J. Peter Deeb

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

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

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

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

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

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

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

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

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

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

  • Posted on: 08/15/2017

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

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

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

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

    Are retailers squandering store traffic?

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

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

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

    Should the Amazon/Whole Foods merger worry national brands?

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

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

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

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

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

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

    In addition to the points made in George's article, military veterans are used to taking direction, working hard until tasks are completed and meeting deadlines. They are also trained in decision making while under pressure which can translate very well to both customer service and people management. Walmart, Amazon and Starbucks have publicly stated they are offering jobs to veterans, however all businesses should be diving into this great pool of candidates.
  • Posted on: 05/05/2017

    Will redirecting its focus from stores help Staples’ top and bottom lines?

    Small businesses are typically lean organizations and the ability to get the products they need delivered will obviously save them time. If the prices are competitive then this is a great formula. I run a very small business and I can get my office supplies online, including my printing requirements, which is why Staples is my go-to source.The decision Staples has to make is what to do with all the outlets they have. If their business passes the percentage mark (whatever that is) where the stores start to become a negative they will need an exit strategy for many of these locations. Getting ahead of this will require forward thinking and execution by Staples.
  • Posted on: 04/26/2017

    Can parking lots save the mall?

    Outside events, whether of local interest or more generic events like carnivals, are only a short-term stimulus for shopping malls. The evolution of shopping is working against most malls and it may be time to recognize this and move to more relevant methods to attract customers by developing better online programs, carrying unique items and running in-store events that stimulate traffic. Parking lot events don't necessarily translate to in-store traffic.
  • Posted on: 04/25/2017

    Can tailored digital video messaging transform grocery end-caps?

    Why not? If married to the shopper card of the consumer real incentives can be delivered that will produce results for categories. The creep factor is no different than receiving coupons at checkout based on past purchases. As long as the identity of the shopper is sacred, this is a better way to deliver targeted promotions.
  • Posted on: 04/24/2017

    What customer service lessons can be learned from United Airlines?

    I am not sure that poor retail service is a major reason for more online shopping. Convenience and speed are the main reasons our time-starved society is moving to more online purchases. Having said that, the customer service issue is a two-pronged problem with many industries including the airlines. Training and empowering your people in how to deal with customers is number one. The second issue is more complex when you outsource your service or are forced to rely on other entities, such as airport security, to deal with YOUR customers. This means effective screening and communications with a third party and setting expectations with them and with an outside agency. Good business practices mean being proactive in this area, as United and now maybe American Airlines are discovering the downside of failure in these areas.
  • Posted on: 04/14/2017

    What’s keeping shoppers away from the frozen aisle?

    Frozen needs to be emphasized more in consumer communications of all types. With the current emphasis on fresh, natural and organics today's consumer has forgotten that frozen fruits and vegetables, in particular, are very nutritious and in many cases better quality than products that are in the fresh area but are off-season or imported from the other side of the world. Another benefit is portion control for smaller families or single households. You only need as many peas as one or two people can eat and then the bag goes back in the freezer. Manufacturers and retailers should be communicating the features and benefits that this highly-profitable department offers.
  • Posted on: 03/31/2017

    Why is Amazon trying to convince CPG giants to go consumer direct?

    I believe this is another move by Amazon to reduce the effectiveness of brick-and-mortar retail. Fulfillment is already much more efficient for manufacturers on some lower-volume and specialty products than the current DC/LTL system. Consumers are already moving to alternate ways of getting staples or specialty items than the traditional shopping trip. CPG manufacturers and retailers need less friction and more cooperation to insure all can move products effectively and efficiently.
  • Posted on: 03/02/2017

    Will consumers make a pilgrimage to Yeti?

    Yeti has hit a marketing home run with this store! BUT this is a limited campaign that will probably work only in regional locations where hunting, fishing and boating have great consumer penetration. A better use of the idea may be to feature all the activities that occur in the retail store in a digital campaign.

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