PROFILE

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.

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  • 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.
  • Posted on: 02/28/2017

    Will Walmart’s price push pull customers away from Aldi?

    This is a price battle but because of Aldi and Lidl having a limited number of items there is room for variety and custom programs to help offset the apparent need to match or beat the competition on those items. As more Walmart customers take advantage of the extra services some of the pressure will shift to the conventional grocers that Walmart competes with. Store by store pricing customization will be critical to competing with these limited-assortment smaller-footprint retailers.
  • Posted on: 02/21/2017

    Are Boomers being ignored by retailers?

    Spending more time and attention on customers who will be around longer and will pass through various purchasing stages makes sense for both retailers and manufacturers. However, Boomers have the most disposable income and no business should minimize the opportunities that they have to attract these consumers, particularly with their propensity to shop brick-and-mortar. These shoppers are helping to keep the doors open while retailers figure out the balance between in-store and online shopping.
  • Posted on: 02/15/2017

    Will having the same buyers for online and stores work for Walmart?

    This should be an easy transition with all of the technology available for making purchases. Consolidation should be more efficient for Walmart but maybe not so much for the vendors. If Walmart can or will issue one PO for distribution centers on products available in both channels this works for all.
  • Posted on: 02/09/2017

    Did President Trump go too far with his Nordstrom tweet?

    My question is, if Ivanka Trump was notified in early January why is this coming out now? Did she not have a discussion with the President about the issue at that time? I would hope that all the companies that discontinued the line gave her people the facts about sales rate including Nordstrom. Most businesses deal in fact when it comes to product velocity. The waters are muddy my friends!
  • Posted on: 02/03/2017

    Will a new staffing model improve Lowe’s customer service?

    I was in a Lowe's store today and the place had many employees roaming the aisles. I needed help looking for 2 specific items and received excellent service from 2 employees. In my town, the Lowe's service is much better than the Home Depot! Having robots available to answer simple questions like item location should prove to be a positive enhancement. Keep my Lowe's experts in the paint, tool, appliance, etc. departments.
  • Posted on: 02/02/2017

    Will retailers beat back the border adjustable tax?

    I am not a proponent of the BAT, however, the new administration has made a campaign promise that is difficult to keep. An alternative plan to the BAT may be a negotiated settlement with Mexico that would stabilize the Peso, reduce some of the excessive costs that exporters to Mexico have to endure, financially penalize Mexico for every illegal immigrant deported back to their country and allow for gradual repatriation of the American companies back to the U.S. with penalties if they do not make a good-faith effort. Globalization is too far along for the U.S. to become too isolationist.
  • Posted on: 02/02/2017

    How will online shopping transform the grocery business?

    Trying to predict the future is risky at best. However if the penetration level reaches 20 percent I feel that center store will be much higher as a percentage of that number. What does that mean for retailers? It could mean even smaller center store departments, fewer items and less variety stocked at retail, centralized pickup points for customers, etc. Conversely fresh departments might be more important to consumers so store configuration and maybe total size will evolve. Unfortunately many retailers have been building bigger and bigger stores. They may have to rethink the footprint model.
  • Posted on: 01/31/2017

    Should the Monday after the Super Bowl be a national holiday?

    In this day and age, with people having flexible days, I don't see a need for "Smunday." The comment however concerning productivity is very interesting. Does that apply to the final Monday of March Madness? A late night World Series game? Maybe companies should start a petition to the NFL, NCAA, MLB etc. to play these games at a reasonable time on a weekend. Holidays should be reserved for all of us, not just the 20 percent of the population that party at or over sporting events. This comment is from a die-hard sports fan who stays up for all of these events!
  • Posted on: 01/23/2017

    Is four-wall profitability still a relevant metric?

    This may be the wave of the future in determining overall sales and profitability. the retail store may become more of a "cost of doing business" and will have to be re-evaluated in the overall context of how a retailer does business and measures success. The stores may be morphing toward a sales and support model in the future.

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