi stores in the US. Theo, 

unable to operate Aldi in the US, opted to start up Trader Joe’s. Theo also had a stake in 

Albertson’s, which in 2006 was sold to Supervalu. Theo now has stock in Supervalu. More 

interesting: Supervalu oversees Save-A-Lot limited assortment stores, which copy the Aldi 

concept. Both chains are competitors, while the Albrecht brothers are in the background. In July 

2010, Theo Albrecht passed away. 

Procurement Contacts: Procurement Contacts: Kathryn Bernstein and Richard Baltierra, both 

Directors Product Development (Tel: 781-43300234 in Needham, MA)

TRUE VALUE COMPANY 

8600 W. Bryn Mawr Ave., Chicago, IL 60631-3505 USA 

Tel: (773) 695-5000 

Fax: N/A 

www.truevaluecompany.com 

Total Consolidated 2011 Sales: $1.9 Billion +3.4% 


Principal Business: True Value’s history began in 1910 when a group of hardware dealers in 

Pittsburgh, PA, established the American Hardware and Supply Company. Decades later, their 

business was renamed ServiStar, headquartered in Minneapolis. In 1996, the business was merged 

with the Coast to Coast, a dealer-owned hardware chain (founded in 1928) and, the following year, 

their operation joined forces with Cotter & Co., a dealer-owned cooperative, in operation since 

1948. This produced one of the largest dealer-owned buying groups in the US, called TruServe 

Corp. When this business acquired another wholesaler, using the name True Value, dealers in the 

co-op began adopting that identity as their store banner. (Cotter in 1992 helped Canadian hardware 

dealers to form Cotter Canada separately, as an independent co-op. They followed the lead their 

U.S. counterpart in the US, in 1999 by renaming themselves TruServe Canada Cooperative Inc. 

Subsequently, their business, growing to some 650 independent dealers, operating more than 725 

stores in Canada and based in Winnipeg, Manitoba, was acquired by RONA, Inc. (also listed in 

this database), Canada’s largest distributor and retailer of hardware, renovation, and gardening 

products in November 2010.) Today, True Value oversees a network of some 4,650+ independent 

retailers, who operate under six retail banners; True Value, Grand Rental Station, Taylor Rental, 

Party Control, Home & Garden Showplace, and Induserve Supply. They have access, through 12 

distribution centers, to more than 60,000 items. Thousands of those products appear under the coop’s 

own brands. 

EB Identities: True Value, Master Mechanic, Master Tradesman, Green Thumb (lawn fertilizer), 

Master Plumber, Painter’s Select (paint), Sterling Fasteners (fasteners), etc. 

EB skus: N/A 

Profile: Despite the weak economy, True Value managed to advance its sales, greatly helped by 

the rollout of its Distinction True Value store format. Some 56 renovations were completed during 

2011. True Value vendor direct revenues climbed by 4.7% for the year, mostly supported by 

affiliated/international channel growth. Net profit margin, however, dipped by 0.7% to $ 60.3 

million.

Procurement Contacts: Rita Kessell, Private Label Brand Manager 

U.S. FOODSERVICE 

9399 W. Higgins Rd., Suite 500, Rosemont, IL 60018 USA 

Tel: (847) 720-8000 

Fax: (847) 720-8099 

www.usfoodservice.com 

Total 2010 Sales: $19 billion (E) 


Principal Business: U.S. Foodservice, the 2d largest U.S. broadline foodservice distributor for 

food and related products (43,000+ national, private label and signature brand items) to more than 

350,000 foodservice customers, including restaurants, hotels, health care facilities, cafeterias, 

schools, business and industry. Some of its predecessor companies, such as Monarch Foods and 

John Sexton and Co., trace their histories back to the 19th Century. 

EB Identities: 24 identities listed managed by its Monarch Foods Division, including: Chef’s Line, 

Glenview Farms, Harvest Value, Metro Deli, Molly’s Kitchen, Patuxent Farms, etc. 

EB skus: 10,000+ 

Profile: Formed from the 1997 merger of JP Foodservice, Inc. and Rykoff-Sexton, Inc., this 

company followed up with four more acquisitions, until in April 2000, Royal Ahold of The 

Netherlands (also in this database) took over, while also adding PYA/Monarch. Via resolutions 

of an account scandal at U.S. Foodservice, that business in July 2007 was sold by Ahold (a belttightening 

measure) for $ 7.1 billion to two private equity firms, Clayton, Dubilier & Rice Fund 

VII, L.P. (“CD&R”) and Kohlberg Kravis Roberts & Co L.P. (“KKR”) . Recently, U.S. 

Foodservice’s Monarch Food Group cut its portfolio of 60 exclusive brands down to 25. 

Procurement Contacts: Mark Kaiser, Executive Vice-President, Marketing & Procurement

ULTA SALON, COSMETICS & FRAGRANCE CO., INC. 

1000 Remington Blvd., Ste. 120, Bolingbrook, IL 60440 USA 

Tel: (630) 410-4800 

Fax: N/A 

www.ulta.com 

Total Fiscal 2011 Consollidated Sales: $1.5 Billion +18.9% 


Principal Business: Ulta Salon calls itself the largest beauty retailer in the US, providing more 

than 21,000 prestige, mass, and salon products and salon services. Some 19,000 products are basic 

items and 2,000 promotional. Its 389 stores in 40 states, average about 10,000 square feet 

(including about 950 square feet dedicated to a full-service salon). The stores are staffed with a 

manager, six stylists, and one to two estheticians. The company is traded on the NASDAQ under 

the Ulta symbol. 

EB Identities: Ulta 

EB skus: N/A 

Profile: Another good year for this retailer, its net income soaring by 80.4% to $ 71 million. Only 

four stores were closed, while 47 units opened. New products are a key strategy, as well as new 

brand introductions, notably in its prestige product category, considered the industry’s highest 

growth category. Private label remains a key strategy with cosmetics and bath brands attracting a 

strong customer following. Its possible this retailer will expand private label into other categories 

besides its cosmetics, skin care, bath and body products, and hair care items. 

Procurement Contacts: Lori Koontz, Brand Manager, Ulta Private Label 

UNIFIED GROCERS, INC. 

5200 Sheila St.,City of Commerce, CA 90040 USA 

Tel: (323) 264-5200

Fax: (323) 268-3432 

www.uwgrocers.com www.unifiedgrocers.com 

Net Fiscal 2010 Sales: $3.9 Billion -3.2% 


Principal Business: Formerly called Unified Western Grocers, Unified Grocers is now the largest 

retailer-owned wholesale grocery cooperative in the West with the takeover of Associated 

Grocers, Inc., Seattle WA. The retailer-owned cooperative supplies some 2,800 independent 

retailers (single store up to multiple store operators) in 8 states plus Hawaii, Mexico and some 

countries in the South Pacific and elsewhere). The co-op was formed in September 29, 1999 from 

the merger between Certified Grocers of California, Ltd., Los Angeles, California’s largest 

grocery wholesaler, and United Grocers, Inc., Portland, OR, the largest retailer-owned grocery 

cooperative in the western United States. Started with approximately 725 members, this co-op 

supplies 2,700+ retail stores in California, Arizona, Nevada, Oregon, western Washington, 

Hawaii, and some countries in the South Pacific. Unified Western Grocers also operates a bakery 

and milk, water and juice bottling manufacturing facilities. 

EB Identities: Springfield, Golden Creme (high quality dairy and ice cream), Cottage Hearth 

(bakery), Special Value, Western Family, IGA, Natural Directions (natural and organic foods), 

and other brands. 

EB skus: 5,000+ 

Profile: Poor economic conditions, which lowered consumer confidence and raised 

unemployment, impacted on Unified Grocer's fiscal 2010 results. Its operating income was off by 

16.9% to $ 38.1 million. Membership dipped as well to 473 versus 498 the previous year; although 

the cooperative did pick up $ 13.7 million in new customer business. Also, a new corporate brand 

debuted: Natural Directions, covering natural and organic foods and beverages. Fiscal 2011 shows 

improving results, as the coop has added some new members. 

Procurement Contacts: Philip Smith, Executive VP, Chief Marketing & Procurement Officer; 

Joanne Murdock, Executive Director of Corporate Brands; Jan Tiel, Exe. Director, Corporate 

Brands; Barry Jaynes, Manager of Private Label (grocery, deli, frozen foods); Randy Delgaldo, 

Manager of Sales (health and beauty care, general merchandise) Robert Lutz, Vice-President of 

Procurement 

UNIPRO FOODSERVICE 

2500 Cumberland Parkway, Atlanta, GA 30339 USA

Tel: (770) 952-0871 

Fax: (770) 952-0872 

www.uniprofoodservice.com 

Total Group Fiscal 2010 Sales: $58 Billion 


Principal Business: UniPro Foodservice calls itself “the leading foodservice distribution network 

in the United States.” Comprising of 328 shareholder companies (food and nonfood), each 

distributor is independently owned, marketing the products and services provided by UniPro. With 

its members’ collective sales volume of $ 58 billion from 650+ independent shareholder 

companies (900+ locations) and more than 550 approved suppliers 500,000+ foodservice 

operations, the company is positioned as a broadline and systems cooperative distribution group. 

Unipro serves (restaurants, colleges, universities, health care, elementary schools, recreation 

facilities, business & industry, and lodging). UniPro also has international members in Australia, 

Canada, Guam, Japan, Mexico, and Puerto Rico. 

EB Identities: ComSource NIFDA, NIFDA Prime Pak, Chef Pak; CODE (Elite, Regal, Majestic); 

ComSource (Medallion, Merit, Traditional); Red, Medallion), Embassy Black, CODE-Red, 

CODE-Orange, all 1st quality; ComSource-Traditional (NIFDA-Green), Three Castles Blue, 

CODE-Blue (all 2d quality); and ComSource-Citation, Econo-Pak Brown, and Emco Red, CODE- 

Green (all 3d quality), Reflections (coffee, tea, cappuccino), Companions (disposable cutlery and 

service-ware); Nugget (black label 1st quality fancy grade, Nugget red label 2d quality extrastandard 

grade, Nugget green label 3d quality standard grade), Oro Fino (specialty, upscale Italian 

foods), Nugget Nutri-Gold (low-sodium, low-fat, low-cholesterol foods. 

EB skus: N/A 

Profile: The August 1997 merger of the two largest buying groups in the world, EMCO TS 

Systems and ComSource independent Food Service Companies, Inc., formed one “supergroup.” 

Its 200 diverse, independently owned and operated food and nonfood distributor members 

serviced 300,000+ products in all market segments: restaurants, colleges & universities, health 

care, schools, recreation, business & industry, and so on. In 2009, UniPro acquired Progressive 

Group Alliance LLC of Richmond, VA, from Performance Food Group company or PFG (also in 

this database). This deal made PFG a member-owner of UniPro. In effect, PFG outsourced its 

purchasing functions to UniPro and joined the latter’s network, thus pushing UniPro’s total yearly 

revenues from $ 31 billion up to $ 48 billion--pushing UniPro ahead of the foodservice segment 

leader, Sysco (also in this database). 

Procurement Contacts: Bob Caswick, Vice-President of Procurement

UNITED SUPERMARKETS LLC 

7830 Orlando Ave., Lubbock, TX 79423 USA 

Tel: (806) 791-7457 

Fax: (806) 791-7476 

www.unitedtexas.com 



Principal Business: Family owned United Supermarkets operates 51 supermarkets, under three 

store banners (38 United, 10 Market Street, and three Amigo) plus 22 United Express fuel and 

convenience stores. Additionally, the company operates two distribution centers. 

EB Identities: Topco private labels--Food Club, Top Crest, etc.; Arriba! Coffee; United Express 

fuel 

EB skus: N/A 

Profile: H.D Snell started his grocery business in 1916, selling goods for cash, instead of adopting 

the more popular credit transaction policies at that time. Today, his two great grandsons manage 

this successful, regional, family owned supermarket business. In 2010, the company opened a 

200,000-square-foot distribution center in Roanoke, TX, complementing its Lubbock distribution 

center. Also, the company is now testing in-store, Red Mango counters in two stores, selling #1 

Zagat-rated frozen yogurt and smothies found in the Red Mango US chain of 140+ stores. 

Recently, this food retailer also has partnered with a local winery, Llano Estacado, to sell private 

label wines in the United supermarket stores. 

Procurement Contacts: Wes Jackson, Chief Merchandising Officer 

UNTERNEHMENSGRUPPETENGELMANN 

Wissollstrasse 5-43, 45478 Mülheim an der Ruhr, GERMANY 

Tel: +49 208-581-300

Fax: +49 208-581-302 

www.tengelmann.de 

Total 2009 Turnover:$15.7 Billion (€ 11.3 Billion) +2.6%; Turnover in Germany: $10.4 Billion (€ 

7.5 Billion) 


Principal Business: Tengelmann Group, founded 1867, now oversees some 4,519 stores, including 

3,427 in Germany and the balance of stores in 15 other European countries. Its business divides 

into three main areas. The Kaiser’s Tengelmann supermarkets consisting of 660 stores in 

Germany, generating € 2.6 billion; the KIK textile discount chain of 2,887 stores (€ 1.6 billion 

+7%), operating in Germany, Austria, Slovakia, Slovenia, the Czech Republic, and Hungary; and 

the OBI chain of DIY stores, some 537 outlets (330 in Germany and the others in 12 European 

countries), which together produce € 5.9 billion in sales +2.1%. Its majority interest in a number 

of companies has recently been diminished to minority holdings (see profile below for most recent 

examples). Tengelmann also has e-commerce interests as well as meat processing and bakery 

facilities plus plant nurseries. Additionally, there is a printing and packaging facility. 

EB Identities: A&P (Attractive & Price Worthy—covering some 250 good quality items at rockbottom 

prices), Plus (100 items sold in Plus stores), Master Product (45 excellent quality products, 

matching the top brands, but priced lower), Kaiser’s (coffee), Naturkind (natural/healthy 

products), Birkenhof, Royal Comfort (paper and hygiene products), LeDi, Tengelmann, Ergee 

(hosiery, Selilna Collection (teen apparel, Pokito (children’s apparel) 

EB skus: N/A 

Profile: When this database first appeared in its printed format, started early in the 1990s, it 

reported on Tengelmann for fiscal 1993 as the world’s largest food retailer, generating some $28 

billion in sales and operating more than 6,800 stores in nine countries. Fast forward 16 years to its 

results in 2009 and you witness a humbling profile for this 142-year-old European industry icon 

now overseeing some 4,519 stores in 16 European countries, its total sales at $15.7 billion. In the 

recent past, Tengelmann has been forced to sell off its subsidiaries and retrench its operations. 

Deals with different European retailers have loosened it control of operations both in Europe and 

the United States. In January 2009, Netto Marken-Discount GmbH & Co. KG took over 2,300 

Plus discount stores, leaving Tenglemann with only a 15% interest in that business. At year-end, 

Netto reported its sales at € 9.9 from a total of 3,881 discount outlets. Tenglemann held onto about 

435 Plus stores in Eastern Europe, but that business in Bulgaria and Romania was sold in February 

2010 and in May 2010, the remaining subsidiary in Austria was sold. Tengelmann was also forced 

to sell 65 Kaiser’s Tengelmann stores to Rewe of Germany. Tengelmann’s strength nevertheless 

continues in Germany, where it operates the Kaiser’s Tengelmann chain of supermarkets, now 

being converted to a more holistic strategy, including fresh foods and more services—called the 

Black, Red, Gold concept. The company prides itself on their performance; despite no appreciable 

sales gain over 2009, having weather the global economic crisis better than the Group’s foreign 

subsidiaries. The KIK textile discount business shows sales up by 7% to € 1.6 billion for the year. 

The OBI chain of 537 DIY stores added 24 new outlets for the year, producing sales of € 5.9

illion, up by 2.1%. In July 2009, Tengelmann negotiated an investment agreement with Yucaipa 

Companies in the US, where the latter was able to boost its interest in the US supermarket chain, 

A&P, from 4.5% to 27.6%, leaving Tengelmann with a 38.6% interest in A&P. That capita 

investment, worth about $175 million, helped A&P. Tengelmann now is regrouping. In January 

2011, it purchased a 30% stake in Otto Gourmet GmbH, a mail order firm for meat and seafood 

products worldwide. Tengelmann also has directed its interests into new areas, purchasing ecommerce 

properties in fashions and baby products: Zalando.de, brands4friends.de, babymarkt.de, 

and yourtailor.de. Also, managing director and general partner Karl-Erian W. Haub is a 

co-owner of TEDi, a discount chain that was started in 2004. TEDi sells products (mostly general 

merchandise as well as cosmetics, laundry products and food items) at € 1 each. This chain, which 

locates its stores near Tengelmann outlets, has recently surpassed 1,000 units. UPDATE: In fiscal 

2011 (ending December 31), the group generated sales of € 10.78 billion +2.4% of which 32% 

was outside Germany. In total, the Group oversees 4,256 stores in 15 European countries. 

Procurement Contacts: The company deals with more than 5,500 suppliers. At headquarters, 

purchasing is controlled by H. Meier, Senior Executive for Purchasing; and Fritz Teelen, Senior 

Executive of Sales Operations 

WAKEFERN FOOD CORP. (WHOLESALE SERVICES DIVISION) 

600 York St., P.O. Box 506, Elizabeth, NJ 07207 

Tel: (908) 527-3300 

Fax: (908) 527-3397 

www.shoprite.com 

Total Fiscal 2011Sales: $12.8 Billion +8.5%; Wholesale Sales: $9.5 Billion 


Principal Business: Wakefern claims to be the largest retailer-owned cooperative in the US, 

supplying 230 member-owned ShopRite stores—by itself representing one of the largest 

supermarket chains in the Northeast. There are 47 members, who operate in six states: New Jersey, 

New York, Connecticut, Massachuettes, Pennsylvania, and Delaware. Through its ShopRite 

Supermarkets Inc. subsidiary, Wakefern operates 72 corporate owned ShopRite stores: 45 

PriceRite and 27 ShopRite. The PriceRite limited assortment grocery stores average 35,000 square 

feet and stocking some 500 products under the PriceRite brand) operate in five Northeast states. Its 

Wholesale Services Division, while primarily supplying products to the ShopRite chain, also 

offers assistance to domestic as well as international customers. All of its more than 3,000 private 

label products are available to companies outside the cooperative.

EB Identities: ShopRite, ShopRite Premium, Farm Flavor (secondary quality canned goods), 

Flavor King (ice cream), Very Best, Value Pak, Chef’s Express, Black Bear (deli meats), 

Reddington Farms (fresh poultry), Classic; PriceRite 

EB skus: 3,500+ 

Profile: Wakefern was started in 1946 by eight independent grocers in the Newark, NJ area. 

Pooling their resources, they set up a 5,000-square-foot warehouse under the cooperative plan. 

Since then, the group has grown into almost a 3-million-square-foot warehouse capacity, 

supplying more than 20,000 national brand products, as well as its private label range, offering a 

tremendous variety of products, available through its facilities—one of the industry’s largest 

assortments. In this fiscal period, Wakefern opened 10 new ShopRite stores and two PriceRite 

stores. Wakefern started the PriceRite a limited assortment concept, called PriceRite, in 1995, 

operating stores that are slightly larger than the Aldi concept (owned by Aldi of Germany). 

PriceRite has been distributing PriceRite branded merchandise such as health & beauty, paper 

products and some foodstuffs to other retail outlets, such as dollar-stores, mom-and-pop 

pharmacies and corner markets, and other supermarkets such as Gristedes Operating Corp., which 

owns Gristedes Supermarkets in New York City. 

Procurement Contacts: Loren Weinstein, Director of Private Label/Branding; Dave Baer, Director 

PL Branding; Liz Mysak, Category Manager, PL Branding; Nancy Alibrando, Wholesale Service 

Buyer). Wholesale Services Division, 355 Davidson’s Mill Rd., Jamesburg, NJ 08831-3014 USA. 

Tel: 732-521-8614; Fax: 732-521-8620: Ron Haselmann, HBC Category Manager. 

WALGREEN CO. 

200 Wilmot Road, Deerfield, IL 60015-4616 USA 

Tel: (847) 315-2500 

Fax: N/A 

www.walgreens.com 

Total Fiscal 2012 (Aug.31) Sales: $71.6 Billion -0.8%; Front End Sales: $25.5 Billion +3.6% 

Percentage of Front End Sales in Exclusive Brands: 20% (E) 

Principal Business: Walgreens (NYSE: WAG), the largest drugstore chain in the US, operates a 

total of 8,385 locations in 50 states, DC, Guam, and Puerto Rico, served by 18 major distribution 

centers. They consist of 7,930 drugstores, 366 work site centers, 76 infusion & respiratory 

facilities, 11 specialty pharmacies, and two mail facilities. Also, Walgreens owns 32 strip 

shopping malls.

EB Identities: Walgreens (OTC drugs, vitamins, health & beauty items), Nice! (grocery and 

household products), W (flagship brand covering commodity items, personal care), good & 

deLISH (premium foods, snacks, beverages), Finest Nutrition (vitamins and supplements), 

PetShoppe (pet supplies), Studio 35 Beauty (cotton balls, personal care, professional beauty tools, 

hair dryers, etc.), Living Solutions (general merchandise), ology (laundry detergent, fabric 

softener, household cleaners, CFL bulbs, paper products, personal care, etc.--all free from harmful 

chemical), Prevail (department store quality beauty care items at Duane Reade) 

EB skus: 2,500+ 

Profile: Following an excellent fiscal 2011 performance, Walgreens stumbled in this fiscal period, 

owing to a weak US economy and a disruption of its Express Script agreement (rewritten in 

September as a multiyear contract). Net earnings fell by 21.6% to $2.1 billion. Its core business, 

prescription sales, traditionally taking 65% of total sale in recent years, dipped to a 63% share in 

fiscal 2012. Walgreens’ retail prescription market share is now at 18.7%. Nevertheless, prospects 

for heightened growth are evident from a number of its different initiatives, such as its rollout of 

Well Experience format--now in 350 stores, and the completion of its three-year plan to refresh 

some 5,000 Walgreens stores in its chain with a “customer-centric retailing” strategy. Walgreens 

also has a number of pilot formats being tested, especially in its flagship stores located in a few 

major US cities. The flagship store in Chicago, for example, orchestrates a format strategy of five 

sections: pharmacy, take care clinic, LOOK boutique, upmarket (café+wine+cheese+humidor), 

and eat well (fresh convenience foods and bakery items). Walgreens also is redesigning its 

pharmacy area into more of a service-oriented environment that encourages interaction between 

the pharmacist and customers, visiting Walgreens for vaccinations, health tests, physicals and 

treatments, etc. One pilot store format program, called Well at Walgreens, opens services to the 

customer and in some stores includes a Take Care Clinic. In markets, which are ill served by 

stores with fruits, vegetables and other staples, Walgreens is filling in the vacuum with a “food 

oasis” store format, featuring fresh fruits and vegetables, etc. Also auspicious for its future, 

Walgreens has been beefing up its private brands initiative. In 2011, it rolled out its Nice! brand 

400-item range. This has since spread across multiple product categories in dry groceries, frozen 

foods, beverages, nonfood groceries, etc. After Walgreens acquired the Duane Reade drugstore 

chain in New York City, its DR deLISH premium range of food and beverages was adopted by 

Walgreens as the good & deLISH brand. It is now spreading across numerous product categories 

as well. Inspired by the Well at Walgreens pilot format program, the company is now phasing in a 

Well at Walgreens private brand into its OTC products, where well-being is built right into the 

brand identity. Another of its new brands, ‘ology,’ introduced in November 2012, covers baby 

care, personal care, and household cleaners, all promoted as free from harmful chemicals, and 

carrying a “well being” trademark under its logo. Walgreens also has an emerging range of general 

merchandise products, all under its Living Solutions brand, covering numerous items: bar-ware 

sets, wine goblets, pub glasses, wine racks, coffee pod racks, bottle openers, kitchen towels, 

cooking strainers, light bulbs, shoe organizers, clothes hangers, adhesives, tool sets, hammers, 

screwdrivers, paint brushes, extension cords, irons, toaster ovens, blenders, coffee makers, fans, 

lint removers, blankets, pillows, and on and on. To better position itself as a multichannel retailer 

for health and daily needs, Walgreens in June 2011 acquired drugstore.com for $398 million. 

(That business has two sister sites as well: Beauty.com and VisionDirect.com.) In January 2011, 

the retailer launched an exclusive BORA skin care collection (27 products developed by celebrity 

esthetician for the Hollywood stars, Scott Vincent-Borba). Walgreens also has become more 

marketing oriented, having launched in February 2011, its first national TV ad campaign on behalf 

of its Walgreens brand of health and wellness products. It was the first time the retailer went 

beyond newspaper circulars and in-store signage to advertise its own brand. In November 2012, 

the company launched a bi-annual “magazine,” called “W Happy And Healthy,” earmarked as an 

insert in Sunday newspapers, as a 28-page glossy publication chockfull of mostly Walgreens

and products, under at least nine of its private brands: ‘good & deLISH,’ nice!, Well at 

Walgreens, Walgreens, W, Finest, Studio 35 Beauty, Pet Shoppe, plus a new brand, ology. The 

biggest news in this current fiscal period came in June 2012, when Walgreens announced its latest, 

and biggest-ever takeover, a $6.7 billion (£4.3 billion) cash-and-stock bid for 45% interest in the 

UK-based, privately owned Alliance Boots (also in this database). Boots operates some 3,300 

stores in 11 countries. The deal, completed in September 2012, pushes Walgreens into becoming a 

$100 billion+ retail, market leader. It also promises to be by far the most significant game changer 

for Walgreens, dramatically restructuring it from being primarily a US drugstore chain into a 

global pharmaceutical wholesaler. Also, the takeover plays a significant role in building 

Walgreen’s private brand/exclusive brand strategy, bringing in the Boots own brands. Walgreens 

has an option to purchase the remaining 55% interest in Alliance Boots by August 2015. 

(Walgreens projects its fiscal 2016 revenues will increase by more than 80% to $130 billion-versus 

fiscal 2012.) Additionally, it will re-create Walgreens as a manufacturer, merchandiser, 

distributor, and licensor of its own powerful brands. The acquisition catapults Walgreen onto the 

world stage, as the biggest pharmaceutical wholesaler as well as being the largest purchaser of 

prescription drugs and many other health and well-being products. It also returns Walgreens back 

into manufacturing. Walgreens stores very likely will start selling Boots’ own brand products 

including its No7 cosmetic and skin care lines, the Botanics skin/hair/bath/body products, the 

Soltan suncare products, the Champneys Collection of spa-quality body and skincare products, 

and its Almus generic brand drug line. Walgreens, through it websites, drugstore.com and 

Beauty.com, purchased early in 2011, already sells Boots No7 products. Boots beauty brands, 

including No7, through licensing contracts, also are sold in over 1,750 Target stores, 330 of which 

have a Boots beauty advisor, and online on target.com, as well as the website ShopBootsUSA.com 

website. In addition, No7 is now sold in some 450 Ulta beauty stores across the US and on 

ulta.com. Shoppers Drug Mart in Canada also carries the Boots brand range. The Boots 

Laboratories beauty range, in collaboration with Procter & Gamble, is now being sold to 

independent pharmacies in five European countries. Alliance Boots has been diligently 

internationalizing its key brands and the US market promises to expand rapidly with Walgreens as 

its partner. For an encore, Walgreens announced in July 2012 its plans to buy 144 stores in seven 

states, which generated 2011 sales of $825 million, from Stephen LaFrance Holdings, Inc. The 

$438 million deal, which should close early in September, includes: USA Drug, Super D Drug, 

May’s Drug, Med-X, and Drug Warehouse stores in Arkansas, Kansas, Mississippi, Missouri, 

New Jersey, Oklahoma and Tennessee. The deal also includes a distribution center in Pine Bluff, 

Ark., and a wholesale and private brand business, Walgreens looks to expand its pharmacy 

business into those markets, reaching into smaller communities. Short-term plans call for 

continuing that business under its current banner brands. Walgreens is expected eventually to 

convert them over to its Walgreens logo. 

Procurement Contacts: Joseph Magnacca, President of Everyday Living Products and Solutions; 

Bryan Pugh, VP Merchandising; Maurice (Moe) Alkemade, Division VP, General Merchandise 

Manager/Private Brands; David Van Howe, VP Purchasing; Kristen Abreu, Director of Private 

Brands; Brad Barbera, Director Private Brand Product Dev.; Laura Sturdevant and Jon Rudden, 

both directors Private Brands 

WALMART STORES, INC. 

702 S.W. Eight St., Bentonville, AR 72716 USA 

Tel: (479) 273-4000

Fax: (479) 273-8863 

www.walmartstores.com 

Total Fiscal 2012 Net Sales: $443.9 Billion +5.9%; Total US (Discount, Supercenters & 

Neighborhood Market including fuel) Store Sales: $264.2 Billion +1.5%; Total International Sales 

(Supermarkets, Discount, Supercenters, Hypermarkets, and others: $125.9 Billion +15.2%; Total 

SAM’s (membership) Club US Sales: $53.8 Billion +8.8% 


Principal Business: Walmart (NYSE: WMT), the world’s largest retailer (and largest private label 

retailer) operates under three sectors, overseeing a total number of 10,130 retail units under some 

70 different banners in 27 countries. They include 12 countries in Africa, five in Central America, 

two in South America, and joint ventures in China and India. Its largest business segment is in the 

US, commanding 60% of net sales from 3,868 stores, including 3,029 Walmart supercenters, 629 

Walmart discount stores, and 210 Neighborhood and other small format stores. Next, the 

international business segment, taking 28% of total sales, covers 5,651 units in 26 countries. 

International encompasses a number of different retail formats, totaling 4,905 units, 328 wholesale 

units (Sam’s Club), and 418 restaurants. Walmart’s third segment, Sam’s Club warehouse stores 

number 611 units in the US and Puerto Rico. The global geographic breakout: 4,479 units in US 

(including 56 in Puerto Rico), 2,088 in Mexico, 541 in the United Kingdom, 512 in Brazil, 419 in 

Japan, 370 in China, 333 in Canada, 316 in Chile, 305 in South Africa, 200 each in Costa Rica and 

Guatemala, 88 in Argentina, 79 in El Salvador, 73 in Nicaragua, 70 in Honduras, 42 in Sub 

Saharan Africa, and 15 in India. In the US, Walmart’s discount stores (30,000 to 219,000 square 

feet) stock mostly general merchandise with limited foods, Walmart Supercenters (80,000 to 

260,000 square feet) stock general merchandise plus a full line of supermarket items, and 

Neighborhood Markets supermarkets (14,000 to 62,000 square feet) stock a full line of 

supermarket items plus limited general merchandise. Its Sam’s Club warehouse stores (71,000 to 

190,000 square feet) stock food and general merchandise goods. The Walmart discount store chain 

is being replaced by supercenters, as some 79 were converted in fiscal 2012. Outside the US, its 

stores include: ASDA supercenters, ASDA Living (nonfoods) and George apparel outlets, all in 

the UK; Bodega Aurrera discount, Superama supermarkets, Suburbia apparel, all in Mexico; 

Todo Dia, Bompreco (hypermarkets, supermarkets and mini-markets), BIG hypermarkets, 

Nactional supermarkets, Maxxi Atacada membership clubs, all in Brazil; and Seiyu in Japan. In 

Chile, there are D&S stores, shopping centers and Presto financial service branches. There also is 

a chain of Vips restaurants in Mexico. 

EB Identities: Great Value (food and nonfood grocery items), Equate (health and beauty care), Ol’ 

Roy (dog food), Special Kitty (cat food), Spring Valley (vitamins and supplements), Parent’s 

Choice (baby foods, diapers, wipes), Marketside (fresh packaged foods), Oak Leaf, Prima Della, 

Everstart, Faded Glory (apparel), No Boundaries (youth apparel), George (apparel/footwear), 

Athletic Works, Dr Thunder (soft drinks), Secret Treasures, Puritan, Hometrends (home 

furnishings), Mainstays (blankets, toilet seats, ceiling fans, garden hoses, chair cushions, etc.), 

Ozark Trail (outdoor gear), White Stag (apparel, footwear, jewelry), Canopy (home goods), plus 

many other brands in specific product categories (Alcott Ridge Vineyards California wines, 

EverActive (alkaline batteries, SuperTech anti-freeze & motor oil, etc. The company also markets 

lines of merchandise under licensed brands, including General Electric, Black & Decker, Rival, 

Disney, Better Homes & Gardens, OP, Starter, Danskin Now, and Just My Size.” At Sam’s Club 

stores: Member’s Mark premium range, Bakers & Chefs, Artisan Fresh, Daily Chef, Simply Right,

Sportsman’s Choice professional formulation, and Sam’s Club. At ASDA stores in the UK: ASDA 

Play and Learn (toys), ASDA Home (cleaning), ASDA Extra Special (premium), ASDA Good For 

Your (healthy foods), ASDA (organic foods), George (clothing), George Baby Organic (cotton 

clothing), George Essentials (entry level pricing), Smart Price (no frills), Metro 7 women’s 

fashion apparel and accessories, and Pacific (electrical). In Mexico: Aurrea and Viva Verde 

organic foods, etc. In Seiyu (Japan): Shoku-no-Sachi (Food Delights), Kankyo Yusen (products 

focused on the environment), Clothing (everyday fashion wear). 

EB skus: 15,000+ (E) 

Profile: In fiscal 2012, Walmart celebrated its 50th anniversary. The year produced a stronger 

performance versus the prior year: Overall, some 1,160 units were added to its roster, strong 

comparable store sales were recorded, and favorable currency exchange rates helped business. 

Operating profits were up by 4% to $26.6 billion. Walmart continues to expand internationally, 

two important acquisitions during the year, helping this business segment. In April 2011, Walmart 

took control of 147 Netto stores in the United Kingdom from Dansk Supermarked (also in this 

database). Two months later, Walmart completed a tender offer for approximately 51% ownership 

in Massmart, a South African retailer with approximately 290 stores in 13 sub-Saharan African 

countries. The purchase price was approximately ZAR 16.9 billion ($2.5 billion). The assets 

acquired were approximately $6.4 billion, including approximately $3.5 billion in goodwill; 

liabilities assumed were approximately $1.9 billion; and the non-controlling interest was 

approximately $2.0 billion. This gave Walmart a new geographic foothold in Botswana, Ghana, 

Lesotho, Malawi, Mozambique, Namibia, Nigeria, Swaziland, Tanzania, Uganda and Zambia. 

Meantime, Walmart in the US recently has address its poor performance in the Sam’s Club chain, 

adding produce, meat and bakery items, on an ongoing basis. This also includes the introduction 

of three new exclusive brands: Artisian Fresh bakery goods, Simply Right personal care products, 

and Daily Chef grocery products, which may replace products in the Sam’s Club Member’s Mark 

private label identity in those categories. Sam’s Club’s other two private brands, Bakers & Chefs 

and Sam’s Club, very likely will also be affected. Walmart also has begun testing a new premium 

food brand, World Table, which covers some 50+ skus in cookies, chips, snacks, pizza, etc. The 

line includes imported food products from Europe. Reports recently indicate this ‘test’ has been 

extended into its stores in Mexico and Central America. To improve soft sales in its US 

supercenters and discount stores, Walmart is testing smaller format stores. A new concept, 

Walmart Express stores, ranging from 15,000 to 30,000 square feet—quite different from its 

typical 185,000 square foot superstore—-was opened in the second quarter of fiscal 2012. It is 

believed that these stores will have greater private label share of total sales versus its other US 

store formats. Walmart reported groceries sales now account for 55% of its total US sales, up from 

53% in fiscal 2011, and a 49% share in fiscal 2009. It’s estimated that Walmart now has a 25% 

market share in the US supermarket business. The company recently announced plans to 

accelerate its mid-size Walmart Market stores (averaging about 42,000 square feet): some 100 to 

open in fiscal 2012 bringing the count to 285+. In the UK, the ASDA chain announced in Sept. 

2010 its largest own brand re-launch in UK retail history, re-branding some 3,500 products under 

its ASDA label to the new ‘ASDA Chosen by You’ brand, which generate sales exceeding $14 

billion. In 2011, Walmart rolled out a new beauty care product range, GeoGirl, targeted to girls’ 

ages 8 to 12, offering different makeup products, featuring natural ingredients. Walmart is active 

on many fronts in the area of sustainability initiatives, some of them impacting on its own brands. 

For example, during this fiscal period, the company eliminated 16% of the paper fiber used to 

package its Great Value brand margarine, transitioning its own brand sandwiches from a nonrecyclable 

plastic bag to a recyclable paperboard carton. Its Sam’s Club team collaborated with a 

national cereal producer to reduce packaging and meet member needs by shifting from a single 

club-size pack to a twin bundle of smaller, lighter cartons, resulting in a cut in fiber consumption. 

Additionally, the Walmart Canada team began shipping Great Value brand spring water in a bottle 

made from 100 % recycled PET. During the year, Walmart also introduced a new palm oil 

procurement policy, where the Sam’s Club Artisan fresh banana nut bread became the first

product in North America to display the new Roundtable on Sustainable Palm Oil (RSPO) 

trademark. It is also the first product in the world to have both the sustainable Mixed Palm Oil and 

the Fair Trade Certified Sugar logos on the package. Scheduled for the summer of 2012, the 

company’s Great For You icon appeared on Great Value and Marketside brand items that meet the 

nutrition criteria. The icon also will be made available to national-brand products that qualify and 

can be complementary to other nutrition labeling systems used by the food industry. UPDATE: In 

December 2012, Seiyu reportedly plans to convert the Great Value grocery range in its stores over 

to Minnasan no Osumitski (Endorsement of Everyone). Products in this line cater to Japanese 

tastes and this subsidiary, after some consumer testing, decided the 'Great Value' identity with 

Japanese words to describe the product was better merchandise under a Japanese identity and with 

an upgrade in the packaging design. Seiyu also reportedly has introduced a new economy range 

called Basic Ki. In January 2013, Walmart adopted a new exclusive brand, FLOWERS, endorsed 

by celebrity star Drew Barrymore, covering premium makeup cosmetics comparable to 

department store luxury brands. The range of 181 items, including eyes, face, lip, and nail 

products ($4.98 to $13.98), was rolled out into 1,500 US stores and on its website. The new brand, 

produced by Maesa of Paris, a dedicated private label design manufacturer, is endorsed by 

celebrity star Drew Barrymore, who plans to promote it. 

Procurement Contacts: Andrea Thomas, Sr. VP of Private Brands; Andy Ruben, VP Private Brand 

Strategies; Adonai Leiva, Walmart Director of Sourcing, Private Brands; Diana Ramos, Private 

Brand Team Leader; Randy Reeves and Les Shafelt, both buyers for Great Value; Peter Scoppa, 

director Private Brand Sourcing; Sanelle Kearsley, director Private Brand Supply Chain Devel.; 

Deborah Wright, Sr. Director Private Brand Quality; Sandra Farwell, Dir. Private Label Food & 

Consumables; Dan Engdahl, Dir. Private Label Sourcing; Maurice Markey, VP Proprietary 

Brands-Sam’s Club; Brent Tininenko, Director International Private Brands; Cyndi Handley, 

Manager Global Supply Chain Dev; Kim Brandner, Sr. Director of Sourcing; Joe Gammon, Sr. 

Buyer (Sam’s Club) John Adam, Private Label Manager and Alison Terryll, PL Label Devel. 

(Canada) (tel: 905-821-2111); Sergio Guillini, PL Director in Mexico (tel: +52 55-2629-6000); 

Johnny S.C. Fung, Director of Private Brands Development (China (tel: +86-755-2562-3288); 

Manuel Marrero, Private Brands Director in Puerto Rico (Tel: 787-653-7777) 

WAWA, INC. 

Red Roof, Baltimore Pike, Wawa, PA 19063 USA 

Tel: (610) 358- 8000; (800) 444-9292 

Fax: N/A 

www.wawa.com 

Total 2010 Sales: $4.5 Billion+ (E) 

Percentage of Sales in Exclusive Brands: 7% (E)

Principal Business: With a history that traces back to 1803, starting as an iron foundry, the owners 

eventually diversified into milk processing and in 1964 opened the first Wawa Food Market, 

serving dairy products plus deli meats. The privately held company also conducted a wholesale 

dairy business. Today, there are more than 576 convenience stores (200+ with gasoline service) in 

five East Coast states (Pennsylvania, New Jersey, Delaware, Maryland, and Virginia). Its 

employees own about 28% of the company stock. The company also operates the Wawa Dairy, 

which besides supplying the chain also sells milk and juices to institutional customers. 

EB Identities: Wawa, Built-to-Order hoagies, Sizzli hot breakfast sandwiches, F’Real milk shakes 

EB skus: N/A 

Profile: Wawa has recently expanded its private label offering including both shelf-stable products 

and foodservice items. The company now works with Daymon Worldwide (also in this database). 

Its product offering covers some 6,000 items. 


WEGMANS FOOD MARKETS, INC. 

Box 844, 1500 Brooks Avenue, Rochester, NY 14692 USA 

Tel: (585) 328-2550 

Fax: (978) 443-2785 

www.wegmans.com 



Principal Business: Privately held, family-owned Wegmans operates some 79 supermarkets (or 

emporiums) in New York, Pennsylvania, New Jersey, Virginia, Maryland, and Massachusetts. It 

history began in 1916. The stores today range in size from 80,000 to 130,000 square feet; some 

include Market Cafes for take-out or in-store dining (100 to 100 seats). The stores generously 

stock more than 70,000 products. In addition, this company owns its own centralized meat 

distribution and bakery facilities, plus its own egg farm. In 2009, its Culinary Innovation Center 

opened, offering ideas on production, and research and development for meat and prepared foods.

EB Identities: Wegman’s, Wegman’s The Ultimate (cookies), Wegman’s Food You Feel Good 

About ( some 200+ foods featuring no artificial colors, flavors or preservatives; low fat or lean), 

Wegman’s Market Café (Fresh To Go deli dinners, salads, sandwiches, pizza, Chinese Wokery, 

food accompaniments), Wegman’s Organic, Italian Classics, The Ultimate Coffee Adventure, 

Fisherman’s Wharf, W-Kids, Discover the Orient 

EB skus: 7,000+ 

Profile: With plans for its first store in Massachusetts in October 2011, Wegmans now has 79 

stores. During 2010, this retailer introduced an IPhone app in April 2010, then a blog, Fresh 

Stories, in July 2010. Usually, two to three stores are added each year. Markets in Pennsylvania, 

Maryland, and Virginia are potential targets for more store openings. UPDATE: Throughout most 

of 2011 (February to December), Wegmans put a price frees on 40 products; then repeated this 

freeze with another round scheduled from January through April 2112 on 50 products, many of 

them under its own private brand. 

Procurement Contacts: Mike Decory, Dir. Wegmans Brand; Terry Kurzawa, Category Specialist; 

Kevin Courteau, Executive Account Manager, both in charge of Wegman Brand Program; Dave 

Arezzo, Sr. Director Grocery/Dairy/Frozen 

WEIS MARKETS, INC. 

1000 S. Second Street, Sunbury, PA 17801 USA 

Tel: (570) 286- 4571 

Fax: (570) 286- 3625 

www.weismarkets.com 

Total 2010 Sales: $2.6 Billion +4% 


Principal Business: Weis Markets (NYSE: WMK), 65% owned by the Weis family, was started in 

1912. Today, it is traded on the NYSE under the WMK symbol. The company operates 161 Weis 

supermarkets in six states (Pennsylvania, Maryland, New Jersey, New York, Virginia, and West 

Virginia). Also, the company operates a Save-A-Lot licensed discount store and two Scot’s L- 

Cost warehouse stores in addition to seven SuperPetz pet supply outlets. They include 160 Weis 

Markets (averaging 48,000 square feet), 1 Save-A-Lot discount store (licensed from Supervalu), 

and 3 Scot’s Lo-Cost warehouse stores. Weis distributes product from its 1.2 million square foot 

warehouse. The company also operates an ice cream plant, a meat processing plant, an ice plant, 

and a milk processing plant.

EB Identities: Weis, Weis Choice, Weis 5 Star (premium), Express Cafe (entrees like ready-tocook 

chicken and beef dishes), Carnival,The Way It Was, From the Field (produce), Market Street 

(deli items), Big Top, SuperPez 


Profile: The tough economy has forced Weis to get tough on pricing. Two “Price Freeze” 

programs (one affecting 1,600, the other 3,000 staple products) were conducted during the year. 

Another 90-day “freeze” promotion kicked off in January 2011, covering 2,400 products. Weak 

economic conditions and stiffer competition forced Weis to close 18 of its SuperPetz pet supply 

stores, leaving just seen in operation. Also, a Scot’s Lo-Cost store was closed. (The company held 

80% interest in the SuperPetz chain, acquired in 1993.) Net income for the year climbed by 8.8% 

to $68.3 million. 

Procurement Contacts: Daniel Kessle In fiscal 2012, Walmart celebrated its 50th anniversary. The 

year produced a stronger performance versus the prior year: Overall, some 1,160 units were added 

to its roster, strong comparable store sales were recorded, and favorable currency exchange rates 

helped business. Operating profits were up by 4% to $26.6 billion. Walmart continues to expand 

internationally, two important acquisitions during the year, helping this business segment. In April 

2011, Walmart took control of 147 Netto stores in the United Kingdom from Dansk Supermarked 

(also in the SOURCEBOOK). Two months later, Walmart completed a tender offer for 

approximately 51% ownership in Massmart, a South African retailer with approximately 290 

stores in 13 sub-Saharan African countries. The purchase price was approximately ZAR 16.9 

billion ($2.5 billion). The assets acquired were approximately $6.4 billion, including 

approximately $3.5 billion in goodwill; liabilities assumed were approximately $1.9 billion; and 

the non-controlling interest was approximately $2.0 billion. This gave Walmart a new geographic 

foothold in Botswana, Ghana, Lesotho, Malawi, Mozambique, Namibia, Nigeria, Swaziland, 

Tanzania, Uganda and Zambia. Meantime, Walmart in the US recently has address its poor 

performance in the Sam’s Club chain, adding produce, meat and bakery items, on an ongoing 

basis. This also includes the introduction of three new exclusive brands: Artisian Fresh bakery 

goods, Simply Right personal care products, and Daily Chef grocery products, which may replace 

products in the Sam’s Club Member’s Mark private label identity in those categories. Sam’s 

Club’s other two private brands, Bakers & Chefs and Sam’s Club, very likely will also be affected. 

Walmart also has begun testing a new premium food brand, World Table, which covers some 50+ 

skus in cookies, chips, snacks, pizza, etc. The line includes imported food products from Europe. 

Reports recently indicate this ‘test’ has been extended into its stores in Mexico and Central 

America. To improve soft sales in its US supercenters and discount stores, Walmart is testing 

smaller format stores. A new concept, Walmart Express stores, ranging from 15,000 to 30,000 

square feet—quite different from its typical 185,000 square foot superstore—-was opened in the 

second quarter of fiscal 2012. It is believed that these stores will have greater private label share of 

total sales versus its other US store formats. Walmart reported groceries sales now account for 

55% of its total U.S. sales, up from 53% in fiscal 2011, and a 49% share in fiscal 2009. It’s 

estimated that Walmart now has a 25% market share in the US supermarket business. The 

company recently announced plans to accelerate its mid-size Walmart Market stores (averaging 

about 42,000 square feet): some 100 to open in fiscal 2012 bringing the count to 285+. In the UK, 

the ASDA chain announced in Sept. 2010 its largest own brand re-launch in UK retail history, rebranding 

some 3,500 products under its ASDA label to the new ‘ASDA Chosen by You’ brand, 

which generate sales exceeding $14 billion. In 2011, Walmart rolled out a new beauty care 

product range, GeoGirl, targeted to girls’ ages 8 to 12, offering different makeup products, 

featuring natural ingredients. Walmart is active on many fronts in the area of sustainability 

initiatives, some of them impacting on its own brands. For example, during this fiscal period, the

company eliminated 16% of the paper fiber used to package its Great Value brand margarine, 

transitioning its own brand sandwiches from a non-recyclable plastic bag to a recyclable 

paperboard carton. Its Sam’s Club team collaborated with a national cereal producer to reduce 

packaging and meet member needs by shifting from a single club-size pack to a twin bundle of 

smaller, lighter cartons, resulting in a cut in fiber consumption. Additionally, the Walmart Canada 

team began shipping Great Value brand spring water in a bottle made from 100 % recycled PET. 

During the year, Walmart also introduced a new palm oil procurement policy, where the Sam’s 

Club Artisan fresh banana nut bread became the first product in North America to display the new 

Roundtable on Sustainable Palm Oil (RSPO) trademark. It is also the first product in the world to 

have both the sustainable Mixed Palm Oil and the Fair Trade Certified Sugar logos on the 

package. Scheduled for the summer of 2012, the company’s Great For You icon appeared on 

Great Value and Marketside brand items that meet the nutrition criteria. The icon also will be 

made available to national-brand products that qualify and can be complementary to other 

nutrition labeling systems used by the food industry.r, VP Procurement & Private Label; Bruno 

Garisto, Director of Sales/Merchandising 

WESFARMERS LIMITED 

11th Floor, Wesfarmers House, 40, The Esplanade, Perth 6000, WESTERN AUSTRALIA 

Tel: +61 (8) 9327-4211 

Fax: +61 (8) 9327-4216 

www.wesfarmers.com.au 

Total Fiscal 2011 Consolidated Revenues: $50.5 Billion (A$ 54.9 Billion) +5.9%; Total Retail 

Revenues: $44.3 Billion (A$ 48.2 Billion); Total Food & Liquor Sales: $23.2 Billion (A$ 25.2 

B%illion) +6.3%; Total Convenience Store Sales: $ 6.3 Billion (A$ 6.8 Billion) +8.7%; Total 

Home Improvement/Office Supplies Sales: $7.6 Billion (A$ 8.3 Billion) +5.5%; Total Coles 

Supermarket Sales: $ 29.5 Billion (A$ 32.1 Billion); Total Kmart Sales: $ 3.7 Billion (A$ 4 

Billion) +0.4%; Total Target Sales: $3.5 Billion (A$ 3.8 Billion) - 1.1%% 

Percentage of Coles Sales in Exclusive Brands: 30% (E) 

Principal Business: Since the July 2007 takeover of the Coles Group, Wesfarmers (a financial 

services and industrial conglomerate with interest in home warehouse retail stores) today is 

positioned as a multi-format retailer, now overseeing 3,349 outlets in addition to operating 

resources, insurance, industrial/chemical/energy businesses. Its retail holding are comprised of 

2,655 total units. There are the Food & Liquor and convenience outlets (742 supermarkets, 766 

liquor stores, and convenience stores). They appear under seven banners; Coles, BI-LO, 1st 

Choice, Liquorland, Vintage Cellars, Coles Express (food & fuel), and 96 hotels in the Spirit Hotel 

group. In the DIY Home Improvement & Office Supplies division, there are 191 Bunnings large 

warehouse stores, 57 smaller Bunnings stores, and 32 trade centers in addition to 135 Officeworks 

stores and five Harris technology outlets. For mid-market shoppers, there are 290 Target stores, 

which carry apparel, nursery items, accessories & footwear, soft homewares, electrical

appliances, toys and general merchandise. The Kmart discount department store division includes 

186 Kmart stores in Australia and New Zealand (stocking apparel, beauty products, footwear, 

toys, sporting goods, etc.) and 251 Kmart Tyre & Auto stores. As the second largest retailer in 

Australia, Wesfarmers is the leader in home improvement and outdoor living products in Australia 

and New Zealand; while Officeworks is the leader in office products and solutions. Wesfarmers’ 

other business interests (some A$ 6.7 billion in revenues) cover: insurance services, resources, 

coal mining, gas processing and distribution, electricity generation, and industrial and safety 

products. Wesfarmers is traded on the Australian Securities Exchange: WES symbol. 

EB Identities: Coles, Coles Organic, You’ll love Coles; $mart Buy, Farmland, Savings, Bi-Lo, 

Esse Design (homewares), Red Rooster (foodservice), Little Red Rooster (children’s meals), 

Campagna (Mediterranean foods at Coles), Fresca (ready-to-eat Italian pasta and pizza range), 

Chicken Choice (value-added and take-away chicken meals), Cappuccino Cafe (patisserie foods), 

Liquorland, Vintage Cellars, Target (apparel and softgoods), World 4 Kids’ Brand, 1626 (larger 

sizes in women’s fashion), Myer Grace Bros. BIB (“Big is Beautiful”) Innovare Man, Anna Sui 

(cosmetics), CK color, Kerry McGee and Mirror—women’s wardrobe ranges —casual and day 

dressing, evening wear, lingerie, sleepwear, and accessories, plus MAC (cosmetics). At Kmart: 

Living with Deborah Hutton, Patio by Jamie Durie, Jackeroo, Now, and Girl Xpress. Also, 

Bannings and OfficeWorks. At Target: Limited Editions fashion apparel, Jenny Kee apparel and 

homewares, and Napoleon Perdis apparel and cosmetics. 

EB skus: N/A 

Profile: The company reports continued strong growth at Bunnings and Target stores as well as its 

Officeworks chain, while its turnaround strategies, including upgrades, at Coles, Kmart, and 

Target are just beginning to work. Also at Coles, a new store format, featuring more customer 

services, is still in a rollout stage. Net profits (after taxes) rose by 22.8% to A$1.9 billion. Some 

27 new stores were opened in the Bunnings operation and 10 new outlets in Officeworks. In 

2008, there was talk about rationalizing some 15 private labels at Coles and BI-LO stores, pushing 

their share of sales up to 30% of total sales. Since then, the Group reports Coles brand sales 

growth at double the branded rate: More than 1,000 new Coles brand products having been 

launched in FY 2011. Coles is building its fresh food sales (more than 600 stores now bake bread 

fresh daily); also more large format stores are planned in FY 2012. 


WESTERN FAMILY FOODS, INC. 

6700 S.W. Sandburg Street, Tigard, OR 97223, USA 

Tel: (503) 639-6300 

Fax: (503) 684-3469 

www.westernfamily.com

Total 2010 Sales: $700 Million+ 


Principal Business: This firm was organized in 1934 as a grocery wholesaler (Pacific Mercantile 

Corp.) by a group of retailers. It has since evolved into a full-service private label procurement 

and marketing company, distributing its products through wholesale grocers, who in turn supply 

some 3,500 stores in up to 30 states as well as to export markets (primarily Pacific Rim countries). 

Its product mix includes: canned and frozen fruits, vegetables and juices, condiments and sauces, 

baking needs and mixes, cleaning aids and household supplies, paper products, health and beauty 

care, general merchandise, deli meats and cheeses, dried beans and pasta, jams, jellies, syrups, oils 

and shortenings, frozen dinners, canned fish and meats. 

EB Identities: Western Family (2,500 SKUs), Shurfine (2,000 SKUs), and 1,500 SKUs in 

secondary brands. Other identities include: Better Buy, Market Choice, Shur Savings (all 

secondary labels), plus the new Distinct Selection (upscale foods). Its Shurfine brand is not 

connected with the Shurfine brand of Topco Associates (also listed in this database), but is partly 

owned by the Shurfine Eastern Corp., managed by Western Family, which extends its Shurfine 

program to states beyond its eastern marketing region. 

EB skus: 6,000+ 

Profile: From basically a regional operation in the Pacific Northwest, Western Family has grown 

to a distribution network, across the US (from Washington, to California, to Texas, to California, 

to Alaska and Hawaii). It also distributes to Asia and Europe. Its stock covers 6,000+ items for 

export under such names as: Western Family, Shurfine, Better Buy, Shur Savings, and Market 

Choice. It now exports to the Pacific Rim countries, Mexico, South America, and the Middle East. 

The company represents 11 wholesaler associates active on both coasts of the US, among them, 

Associated Food Stores (also in this database), Salt Lake City, UT, which owns about 20% of 

Western Family. 

Procurement Contacts: Charlie Rotta, Group Vice-President-International(e-mail: 

crotta@westernfamily.com); Bob Cutler, Sr. VP Procurement; Steen Hauke, VP of Sales; Dick 

Gardiner, VP Marketing; Dave Hayden, Sr. VP, Sales/Marketing 

WHOLE FOODS MARKET, INC. 

550 Bowie St., Austin, TX 78703 USA 

Tel: (512) 542-0405 

Fax: (512) 482-7405

www.wholefoodsmarket.com 


Percentage of Sales in Exclusive Brands: 11%; Percentage of Grocery & Whole Body Sales in 

Exclusive Brands: 25%+ 

Principal Business: Whole Foods Market (NASDAQ: WFMI) calls itself the world’s leading 

natural and organic foods supermarket and, in the US, the first national “Certified Organic” 

grocer. The company, which started in 1980, now operates a total of 311 stores, of which 299 are 

in 38 states plus D.C., 7 in Canada and 5 Fresh & Wild stores in the United Kingdom. This 

retailer, which sell 66.8% of its stock in perishables, also operates: two produce procurement 

centers, four seafood processing and distribution facilities, a specialty coffee and tea procurement 

and roasting operation, 10 regional distribution centers, five regional commissary kitchens, and 

seven bake house facilities. Its Allegro Coffee Co. subsidiary produces specialty and organic 

coffees; while its Select Fish processes and distributes seafood. 

EB Identities: 365 Everyday Value, 365 Organic, Whole Foods Market (store-made and regionally 

made fresh foods), and the Whole Brands family--Whole Kitchen prepackaged fresh & frozen 

groceries; Whole Treat frozen desserts, cookies, and candies; Whole Catch fresh and frozen 

seafood; Whole Fields produces and support items; Whole Pantry herbs, spices and condiments; 

Whole Creamery cheeses; Whole Ranch prepackaged fresh and frozen meats; Whole Paws pet 

foods); Allegro coffee, tea, drinking chocolate 

EB skus: 2,300+ 

Profile: Another strong year, Whole Foods Market pushed its net income up by 39.4% to $ 342.6 

million. Some 18 new stores were opened (one of them in Canada) and six stores relocated. The 

company launched its Wellness Club, which offers nutrition courses, skill-building classes, 

culinary classes, Supper Clubs and special events, coaching and support, etc. Members receive a 

10% discount on designated healthy foods they shop in the stores. Private label share of its total 

sales in grocery and nutritional product (Whole Body) keep edging upward, from 18% in fiscal 

2007 to more than 25% in this period, thanks in part to the continued addition of new items. 

Procurement Contacts: Betsy Foster, Vice-President of Purchasing & Distribution; Jake Fontenot, 

National Grocery Buyer; Kavita Patel, Private Label Marketing Director; Chris Slick, Sr. Global 

Coord. Exclusive/Store Brands; Erin Revtlyak, Store Brands Buyer 

WINCO FOODS 

650 North Armstrong Place, Boise, ID 83704 USA

Tel: (208) 377-0110 

Fax: (208) 377-0474 

www.wincofoods.com 

Total Fiscal 2011 Sales: $4+ Billion (E) 


Principal Business: In 1967, this business began as a discount warehouse grocery store. The owner 

subsequently sold out to the employees and WinCo has since been employee-owned. In 1999, its 

two store banners (Waremart Food Centers and Cub Foods) were renamed WinCo Food Stores. 

Today, the company operates some 78 large food stores (between 90,000 and 100,000 square feet) 

in five western states: Washington, Idaho, Nevada, California, and Oregon. Winco’s low-pricing 

strategy is similar to Walmart Supercenters. Its two warehouse facilities are located in Oregon, a 

new 900,000 square foot food center in Woodburn, and a 100,000 square foot nonfood facility in 

Myrtle Creek. In 2009, the company extended its business into Utah, opening three stores. 

EB Identities: Cascade Pride 

EB skus: N/A 

Profile: Employee-owned Winco has just extended its business into Utah, opening three of its 

stores, which average 94,000 square feet. 

Procurement Contacts: Steen Goddard, President & CEO 

WINN-DIXIE STORES, INC. 

5050 Edgewood Court, Jacksonville, FL 32254-3699 USA 

Tel: (904) 783-5000 

Fax: (904) 370-6751 

www.winn-dixie.com 

Net Fiscal 2011 Sales: $6.9 Billion -1.4%


Principal Business: This retail food chain, founded in 1925, now operates 483 grocery stores in 

five states: Florida, Alabama, Georgia, Louisiana, and Mississippi. In this Century, Winn-Dixie 

has consolidated and reduced its size significantly. Its total sales in 2002 were $ 12.3 billion--up 

by only 4.2% since 1995. Its store count numbered 1,000+, its manufacturing support was 

impressive, too, at nearly 20 manufacturing facilities. Also its private label portfolio listed some 

60 brands, most being produced by those company plants. Its store banners today include: Winn- 

Dixie Marketplace and Save Rite supermarkets. Its three remaining manufacturing facilities cover 

dairy and grocery—most products under Winn-Dixie’s corporate brands program. 

EB Identities: From a recent portfolio of more than 30 brands and 80 trademarks, Winn-Dixie has 

significantly consolidated this program down to three-quality tiers: Winn-Dixie (national brand 

equivalent), Thrifty Maid (value brand), and the new Winn & Lovett (300 premium products). 


Profile: Since emerging from Chapter 11 on November 21, 2006, Winn-Dixie has refocused and 

remodeled its chain, under the leadership of president & CEO Peter L. Lynch. Its latest financial 

results, however, showed a net loss of $ 70.1 million versus a $ 28.9 million profit in the previous 

year. Stiff competition from Walmart and Publix hurt the company. In July 2010, Winn-Dixie 

exited from 30 stores and let 120 people (corporate and field) go. Finally, Winn-Dixie in 

December 2011 agreed to be acquired by BI-LO LLC, Mauldin, SC, (also in this database), a 207supermarket 

chain, in effect, making Winn-Dixie a subsidiary of BI-LO Holdings LLC which, in 

turn, will be relocated to the Jacksonville, FL headquarters. The deal was consummated in March 

2012, producing a combined retail operation of 688 grocery stores (493 of them with in-store 

pharmacies) in eight states and generating sales in excess of $ 9 billion. BI-LO and Winn-Dixie 

will be operated separately as subsidiaries. As a result, Winn-Dixie was de-listed from the 

NASDAQ exchange, under the symbol WINN. 

Procurement Contacts: Don Breen, Vice-President, Corporate Brands & Manufacturing; John 

Opasinski, Director of Corporate Brands; Patrice Leannais, Sr. Director, Corporate Brands; Mary 

Kellmanson, Group VP, Non Persh., Procurement Contacts: Corporate Brands; Matt Gutermuth, 

Group VP, Center Store/Pricing/Own Brands; Wesley Bean, P, Own Brand Strategyl & Innovation 

WM MORRISON SUPERMARKETS PLC 

Hilmore House, Gain Lane, Bradford, West Yorkshire BD3 7DL UNITED KINGDOM 

Tel: +44 845-611-5000 

Fax: N/A

www.morrisons.co.uk 

Total Fiscal 2012 Group Sales (excluding VAT): $ 28.3 Billion (£ 17.7 Billion) +7% 


Principal Business: William Morrison (established in 1899 as an egg-and-butter merchant) ended 

fiscal 2012 with 475 supermarkets in the UK. The company, which is traded on the London Stock 

Exchange, under the MRW symbol, also operates 11 distribution centers and 13 manufacturing 

sites, including one in the Netherlands, among them: 3 abattoirs, 6 fruit and vegetable pack 

houses, 3 bakeries, and 1 food prep factory, which rank the company as the fifth largest food 

producer in the UK. Additionally, Morrisons is regarded as the fourth largest food retail chain in 

the United Kingdom with a market share of 12.8%. 

EB Identities: Morrisons, Market Street, M Saver (price-entry range), M Kitchen, Bettabuy, Eat 

Smart, Organics, The Best (premium range), Kids Smart, Wholefood. 

EB skus: N/A 

Profile: Does Morrisons try harder? You bet! It provides more butchers, bakers, and fishmongers, 

who prepare food in its stores, than any of its rivals. Its own label ranges continue to undergo both 

new line launches and a re-launch strategy. Recently, its bread range re-launched with new 

products; while new ranges have emerged, such as in October 2011, some 600+ products were 

introduced under the new M Kitchen brand. Chefs, including Pierre Koffman and Aldo Zilli, 

inspire its recipes. To help its customers, the retailer in January 2012 rolled out the new M savers 

brand, an entry price-point range of some 500 lines. Morrisons additionally has embarked on a 

three-year product development program, calling for 5,000 new products in 2012 and 10,000 

products re-launches by Christmas 2013. More recently, Morrisons petrol filling stations (300 in 

total) copied rival Tesco’s fuel 10-pence discount promotion, but with a more attractive 15 pence 

off each liter of petrol purchased (it averages 143.05 pence per liter), when customers purchase £ 

60 worth of merchandise in a Morrisons store. Its fuel sales for this fiscal year, in fact, grew by 

17.6% in to £ 4 billion; this compares to store sales in that period alone growing by 3.9% to £13.4 

billion for the year. Fiscal 2011/12 overall were strong; while profits before taxes climbed by 8% 

to £ 947 million. Morrisons added 37 stores during the year plus launched a new suburban 

convenience store format, M local. This 4,250-square-foot store features more than 50% of its 

products in fresh foods and scratch cooking--encompassing some 2,500 product lines overall. 

Three M local outlets were opened, but plans call for 20 more in 2012/13. Expect Morrisons to try 

even harder: The company secured an additional £ 654 million to £1.5 billion for the year. Its 

recent strategy calls for this funding. In February 2011, the company acquired Kiddiecare.com 

Limited, a baby and infant online retailer for £ 70 million, and another £ 6 million went toward 

acquisition of Flower World Limited, an independent flower importer. In January 2012, Morrisons 

agreed to buy a pork and lamb retail meat packing facility; then in March, plans were announced 

to establish a seafood processing capability by year-end. Plans also call for opening an abattoir in 

2012/13, followed by two more in 2013/14. To investigate the potential for its e-commerce 

grocery business in the UK, Morrisons in March 2011 acquired about a 10% interest in 

FreshDirect LLC, Long Island City, NY, an online food and grocery retailer, serving New York 

and New Jersey. That company also gets a minority interest in Morrisons’ online business in 

London. UPDATE: In May 2012, Morrisons began replacing its Eat Smart range with a new 

identity, NuMe, consisting of some 315 healthy food choices--chilled, frozen, and ambient

products. UPDATE: Lately, Morrisons has been house-cleaning its own brand lines, including 

brands acquired in its takeover of Safeway Plc in March 2004. The latters Eat Smart line was 

replaced in May 2012 with the NuMe healthy eating range, consisting of some 315 healthy food 

choices (chilled, frozen, and ambient products). In September 2012, the company replaced The 

Best premium range (also from Safeway) with the new M Signature brand, comprised of some 700 

items. This new brand drops the dark green design of the latter for a "more ornate look and feel," 

including an embossed design with colors: pinks, greens and purples on the ambient product 

packaging and more hues on the fresh products. Morrisons in October 2011 introduced M Kitchen, 

a range of ready meals, and earlier replaced its M Value range with the new M Saver identity. 

Procurement Contacts: Belinda Youngs, Private Brand Director; Eleanor Scott, Simon Mitchell 

WOMEN IMPACTING STORE BRAND EXCELLENCE 

627 South Dorchester Ave., Wheaton, IL 60187 USA 

Tel: (630) 857-4422 

Fax: N/A 

www.wommeninstorebrands.com 



Principal Business: WISE was formally organized at the 2012 PLMA Chicago Trade show in 

November 2012, as a non-profit professional development organization within the store brands 

industry. Created and led by women in that industry, its membership includes women and men 

active as manufacturers, retailers, brokers, consultants, and suppliers. Its goal: to develop and 

advance women leaders across the store brands industry, serving as a platform and resource to 

influence and accelerate leadership diversity. Its plans call for offering educational opportunities, 

coordinating business-networking events, and advocating informal mentorship for its members. 


EB skus: N/A 

Profile: N/A 

Procurement Contacts: Peggy Davies, Chairperson

WOOLWORTHS LIM ITED 

1 Woolworths Way, Bella Vista NSW 2153 AUSTRALIA 

Tel: +61 (2) 8885-0000 

Fax: N/A 

www.woolworthslimited.com.au 

Total Fiscal 2011 Group Sales: $49.8 Billion (A$ 54.1 Billion) +4.6%; Total Supermarket 

Division Sales (including Petrol and Liquor): $42.6 Billion (A$46.3 Billion) +4.5%; Total General 

Merchandise Division Sales (including electronics): $5.5 Billion (A$ 6 Billion) +1.7% 


Principal Business: As the leading retailer in Australia (commanding a 30% market share in the 

food retail sector), Woolworths operates 2,959 retail outlets, consisting of 840 supermarkets in 

Australia (mostly Woolworths and Safeway brands) and 207 supermarkets (51 franchised) in New 

Zealand (under the Woolworths, Foodtown, and Countdown brands); 559 outlets in general 

merchandise (165 Big W discount department stores, 390 Dick Smith Electronics, and 4 Tandy 

stores; and 19 Danks Home Improvement stores. Also in partnership with Caltex (petrol sales of 

A$ 6 billion +9.9%), there are 581 petrol stations, of which 132 are Wolworths/Caltex alliance 

sites. Its liquor business, comprised of 1,250 outlets, includes 140 Dan Murphy big box stores and 

neighborhood retail outlets under BWS identity. Woolworths additionally operates 282 hotels and 

clubs (A$ 1.2 billion +9,1%). Woolworths also has a meat processing plant. The company is 

traded on the Australian Securities Exchange under the symbol: WOW. 

EB Identities: Homebrand (price point range--Australia’s largest selling grocery brand), 

Woolworths Select (premium range), Naytura (health and wellbeing food products--low in salt, 

sugar, fat and additives), Organics (organically certified fresh foods and grocery products), Macro 

Wholefood Market (”good for you” foods), Mambo (clothing), etc. 

EB skus: N/A 

Profile: The big news at Woolworths is its formal entry into Australia’s A$42 billion home 

improvement sector. In May 2011, the company announced its new Masters banner, the first store 

to open in September in Melbourne--a 13,500 square meter outlet. Masters is a joint venture 

between Woolworths and the home improvement chain Lowe’s in the U.S. (also in this database). 

During fiscal 2010, Woolworths began its entry into this sector by completing the purchase of 

Danks Holdings Ltd, the second largest hardware distributor in Australia (supplying 581 Home 

Timber & Hardware, Thrifty-Link Hardware, and Plants Plus Garden Centre stores plus more than

900 independent hardware stores). Also, Woolworths acquired Gunns Retail Division in 

Tasmania, operator of five hardware stores, a timber joinery center, and a truss manufacturing 

plant. Woolworths also purchased the Becks Timber and Hardware operation in Tasmania. In the 

supermarket sector, the company has converted more than half its stores in Australia and New 

Zealand to new formats, including the Countdown banner in New Zealand where 88% of the 

stores are re-branded. The company also has put more emphasis behind its exclusive brands, 

including the new Woolworth Select brand in grocery products as well as a new package design 

for its Homebrand range. In fiscal 2011, some 70+ new products were introduced. Also, last year, 

the retailer acquired Macro Wholefoods (seven store leases) and launched the Macro Wholefood 

Market range in its supermarkets, now being expanded. Additionally, Woolworths acquired a 25% 

stake in Gage Roads Brewery, which has since introduced a number new exclusive brands: Dry 

Dock full strength, Sail & Anchor Clipper light, and Bolt low-carb beer, as well as Castaway cider 

launched during the year. The Big W chain has added the optical products category in its stores 

and introduced the new Mambo clothing and accessories range. In consumer electronics, the Dick 

Smith stores are revamping their exclusive brand offering, as the company plans to exit the Tandy 

store brand in fiscal 2012. Dan Murphy’s liquor outlets added 19 new stores, bringing the total to 

140 in the chain. While Woolworths has had to deal with “macro economic circumstances” 

resulting inh adverse effects on retailing, the company has continued to grow during fiscal 2011: 

21 new supermarkets, 20 new Caltex alliance stores, and its acquisition in May 2011 of the 

Cellarmasters group. The Christchurch earthquake in New Zealand forced the closing of seven 

stores, burdening the company with A$38 million in added costs. Overall, Woolworths reported a 

5.1% increase to A$2.1 billion in net profits after taxes. In January 2012, the company announced 

plans to sell its Dick Smith electronics business, while its Big W discount outets would take over 

the sales of electronics. Woolworths plans to focus more on its supermarkets, building its 

profitable fresh produce offering, while also doubling its private label business. 

Procurement Contacts: Greg Foran, General Manager, Merchandise Logistics, General 

Merchandise & Private Label; Richard Umbers, General Manager, Buying & Marketing 

X5 RETAIL GROUP 

28 Srednyaya Kalitnikovskaya st. Bld. 4, Moscow 109029 RUSSIA 

Tel: +7 495-662-8888 

Fax: +7 495-662-8888 (Ext. 41-265) 

www.x5.ru/en 

Net 2009 Retail Sales: $8.7 Billion -2%; Pyaterochka Soft Discounter Sales: $4.7 Billion +5%; 

Perekrestok Supermarket Sales: $2.3 Billion -15%; Karusel Hypermarket Sales: $1.7 Billion +1% 

Percentage Sales in Exclusive Brands: 10%+ (E)

Principal Business: X5 Retail Group is Russia’s largest food retailer, overseeing 1,372 retail stores 

in three formats: the Pyaterochka soft discount chain (1,039 stores), the Perekrestok supermarkets 

(275 stores), and the re-launched Karusel hypermarket chain (58 stores). In addition, there are 

some 620 franchised stores in the soft discount and supermarket formats. 

EB Identities: Red Price (price leader), Five Pluses (mainstream products), and a premium line 

(under development) 

EB skus: 2,337+ 

Profile: Established in the mid-1990s, the Perekrestok and Pyaterochka banners were merged in 

May 2006. The company operates as a Dutch public liability firm, traded on the London Stock 

Exchange: FIVE. Its three banners sell mostly food items. Growth has been attributed to new 

store openings and more recently also acquisitions. Bottom line, X5 Retail Group is the largest 

food retailer in Russia, commanding a 6% market share (the top 10 retailers command only 20% 

market share of Russia’s retail sales). Calendar 2011 showed revenues up 37% to $15.5 billion, 

based on US dollars (up 33% based on Russian roubles). Net profits jumped by 11% to $302.2 

million. The Kopeyka retail chain of 660 stores, acquired in December 2010, has since been 

converted over to X5 store formats: 607 as Pyaterochka soft discounters and 9 as Perekrestok 

supermarkets, while 44 were closed). In 2011, the Group purchased the remaining 40% shares of 

Retail Express Ltd., thus now owning 100%. Also during the year, the Group acquired 000 Pic, a 

group of Narodny banner stores as well as the Ostrof Invest chain, owned by ZAO. The Group 

also is putting more emphasis behind its private labels, targeting 50% of product assortment in its 

soft discount chain (its principal growth vehicle), 30% of the assortment in the supermarket chain, 

and 10% of the assortment in the hypermarket chain. Early in 2012, the Group launched E5.RU, 

an online retail channel, offering some 370,000 skus in numerous product categories. UPDATE: 

Calendar 2012, up through the nine months ending in September, showed overall Group sales off 

by 0.1%, impacted mostly by its hypermarket chain, those sales down by 15.9% for the period. Its 

overall store count totaled 3,472 company-owned and 404 franchised stores. The breakdown:2,936 

soft discounters, 350 supermarkets, 76 hypermarkets, and 110 convenience stores. 

Procurement Contacts: Dmitry Ishevskly, Supply Chain Director

Filename: RetailerIndex 

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