Store Brands

DEC 2015

Store Brands delivers unprecedented strategic and tactical information needed by retail executives to develop and support compelling, differentiated store brand programs to build customer loyalty.

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Page 10 of 59 / December 2015 / Store Brands 1 1 members then drive execution at the point of sale with sideline support from Topco's creative teams. Afterwards, Topco measures the success of the program, Heffernan adds. This approach is one way Topco is able to support its mission of helping members to profitably grow their business and realize a sustainable competitive advantage in the markets they serve, Hooks says. "We drive value and demonstrate leadership by delivering aggregation, innovation and knowledge management solutions," he adds. Topco's close working relationship with all of its members also allows members to offer input when it comes to new product development. "While Topco has created a set of standards — or guardrails — that we leverage when we develop our own brands, [member input] is a key area where the true partnership of the cooperative comes together," Heffernan says. But this input from its members is not limited to product development. In fact, Topco offers many different programs and initiatives with advisory councils consisting of Topco associates and members, Heffernan adds. "These councils collaborate on everything from product innovation and [understanding] current emerging trends to quality and safety," she says. "The purpose of these councils is to brainstorm and collaborate … for the betterment of the coop." And members aren't the only ones that get a say; Topco suppliers are often solicited for feedback as well. "We sometimes discover that the data doesn't show a clear definitive trend to [guide] whether we

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