2. We created to help retailers,
manufacturers and service providers
achieve their next level of greatness.
OUR INSPIRATION.

3. COLLABORATIVE AIMS.
- To nurture our partners’ strategic and tactical plans
for growth
- To help them come to market uniquely
- To identify and adopt best-in-class behaviors for
their success
- To guide how they can lead and truly emerge from
the pack
3

4. IN-DEPTH RETAILER UNDERSTANDING.
SUPERMARKET
DRUG
MASS
CLUB
HYPERMARKET
WHOLESALE
FOODSERVICE
DOLLAR
COOPERATIVE
HOME IMPROVEMENT
SPORTS-RECREATION
PET
OFFICE
CONVENIENCE
SPECIALTY
We have partnered with the world’s retail leaders developing their brands and CPG strategies within. Our experience is global, cross-channel and multi-functional,
covering brand, product, organizational and strategic development. We have partnered in over 15 classes of trade across 5 continents, with a proven track
record of success.
4

5. IN-DEPTH RETAILER UNDERSTANDING.
SUPERMARKET
DRUG
MASS
CLUB
HYPERMARKET
WHOLESALE
FOODSERVICE
DOLLAR
COOPERATIVE
HOME IMPROVEMENT
SPORTS-RECREATION
PET
OFFICE
CONVENIENCE
SPECIALTY
We have expert understanding of retail, and relationships with the trade that are truly global in nature at the highest levels organizationally. These were not
peripheral projects that were in-and-out, these are lasting in-house partnerships that were established and accomplished/addressed the following:
• Where do we create and invent product?
• How do I establish a proprietary category
management process?
• How do I situate my pricing strategy versus my
competition?
• How do I set forth an actionable strategic plan?
• Where can I best differentiate my store
experience?
• How can I create ownable brands that my
shoppers can connect with?
• What is my most effective merchandising strategy?
• What does my shopper segmentation look like?
• Where are my destinations in-store, through a
consumer lens?
• How do I align with my supplier base better?
• Where am I not achieving supply chain
efficiencies?
5

6. We partnered with BJ’s on redefining their entire approach to own brand development, but particularly in building out their drug, grocery and fresh presence,
which they saw as an essential differentiator versus their competitors.
BJ’S PARTNERSHIP OBJEJECTIVE: CREATE MORE PRESENCE AND CREDIBILITY IN DRUG, GROCERY & FRESH.
OBJECTIVE:
Create comprehensive product bench strength across
drug and grocery by repositioning their brands and
approach
SCOPE OF WORK:
- NEW PRODUCT DEVELOPMENT
- REDESIGNED CATEGORY REVIEW PROCESS
- INNOVATION WORKFLOW DEVELOPMENT
- NEW BRAND POSITIONING
- IDENTIFY NEW DESTINATIONS (20+
CATEGORIES)
- COMPETITIVE STRATEGY VS. COSTCO
- SUPPLIER STRATEGY
- DESIGN PARTNER STRATEGY
- BRAND PORTFOLIO MAPPING
6

7. We worked with Topco’s leading members to build out a comprehensive and customized approach for best fighting Aldi, and particularly preparing for Lidl’s entry
into the U.S. market.
TOPCO PARTNERSHIP OBJECTIVE: DEVELOPING A LIMITED ASSORTMENT DEFENSE STRATEGY.
OBJECTIVE:
Create a line of defense and strategy for fighting Aldi
and Lidl across key Topco members.
SCOPE OF WORK:
- COMPETITIVE EVALUATION
- PRICING STRATEGY DEVELOPMENT
- MERCHANDISING PLANNING
- SEGMENTATION OF “VULNERABLE” SHOPPERS
- OWN BRAND RESPONSE STRATEGY
- ONE-TO-ONE MARKETING APPROACH
- STORE SPECIFIC “FLEX” STRATEGY
- ONGOING RESEARCH PLAN
- METRICS DEVELOPMENT
- DESTINATION & SIGNATURE MARKETING
VS.
VS.
VS.
7

8. At Emerge, we think there are six key areas which are critical for achieving greatness
and true success. They are the focus of our consultancy.
OUR FOCUS & PRACTICE AREAS.
1. Differentiation
WHAT MAKES YOU TRULY UNIQUE?
2. Alliances
ARE YOUR COLLABORATIONS CUSTOM & OWNABLE?
3. Strategic Path
DO YOU HAVE AN ACTIONABLE PLAN FOR SUCCESS?
4.Private Brands
DO YOU HAVE A BRAND PORTFOLIO YOUR SHOPPER LOVES?
5. Growth & Innovation
HOW SHOULD YOU EXPAND AND INNOVATE?
6. Customer Service
HOW DOES YOUR CUSTOMER SERVICE DEFINE YOU?
8

9. GLOBAL TRENDS
OUR TAKE ON CURRENT TRENDS.
Before starting any engagement, we usually spend one session devoted to trends and addressing them from a
consumer, supplier and retailer point of view. You will get a good glimpse in the following slides of how we begin this
dialogue with clients. It usually serves as very good footing and grounding to the work ahead.
9

10. We think of your company, brand or
service with regard to all of the key
trends.
How are you managing or leading your business according to trend.
- LEADING. Are you ahead of the trend?
- WITH IT. Are you on trend?
- BEHIND. Are you following the trend or way behind it?
- UNOBSERVANT. Are you not paying attention at all to the trend?
10

11. CONSUMER
Specialization
Being known for something definitive
(Container Store, Golfsmith, Samsung)
RETAILER
SUPPLIER
Brand Building
Building a brand costs less;
accomplished faster than ever
through social media (e.g., Nest,
Method, 5 Hour Energy)
Globalization
The exporting and importing of retail
chains and concepts like Uniqlo, Muji,
Joe Fresh and more
Multitasking
More about generation than gender
(how and where we construct
multiple messages)
Experience
Theater & sensory experience are still vital,
but considered by medium (e.g., the
demise of movies versus electronics)
Selective Alliances
Picking your partners versus mass
marketing, especially around
innovation
Channel Reinvention
Reinvention requirements change rapidly
(e.g., Office channel, Radio Shack, Best
Buy vs. Sony.com)
Customization
The desire for personalization,
individuality and the fight against
“sameness”. Millennials and more!
Digital Comfort
Amazon-Zappos, overall digital
shopping comfort and “immediacy”
Speed
Speed is the name of the game for
suppliers, in B-to-B and B-to-C
Traceability
Transparency of method and/or
ingredients for the enlightened
consumer
There are 12 trends that are dramatically affecting consumer behavior,
brands and the shopping experience.
How are you managing or leading your business according to trend.
11
Simplicity
Less is more is the new mantra that
drives technology, design and the
overall brand interface

12. The desire for personalization, individuality and the fight against “sameness”. This is a marker of the Millennial
generation, but it has extended beyond into our psyche, shopping behaviors and overall self-expression.
TREND #1: CUSTOMIZATION.
12

13. TREND #1: CUSTOMIZATION.
Where are you
customizing and
personalizing your store
and product experience ?
13

14. TREND #4: SIMPLICITY.
Though the words “simply” and “simple” are overused in brand vernacular, it is very true that consumers are
prioritizing simplicity as a virtue. We all complain about being over-scheduled, foods with complex ingredients, and
products that are un-intuitive. Today less truly is more.
14

15. TREND #10 : TRANSPARENCY & TRACEABILITY.
There is an increasingly curious and educated consumer who wants complete transparency in a product’s origin,
method of production and its ingredients back to the source. This is extending beyond food consumables (beef,
eggs, olive oil) into broader grocery, and it extends into non-foods too (toys, home care).
15

16. BEST-IN-CLASS
ESSENTIALS
GOING BEYOND THE METRICS OF WHAT DRIVES GREATNESS.
The following are the twelve “essentials” that guide best-in-class brand companies, which we have identified through
our cross-channel experience. We break them out fundamentally into internal and external essentials, and we
evaluate how your organization is performing with regard to each. This foundation is the touchstone to our retail
partnerships, and from each essential, there is a very specific, tactical work plan that is developed.
16

17. 12 ESSENTIALSFOR RETAIL BRANDING GREATNESS
INTERNAL EXTERNAL
1. Culture
2. Plan
3. Point
4. Support
5. Product
6. Progress
7. Brand
8. Marketing
9. Presence
10. Segmentation
11. Experimentation
12. DNA Relationship
ORGANIZATIONAL
COMMITMENT
CONSUMER-FACING
REQUIREMENT
OUR EXPERIENCE TELLS US THAT THESE ARE THE BENCHMARKS FOR SUCCESS.
17

18. OUR APPROACH AND METHODOLOGY.
Everything we do is applied with a best-in-class perspective in mind. We literally scorecard our clients’
performance and progress versus the very best in the industry. We use Emerge’s proprietary Essentials as
the foundation of our work, and set up timelines, accountabilities and priorities around them. They are the
touchstone of our partnership together.
18

19. HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
CASE STUDY
Collaborating with a
$12B retailer to
reinvent their brands
and the way they
come to market.
19

20. AREAS OF TRANSFORMATION
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
1. Culture
2. Build Destinations
3. Redefine Team
4. Brand Portfolio
5. Category “White Space”
6. Strategic Plan
7. Results-Metrics
20

21. Culture
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
KEY ACCOMPLISHMENTS:
• New mission and mantra for the Company.
• Established own brands as one of the strategic pillars.
• New metrics established.
THE OBJECTIVE
To develop the strategy, behaviors and culture to be best-in-class in own brands.
THE RESULT
Creating a legion of members that not only know, but love and covet our
brands, so that they have a meaningful, even ritualistic place in their lives.
THE ADJACENT OUTCOMES
Increased loyalty and trackable repeat purchase
Brands seen for their exclusivity
Getting credit for our quality investment
Brands acting as a true point of difference
21

22. Culture
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
Today
Tomorrow
PRODUCT
“Not getting credit”
Differentiated product in various areas
BRAND
METRICS
Members not fully understanding brand
portfolio
Members loving and caring for our two
focused brands
“Getting full appreciation”
Differentiated product in the most meaningful
destinations
Below industry own brand share
Under-sku’d proportionately
Above industry own brand share
Right sku’d
22

23. Destinations
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
KEY ACCOMPLISHMENTS:
• Developed an approach to identifying “signatures”
• Applied to high volume, must-win categories.
• Built out the product development and marketing.
NEW LAUNDRY
NEW PAPER
NEW BABY
23

24. New Portfolio
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
KEY ACCOMPLISHMENTS:
• Evaluated the equity of all own brands.
• Clarified the brand portfolio significantly.
• Redesigned the brands and their category territories.
24

25. HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
25
Build the consumer-facing voice

26. White Space
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
KEY ACCOMPLISHMENTS:
• Developed an approach to identifying “signatures”
• Applied to high volume, must-win categories.
• Built out the product development and marketing.
26

27. Strategic Plan
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
KEY ACCOMPLISHMENTS:
• Defined the road map for the future.
• Get integrated department buy-in.
• Created new accountabilities for achieving.
27

28. Metrics
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
KEY ACCOMPLISHMENTS:
• Significant share impact in 18 months.
• New members who have never purchased within key categories.
• Margin accretive
In the launch month, XX,000 new members purchased
own brands laundry, who had never purchased
laundry at BJ’s in the last year!
Penetration increase of two full points in 18 months.
Sales and margin accretive in a limited assortment
environment.
On track to meet goal of XX% in the next two years.
28

29. AREAS OF TRANSFORMATION
HOW WE ARE REINVENTING THE WAY BJ’S APPROACHES THEIR OWN BRANDS.
1. Culture
2. Build Destinations
3. Redefine Team
4. Brand Portfolio
5. Category “White Space”
6. Strategic Plan
7. Results-Metrics
29

30. SUPPLIER ENGAGEMENT
GROWING AND POSITIONING YOU FOR THE FUTURE.
The following are Emerge’s Key Platforms For Supplier Engagement, areas where we are partnering with suppliers to
advance their positioning, sales relationships and overall mission with their retail customers. Unattached from any
brokerage and not conflicted by any other interest, we are retained and commissioned solely by you to uniquely build
your sales platform or even just a focused aspect of it.
30

31. KEY ENGAGEMENT PLATFORMS.
1. DNA
Distilling your Company DNA clearly for retail customers.
2. TRADE PRESENTATION
Sharpening your trade presentation and overall pitch.
3. WHAT’S NEW
Ensuring you are the “go-to” for what’s new in the category.
4. BEST-IN-CLASS
Cementing the impression of your Best-In-Class positioning.
5. BROADEN YOUR BASE
Broadening and deepening your connections and customer
base.
6. CUSTOM APPROACH
Developing a truly custom approach to retailers.
7. ALLIANCES
Building stronger trade alliances and presence.
8. STRATEGIC PLAN
Designing and honing your strategic plan.
9. MARKETING
Refining your customer and consumer-facing marketing plan.
10. WHITE SPACE
“White Space” evaluation and category growth strategy.
11. BROKER OPTIMIZATION
Optimizing your broker support and performance.
31

32. IDEA-Led PROCESS
HOW WE PARTNER WITH CLIENTS FROM A PROCESS POV.
While every client engagement follows a unique path where flexibility is key, there is also an overarching process that
guides the relationship, that we like to call IDEA (Immerse, Develop, Empower, Act) led. It is this IDEA-led process
that underlies how we approach the work with you.

33. A FOUR STEP PROCESS – IMMERSE>DEVELOP>EMPOWER>ACT.
A
CT
D
EVELOP
E
MPOWER
I
MMERSE
1.
2.
Deep dive into the engagement
Outline the strategic approaches and “ways in”
Arm the team members with the plan and future path
Execute hand-in-hand with client and track progress
3.
4.

34. A FOUR STEP PROCESS – IMMERSE>DEVELOP>EMPOWER>ACT.
The Immersion Phase is where we literally deep-dive into the engagement – learning,
critiquing, challenging, researching and evaluating. Typically about 100 days, it is where
fresh, strategic eyes are applied and where we gut-test the following with you:
- Company and brand equities, history, SWOT, situ
- The competitive landscape, roles and positioning, key players
- Consumer trends, POV, attitudes, segmentation
- Future environment
- People and organizational capabilities
- Benchmarking, metrics, best-in-class analysis
- Quick win evaluation
- Table set clear project objectives and timeline
IMMERSE / 1 / IDEA

35. A FOUR STEP PROCESS – IMMERSE>DEVELOP>EMPOWER>ACT.
The Developmental Phase is all about outlining potential strategic approaches, ideas,
and “ways in” that have been undiscovered to date or can be amplified. The Immersion
phase has provided the grounding, so this phase is about creating and evaluating the
most meaningful solutions.
- Identify new product, growth and innovation paths
- Redefine company/brand positioning, portfolio, marketing
- Determine new sales strategies for the future
- New creative approaches and review
- Test concepts where necessary
- Outline initial strategic thinking
- Draft framework for company roadmap
DEVELOP / 2 / IDEA

36. A FOUR STEP PROCESS – IMMERSE>DEVELOP>EMPOWER>ACT.
The Empowerment Phase is focused on arming the company with the creative,
marketing, sales strategy and ultimate plan that will galvanize the organization and
set the future path.
- Empower org with the finalized strategic plan
- Finalize all key strategies and tactics
- Prioritize steps and timeline
- Define primary, secondary roles for empowerment and accountability
- Create enthusiasm and change management plan within the org and outside it
- Define necessary investment/budgeting for success
EMPOWER / 3 / IDEA

37. A FOUR STEP PROCESS – IMMERSE>DEVELOP>EMPOWER>ACT.
The Action Phase is where we work hand-in-hand to execute the strategy, tactics
and the overall plan, ensuring that everyone understands their role for making it
happen and implementing the new sales and marketing for the future.
- Establish, communicate and embrace all key progress milestones
- Adopt, execute and fine-tune all agreed-upon strategies
- Further define accountable roles as “lead”, “supporter”, or “knowledgeable”
- Employ known incentives and rewards for reaching milestones and going beyond
- Set up the right consumer/customer testing for new implementation
- Fine-tune, adjust and rework as situations change – be adaptable
ACT / 4 / IDEA

38. POINTS OF DIFFERENCE
WHAT MAKES US UNIQUE.
Our expertise is within global and domestic retail, and helping you bring your product, service or experience to life
and align with the trade and end consumer in the most powerful way, suited uniquely to your business.
38

39. WHY WE ARE DIFFERENT.
We are different because our approach is
highly selective, personal and consultative.
- Highly selective. We only work with people who are committed to change, who
want to make a real difference, and we premise all of our thinking on what is driving
best-in-class.
- Personal. The partners of Emerge work personally with you, so what you see is
what you get in terms of our expertise, chemistry and approach.
- Consultative. We want to be your consultative, retained partner in this journey,
which means you will get the most objective strategic advice from us at all times,
retained in our mission together.
39

40. BIOS & BACKGROUND
A LITTLE BIT MORE ABOUT OUR EXPERIENCE.
40

41. MARK DICKINSON
Managing Partner
Mark@emergefromthepack.com
Mark is the Co-Founder and Managing Partner of Emerge, and he possesses a unique
perspective on the global retail marketplace and how brands succeed within it. To be
honest, he should. Mark has traversed the world, developing personal and enduring retail
partnerships across 5 continents, and he has a great sense of the interconnection of
culture, consumer behavior and sales.
He has worked with some of the most influential retailers of our day, including Aeon in
Japan, Lotte in Korea, Massmart in South Africa, Pingo Doce in Portugal, Eurocash in
Poland, Office Depot across Europe, not to mention a having deep knowledge of the North
American market. He is particularly respected for his ability to lead diversified, customer-
attuned teams, whose focus is on product development, category management, marketing,
strategy and customer service, and he has worked with literally thousands of associates
who would concur.
Before starting Emerge, Mark led all the International customer relationships as Executive
Vice President for Daymon Worldwide Inc. in 20 countries, focusing on how retailers could
differentiate themselves more powerfully through their own brands. He led the fastest
growing part of Daymon’s enterprise at $4+ Billion and over 1000 associates, one of his
important legacies in his 28 years. Mark led Daymon’s new business efforts prior to his
global role, and a majority of their domestic operations including on-site teams within
Topco, HEB, Wegmans, Meijer, CVS and many others.
He is a retail and organizational visionary, and a true activist in driving the Retailer Brand
industry into the future. As one of the Consumer Goods Forum’s “future leaders” and later
their Global CEO program, as well as a key influencer within FMI’s Industry Relations
Committee, Mark is a persuasive, trusted and well-respected voice.
Mark and his wife, Kim, have lived throughout the U.S., and now reside in Stamford,
Connecticut.
BIO & EXPERIENCE.
41

42. BIO & EXPERIENCE.
Perry is the Co-Founder and Strategic Partner of Emerge, and has been the front edge of retail,
shopper marketing and branding throughout his career. Known for and recognized as one of the
world’s leading authorities on retailers’ proprietary brands, he has shaped clients’ programs across
four continents and eight classes of trade. His passion is in helping companies see their unique
DNA and positioning, and creating actionable marketing and sales strategies essential for their
success.
Prior to Emerge Perry co-founded and led United* DSN for six years, an award-winning branding
and design firm embraced by many of the world’s most influential companies such as Pepsi,
Lowe’s Home Improvement, CVS, A&P, Hearst Corporation, Starwood Hotels and Recreation
Equipment Incorporated (REI). He directed all brand strategy, innovation, marketing planning and
account management across these FMCG and Retail partners. United’s retail business alone
reinvented over $7B of private brands.
Perry was the Chief Marketing Officer of Daymon Worldwide, leading their branding and field
marketing subsidiary, C&M Marketing, where he partnered closely with retailers like Safeway,
Meijer, HEB, Aeon and many others. He reinvigorated the company’s creative approach and
reputation, attracted experienced talent, rebuilt their portfolio and developed global category
management and marketing capabilities.
He was one of the first to lead the shopper marketing revolution as VP/Management Director of
Saatchi & Saatchi’s Collaborative Marketing division, now Saatchi X, where he was at the forefront
of customizing Procter & Gamble’s marketing at key retailers in the U.S. Today, he is still professing
the power of retail and addressing its future, presenting at forums like the International Institute of
Research’s “Private Label Impact” and “Future Trends” conferences, the Consumer Goods Forum’s
“Future Leaders” event, IRI’s “Consumerama”, Western Michigan University’s annual food
marketing conference and Daymon Worldwide biennials. He has an enthusiasm for branding and
innovation that is also seen in his widely published articles in print and on-line.
Perry is a graduate from Northwestern’s Kellogg School and Hamilton College. Perry and wife,
Karen, live in Wilton, Connecticut with their three children.
42
PERRY SEELERT
Strategic Partner
Perry@emergefromthepack.com