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: 10/13/2016

    Will greeters make Penney a more inviting place to shop?

    J.C. Penney would be better served finding ways to increase traffic and then have sufficient well-trained sales people on the floor to greet customers and offer assistance in finding items. These days many department stores are virtual ghost towns when it comes to helping customers.
  • Posted on: 10/11/2016

    Should retail prices in-store be the same as online?

    This is a difficult question based on zone pricing, weekly specials etc. The airlines and hotels finally had to match their online sites with outside sites selling their rooms and flights. If a retailer has a rewards card and asks for the number they may be able to match the online request to their local retail store. This could be a programming and data mining nightmare! Eventually the retailer will have to decide how to proceed. However, matching prices may be the most effective and efficient way to maintain customers.
  • Posted on: 09/27/2016

    Facebook customizes ads to local inventories

    This customization is a logical step for social media and retailers. The Holy Grail would be to connect specific consumer data (rewards cards, frequent shopper, etc.) through social media to use in this. I think there could be some consumer push-back on this but it certainly would strengthen the practice.
  • Posted on: 09/12/2016

    Is a grocery price war inevitable?

    It is ALWAYS important for retailers to gain market share against their competition, however grocers must also be careful to stay true to their strategic plan during this period of deflation. Passing savings to consumers is critical but now is the time to become more efficient in operations and effective in marketing. They must make better use of data to make sure customers are targeted to keep them loyal, to enable more efficient labor scheduling and to insure efficiency in routing and deliveries to contribute to offsetting revenue lost due to deflation. A price war is a fast way to the bottom for all and could make it difficult to raise prices when commodities go up as they inevitably will do.
  • Posted on: 08/23/2016

    Will Target get wrapped up in fake sheet controversy?

    I am continually amazed by manufacturers who cut corners or misrepresent their products to retailers. Between constant QC checks and consumer dissatisfaction the risks to the business are significant. There are also legal ramifications to consider when these decisions are made.Target could offer discounts on replacement bedding for their customers over and above the refunds to further build good will and insure dollars are replaced rather than refunds only.
  • Posted on: 08/18/2016

    Will Adidas’s Speedfactory disrupt shoe production?

    This could be a very profitable leap for this company in growing their shoe market in the U.S. Customization, quality control and speed to market are all byproducts of this process which can help Adidas gain market share. They should strike quickly if they don't want to be usurped by Nike.
  • Posted on: 08/16/2016

    Is Target getting its grocery act together?

    I believe Target has to re-position the grocery department within their stores to put more emphasis on the categories. Walmart has a separate entrance into their food area while in most Target stores the food is on the far side from the entrance. Additionally, they need to make consumers more aware of food by including the categories in their ad campaigns. Most people still don't view Target as a food destination.
  • Posted on: 08/15/2016

    Is brick & mortar ready to leverage in-store shopper data?

    The technology to monitor shopper activity has been available for several years, unfortunately no retailer has taken advantage of it. I would be surprised if Kroger is not currently working on this.
  • Posted on: 07/21/2016

    What does Unilever’s acquisition of Dollar Shave Club mean?

    Starting with a consumer direct business that does not impinge on their products sold through retailers is a stroke of genius by Unilever. This opportunity to learn and develop strategies and to execute them against one of their competitors in P&G will allow them to potentially dig into Gillette's market share while gaining traction with consumers for future products (i.e., their men's body wash and deodorant businesses). Additionally they will not be damaging their relationships with retailers while they learn.If Unilever runs this business autonomously similar to Ben & Jerry's they have a great opportunity to succeed.
  • Posted on: 07/20/2016

    How can retailers gain something useful from employee surveys?

    There is nothing worse for morale than conducting a survey and then not sharing and acting on the results. It sounds like the hardware chain really gets it! The same can be said for customer surveys. I quit responding to many of them because there is no follow up or no change to service. The downside to surveys is the same whether for employees or customers -- no feedback and change based on the survey can mean lost customers and lost or demotivated employees.
  • Posted on: 07/12/2016

    Do robots make sense for online delivery?

    Great idea and the tests seem to be working. Is it possible that in 10 years there may be too many of these clogging traffic in major cities? The application in suburbia may be much more difficult to make it work. I have confidence that the technology will be there but the complexities of distance, size of orders, etc., may make this many years away.
  • Posted on: 06/30/2016

    Can retailers sell anything without sales?

    Retailers, particularly in grocery, MUST use data to know their customers. Promotions attract most customers but knowing the purchase habits and preferences of individuals is the surest way to have the right items at the right time for these consumers. Incentives for new trial purchases and tie-in items with the core items to what consumers buy can add sales and profits for a retailer. Kroger has obviously been a leader in these practices.
  • Posted on: 06/23/2016

    How important is ‘place’ among the P’s of retail marketing?

    Location and favorable lease agreements are even more important today as e-commerce grows and brick-and-mortar sites must carry their weight. The successful retailers of the future will need to be very nimble in their site selection and their lease agreements.
  • Posted on: 06/21/2016

    Should sales guide pricing decisions?

    Not being a retailer I cannot comment intelligently on short-term price increases as a tool to influence earnings. I think that is an individual decision based on retailer type, strategy and competitive set. Kroger obviously has a long-term growth strategy that is based as much on efficiency and effectiveness as it is on sales. They have led this segment in the ability to grow without reliance on pricing as the driver. Many other retailers have felt the pain of pricing and assortment fluctuations and the effect they have on earnings and sales growth. Finding an effective pricing strategy based on market and consumer knowledge will vary by situation. The difficult part is finding where you fit as a retailer and developing the strategy and executing the plan that works for you i.e., Wegmans, Aldi and Publix.
  • Posted on: 06/09/2016

    Home Depot and Lowe’s can’t touch Ace for satisfied customers

    Ace is the best! The people proactively seek you out and ask if they can help, not to mention the cashiers who routinely welcome you to the store as you walk in! I can be in and out of my Ace with my purchase in much less time than it takes to find a competent person in the large DIY stores. The employees are well trained in all departments and don't hesitate to explain usage of items and recommend choices.I don't believe Ace wants to be a Home Depot or Lowe's — they have a great niche and customers who will spend a little more for better service and time saved. As long as they stay true to their mission they will remain very successful.

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