New Supervalu names several executives to key leadership positions
MINNEAPOLIS — Supervalu on Friday named several executives to the company’s leadership team one day following the closing of its divestiture of five retail banners to AB Acquisition.
Janel Haugarth will remain with the company as EVP and president of independent business and supply chain services. Haugarth, a 35-year Supervalu veteran — will oversee the company’s wholesale and distribution business that is expected to account for nearly 50% of the new Supervalu’s annual revenues. She also will lead supply chain services for the company, which consists of 19 distribution centers across the country.
“It was a priority for me to keep Janel with the organization going forward,” stated Sam Duncan, Supervalu president and CEO. “She is highly respected by our independent retailers and her experience and leadership ensures stability as we continue to help these important stakeholders grow and prosper.”
Randy Burdick has been named EVP, chief information officer for the company, effective March 25. In this role, Burdick will be responsible for Supervalu’s information technology infrastructure and personnel, as well as the shared service/contact center organization. He joins Supervalu after spending the past eight years as chief information officer at OfficeMax.
Burdick has more than 28 years in a variety of technology leadership positions, including experience as group information officer for Hewlett-Packard and chief information officer at Advanced Micro Devices. He began his career as an automation engineer at Harris Semiconductor. Burdick replaces Kathy Persian, SVP and chief information officer, who will leave the company. Persian has served in her current role since Sept. 2012 and previously held the positions of group VP, corporate planning, analysis and business process, finance and group VP of retail and merchandising systems, IT, with the company. She will stay with Supervalu through April 5 to help ensure a smooth and efficient transition, the company noted.
Michele Murphy has been named EVP, human resources and corporate communications for the company, effective March 25. In this role, Murphy will oversee all of Supervalu’s human resources functions, labor relations and corporate communications. She has spent the last seven years as Supervalu’s SVP corporate human resources and labor relations. Murphy has more than 30 years of experience in a variety of positions dealing with employment law, human resources and labor relations. She has served in roles with international law firm Morgan Lewis, grocery store operator American Stores and roles of increasing responsibility at Albertsons and Supervalu. Murphy replaces Dave Pylipow, EVP human resources and corporate communications, who will leave the company at the end of April. Pylipow has served in his current role since 2006, and previously held the position of VP human resources at Save-a-Lot. He will likewise stay with Supervalu for several weeks to help complete the transition of responsibilities.
With the transaction completed, Andy Herring, EVP real estate, market development and legal, will depart the company. Herring joined Supervalu in February 1998 as VP corporate development and external relations and was promoted to SVP in 1999. He has held numerous positions during his career at the company, including management of its in-store pharmacy business from 2002 to 2006. Herring has served in his current role since 2010, during which time he was responsible for real estate, mergers and acquisitions and legal.
Commenting on the departures, Duncan said, “Andy played a critical role in structuring the deal with AB Acquisition, and in overseeing much of the important work necessary to complete the transaction. I appreciate his leadership and many contributions to the company over the past 15 years," he said. “I would also like to personally thank Dave and Kathy for their contributions to the company. Dave has been an integral member of Supervalu for 15 years and of the executive team for the last seven. He has worked tirelessly since the transaction announcement to assist me in building our new organization. [And] during her tenure, Kathy has completed a tremendous amount of work in finance, especially her leadership of our organizational efficiency initiative and technology, including her leadership of improved tools and processes supporting our retail businesses. I wish Andy, Dave and Kathy all the best with their future endeavors.”
No comments found
Nearly half of retail app ‘non-users’ intend to use in future
Among non-users of retail apps, 46% indicated they would be likely to download an app in the future, according to a recent online survey of more than 600 AccentHealth viewers. Similar to current reasons for usage, discounts and coupon access are likely to drive future app usage for as many as 77% of non-users.
To see more Patient Views, click here.
Patient Views is a new, exclusive consumer insights feature that appears in every edition of DSN magazine, as well as the daily e-newsletter DSN A.M. If you could ask 5,500 patients anything at all, what would it be? Send your questions to [email protected].
Source: AccentHealth. To view the demographic breakdown of participants, click here.
Big data. Big deal.
In my last UpMarketing post, Dart and science, I described how combining quantitative and qualitative research with good old-fashioned gut instincts can drive results. This post examines a related topic: big data. Everyone’s talking about the mountains of data at their fingertips, just waiting for analysis and action. But it seems that no one has figured out an effective way to begin excavating to find the hidden treasure.
This amassing of data has ramped up in recent years due largely to new streams of information from shopper loyalty programs, Internet activity, and social media, among others. The hoard of data is growing so fast that it has been estimated the volume will now double every two years.
It’s like a major winter snowstorm that blows into the mid-section of the United States. Some municipalities are overwhelmed and literally shut down by the enormity of the snowfall. Some manage to move the snow out of the way, albeit too slowly to keep up with the rate of precipitation. And others meet the weather threat with over-exuberance, battening the hatches for a blizzard that never materializes.
Such is the case with Big Data. Many marketers suggest that they need more data to determine how to effectively mine the original data. Some walk the road of denial, affecting to believe that time spent filtering the data will not produce meaningful insights. A courageous few are beginning to isolate islands of data that, once strung together, can lead to meaningful conclusions. To me, the mystery hidden inside Big Data is what makes it compelling. Maybe it’s because I’ve always enjoyed discovering simple correlations between discrete data points that I throw in with those who eagerly forge ahead into the unknown. And because the nature of the discovery is undetermined at the outset, it’s like an archeological dig.
It might seem to some that mining of data should be as simple as collecting it. After all, what’s really involved? You have the information, you organize it, you read it, and you act on it. The problem is the volume. No one has a shovel big enough to figure out what’s in the data before new data comes pouring in. But waiting until appropriate excavating equipment is built is a waste of valuable time — and terabytes. Waiting until the analytical methodology is absolutely perfect is really the same as deciding not to analyze at all. Surely scratching the surface and finding some initial nuggets of fresh insight is preferable to going home empty-handed.
The key to any productive data mining is to determine ways to quickly and efficiently filter out the meaningful insights. Sometimes that means using traditional methods rather than “big” analytics. And just when you think you have more than enough data to mine, you still have to determine outages — a.k.a. missing data. Often a third-party source combined with existing data sources will actually help organizations more quickly align decision-making processes and lead to more immediate action.
All that’s left now is to get started. Prepare a list of questions needing answers. Prioritize the questions, and identify data sources, whether home-grown or third-party. Then let the archeological dig begin. It’s amazing what you can discover by removing even just the topsoil. If you never begin digging, however, you’ll never find any groundbreaking insight. Instead, all you’ll have is unbroken ground.
Hamacher Resource Group, Inc. (HRG) Vice President Dave Wendland, a 20+-year retail industry veteran, is a popular presenter and discussion facilitator available to speak at corporate and association events on a variety of retail-related topics. HRG is a research, marketing, and category management firm specializing in consumer healthcare at retail. Product manufacturers, healthcare distributors, retailers, technology partners, and others rely on HRG for strategic and creative solutions to help build their business. Learn more at www.hamacher.com.
The Boss Big Man boss chair is designed for both weight and size, promising to hold the larger individual. The chair back on the standard B990 measures 25 inches wide and 26.5 inches high. The seat is 23.75 inches wide and 20 inches deep. The seat height has an adjustable range of 19.5 inches to 22.5 inches. Other features on the chair include a pneumatic lift that allows the user to comfortably and easily adjust the seat height, a double-paddle tilting mechanism and a metal base that's significantly sounder and stronger than basic plastic models. The chair also comes with heavy-duty wheels, designed to balance a heavy weight load.
Quinn I appreciate your question and interest in this topic. Let me freely admit that my personal skills around data analysis are not that honed. That said, I believe your idea of a repeatable methodology to extract, combine, and analyze data is precisely the right approach. One technique worth involves grouping the elements into subsets. It reminds me of the expression that you eat an elephant one bite at a time. The same is true with data mining. You need to first assemble chunks of data into manageable, bite-size pieces to effectively digest it. Once that has been achieved, the process can be repeated over and over again until actionable insights emerge. I invite other suggestions on this topic.
This is a really timely topic. Everyone seems to be talking about it, but I haven't seen many practical solutions. My question is how do you move quickly enough to find actionable data nuggets before the data is too old to be relevant? It seems like you would need a process based on some kind of repeatable methodology. -- Quinn
Ralph, I'm glad that you are beginning the excavation process. And I haven't yet seen a Big Data for Dummies book hit the shelves so whatever you are doing to mine the data is definitely a step in the right direction. Cherish the nuggets you discover and put them into action.
I think anything to do with data is a big deal. Combining all of the islands of data we currently have is a full time job and we're only scratching the surface. I guess that's what Dave says in this article. I just hope we're scratching in the right direction. Has anyone identified low hanging fruit yet?