Supervalu CEO Jeff Noddle told analysts this week that the company is “just starting to really leverage the scale, we're just starting to leverage common promotions across the enterprise,” as Supervalu integrates the assets that have made it the nation’s third largest food retailer.
The Pioneer Press reports that while Supervalu traditionally has worked to stress local retail brands rather than create a national presence, its purchase last year of much of Albertsons has allowed it to adjust its strategy. Now, they have begun “to stress the parts of its business that are now becoming more centralized. That's a long list, including buying decisions, promotional activities and product distribution.
“Down the road, shoppers could see changes, too. It might someday mean customer loyalty cards - popular at Albertson's, but not used at Cub Foods - as well as lots of product debuts exclusively at Supervalu-owned stores.”
According to the story, “Duncan Mac Naughton, an executive vice president, told analysts to expect a greater push on store brands,” which currently account for just 15 percent of sales. And, he added, “"Our migration to a more centralized model, which leverages our scale and buying power, is essential to our future success.”
The Pioneer Press reports that while Supervalu traditionally has worked to stress local retail brands rather than create a national presence, its purchase last year of much of Albertsons has allowed it to adjust its strategy. Now, they have begun “to stress the parts of its business that are now becoming more centralized. That's a long list, including buying decisions, promotional activities and product distribution.
“Down the road, shoppers could see changes, too. It might someday mean customer loyalty cards - popular at Albertson's, but not used at Cub Foods - as well as lots of product debuts exclusively at Supervalu-owned stores.”
According to the story, “Duncan Mac Naughton, an executive vice president, told analysts to expect a greater push on store brands,” which currently account for just 15 percent of sales. And, he added, “"Our migration to a more centralized model, which leverages our scale and buying power, is essential to our future success.”
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