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EXCLUSIVEBRANDSOURCING RETAILER/WHOLESALER DATABASE Copyright 2015 © Exclusive Brands LLC N/A = Not Available or Not Applicable

A.S. WATSON GROUP

1-5 Wo Liu Hang Road, Fo Tan, New Territories, Hong Kong, CHINA

Tel: +852 2606-8833

Fax: +852 2695-3664

www.aswatson.com

Total 2012 Revenues: $18.9 Billion(HK$ 146.6 Billion) +4 %

Percentage of Sales in Exclusive Brands: N/A

Principal Business: A.S. Watson is the retail group owned by Hutchison Whampoa Limited, a HK $ 398.4 billion ($51.3 billion) +4%, multi-national conglomerate, which is also active in port investments, infrastructure (energy, transportation, water, etc.), telecommunications, and finance. The company roots trace back to 1829 as a small dispensary, offering free medicine to poor Chinese in the province of Guangdong (Canton). A.S. Watson, now contributes 36.8% of total parent company revenues, through its operation of 10,865 retail outlets under some 20 banners located in 33 markets, specifically in 22 European countries and 20 countries in Asia. This business encompasses a diverse portfolio: health and beauty stores, luxury perfumeries and cosmetic outlets, supermarkets, consumer electronics and electrical appliances stores, and airport duty free shops. Divided into five sub-divisions, the company operates Health and Beauty China (HK$ 15.4 billion +17%) with 1,438 stores; Health and Beauty Asia (excluding mainland China) (HK$ 18.1 billion +7%) with 1,684 stores; Health and Beauty Europe (HK$ 61.6 billion +1%) with 5,599 stores; Luxury Europe (HK$ 16.6 billion -7%) with 1,656 stores; and Other Retail & Manufacturing (HK$ 36.9 billion +6%) with 488 stores and production of water and juices. The other retail formats include: 270 PARKnSHOP supermarkets in Hong Kong, 90 Fortress outlets in Hong Kong and Macau, 10 TASTE lifestyle (food-wine-fashion) stores, 20 Watson Wine shops,

40+Nuance-Watson duty free luxury boutiques to specialty airport shops, plus other concepts (GREAT a food hall, Fusion (mixture of East & West food selections), etc. Watson positions itself as the leading international health and beauty retailer, specifically the largest in Asia with more than 3,300 stores (operated mostly as Watsons Your Personal Store) and 900+ pharmacies in 11 Asian markets. Those markets include: mainland China, Hong Kong, Taiwan, Macau, Singapore, Thailand, Malaysia, the Philippines, South Korea, Indonesia, and Turkey. In Europe, the company is the largest luxury perfumeries and cosmetics retailer (under three banners, 1,100 Marionnaud stores in 11 countries, 260+ ICI Paris XL shops in the Benelux countries and Germany, and 250+ The Perfume Shop outlets in the United Kingdom and Ireland) Overall, there are some seven banners, covering more than 1,600 stores in 16 European markets. These operations break down includes 870 Superdrug stores (including 226 in-store pharmacies) in the United Kingdom and the Republic of Ireland; 240 Savers “mega-discount” stores in England, Scotland and Wales. On the continent, Watson also has joint venture with 2,800 Rossmann discount health and beauty stores in Germany, Poland, Hungary, and the Czech Republic. In the Netherlands and Belgium, Watson works thrugh 1,000+ Kruidvat stores and in the Netherlands alone 130+ Trekpleister neighborhood drugstores. Additionally, there are 120 Drogas cosmetic outlets in Latvia and Lithuania as well as 60 Spektr health and beauty stores in St. Petersburg, Russia. A.S. Watson also operates Badaracco, a wine trading company in Switzerland. Additionally, the company owns Watson Water, a major producer and distributor of bottled water, fruit juices, soft drinks, etc. Watson Water is the top-selling brand in Hong Kong.

EB Identities: Watsons, Rossmann (36 brands total covering 4,200+ items across health and beauty, food and beverages), PARKnSAVE, Best Buy, Fortress, Imperial Banquet rice (ParknShop), Optimum beauty products (Superdrug and Watsons Your Personal Store), Solait bronzing collection, Andrea Fulerton Nail Boutique, and Essentials skincare (Superdrug); Kruidat and Instant Mother Formula baby food (Kruidat), Trekpleister, Smart Clean and Home Essentials (Savers), etc.

EB skus: N/A

Profile: Despite weak economic conditions and continued uncertainty throughout its markets, A.S. Watson reported strong revenue growth across all its subs-divisions, other than the luxury market in Europe. Its overall retail count increased by 844 stores. During the year, PARKnSHOP launched SU-PA-DE-PA, a new retail concept combining merchandise from a supermarket with the variety of department store products, producing a one-stop shopping experience in Hong Kong. Also new, TREAT lifestyle supermarket introduced in Chengdu, China. UPDATE: Reports in mid-2013 indicate that Watson, mainly a health and beauty retailer, is considering the sale of its PARKnSHOP supermarket chain in Hong Kong.

Procurement Contacts: N/A

A&P, THE GREAT ATLANTIC & PACIFIC TEA CO., INC.

Box 418, 2 Paragon Drive, Montvale, NJ 07645 USA

Tel: (201) 573-9700

Fax: (201) 930-4079

www.aptea.com

Total Fiscal 2011 Sales $8.1 Billion -8.4%

Percentage of Sales in Exclusive Brands: 18% (E)

Principal Business: A&P began in 1863 as a New York City mail order house, trading in tea imports. Over the decades, this pioneering retailer helped to define, innovate, and set the standards in retail marketing and merchandising, especially with respect to its own private label products. A&P became the largest food retailer and manufacturer in the world (around 1920) and reach a peak level of some 15,709 stores in 1930. Its fate since then has been downhill as the result of mismanagement, growing competition, government restrictions, and other factors. For fiscal 2011, the company overall operated 393 stores in seven states & DC along the East Coast. This covers 10 store banners: A&P, Super Fresh, Waldbaum’s, Super Foodmart, Food Basics, The Food Emporium, Best Cellars, Pathmark, and Pathmark Save-A-Center. EB Identities: America’s Choice (Gold/Reserve/Healthy Kids), Food Basics, Food Emporium, Food Emporium Trading Company, Greenway (healthy, organic, eco-friendly), Hartford Reserve (specialty premium deli, bakery, groceries), Home Basics, Live Better Wellness (OTC & pharmacy items), Master Choice, Mid-Atlantic Country Farms, Pathmark, Preferred Pet, Sierra Range (frozen premium meats), Via Roma (Italian-style foods), Woodson & James.

EB skus: 4,000+(E)

Profile: On Dec. 12, 2010, A&P filed for Chapter 11 bankruptcy protection, as it carried $1.4 billion in debt. Its fiscal 2011 results showed a net loss of $598.6 million (versus the year earlier loss of $876.5 million). In the current period, the company opened one new store. Some 32 stores were closed in six states with plans to sell another 25 stores. Since filing for bankruptcy, A&P secured $800 million in debtor-in-possession financing through JPMorgan Chase & Co. to use for its turnaround plan. The company has also brought in new management and at the end of 2011, signed collective bargaining agreement with its unions, allowing the company to rebuild and emerge from bankruptcy. UPDATE: In March 2012, the company emerged from bankruptcy protection—just in time to celebrate a subdued 150th anniversary in 2012 with some 300+ stores under its banners. As a private company, A&P has begun tightening its belt, reportedly announcing in September 2012 its intention to sell its 16 The Food Emporium stores in Manhattan (NY) and close a Pathmark supermarket in that area. In the following month, A&P reportedly laid off some 40 employees at its headquarters. While fiscal 2012 sales are private, it’s diminishing size continues: From fiscal 2010 sales of $8.8 billion, to fiscal 2011 sales of $8.1 billion, and very likely now with fiscal sales for 2012 estimated at close to $7 billion. A&P’s stock crested in 1989 at $64 a share; at the time of its bankruptcy shares dipped below $1. Recently, top management has been shuffled. On its website, A&P recently reported its total store count at about 315 stores--determined by counting

reported store locations for its five chain in six states plus DC: 110 Pathmarks (New York, New Jersey, Pennsylvania), 105 A&P stores (New York, Connecticut, New Jersey), 47 Waldbaums (New York), 25 Superfresh supermarkets (Delaware, Maryland, New Jersey, Pennsylvania, Washington DC), 16 The Food Emporiums (Manhattan, NY). In addition, A&P also owns about 18 Best Cellars small liquor stores. In January 2013, this retailer introduced its makeover seafood department, under the logo, “Great Atlantic Seafood Market.” In 2014, A&P, reporting its chain count at 301 stores, unwent management changes, starting in January with Sam Martin leaving, replaced by Gregory Mays, executive chairman of A&P, serving as interim CEO. In March, Paul Hertz, formerly A&P's COO, was named president and CEO. On July 19, 2015, A&P filed for Chapter 1 bankruptcy protection, citing competition and "inflexible collective bargaining agreements" and "legacy costs." The company had three "stalking horse bids" in hand for the sale of 120 stores (priced at $600 million); also plans call for liquidating the remaing 150 stores; while the company also closes 25 underperforming stores. This action virtually ends the hisory of this 156-year-old, pioneering supermarket leader.

Procurement Contacts: Thomas Reali, Sr. Dir. of Own Brands; Christine Oliver, Sr. Director Own Brands; Jayne Caffrey, Dir. of Strategic Sourcing; Beth Curran, Manager of Own Brands; Ajay Kanwar, VP Marketing; Mike Mills, Senior VP Merchandising

ACE HARDWARE CORP.

2200 Kensington Court, Oak Brook, IL 60523 USA

Tel: (630) 990-6600

Fax: (630) 573-4898

www.acehardware.com

Total 2013 Systemwide Sales: $13 Billion (E); Total Corporate Sales: $4.2 Billion +8.2%

Percentage of Corporate Sales in Exclusive Brands: 15

Principal Business: In 1924, Ace Hardware & stores were launched in Chicago. Today, this private organization is the largest hardware cooperative in the industry, overseeing a network of 4,171 locally owned and operated Ace Hardware stores (some 28,000 retailers) in 50 states, the District of Columbia, as well as Ace affiliated companies serving international retailers in 60 countries (Middle East, Caribbean, Latin America/Mexico, Pacific Rim & Asia). Its stores stock more than 12,000 different products for home improvement: paint, cleaning aids, plumbing and heating supplies, garden and rural equipment, electrical supplies, hand and power tools, general merchandise, etc. Ace operates 14 retail supply centers and six consolidated/redistribution

facilities. Its subsidiaries have distribution capabilities in Dubai, UAE; Panama City Panama; and Shanghai, China.

EB Identities: Ace, Royal (paint), Clark + Kensington (paint-primer combination), and six exclusive house bands (Celebration holiday trim and decor), Grill Mark (grills and outdoor cooking accessories), Home Plus (household consumables like tools, plumbing, etc. at open price points), Living Accents (home and garden decor), Oak Brook Collection (decorative plumbing), and Steel Group (tools at open price points). Ace also is licensed by Sears to stock Craftsman tools and by East Penn Manufacturing for Diehard batteries.

EB skus: 11,000+

Profile: Record sales, record profits, record turnover, etc. For Ace, 2013 was an "extraordinary" year. Its net income shot upward by 27.8% to $104.5 million. The co-op added 152 stores and close 85 outlets. Some 1,113 stores were reset during they ear. Ace launched a long-term customer-focused strategy, call 20/20 vision to grow its brand, develop independent store productivity, and improve its performance. A new subsidiary, Ace Retail Holdings LLC was formed in December 2012 to acquire the outstanding capital stock of WHI Holdings Co., owner of Westlake Hardware, Inc, Kansas City, MO, operator of 85 neighborhood hardware stores in the Midwest, now called Westlake Ace Hardware. In February 2014, another new subsidiary formed: Ace Wholesale Holdings, serving to acquire a majority interest in the Emery Warehouse Co., operator of hardware wholesaling activities in New England an metro New York. In January 2013, Ace entered a long-term strategic supply relationship with Valspar Corp., Minneapolis (listed in the Manufacturers database) permitting Valspar to manufacture and supply Ace-brand paint products to 4,000+ Ace stores in the US. Valspar also acquires two paint-manufacturing plants from Ace. Ace joined with Valspar to create The Paint Studio, a boutique-style store-within-astore concept, selling both Ace's Clark + Kensington and an extended range of Valspar brand paints. . UPDATE: Ace is now planning to open 750 new independently owned stores domestically over the next five years, pairing the Ace format into grocery stores and other channels (garden centers, paint stores, etc.). Ace also is expanding it s smaller "express" store format (3,000 to 5,000 square feet, having opened up to 50 such units so far.

Procurement Contacts: John Surane, Sr. Vice-President, Merchandising, Advertising, Marketing & Paint

AEON GROUP, THE

1-5, 1 Nakase, Mihama-ku, Chiiba-shi, Chiba 261- 8515 JAPAN

Tel: +81 43-212-6042

Fax: +81 43-212-6849

www.aeon.info/

Total Fiscal 2013 Aeon Group Revenues: $ 71.2 Billion (¥ 5.8 Trillion) +8.8%; General Merchandise Store (GMS) Revenues: $33.4 Billion (¥ 2.7 Trillion) +1.9% Total Supermarket Revenues:$18.6 Billion (¥ 1.5 Tillion) +21,1% Total Satrategic Small-Size Store Revenues: $3 Billion (¥ 241.9 Billion) +13.4% Total Shopping Center Development Revenues:$2.5 Billion (¥ 203.3 Billion) +18.5% Total Specialty Store Revenues: $4.4 Billion (¥ 350.2 Billion) +10% Total ASEAN Revenues:$1.3 Billion (¥ 103.3 Billion) +18.6% Total China Revenues:$4.4 Billion (¥ 350.2 Billion) +10% Total Services Revenues:$1.4 Billion (¥ 112.9 Billion) +10 %

PercentageTotal GMS and Other Retail Sales in Exclusive Brands: 25% (E)

Principal Business: The Aeon Group, traded on the Tokyo Stock Exchange (code 8267), is comprised of 227 consolidated subsidiaries, all under Aeon Co., Ltd., the holding company, which oversees a total of 16,375 stores operating in 14 countries. In this period, the company, after some consolidation of its operations in the recent past, has reorganized itself into three headquarters: Japan, China, and ASEAN (Cambodia, India, Indonesia, Malaysia, The Philippines, South Korea, Taiwan, Thailand, and Vietnam). Its General Merchandise Stores (GMS) division operates 598 stores, formerly mostly under the JUSCO banner, and including Saty and Postful banners, which served as anchor stores in its 157 mall-type shopping centers. The process of re-branding these banners under Aeon banner has been implemented. As the top supermarket chain in Japan, the company also operates under the Maxivalue banner through some 20 companies. Its Strategic Small-Size Store division, overseeing convenience stores, small scale supermarkets, and specialty stores, includes 4,462 Ministop stores (2,294 outlets outside of Japan), 330 My Basket urban supermarkets, and other formats (Acolle small discounter, RECODS combination drugconvenience store, etc.). Aeon’s Specialty Store division covers mostly fashion apparel and footwear outlets, such as G Foot and Mega Sports. Both the ASEAN and China business segments include general merchandise and supermarket outlets. Aeon’s Services business operates Aeon Delight Co. Ltd. (building maintenance and back-office support) and Aeon Fantasy Co. Ltd. (recreation activities). In addition, the Aeon Group operates financial services units and service business units (shopping center development, digital etc.). In its drugstore pharmacy operation, Aeon belongs to the AEON Welcia Store alliance along with 11 leading dispensing pharmacies and drugstore operators in Japan as well as HAPYCOM, one of Japan’s largest alliances of drugstores and pharmacies.

EB Identities: TOPVALU (everyday products), TOPVALU Select (superior quality, identifiable place of origin, unique manufacturing methods and/or functional benefits), TOPVALU BEST (daily essentials), TOPVALU Gurinal (processed foods using less agricultural chemicals, antibiotics, or other chemical additives), TOPVALU Kyokan Segen (environment friendly products-reduce, recycle, reuse and returnable), TOPVALU Ready Meal (prepared meals), TOPVALU Healthy (helathy and well being products), TOPVALU Collection (casual wear), TOPVALU home appliancesTOPVALU Premium (high-quality materials and manufacturing methods to support body shape and life-style changes for aging consumers), Welcia, HapYcom (health and beauty care items in drugstores and pharmacies).

Total Number of Exclusive Brand skus: 6,000+

Profile: H Despite only a moderate economic recovery in Japan, still being impacted by the European debt crisis, as well as slower growth in China and in other emerging economies--plus the prospects of a planned consumption tax hike in Japan starting in April 2014, Aeon experienced good growth across its operations: Very likely significantly helped by more store openings. Overall, Aeon’s fiscal net income rose by 11.9% to ¥ 74.7 billion ($936.1 million). Also, in November 2012, the company acquired the outstanding shares of Magnificient Diagraph Sdn. Bhd.. a hypermarket operator, as well as Carrefour Malaysia Sdn. Bd., both Malaysian subsidiaries of Carrefour of France (also in this database). In January 2013, Aeon acquired 50% of the outstanding shares of Tesco PLC operation in Japan, comprised of 117 supermarkets primarily in metro Tokyo. As a result, Tesco (also in this database) was made an equity-method affiliate of Aeon. Aeon has established four mega trends to insure its future growth: (1) a shift to Asian markets under a unified expansion strategy; (2) a shift to urban markets, building its Maxvalu Express, My Basket, and Acolle chains; (3) a shift to senior markets targeting the so-called Grand Generation; and (4) a shift to digital markets. Division by division: the GMS business added six new stores and closed five units. Also, GMS stores implemented a unified group-wide sales promotion. The business has had to adjust to lower pricing strategies and to deal with unseasonable weather for its apparel business (revenues were off by 3.2% for the year). Operating income for GMS was down by 16.6% to ¥ 46.4 million. In the supermarket business, some 71 stores opened, while 31 were closed. Again, a unified sales promotion strategy, “Customer Thank You Sale,” was staged at 1,000 group supermarkets. In November 2012, Marunaka Co. Ltd. And Sanyo Marunaka became consolidated subsidiaries and began stocking TOPVALU brand merchandise. Operating income in this business posted 0.1% growth to ¥ 21.9 million. The Strategic Small Size Store business grew its Ministop chain, while opening its first store in Kazakhstan, while expanding in South Korea, China, the Philippines, and Vietnam. Also, Aeon has expanded the RECODS chain (combination drug store-convenience store) adding seven stores, bringing its total to 24 stores. Also being expanded: Origin Bento stores, including more ready-toeat foods. This business segment’s operating income dipped by 37.8% to ¥ 4.1 million. In the shopping center business, one center was opened during the year, five were renovated in Japan, and a third center opened in China. Plans call for opening centers in its ASEAN business, beginning in 2014, targeting Vietnam, Cambodia, and Indonesia. Operating income for this business was up by 2.8% to ¥19.8 million. The Specialty Store business opened six Mega Sports stores and four MIRAIYA CULTURE CLUBS. Also, G Foot has consolidated its multiple store brands and expanded its private brand business. Operating income for this business rose by 2.3% to ¥ l6.1 million. Aeon’s TOPVALU brand reported sales up by 29.3% to ¥ 681.6 billion. This brand is being expanded throughout its different businesses; while its total product count now exceeds 6,000. On April 1, 2014, Aeon will celebrate its 40th anniversary with private brands--the TOPVALU brand reaching its 20th year. It is now the number 1 private brand in Japan. Some 15 items under this brand were awarded by Monde Selection for their quality. To address the senior market, TOPVALU is introducing products in smaller, more convenient portions for single use. A new TOPVALU Beaujolais Nouveau wine was introduced. UPDATE: In July 2013, Aeon increased its stake in The Daiei (also in this database) from 19.9% to 44.2 %. Since 2007, Aeon in partnership with Marubeni Corp. has been working to turn around Daiei’s performance. In March 2013, Aeon purchased 24.3% of Marubeni’s 29.3% share in Daiei, making the retailer a consolidated subsidiary. Daiei has 130 general merchandise stores..

Procurement Contacts: Motoya Okada, President

ALBERTSONS COMPANIES, INC.

Boise, ID,

Tel (Nord):

Fax (Nord):

www.albertsons.com

Total 2015 Sales: $57.5 Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: In January 2013, SUPERVALU (also in this database) agreed to the $3.3 billion sale of five of its regional chains--Albertsons, Acme, Jewel-Osco, Shaw’s and Star Market stores plus related Osco and Sav-on in-store pharmacies to an investors group, AB Acquisition LLC, affiliated with a private equity Cerberus Capital Management L.P.-led consortium. (In 2006, Cerberus had acquired some 650 Albertsons stores from SUPERVALU and continued to pay a license fee for use of that trademark.) This takeover of 877 stores in the more recent deal reunited the Albertsons stores. Albertson LLC operates 192 stores in Texas, Florida, Louisiana, New Mexico, Arkansas, Arizona and Colorado. This new deal also calls for SUPERVALU to provide services to AB Acquisitions for 2.5 years. The deal was consummated in March 2013.

EB Identities: Albertsons, Safeway, etc.

EB skus: N/A

Profile: On Jan. 30, 2015, AB Acquisitions LLC completed its merger of Albertsons with Safeway, Inc. (also in this database). This approximate $8 billion deal combined Albertsons' 1,100 supermarkets in 15 states with Safeway. The latter retailer for calendar 2013 reported its continuing operation sales at $36.1 billion, remaining flat from 2012. Its income, however, slumped by 16.4% to $246.3 million. During 2013, Safeway in efforts to pay down its debt began divesting hundreds of its stores (see Safeway listing for details). Finally with the Albertsons merger, the combined companies represented $57.5 billion in sales from 2,230 stores, under 18 store banners in 34 states and DC. Also, the deal included the combination of 27 distribution facilities and 19 manufacturing plants. The company was organized into three regions and 14 retail divisions, supported by corporate offices in Boise, ID, Pleasanton, CA and Phoenix, AZ. The chain banners: Safeway, Vons, Pavilions, Randalls, Tom Thumb, Carrs, Albertsons, ACME, Jewel-Osco, Lucky, Shaw', Star Market, Super Saver, United Supermarkets, Market Street, and Amigos. As part of the merger, the FTC required Albertsons to sell 168 stores in December 2014, taken by four separate buyers, the largest, Haggen, Inc. (also in this database), acquiring 164. Safeway, publicly traded on the NYSE, ceased its trading; but Albertsons, controlled by private equity interests, decided in July 2015 to propose an Initial Public Offering and take the company public. It's expected to be completed in 2016.

Procurement Contacts: N/A

ALDI EINKAUF GMBH & CO. OHG

Aldi Nord, Eckenbergstrasse 16, Essen 45 307 GERMANY) Aldi Süd Burgstrasse 37, 45476 Mülheim und Ruhr,

Tel (Nord): +49 201-85930; (Sud): +49 208-99270

Fax (Nord): +49 201-8593319; (Sud): +49 208-9927321

www.aldi-nord.de

www.aldi-sued.de

Total 2012 Worldwide Sales: $77.4 Billion (€ 60 Billion+) (E); Sales for Aldi Nord: $39.9 Billion (€ 31 Billion) (E); Sales for Aldi Süd: $37.4 Billion (€ 29 Billion) (E)

Percentage of Sales in Exclusive Brands: 90%+ (E)

Principal Business: Aldi, a privately owned, discount store retailer (composed of independently operated companies), does not disclose its sales results. The company began in 1913 as a small grocery store, Albrecht Diskont, in Essen, Germany. Two sons of the founders took over and continued up until 1961, when over a dispute about product stocking, they divided the business, Theo Albrecht heading the Aldi Nord (North) division, identified under the Aldi Markt banner; and Karl the Aldi Süd (South) division operating Aldi Süd stores. Together, these operations today represent 9,602 stores, operating in 15 countries on three continents. The brothers split the store operations in Germany, Aldi Nord (north and eastern regions) and Aldi Süd (south and western regions). Operating separately, they organized their respective companies into legally independent companies: Nord with some 35 companies and Süd with 31 companies. As their operations grew and expanded outside of Germany, Aldi now divides into two businesses. Aldi Nord operates with 4,962 stores in eight countries (2,500+ stores in Germany, 920 in France, 500 in the Netherlands, 440 in Belgium, 230 in Denmark, 260 in Spain, 70 in Poland, 30 in Portugal, and 12 in Luxembourg. Aldi Süd oversees 4,640 stores in eight countries: Germany 1,820 stores, United States 1,260 stores in 31 states, United Kingdom & Ireland 585 stores, Austria 440 stores (under the Hofer banner), Australia 310 stores, Hungary 85 stores, and Switzerland and Slovania, each with 70 stores. Aldi Nord in 1979 acquired a small regional, up-scale specialty retailer, Trader

Joe’s in the US, which continues to be operate independently (also listed in this database). Both Nord and Süd share strategies and draw on the Aldi manufacturing business, comprised of coffee and some other products.

EB Identities: Aldi uses numerous different store brand identities in its product mix, comprised of more than 80% in foods. The US Aldi stores stock mostly food items, but also household cleaners and supplies plus health and beauty care products, and some general merchancise items. Some identities cover a number of products, such as in the U.S., the Fit & Active brand for healthy foods or Simply Nature for natural foods; in Germany, the Gutbio brand for organic foods or Deutsche Kuche for authentic German food recipes. Aldi Süd sells such brands as: Tandil detergent, Grandessa preserves/ice cream, Caribic body care products, Royal Class men’s shirts, Crane sporting goods, Them children’s clothing. Aldi Nord sells: Biocura beauty care items, Confifrucht preseres, Goldenears bread, Mama Mancini Italian foods, Markus coffee, Katie Nuss spreads, Source Brunn mineral water, Schoit milk, etc..

EB skus: Typically, Aldi stores stock 950 regular products plus 30 more action items, which change seasonally.(E)

Profile: The typically low-profile Aldi unfurled its banner early in 2013, proclaiming its 100th anniversary. The company was transparent on its store count tally, but still kept under wraps its financial profile. In recent years, Aldi has changed its strategies in different markets. In the US, for example, there has been a brand consolidation, collecting a number of produce categories under as single brand identity. Emerging brands include ‘lacara’ skin care and beauty care products, Fit & Actie healthy foods, Grandessa upscale foods, etc. In Aldi Nord, late in 2010, the retailer for the first time introduced advertising for its private labels, placing ads in consumer magazines. Aldi also has strated TV advertising. Additionally, Aldi has expanded its product selection moving into electronics upscale foods, and perishable and frozen foods. In its stores in Germany, the Trader Joe’s brand from the US is now being introduced (starting with snack nut products). The U.S. chain sells some 1,400 grocery and household products with nearly 95% of them under its own exclusive, select brands. A number of its own brands sold in Germany are now "imported" into theUS Aldi stores as well as in other countires. They include identities such as lacara skin care and beauty care items, Fit & Active healthy foods, Grandessa signature upscale foods, etc. Aldi U.S., which operates from Kansas to the East Coast, opened up to 80 stores in 2012; part of that expansion including a $50 million, 821,000 square-foot distribution center and regional headquarters in Royal Palm Beach, FL, which was scheduled to open in 2013. UPDATE: In December 2013, Aldi announced plans for a € 2.2 billion ($3 billion) investment in Aldi USA, calling for a nationwide expansion of the chain, adding 650 new stores over the next five years. Instead of opening 80 stores per year, the clip will increase to 130 per year. Meantime, Aldi's exclusive brand rollout now includes SimplyNature, a line of natural and organic foods, including some gluten-free producdts. Actually, the line was introduced in the fall of 2013, but now has become a regular fixture--very likely following the rollout strategy of its Fit & Active product line (low fat, calories, sodium), which now encompases more than 90 products available in some 150 varieties. Aldi in the spring of 2013 also began stocking its US stores with a premium brand range, Specially Selected. which has enjoyed success in its European stores. Aldi in May 2014 rolled out a line of gluten-free products, under its new LiveGfree brand. The range corsses many different product categories: snacks pizza, bread, etc.

Procurement Contacts: Sandra Schade; or at Aldi Süd, Manfred Hirt, Tel: +49 208-99270; Aldi U.S.: Rishi Raj, Director of Corporate Purchasing (Tel: 630-879-2130); Joan Kavanaugh, Vice President of Purchasing (Ext. 2446)

ALI MENTATION COUCHE-TARD INC.

4204 Industrial Bld., Laval, Quebec H7L 0E3 CANADA

Tel: (450) 662-2612; (800) 361-2612

Fax: (450) 662-6648

www.couche-tard.com

Total Fiscal 2014 Consolidated Sales: $ 37.9 Billion +6.8%; Total U.S. Sales: $ 20.3 Billion +4.6%; Total European Sales: $12.6 billion +13.5%; Total Canadian Sales: $ 6.1 Billion +9.6%; Total U.S. Merchandise/Services Sales:$ 4.8 Billion +6.7%; Total U.S. Motor Fuel Sales: $ 15.5 Billion +4%; Total European Merchandise/Services Sales: $1.1 Billion +20.7%, Total European Motor Fuel Sales: $8.8 Billion +16.7%; Total Canadian Merchandise/Services Sales: $ 2.1 Billion -4.6%; Total Canadian Motor Fuel Sales: $ 2.9 Billion +1%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Started in 1980, Couche-Tard oversees more than 13,100 convenience stores on five continents primarily under four store banners: Couche-Tard, Mac's, Circle K, and Statoil. In its 35-year history, the company has grown through acquisitions and since its takeover in 2003 of the Circle K chain of 1,663 convenience stores from Conoco Phillips, Couche-Tard has negotiated some 30+ other acquisitions, leading up to its biggest ever, the $2.6 billion cash takeover in June 2012 of Statoil Fuel & Retail ASA, Olso, Norway. Valued at $3.6 billion, this acquisition included some 2,292 Statoil convenience and fuel stations (68% company owned) operating in eight countries, across Scandinavia, the Balkins, and Poland. Thus Couche-Tard established a foothold in Europe, which is now working through synergies and an integration process. The company operates stores ranging from 2,500 to 4,500 square feet, stocking some 3,200 convenience store products and foodservice items. This firm is listed on the Toronto Stock Exchange (ATD.A and ATD.B). The store count as of April 27, 2014: 6,241 convenience stores in North America (4,756 with fuel services) managed through 13 business units (9 in the U.S. covering 39 states and DC and 4 in Canada in all 10 provinces.). In Europe (8 countries) overseeing 2,258 convenience stores mostly with fuel service: Norway, Sweden, Denmark, Poland, Estonia, Latvia, Lithuania, and Russia. In addition, the company's licensing agreements

cover 4,600 Circle K convenience stores in 12 other countries: China, Guam, Honduras, Hong Kong, Indonesia, Japan, Macau, Malaysia, Mexico, the Philippines, Vietnam, and the Unitred Arab Emirates. The company positions itself as the convenience store market leader in Canada and the largest convenience store operator in terms of number of company operated stores in the US. In Europe, the company is a leader in convenience stores and road transportation fuel in Scandinavian countries and the Baltic states with a growing presence in Poland.

EB Identities: Circle K, Couche-Tard, Mac’s (including motor fuel), La Maisonnee (fresh sandwiches and breakfast selections), Sloche and Froster (both iced drinks), Freshest Coffee Going!, Thirst Buster, and Frozen Zone, all beverages; Sunshine Joe Coffee company (beverages, water, fruit juices, sandwiches), Made To Go (sandwiches), Van Hutte (coffee), Triple ‘O, Bjoda, Joker drinks, Talon & Vixen (energy drinks), Polar Pop (fountain drinks), Crowns (value line of tobacco), etc. Food items appear under Down Home Kitchen, Take Away Café, and Goode & Dunn (fast food items); plus the Statoil brand and the 'miles' brand for fuel products.

EB skus: N/A

Profile: For Couche-Tard, acquisitions have been a key to its growth. Most of its energies, however, have concentrated on integrating the Statoil fuel & Retail business, resulting in some $85 million in synergies and cost savings. In terms of organic growth, the company added 113 stores, including 25 new constructions and 166 acquisitions in both North America and Europe. the latter included 60 stores operated by independents under the Exxon Mobil banner. CoucheTard also has been testing a fresh foods pilot program in five U.S. markets. More emphasis is being placed behind its foodservice offering, including more quality fresh, healthy, tasty convenience foods, where it sees higher margins. In Europe, the new fuel brand, miles, is now in five markets while the Simply Great Coffee rollout continues in Europe as well. Additionally, the company has rebranded its JET banner, licensed from a third party, renamed INGO. UPDATE: In March 2015, Couche-Tard completed its acquisition of The Pantry, Inc., Cary, N.C, in a $1.7 billion merger. The Pantry operates some 1,500 Kangaroo Express convenience stores in 13 Southeast states. Other recent Couche-Tard acquisitions: 21 Tiger Tote Food Stores in Texas plus 151 dealer supply contracts in three states from the Johnson Oil Co.. In Europe, the company's Statoil Fuel & Retail operation in Denmark has acquired 225 full fuel service stations and 75 automated fuel stations plus 15 truck stops from A/S Dansk Shell. Couche-Tard also sold its aviation fuel business, part of Statoil, in September 2014.

Procurement Contacts: Alain Brisebois, VP Purchasing & Supply Chain

ALLIANCE BOOTS GMBH /BOOTS UK

Untermattweg 8, CH-3027,Bern, SWITZERLAND Boots UK, 1 Thane Road West, Nottingham, NG2 3AA, UNITED KINGDOM

Tel: +44 115-950-6111

Fax: +44 115-959-5525

www.allianceboots.com

www.boots-uk.com

Total Fiscal 2012 Group Revenues: Revenues (including share of associates and joint ventures): $39.1 Billion (£ 24.6 Billion) -0.8%; Group Revenues: $35.6 Billion (£ 22.4 Billion) -2.6%; Health & Beauty Division Sales: $11.9 Billion (£ 7.5 Billion) -2.5%; Alliance Healthcare Wholesale Division Sales: $ 26.1 Billion (£ 16.4 Billion) -2.7%; Contract Manufacturing (BCM) Sales: $378.4 Million (£ 238 Million) -6.7%

Percentage of Boots The Chemist Sales in Exclusive Brands: 50% (E)

Principal Business: Alliance Boots resulted from a merger on July 31, 2006 between Boots Group PLC (a manufacturer, marketer, and distributor via Boots The Chemist outlets of healthcare and consumer products) and Alliance UniChem Plc ( a pan-European distributor of healthcare products and a provider of healthcare related service. Today, this private company, operating in more than 25 countries is Europe’s largest pharmaceutical wholesaler, drawing on 370+ distributor centers in 20 countries, supplying medicines and other healthcare products and related services to 170,000+ pharmacies, doctors, health centers, and hospitals. Its Alliance Boots health and beauty retail stores are positioned as Europe’s market leader in pharmacies overseeing 2,476 stores (2,386 with pharmacies). This includes 3,100 Boots banner stores (most with pharmacies) in nine countries. In the UK, Boots generates revenues of £ 6.5 billion -2.4% and internationally £ 935 million -3.1%. Boots banner stores operate in the UK, Norway, the Republic of Ireland, The Netherlands, Thailand, and Lithuania. Additionally, via associates and joint ventures, there are pharmacies in China, Italy and Croatia, plus some 75 Boots franchised stores in the Middle East. This division also operates 605 Boots Opticians practices (190 franchised) and 390 Boots Healthcare practices in addition to 250 pharmacies with its associate Galenics, including a pharmaceutical wholesale business in Switzerland. The company’s BCM contract manufacturing business, operating plants in the UK, France, and Germany, produces health and beauty products for internal supply and third party brands as well as special prescription medicines for individual use. Alliance Boots also is a member of Alphega Pharmacies, a network of independent pharmacies (4,700+ pharmacy members in six countries) and in vivesco in Germany (1,100 members).

EB Identities: Boots, Basics (entry level price products), No.7 (skincare products), Soltan (suncare products), Botanics (toiletries and cosmetics), Shapers (dietary foods), Natural Collection (natural cosmetics and toiletries), Mini Mode (baby and toddler clothing), FADS, 17 (cosmetics), MiniMode (baby/toddler clothing) Elite (fashion eyeglass frames), Boots Zero (lightweight, frameless lenses), Ruby & Millie (cosmetics and skincare range), Tricologie (hair-care items), Liz Collinge cosmetics, fcuk toiletries, Starlet, Essentials, Advanced Plus, Charles Worthington, Healthy Living (exercise equipment), TONI&GUY hair-care, and glitter babes (products for preteen girls), Soap & Glory (indulgent bathing range), and Expert. Alliance Healthcare markets Almus brand generic medicines (670+ products) in five countries and Alvita brand patient care products in six countries. AllianceBoots also maintains partnership with third party brand owners, selling their product exclusively in Boots stores.

EB skus: N/A

Profile: Fiscal 2013 represented a transformation year for Alliance Boots, following it announced straategic partnership with Walgreen Co., the largest drugstore chain in the United States, where the latter purchased 45% equity interest in Alliance Boots with an option to fully merge after February 2015. While synergies are still being worked out, Walgreens and Alliance Boots in March 2013 signed a 10-year agreement with AmeriSourceBergen (also in this database), allowing them to acquire 23% of this pharmaceutical wholesaler and, in effect, produce the largest pharmaceutical wholesaler in the US. In January 2013, Alliance Boots acquired full ownership of ANZA, its pharmaceutical subsidiary in Germany. This was followed up in February 2013 with Alliance Boots taking 49% interest in Sonova in the UK--operator of Boots hearing care practices in the UK. Going back to 2012, Alliance Boots in September formed a strategic partnership, taking 12% equity interest in Nanjing Pharmaceutical, a wholesaler in eastern China, thus strengthening AB’s alliance with Guangzhou Pharmaceutical Corp, which operates in southern China. Boots own brand products are now sold in more than 20 countries. Brands like No7 appear in some 1,770 Target stores in the US--some 350 of them also staffed with beauty advisors. Alliance Boots is now rolling out the Boots brand, such as No.7 and Botanics into the Walgreens stores and has negotiated with Dairy Farm (also in this database) to have its Mannings health and beauty stores in Hong Kong stock Boots brands. Also, Boots No7 products appear in some 550 Ultra beauty stores in the US. In Europe, the Boots Laboratories beauty line is carried by independent pharmacies in five countries. The company is planning to launch www.international.boots.com, which will feature some 23,000 products now available on the firm’s website, www.boots.com. In March 2013, the company also launched Alcura, a healthcare service brand. The Scotsman newspaper reported in June 2012 that the Walgreen tie-in would within three years boost Boots No 7 make-up range from £200 million in yearly sales to £650 million—making it a $1 billion global brand. Alliance Boots remains focused on becoming the world’s leading pharmacy-led health and beauty group. Its trading profits since 2008 have shot upward from £ 836 million to £1.3 billion +6.1% in the current fiscal period.

Procurement Contacts: David Kneale, Director of Merchandise & Marketing Health & Beauty Division: Boots UK (see above); Boots Opticians in the UK--tel: +44 (0) 115950-6111; Boots Norge in Oslo, Norway--Tel: +47 (0) 23-25-07-00; Boots Ireland in Dublin--tel: +353-(0(1-778-0000; Alliance Apotheek in The Netherlands--tel: +31 (0)88-104-0211; and Boots Thailand in Dindang--tel: +66 (0)2-694-5999.

ALLIANCE FOODS, INC.

605 West Chicago St., Coldwater, MI 49036 USA

Tel: (517) 278-2396; (800) 388-4158

Fax: (517) 278-7936

www.alliance-foods.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: 95%

Principal Business: Alliance Foods is an employee-owned sales and marketing organization, which divides its business into four segments: food brokerage, packaging management, retailer, and marketing (Robert & James), handling food and nonfood products under multiple exclusive brands. Additionally, the firm provides services in EDI consultation and packaging inventory management. EB Identities: Nature’s Classics, Pro Form, Fit For Life, Complete, American Feast, Family Fare, and Robert & James

EB skus: N/A

Profile: Founded in 1929 as Jobbers Service, Alliance Foods, Inc. has evolved through two generations of family ownership into an employee-owned corporation with approximately 300 associates. Alliance has been principally engaged in private label food marketing since the early 1970s, having pioneered the strategies of category-specific branding and signature brands. The company currently is engaged in marketing food products to all major retail formats, including supermarkets, limited assortment stores, drug stores, convenience stores, and mass merchants. The company owns 18 Save-A-Lot limited assortment stores in Michigan, Indiana, and Ohio, besides providing services in packaging.

Procurement Contacts: James L. Erickson, President

ALLIED BUYING CORP.

200 W. 22nd St. (Suite 240)., Lombard, IL 60148 USA

Tel: (630) 963-9501

Fax: (630) 963-9509

www.abcvaluline.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This North American cooperative of 48 independent foodservice equipment and supply dealers, who tap into a list of more than 110 suppliers in the United States and Canada.

EB Identities: ABC, Equip, Prestige, Valu Line

EB skus: N/A

Profile: This co-op, founded 1953, supplies restaurants and others in the foodservice china and glassware, supplies and utensils, paper and disposables, maintenance supplies, food preparation equipment, ranges and refrigerators, hoods and custom stainless, layout and design service, furnishings and decor.

Procurement Contacts: Mike Warner; Abby Mann, Director of Marketing

ALMACENES EXITO, S.A.

Carrera 48, No. 32B, Sur-139, Apartado Aereo 3479, Medellin, COLOMBIA

Tel: +57 94 339 6565

Fax: +57 94 339 5235

www.exito.com.co

Total 2010 Systemwide Sales: $4.1 Billion (COP 7,154 Billion) +7.7%

Percentage of Total Store Sales in Exclusive Brands: N/A Principal Business: Grupo Exito is Colombia’s number one retailer, operating 299 stores in 51 towns and cities in 21 states. Its store composition covers: 128 Exito hypermarkets, 79 Carulla and Pomona supermarkets, 54 Surtimax bodegas, and 38 other stores (Ley, Home Market, Cafan, etc.). Founded in 1949, this company with the February 2007 takeover of Carulla Vivero, the largest supermarket retailer in Colombia (founded in 1905), is now 59.8% owned by Casino of France (also in this database). The company’s parent company, Almacenes Exito S.A. operates the subsidiaries Didetexco SA, Almacenes Exito Inersiones, and Carulla Vivero Holdings Inc. Besides retailing, its business includes travel, insurance, gas stations, and real estate. Didetexco produces 12 private label apparel brands for the Exito stores.

EB Identities: Success (food), Carulla (fresh produce), Iguazu (health and beauty care, household cleaning supplies, etc.); plus fashion apparel for women(Artitect, Betsy Miller, Bronzini, and Coqui), for men (Custer), for young people (People casual wear), and WKD sportswear.

EB skus: EB skus: N/A

Profile: Grupo Exito enjoyed one of its best years ever in 2010, when net income soared by 73% to COP 254,834 million. Besides opening 14 new stores, the company completed 38 store format conversions: Ley,Viviero, Carulla and Cafan outlets re-branded as Exito or Surtimax stores. Additionally, a new Exito Express convenience store concept was launched. During the year, the Republic of Venezuela acquired shares of Catien from Group Casino and Grupo Exito Success, thus removing Exito stores from that country. Exito nevertheless formed an alliance with Cafan, operating 31 stores, which boosted Exito’s market share in Bogota. Cafan is a specialist in health care with some 59 drugstores operated in Gruop Exito stores. The company also formed an alliance with designer Esteban Cotazan for two fashion collections, produced by Didetexco, for sale in Exito outlets. Additionally, the Spanish designer Agatha Ruiz de la Prada worked with the company to produce an exclusive collection for girls and young women. Also, during the year, Exito began selling exclusive products of the Casino brand in its Exito, Carulla and Pomona stores.

Procurement Contacts: N/A

ALON HOLDINGS BLUE SQUARE- ISRAEL LTD.

2 Amal St., Park Afek, Rosh Ha’ayin 48092, ISRAEL

Tel: +972 3-928-2220

Fax: +972 3-928-2299

www.bsi.co.il

Total 2012 Revenues (including government levies): $4.2 Billion (NIS 15.8 Billion) +4.3%; Commercial & Fueling Segment Revenues: $2.4 Billion (NIS 5.9 Billion) +11.9%; Supermarket Segment Revenues: $1.8 Billion (NIS 6.6 Billion) -2.5%; Non-Food Segment Revenues: $86 Million (NIS 321.1 Million) +11.1%

Percentage of Sales in Exclusive Brands: 15% (E)

Principal Business: Renamed Alon Holdings Blue Square-Israel, after its takeover of Alon Israel Oil Co., this company (Tel Aviv Stock Exchange; TASE) now operates in five segments: Mega Retail ( supermarkets under different formats), BEE Group non foods, specialty outlets, and real estate. Alon is the largest retail group in Israel, operating 212 supermarkets, 138 nonfood specialty outlets/21 of them franchised (the Bee Group), and with its October 2010 takeover of Dor Alon, 202 fueling stations and 209 convenience stores. The Supermarket Segment operates in four formats: 119 Mega In Town neighborhood stores, 67 Mega Bool discount stores, 15 large Zol Beshefa hard discount outlets that cater to the price-sensitive Ultra-Orthodox sector, and 20 Eden Teva Markets featuring natural and organic products. The company’s 85% owned subsidiary, Bee Group Retail (formerly called Kfar Ha’Shaashuim), operates 138 nonfood retail stores under seven formats: 81 Kfar Hasha’ashuim toy stores, Sheshet houseware and gift stores, Vardinon home textile stores, Naaman Porcelain home and kitchenware shops, Rav-Kat, Dr. Baby, and All for a Dollar. Also, there are commercial real estate interests.

EB Identities: Mega, SELECT, Price Leader

EB skus: 500+

Profile: Gross profits for the year slipped by 2.1% to NIS 2.8 billion ($761.4 million), affected by weak sales in the supermarket segment. The year was almost a wash: 10 branches opened, while nine were closed. Mega Retail transferred its lease rights of nine Mega Retail branches during the year. In 2012, Alon Cellular ("You Phone") launched its mobile virtual network. Strong sales growth in the Commercial & Fueling segment was attributed to price increases in petrol and convenience store revenue growth. The company's real estate rental business grew by 9.4% to NIS 31 million ($9 million). In April 2012, a franchisee with 24 stores in the non-food segments faced financial difficulties: Alon took over the operation. At year end, BEE discontinued its leisure and toy business.

Procurement Contacts: Hila Wexler, Private Label Manager, Mega Retail (Rosh Aain, Israel)

AMAZON.COM, INC.

410 Terry Avenue North, Seattle, WA 98109-5210 USA

Tel: (206) 266-1000

Fax: N/A

www.amazon.com www.amazon.ca

www.amazon.co.uk www.amazon.de www.amazon.co.jp www.amazon.cn www.amazon.it www.amazon.fr www.amazon.es www.amazon.com.br www.amazon.in www.amazon.com.mx www.amazone.com.au

Total 2012 Sales: $61.1 Billion +27%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Amazon.com is the world's largest online retailer. The public company (NASDAQ:AMZN) opened its virtual doors for business in July 1995, reportedly beginning with the online sale of a scientific book. The founder, Jeff Bezos, diversified into dozens of other consumer product categories, evolving toward what he envisioned would be the Earth's most customer-centric company. The company went public in 1997, selling stock at $18 a share. Bezos' Amazon success story has since been well documented. A measure of its success: Almost 17 years later, its stock sold for $397.66 a share on Jan. 10, 2014. Amazon divides its business into four segments: consumer products, sellers (allowing others to sell their products/services for a fee), enterprises (web services including cloud computing services), and content creation (for authors/independent publishers). Additionally, Amazon provides ad services and co-branded credit cards. The company operates in 18 U.S. states and 13 countries via its offices, fulfillment and warehouse operations, data centers, customer services, and so on. Its 2012 sales broke out to $34.8 billion in North America and $26.3 billion in international markets.

EB Identities: Kindle (e-reader), Kindle Fire (tablet), Pinzon (kitchen gadgets/sheets & towels), Strathwood (outdoor furniture), Pike Street (bath and home products), Denali (tools), Kindle (ereader), AmazonBasics (batteries, keyboards, UBS cords, etc.)

EB skus: N/A

Profile: Growing like Topsy, Amazon never ceases to amaze, especially since the company suffered a net loss of $39 million in 2012 versus a net gain of $631 million in the previous year. Amazon has capitalized on the recent growing online consumer shopping sales trend--keeping pace by purchasing other companies and spreading its reach wider afield into new ventures. As a result, from being called the "Earth's Biggest Bookstore" it now is referred to as "the Wal-Mart of the Web." Its biggest takeover was Zappos, "the world's largest online shoe store" in 2009 in all stock deal worth $1.2 billion. Most of its acquisitions have been in the million-dollar range. In 2012, Amazon's acquisitions included Kiva systems (material handling for order fulfillment using robots) and Evi (an information database). In September 2012, the company closed its Endless.com electronic consumer store, a dedicated shoes and accessories website and merged it into Amazon.com/Fashions (selling shoes, clothing, handbags, luggage, jewelry, watches, etc.). Back in November 2010, Amazon, for $545 million, acquired Quidsi, an operator of the websites Diaper.com (diapers, wipes, formula and baby food, cribs, clothing) and Soap.com (hygiene and

daily life essentials) . Almost a year later, its Soap.com site expanded into groceries, adding some 7,000 products online: coffee, tea. cereals, canned goods, etc. Since Amazon acquired Quidsi it has extended this subsidiary's offering into beauty products with BeautyBar.com, pets with Wag.com, home items with Casa.com, natural products with Vine.com, children's books with Bookworm.com, after school activities with AfterSchool.com, toys with YoYo.com, and kids clothing, with Look.com. Users shopping these Familyhood sites can make multiple purchases across Quidsi’s different sites using a single shopping cart. UPDATE: The acquisition strategy continues: Ivona (a multi lingual speech synthesis system for use in its Kindle products), Goodreads (a social catalog books/reviews database, Liquavist (color e-paper video screens), TenMarks (innovative math curriculum for students and teachers). Amazon Prime began in 2005 as a subscription service, giving consumers, willing to pay $79 per year, free two-day delivery on the millions of products sold by Amazon.com: apparel, shoes, electronics, books, movies, TV shows, etc. (Each overnight delivery order was charged $3.99.) Two years later, Amazon began testing Amazon Fresh, a one-day, online delivery service mostly for perishables, initially on its home turf in Seattle. This grocery and fresh produce offering, exclusively for existing or new Prime subscribers, in June 2013, was extended into a new test market in metro Los Angeles and in December, reached into San Francisco. Another brand new online service was just leaked by some popular news organizations. Called Amazon Pantry, the online service, still under Amazon wraps but reportedly set for launch in 2014, pushes Amazon deeper into the consumer packaged good market--and reportedly more committed to its private label business. Again, Amazon Prime members are the intended customers. They will be given access to some 2,000 center store products—dry grocery items, canned pet food, paper and cleaning supplies, etc. The products will be shipped in a certain size box with a restriction on the weight limit.

Procurement Contacts: N/A

AMERICAN EAGLE OUTFITTER, INC.

77 Hot Metal St., Pittsburg, PA 15203-2329 USA

Tel: (412) 432-3300

Fax: N/A

www.ae.com

Total Fiscal 2013 Sales: $3.5 Billion +1l.5%

Percentage of Sales in Exclusive Brands: 100%

Principal Business: Founded in 1977, American Eagle has become a leading apparel and accessory retailer, operating 1,044 stores in the US and Canada: 893-store American Outfitter Eagle stores (catering to boys and girls ages 15 to 25) and 151 aerie stores (catering to 15 to 25 year old school dorm age girls. Additionally the company operates 55 franchised stores in 14 countries., while shipping its merchandise via its websites to 81 countries.

EB Identities: American Eagle, American Eagle Outfitters, Dormwear, 77Kids, little 77, aerie (intimates and personal care products)

EB skus: N/A

Profile: This specialty retailer of high quality, in-trend clothing, accessories, and personal care products, is on a roll. Its operating income for fiscal 2013 roared ahead by 46.5% to $394.6 million. The company closed this year in January 2013 opening its first store in Mexico. Plans for the balance of 2013 call for opening 50 new stores in North America and up to 20 new franchise stores. Some four years ago, the company began its international expansion through wholly owned and joint venture stores. It ended the current year agreeing to acquire six franchised AOE Brand stores in Hong Kong and China. Its sights now are set on opening stores in Eastern Europe, Northern Africa, and parts of Asia.

Procurement Contacts: N/A

AMERISOURCEBERGEN CORP.

1300 Morris Dr., Chesterbrook, PA 19087 USA

Tel: (610) 727- 7000; (800) 829-3132

Fax: (610) 695-8604

www.amerisourcebergen.com

Total Fiscal 2011 Revenues: $80.2 Billion +2.9%

Percentage of Sales in Exclusive Brands: N/A Principal Business: This company is one of the world’s largest pharmaceutical service firms, now operating in the U.S., Canada, and the United Kingdom. AmerisourceBergen (NYSE: ABC) services pharmaceutical manufacturers and healthcare providers in the pharmaceutical supply channel, providing drug distribution and related services. It was formed in August 2001 with the merger of AmeriSource Health Corp. and Bergen Brunswig Corp. Its business is separated into a Drug Group, a Specialty Group, and a Packaging Group. Operating 26 full-service distribution

facilities in the US. And 13 centers in Canada, its services include the Good Neighbor Pharmacy® (GNP) program, a retailers cooperative with some 3,700 independently owned and operated pharmacies and the Family Pharmacy group of some 2,100 community-based drugstores, which are locally owned. Also, the company has a program for Diabetes Shoppe® (950 pharmacies participate primarily in GNP outlets). Both of its licensed groups include private label programs. The company sells pharmaceuticals, OTC medicines, health and beauty care products and other health related items to hospitals, alternate care and mail order as well as to independent chain retail pharmacies, including participants in its licensed groups. Its GNP Provider Network service more than 5,000 stores with managed health care.

EB Identities: Family Pharmacy, Good Neighbor Pharmacy (GNP) (750+ skus), Brite-Life (250+ OTC items)

EB skus: 700 (Good Neighbor); total: 1,700+

Profile: The company looks to generic drugs and specialty drugs for physicians as primarily growth areas. During the year, the firm suffered the loss of business ($ 3 billion) from a national drugstore chain. Overall revenues were saved, however, by a 7% increase in Specialty Group sales. UPDATE: For fiscal 2012, the company revenues down by 0.6% to $79.5, while its net income rose by 1.7% to $718.9 million. In March 2013, AmerisourceBergen formed a 10-year partnership with Walgreen Co. and Alliance Boots, both in the database, giving the two partners the option to buy 23% equity in AmerisourceBergen. Together, they started in September 2013, developing their pharmaceutical distribution reach, while exploring global supply chain opportunities.

Procurement Contacts: Kathy Passaretti, CorporateManager, Retail Services; Douglas Batezel, Vice-President; Jim Patrick, Director, Private Label

ASCENA RETAIL GROUP, INC.

30 Dunnigan Drive, Suffern, NY 10901 USA

Tel: (845) 369-4500

Fax: (845) 369-4829

www.ascenaretail.com

Total Fiscal 2013 Sales: $4.7 Billion +2%

Percentage of Sales in Exclusive Brands: 100%

Principal Business: Ascena Retail Group is the successor company to The Dress Barn, Inc., which was founded in 1962. Today, Ascena is a top specialty woman’s retailer, operating 3,859 stores in 48 states, the District of Columbia, Puerto Rico, and Canada (23 Justice and 15 maurices outlets opened in Canada in fiscal 2012). It operates five fashion apparel chains: 971 Justice stores (trendy apparel and accessories for tweens aged 7 to 12), 877 maurices stores (casual and career women's apparel and accessories), 826 dressbarn (casual/career/special ocassion fashionwear for women 35055), 788 Lady Bryant (styloish high-quality casual-career plus-sizes apparel, intimate apparel and accessories), and 397 Catherine stores (classical and casual plus sizes for women 16-34 years), catering mostly to women shoppers (apparel, shoes, accessories). The modus operandi varies from up-to-date fashion wear at maurice to plus-size apparel at Lady Bryant and Catherines, to intimate/lifestlyle products at Justice stores. The latter chain includes some 37 international franchised stores in eight countries. Overall, Acena’s stores are located in strip shopping centers, malls, and near discount and department stores.

EB Identities: Dress Barn brands, Maurice (casual), Studio Y (dressy), Justice, etc.

EB skus: N/A

Profile: Since fiscal 2009, Ascena has dramatically evolved from sales of $1.5 billion up to $4.7 billion, via acquisitions and organic growth. Recent activity includes: In May 2012, the $890 million takeover of Charming Shoppes, Bensalem, PA, operator of Lady Bryant, Catherines, and Fashion Bug fashion apparel stores, as well as Figi's a food and specialty gift direct marketing operation. Ascena has since ended the Fashion Bug business and sold Figi's to Mason Companies, Inc. Ascena has continued to evolve, integrating its acquisition of Charming Shoppes business and transforming its operating platform.The retailer opened 193 stores and closed 162 outlets during the current fiscal year. Its net income for the year dropped by 10% to $155 million. Since the lines between retail channels continue to blur, the company has consolidated its business under one distribution center for all its stores and one e-commerce fulfillment center. During fiscal 2012, the company also launched a new Brothers fashion brand for boys, initially being sold on its own e-commerce site: www.shopbrothers.com.

Procurement Contacts: N/A

ASSOCIATED FOOD STORES, INC.

1850 West 2100 South, Salt Lake City, UT 84119 USA

Tel: (801) 978-8564

Fax: (801) 974-0484

www.afstores.com

Total Fiscal 2011 Sales: $1.9 Billion +12.1%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Organized in 1940, this private co-op owned wholesale distributor serves 500+ corporate-owned and independent supermarkets in eight western states: Arizona, Colorado, Idaho, Montana, Nevada, Oregon, Utah, and Wyoming. The wholesaler operates 56 corporate-owned stores, which represent about 45% of its total sales. Some 29 are operated under the Fresh Market banner in Utah. Other identities include: Macey’s, Dan’s, Len’s, Dick’s Market, etc. AFS also owns about 20% of the Western Family partnership (also in this database). EB Identities: Western Family private brands,Shur Saving, Natural Selections, Utah’s Own Products

EB skus: N/A

Profile: AFS has faced another challenging year, forced to close five of the 34 stores acquired in early 2010 from Supervalu (also in this database), while transferring ownership of two other stores. That left the company with 27 outlets, all converted to its Fresh Market banner. In this fiscal period, the company lost $ 6.5 million, less than the $ 2.3 million loss reported in fiscal 2010—but much worse than the $ 2.4 million profit in fiscal 2009.

Procurement Contacts: Brian Duff, Sr. VP; Roger White, Executive Director of Marketing & Communications

ASSOCIATED MARKETING SERVICES (AMS)

WTC Schiphol Airport D-5, Schiphol Boulevard 245 1118 BH Schiphol Airport, THE NETHERLANDS

Tel: +31 20-406-70-47

Fax: +31 20-406-70-58

www.ams-sourcing.com Total 2012 Procurement Sales: $3.5 Billion (€ 2.6 Billion) (E)

Percentage of Sales in Exclusive Brands: 100%

Principal Business: This independent European buying group is devoted exclusively to private label product sourcing for its members own private label programs. The membership includes 14 noncompetitive food retailers, including three Euro shopper distributors: Ahold (The Netherlands); Booker (United Kingdom); Dansk Supermarked (Denmark); Hagar (Iceland); El Corte Ingles (Spain); EL.OMAS (Greece); Esselunga (Italy); ICA Group (Sweden); Jeronimo Martins (Portugal); Kesko Food Ltd. (Finland); Migros (Switzerland); Morrisons (United Kingdom); Systeme-U (France); and Uniarme (Portugal).

EB Identities: Euro Shopper

EB skus: 1,100 (400 sourced by AMS)

Profile: Started in 1987 by Ahold of The Netherlands, AMS is the second largest independent buying group in Europe. (EMD also listed in this database is larger.) Since 1996, the group has marketed the euro label Euro Shopper, covering numerous product categories. This brand is distributed by: Ahold (The Netherlands, Czech Republic, Sloakia), Booker (United Kingdom), Hagar (Iceland), EL.OMOS (Greece), ICA (Sweden and Norway), Kesko (Finland), and Uniarme (Portugal). Euro Shopper sales now top € 500 million ($665 million). AMS estimates the buying power of its members totals € 122 billion ($162.3 billion). They purchase all quality tiers of private brands through the group, but not including fresh produce or meats; nor do they buy Abrands via the group. UPDATE: Effective Jan. 1, 2013, AMS expect to welcome its 14th member, El Corte Ingles (also in this database) from Spain, bringing AMS coverage to 31 European countries with retail sales from 11,000 stores of some € 130 billion.

Procurement Contacts: Bert Swartsenburg, Managing Director

ASSOCIATED WHOLESALE GROCERS, INC.

5000 Kansas Ave., P.O. Box 2932, Kansas City, KS 66106 USA

Tel: (913) 288-1000

Fax: (913) 288-1587

www.awginc.com www.awgbrands.com

Total 2012 Sales: $7.9 Billion +0.6%

Percentage of Sales in Exclusive Brands: 14%

Principal Business: AWG is the second largest retailer-owned grocery co-op wholesaler and the oldest in the US, founded in 1924. The privately owned company serves some 620 independent retailer owners and their 2,300+ member stores and with its subsidiaries, some 2,900 outlets, via its nine distribution centers, throughout a 30-state area and operates three divisions: Kansas City, KS; Springfield, MO; Oklahoma City, OK, plus a GM/HBC Value Merchandisers subsidiary based in Ft. Scott, KS. Member retailers in this co-op can adopt eight different store concepts: Country Mart (price oriented warehouse stores 25,000 to 45,000 square feet), Price Chopper/Price Mart (premium stores 50,000 to 92,000 square feet), Sun Fresh (upscale supermarkets in populated residential areas, 40,000 to 63,000 square feet in size), Thriftway neighborhood stores (small to medium size markets), Apple Market (fresh foods supermarket), Alps (limited assortment discount), and Cash Saver (small to medium rural markets). IGA independent retailers also can participate in the co-op.

EB Identities: AWG Brand, Best Choice (HBC/GM), Best Choice Clearly Organic, Always Save (value-priced products), Superior Selections (premium quality foods and beverages), Best Choice Value Club, IGA (licensed by IGA INC.), Country Mart, Homeland, etc.

EB skus: 4,700+

Profile: AWG, during 2011, began construction on a 720,000 square foot, full-line distribution center in Pearl River, LA, earmarked to serve 250 stores in five states--expected to be operations early in 2013. Additionally, construction started on its Kansas City headquarters adding 28,000 square feet, helping to bring all its corporate resources under one roof. Net income rose by 3.4% to $269.5 million for the year. AWG Brands enjoyed their 8th consecutive sale growth year, up by 8.7% to $1.1 billion in 2011. (In 2007, those sales totaled $665 million.) The co-op introduced 187 new products under its different brands, adding some $15.5 million in new sales. Its strong Always Save value-priced brand, representing 25% of members’ store brand sales, is recognized as the leading secondary label value program in the country. In the fourth quarter of 2011, AWG sold its subsidiary, Associated Retail Grocers, Inc., called Homeland stores (77 outlets), back to employees. UPDATE: In May 2012, AWG launched a new upscale food and beverage range, Superior Selections, covering more than 100 products, such as: pasta, rice, coffee, cookies, etc.

Procurement Contacts: Scott Richey, Exe. Dir., AWG Brands; Kevin Bowers, Larry Carnes, Jan Votipka, and Linda Whiteside, all AWG Brands Category Managers; Steve Arnold, Sr. VP Marketing

ASSOCIATED WHOLESALERS, INC.

Route 422, Box 67, Robesonia, PA 19551 USA

Tel: (610) 693-3161

Fax: (610) 693-3171

www.whiterose.com

www.awi web.com

Total Fiscal 2013 Sales: $2.5 Billion+ (E)

Percentage of Sales in Exclusive Brands: 12% (E)

Principal Business: AWI is a retailer-owned supermarket and convenience store co-op, operating in eight eastern U.S. States: Pennsylvania, New York, New Jersey, Delaware, Maryland, Virginia, West Virginia, and Ohio. The co-op serves more than 2,500 stores from its two distribution centers. Additionally, privately owned AWI operates nine corporate stores: 7 Nell’s/Croppers and 1 Save Smart store. Its White Rose Food Division operates separately, but works with AWI for full-service distribution capacity, serving independent grocers from lower New England states down to upper regions in Virginia. .

EB Identities: White Rose, Shurfine, Shurfine Fresh, Western Family

EB skus: 2,000+ (E)

Profile: In 2006, AWI acquired Di Giorgio, which operated White Rose Foods, an independent wholesale food distributor. At the time, AWI supplied some 250+ stores. The White Rose business about doubled AWI’s revenues. White Rose now supplies 1,500+ independent stores with some 21,000 products, including more than 1,000 under the White Rose private label. The White Rose brand has more than 100 years of history. White Rose also works with AWI to provide fullservice distribution capability. AWI itself provides 20,000+ skus of food and nonfood products to convenience stores, supermarkets, and superettes, including the Shurfine and Western Family (also listed in this database) private label stock. UPDATE: The co-op in June 2014 announced plans to sell its White Rose Food subsidiary, based in Carteret, NJ, which it acquired in 2006. White Rose at that time generated sales in excess of $2 billion, but has since lost some customers (i.e., the Foodtown and Gristedes supermarket chains). AWI also announced the retirement of its president & CEO, J. Christopher Michael, after 41 years with the company, replaced by Matthew Saunders

Procurement Contacts: Bill Donovan, P Center Store; Duane Nizinski VP Sales. White Rose Foods is located at Cateret, NJ (Tel: 732) 541-5555

AUTOZONE, INC.

123 South. Front St., Memphis, TN 38103 USA

Tel: (901) 495-6500

Fax: (901) 495-8300

www.autozone.com

Total Fiscal 2013 Sales: $9.1 Billion +5.8%

Percentage of Sales in Exclusive Brands: 50%+ (E)

Principal Business: AutoZone (NYSE: AZO) is the leading retailer and distributor of automotive replacement parts and accessories in the US, operating a total of 5,201 stores, of which 4,836 are domestic (49 states, DC and Puerto Rico), 362 in Mexico, and 3 in Brazil. Its market share in the $43 billion DIY auto aftermarket is 14%. Its outlets devote 40% of their selling space to highermargin hard parts (alternators, engines, batteries, etc.), with less space for maintenance items (oil, antifreeze, etc.), accessories (car stereos, floor mats, etc.) and non-auto items. This retailer serves the DIY consumer and professional technicians for car and truck needs. It also operates a commercial sales program, providing credit and parts delivery to garages, dealerships, service stations and public sector accounts. Additionally: ALLDATA brand diagnostic and repair software .

EB Identities: Econocraft, Valucraft, AutoZone, SurBilt, ProElite, Duralast, Duralast Gold, duralast Platinum, covering batteries and other auto parts and accessories.

EB skus: N/A

Profile: An exceptional fiscal 2013 helped push AutoZone's net income up by 7.5% to $1 billion. Its commercial sales leaped ahead by 12.6% to $1.5 billion. In this year, some 368 new commercial programs were opened; over the past three years, AutoZone has opened 997 such programs. During the year, the retailer made its first foray outside North America, opening three stores in Brazil. Overall, the company added 197 stores and closed only two outlets. Also, AutoZone's ALLDATA repair products opened for business in Europe. In December 2012, the company made its first significant acquisiton in this century: AutoAnything, an online retailer of specialized automotive products, paying up to $150 million, including an initial cash payment of $115 million, a $5 million holdback payment for working capital true-ups, and contingent payments totaling up to $30 million. Its HUB outlets now number 155, after having relocated or expanded 32 HUB stores. These outlets stock nearly double the hard parts that the typical AutoZone store carries.

Procurement Contacts: James Shea, Exec. VP, Merchandising, Marketing, Supply Chain

AXFOOD AB

Hemvarnsgatan 9, 171 78 Solna, SWEDEN

Tel: +46 8-553-99-000

Fax: +46 8-730-03-59

www.axfood.se

Total 2012 Net Sales: $5.4 Billion (SEK 36.3 Billion) +4.3%; Total Narlivs (Wholesale) Sales: $930 Million (SEK 6.3 Billion) +14.9%

Percentage of Sales in Exclusive Brands: 24% (E) Principal Business: Axfood, publicly held, is Sweden’s second largest retailer, holding a 20% market share in food retailing. The company owns 246 stores, including 128 Willys (plus 46 Willys Hema licensed) discount stores, 67 Hemkop supermarkets (plus 114 franchised), and 5 PrisXtra discount outlets. Axfood, operator of four distribution centers, also serves some 820 independent retailers including small grocers, convenience stores, cash& carry outlets, etc. Axel Johnson AB owns 50.1% of the company.

EB Identities: Garant (mid-range groceries), Garant Ekoglogiska varev (value-added organic certified), eko (value added products), Saklart (value-added body care and household cleaning products), Willys (mid-range groceries), Hemmkop (mid-range groceries), aware (Fairtrade certified), Eldorado (discount foods and non-foods), func (batteries, light bulbs, etc.), and fixa (household cleaning supplies)

EB skus: 1,940

Profile: During the year, Axfood reached its goal of 25% of its sales in private label. It was a good year overall with all its units contributing to a solid performance. Store remodelling and upgrades supported these results. Operating profits fell by 0.25% to SEK 1.2 billion. Axfood is a member of European Marketing Distribution (EMD) and an equal partner in United Nordic with Dagrofal (Denmark), Norgesgruppen (Norway), and Tuko Logistics (Finland).

Procurement Contacts: Nadja Rosen, Purchasing Director

BAUGUR GROUP HF

Tungata 6, 101 Reykjavik, ICELAND

Tel: N/A

Fax: N/A

N/A

Total 2007 Group Turnover: $10 billion (£ 5 Billion) Total Portfolio of Companies Turnover: $18 Billion (£ 9 Billion)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: (UPDATE: 2011) Now bankrupt, Baugur Group is no longer in business an international investment company focused primarily on the retail market in the United Kingdom, the United States, and Scandinavia. In 2007, its portfolio covered more than 4,000 stores with 45% of its revenues in food, 33% in department stores, 16% in fashion outlets, and 6% in specialty retailing. Back in February 2005, Baugur with investors had acquired The Big Food Group in England, which included operations in food wholesaling (Booker), food retailing (Iceland), and foodservice (Woodward). These operation were split up. Booker Group is now listed separately in this database. Subsequently, Baugur had divested all of its assets in Iceland (the country suffering from a severe recession), concentrating instead on its retail investments in the United Kingdom, Scandinavia, and the US. Then in June 2008, Baugur Group sold its 31.4% interest in Booker UK, the leading cash & carry wholesaler in the UK, back to the company and the following month sold Woodard Foodservice in the UK to a rival, Brakes, in the UK. Baugur’s largest retail investments then include: Iceland Foods, House of Fraser, Mosaic Fashions, Hamley’s toy retailer, Whistles, Goldsmiths, Magasin du Nord, Illum, and Saks. Early in 2009, Baugur sought bankruptcy protection, saddled with a $1.4 billion debt. Meantime, some of its remaining investments failed, such as Woolworths (UK) and the tea and coffee chain, Whittard both in the UK. An equity group purchased Whittard, but Woolworths had gone completely into administration at the end of 2008. In early 2009, negotiations with BG Holding, a subsidiary of Baugur Group hf., on the restructuring of the company failed. The bank subsequently moved to send Baugur into administration, in accordance with UK law. Among BG Holding’s assets: 67% interest in Iceland Foods Group Limited frozen food grocery chains, 35% interest in Highland Group Holding Limited (House of Fraser department stores), 65% interest in Corporal Limited (Hamleys of London) and 66% interest in Aurum Group (Mappin & Webb fine jewelry and silverware, Watches of Switzerland, and Goldsmiths jewelry. Seeing that the bank would not divest these assets for less than acceptable prices, they were earmarked to be sold when market conditions allow. Both Iceland Foods Group and Highland Group Holdings/House of Fraser are listed separately in this database. Because of the recent strong performance of Iceland Foods, it could be first on the sales block, while a number of UK retailers during 2011 already have expressed interest. Highland Group may be sold in 2012.

EB Identities: N/A

EB skus: N/A

Profile: N/A

Procurement Contacts: N/A

BAUHAUS A.G.

Gutenbeergstr. 21, D-68167, Mannheim, GERMANY

Tel: +49 461-9037

Fax: +49 461-9033

www.bauhaus.eu

Total Fiscal 2012 Sales: $6.3 Billion (€4.8 Billion) (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: In 1960, Heinz-George Baus, a carpenter, opened his first store in Mannheim, Germany. The business grew to become the second largest DIY retailer in Germany, overseeing some 220 specialized centers in 17 European countries: Bulgaria, Denmark, Estonia, Finland, Iceland, Croatia, the Netherlands, Norway, Austria, Sweden, Switzerland, Slovenia, Spain, the Czech Republic, Turkey, and Hungary. Its stores stock some 120,000 products, covering 15 different department over the range of workshop materials, household products, and gardening products.

EB Identities: Probau (chemical cleaning products, cement, etc.), Stabilit (screws, plugs, fittings, etc.), Regalux (shelfing), Portaferm (door handles), Candy-Light (ceiling lights), Voltomat (batteries), Palazzo (tiles), Swing Color (paints and varnishes), Piardino (plants), Noble Wood (wood products), Gardel (garden tools), Herkules (power tools), Wiset (tools), bauhaus Ph (fashion ware)

EB skus: N/A

Profile: In November 2013, Bauhaus acquired 24 DIY stores under the insolvent retailer, Max Behr, a subsidiary of the bankrupt Prakitker AG in Germany.

Procurement Contacts: Hanne Mejer Nielsen, Product Manager; Kenn Pederson, Purachasing & Marketing Manager

BED BATH & BEYOND INC.

650 Liberty Ave., Union, NJ 07083 USA

Tel: (908) 688-0888; (800) 462-3966

Fax: (908) 688-6483

www.bedbathandbeyond.com

Total Fiscal 2014 Sales: $11.5 Billion +5.4%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1971, today this retailer of basically domestic merchandise and home furnishings, operates a total of 1,496 stores. They include 1,014 Bed Bath & Beyond stores in 50 states, DC, Puerto Rico, and Canada; 265 World Market and Cost Plus World Market stores, 77 Christmas Tree Shops and Christmas Tree Shops andTHAT! stores; 90 buybuy BABY stores; and 50 Harmon /Harmon Face Values discount health and beauty outlets. This retailer also has a joint venture (started in May 2008) in Mexico, under the Home & More banner. Domestic merchandise includes categories such as bed linens, bath items, and kitchen textiles. Home furnishings include categories such as kitchen and tabletop items, fine tabletop, basic housewares, general home furnishings, consumables and certain juvenile products. The retailer is traded on the NASDAQ exchange under the BBBY symbol.

EB Identities: Real Simple (bedding, organizers, housewares, etc.), Summer (boxes, hang tags, ec.) buybuyBaby (wipes), Harmon Face Values (health and beauty items) , World Market (food and beverages), Colonial En Casa (Latino collection), etc.

EB skus: N/A

Profile: Bed Bath & Beyond's net earnings dipped 1.6% during fiscal 2014 to $1 billion. In June 2012, the company made two acquisitions: Linen Holdings, LLC, a b2b distributor of textile products, amenities and other items sold to institutional customers (hotels, foodservice operators, health care facilities, etc.) for $24 million plus $40.2 million in goodwill; and Cost Plus Inc., operator of 259 home furnishings outlets. Bed Bath & Beyond also has lately expanded its Testing program to incolude testing of private label products.

Procurement Contacts: N/A

BELK INC.

2801 West Tyvola Rd., Charlotte, NC 28217-4500 USA

Tel: (704) 357-1000

Fax: N/A

www.belk.com

Total Fiscal 2014 Sales: $4 Billion +2.1%

Percentage of Sales in Exclusive Brands: 30%

Principal Business: With a history tracing back to 1888, Belk today is the largest privately owned department store chain in the U.S. The company operates 299 department stores (fashion apparel, shoes, accessories, housewares, cosmetics, etc.) in 16 states mostly in the South. Its stores mostly serve as anchor in regional malls or in shopping centers, ranging from 60,000 to 100,000 square feet (94 over 100,000 square feet). The company also operates a Belk Express outlet with a limited product assortment and 27 hair styling salons.

EB Identities: Kim Rogers, Choices, Be Inspired, Madison Studio, Madison, J. Khaki, Meeting Street, Saddlebred, Nursery Rhyme, Sophie Max, Belk Silverworks, Home Accents, W.H. Belk, Red Camel (juniors/young men’s), Biltmore For Your Home, Cook’s Tools, ND (New Directions), Pro Tour (golf apparel), Lorena Garcia (housewares and bedding), and Mary Jane’s Farm

EB skus: N/A

Profile: Traded on Pink Sheets, Belk (BLKIB) celebrates it s 125th year, facing a challenging year with respect to its sales and the shorter holiday selling season. The retailer's net income dropped 15.9% to $158.5 million. On a more positive note, Belk's eCommerce initiative showed sales up by 42.5% to $193 million. During the year, the company introduced three new exclusive private brands; MADD Cam Newton (a men's sportswear/lifestyle collection endorsed by NFL Carolina Panther quarterback Cam Newton), CYNTHIA (a designer ladies apparel/handbags/jewelry/scarfs/accessories product range by designer Cynthia Rowley), and Chip & Pepper California (casual lifestyle mens and womens apparel including a premium denim line). Belk now operates 21flagship stores. Its rollout of Project SMART, a strategic merchandise and retail technology program, overcame some glitches during the year. This follows the launch of two other private brands in the previous year: ND Weekend and Via Neroli shoes.

Procurement Contacts: John Thomas, Executive VP, Private Brands; Diane Harties, Director of Private Brands Operations.

BEST BUY CO., INC.

7601 Penn Ave. South, Richfield, MN 55423 USA

Tel: (612) 291-1000

Fax: N/A

www.BestBuy.com

Total Fiscal 2014 Sales: $42.4 Billion -3.4%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Best Buy (NYSE: BBY) operates a total of 1.079 stores and 23 distribution centers in 17 states. Its network breaks down to 1,495 domestic stores: 1,055 Best Buy, 406 Best Buy Mobile stand alone stores, 30 Pacific Sales stores, and 4 Magnolia Audio-Video stores. Internationally, its 473 out lets incude: 137 Future Shop stores (Canada),72 Best Buy and 56 Best Buy Mobile stand alone (Canada), 189 Five Star stores (China), and 19 outlets in Mexico (17 Best Buy and 2 Best Buy Express). Best Buy sells primarily name brand electronic products, the mix consisting mostly of consumer electronics and home office supplies.

EB Identities: Insignia (signature brand for electronics, TVs, etc.), Dynex (lower-price computers, Tv's, radios, GPSs etc.), Init (electronic cases & accessories), Geek Squad (computers, flash drives), Rocketfish (video cables), Best Buy Connect wireless service, Geek Squad flash drive.

EB skus: N/A

Profile: About four-plus years ago, Best Buy's store count totaled 4,172 in 14 countries, while its sales topped $50 billion. Fast forward to fiscal 2014, Best Buy's network now totals 1,968 stores (1,495 domestic and 473 international). It continues to operate in Mexico, Canada, and China. Positioned as a technology retailer of tablets, computers, TVs, mobile phones, appliances and entertainment products as well as digital imaging devices and accessories, Best Buy has made

adjustments accordingly, cutting costs by $765 million and improving its store operations. International revenues were off by 9.6% to $2.2 billon, affected by the closing of large format stores in Canada and China. During fiscal 2014, the company opened 13 new stores in Canada and Mexico, while continuing to close its Five Star stores in China. In April 2013, Best Buy sold its 50% European interest ($775 million in cash and stock) to partner Carphone Warehouse, after five years participation. Carphone Warehouse operates some 2,400 stores in eight European countries. In February 2014, Best Buy sold its mindSHIFT cloud-based managed service provider business for small and mid-size companies to Ricoh, Tokyo, a provider of office equipment, printers and digital imaging devices. Best Buy announced Its "Renew Blue" transformation strategy is working in terms of improving its customers experience, sharpening employees, and addressing vendor relationships. The retailer has introduce in-store boutiques, opening 1,400 Samsung shops and 600 Windows stores in the U.S. during the year. Also, Best Buy has rolled out a ship-from-store concept into 1,400 stores. Best Buy's fiscal 2014 fourth quarter in the U.S. was overcast by "an environment of declining retail traffic, intense promotion, fewer holiday shopping days, and severe weather." Nevertheless, the retailer's strategy to remain price competitive while improving its customer experience (i.e., the in-store boutiques) helped boost its market share. Domestic revenues remained flat, dipping dipped by 1.8%, impacted by a decline of 1.2% in comparable store sales. This was offset by online sales roaring ahead by 25.8% to $1.6 billion. Best Buy saw sales gains in computing, appliances, and gaming merchandise, which was offset by declines in its other product categories, including digital imaging, movies, and home theater. Overall, its operating income rose to $12.1 billion from $169 million in the previous year. While basically brand-oriented, Best Buy has a growing interest in building its private label business, especially in home theater, computing, and MP3. Private brand sales reportedly have soared in the past.

Procurement Contacts: Fernando Silva, VP, Exclusive Brands & Global Sourcing

BI-LO HOLDINGS LLC

208 BI-LO Blvd., Greenville, SC 29607 USA

Tel: (864) 213-2500; (800) 862-9293

Fax: N/A

www.bi-lo.com

Total 2012 Sales: $8.6 Billion +109.7%

Percentage of Sales in Exclusive Brands: 17% (E)

Principal Business: Founded by Frank Outlaw, a former executive of Winn-Dixie, who purchased a chain of food stores in 1961; the private equity firm, Lone Star Funds, Dallas, acquired this business, BI-LO, in 2005. The chain struggled afterward until it filed for bankruptcy only to emerge in 2010 with some 200+ supermarkets. Its survival since then has been predicated on

acquisitions. What goes around comes around. BI-LO, which started as venture by a former WinnDixie executive, has itself for $560 million in cash purchased Winn-Dixie, Jacksonville, FL, a $6.9 billion chain of 480 grocery stores, operating in five states, which traces its roots back to 1925. Effective March 2012, the two companies merged, forming BI-LO Holdings LLC. This $8.6 billion+ business (fiscal 2012 sales) encompassed 686 grocery stores in eight states (493 of them with in-store pharmacies). The merger reportedly makes BI-LO Holdings, via its two separate subsidiaries, BI-LO and Winn-Dixie, the ninth largest food retailer in the US.

EB Identities: At BI-LO--Chek (beverages), Southern Home (fresh and packaged foods), Southern Home Coasting Company (coffee), Clear Valu (canned and frozen foods, paper goods, etc. at a low price), Walter’s Approved (fresh fruits and vegetables), Signature Deli, Lip-Lickin’ Chicken (hot & prepared dishes), Chef’s Catch (seafood), Paws (pet care), Domestix (kitchenware, etc.), Electrix (batteries, light bulbs, etc.), Easy Clix (disposable cameras), Academix (school & office supplies); plus a number of Topco brands, including Top Crest, Top Care (health and beauty), Full Circle (organic and natural foods), etc. At Winn-Dixie--Winn-Dixie, Winn-Dixie Organic, Winn & Lovett (premium foods), Valu Time (low cost products), Kuddles (baby products), Prestige (bakery and dairy items), Chex (beverages), Paws (pet care), and Topco brand like Top Care.

EB skus: 5,000+ (E)

Profile: BI-LO Holdings has since the Winn-Dixie merger embarked on an acquisition strategy. In May 2013, Bi-Lo agreed to purchase 165 stores from Delhaize Group (also in this database) for $265 million in cash. Its three acquired banners include: 72 Sweetbay stores in Southwest Florida, 72 Harveys stores in Georgia, South Carolina, and Florida, and 11 Reid’s stores in South Carolina. Together, they generated about $1.8 billion sales in 2012. (In October 2013, the company announced plans to re-brand Sweetbay to the Winn-Dixie banner, the Reid’s to the Bi-Lo banner, and keep the Harveys banner.) BI-LO then in September 2013 agreed to acquire 22 Piggly Wigglyl supermarkets from Piggly Wiggly Carolina Co., Inc., Charleston, SC. (This retailer is a licensee of the Piggly Wiggly chain, which is an affiliate of C&S Wholesale, both listed in this database.) That same month, BI-LO agreed to sell seven of its supermarkets to Publix Super Market, Inc. (also in this database). UPDATE: On Sept. 26, 2013, this company, newly formed under the identity Southeastern Grocers, LLC, filed for a proposed IPO (Initial Public Offering), seeking to raise up to $500 million. Lone Star Funds' equity ownerhip will then be determined. For the first six months of 2013, Southeastern Grocers' net sales totaled $5.6 billion, according to the IPO filing. In June 2014, BI-LO announced its agreement for $265 cash to purchased 165 stores from Delhaize Group (also in this database). Delhaize USA is divesting 72 Sweetbay, 72 Harveys, and 11 Reid's supermarkets, the agreement expected to be completed in June 2014. In May 2015, the company officially changed its identity to Southern Grocers.

Procurement Contacts: Wesley Bean, VP of Corporate Brands, Pricing Strategy

BIG Y FOODS INC.

2145 Roosevelt Ave, Springfield, MA 01102-7840 USA

Tel: (413) 784-0600

Fax: (413) 732-7350

www.bigy.com

Total 2013 Sales: $1.6 Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Big Y operates 61 stores in Massachusetts and Connecticut, comprised of 47 (E) Big Y World Class Markets, 10 Big Y supermarkets, 1 Fresh Acres Market, and 2 gourmet and food outlets.

EB Identities: Big Y, Top Crest, Top Care (part of the Topco co-op)

EB skus: 2,900+

Profile: Family owned, Big Y Foods celebrated its 75th anniversary in 2011. Late in 2010, this retailer purchased seven A&P supermarkets in Connecticut. It continues to develop its chain and in 2013 entered a partnership with petroleum marketer, F.L. Roberts & Co., to operated a new concept, Big Y Express, a combinatin convenience store and fuel station. The first outlet opened in December 2013, its stock including proprietary brands from Big Y. F.L. Roberts operates cstores, car wash, Jiffy Lube and other businesses.

Procurement Contacts: Ann Wallenius, Director, Corporate Brands

BJ’S WHOLESALE CLUB, INC. NYSE: BJ

One Mercer Rd., Natick, MA 01760 USA

Tel: (508) 651-7400

Fax: (508) 651-6114

www.bjs.com

Total Fiscal 2011 Revenues: $10.9 Billion +7.7%

Percentage of Sales in Exclusive Brands: 10%

Principal Business: This food and general merchandise warehouse club chain, which started in 1984, is the third largest of its kind in the US (trailing Costco and Wal-mart’s Sam’s Clubs, both also in this database). BJ’s 189 warehouse clubs include 167 “big box” formats (average 114,000 square feet) and 22 smaller formats (73,000 square feet), operating in 15 eastern states. The average store stocks some 7,000 skus; while 66% of the stock is in food products, the balance (34%) in general merchandise. The company also operates 103 gas stations. Membership is comprised of 8,194 Inner Circle and 1,381 Business customers.

EB Identities: A total of some 12 brands, including Berkley Jensen (cookware, food, hard goods, health & beauty, pet, sundries), Executive Choice (for business customers--sundries, hard goods, food), 3 apparel lines (Generation Me-children, Lanesboro-men’s, Taylor Mares-women), Rozzano (Italian foods), Wellsley Farms (perishables and premium prepared foods), LivingHome (housewares), Lyndon Reede (candy), Peterson’s (shrimp, seafood), and Trade Craft (auto and hard goods).

EB skus: 500+ Profile: BJ’s opened 8 warehouse club stores, but closed 5 others and this together with restructuring of its operations bore an expense of $ 41.1 million. Thus net income dropped by 27.6% to $ 95 million. Sales were strong in food, up 4% for the year thanks to new offerings in prepared foods, produce and frozen; while higher-margin perishable foods climbed by 7.4% in sales. BJ’s plans to open up to eight warehouse club stores in 2011. The retailer also is testing a smaller 85,000-square-foot Club format as an alternative to its 120,000 square foot Club. Three of these stores were opened in this year and another four are scheduled to open in 2011. UPDATE: In September 2011, BJ’s completed its acquisition by Beacon Holding Inc., an affiliate of Leonard Green & Partners, as well as by funds advised by CVC Capital Partners, another private equity firm, in a cash deal valued at $ 2.8 billion. At that time, BJ operated 190 warehouse clubs in 15 states. The takeover makes BJ a private firm.

Procurement Contacts: Bruce Graham, Sr. VP; Gerard Tempesta, VP, Corporate Brands Manager, Corporate Brands; Kristine Modugno, Assistant VP Corporate Brands; Mark Titlebaum, VicePresident, Manager of Corporate Brands & Global Sales; Cheryl Winsor, Manager Corp. Brands/Marketing

BIM BIRLEŞIK MAĞAZALAR A.Ş.

Abdurrahmangazi Mahallesi Ebukekir Caddesi No: 73, Sancaktepe, Istanbul, TURKEY

Tel: +90 216 564 03 03

Fax: +90 216 311 79 78

www.bim.com.tr

Total 2012 Net Sales: $5.3 Billion (TRL 9.9 Billion) +21% (Exchange Rate (average) in 2012: 1.874 New Lira = $1 US)

Percentage of Sales in Exclusive Brands: 66.1%

Principal Business: Started in 1995 with 21 hard discount stores (similar to the Aldi limited assortment concept in Germany), BIM has experienced phenomenal growth, as a pioneer of this concept (and of private label) in Turkey. Its store count covers 3,655 outlets in Turkey and 110 in Morocco. Stocking some 600 products per store, its displays feature pallets holding products contained in their shipping boxes. BIM locates its stores on side streets to realize lower rentals and sell its private label stock at 40% less than the leading brands. BIM also stocks small appliances, bedspreads, etc, besides its wide selection of basic food items and consumer goods. BIM employs 20,724 people.

EB Identities: Diverse identities across major product categories. BIM also stocks some 6% of its sales in exclusives.

EB skus: N/A Profile: Charting BIM’s recent progress is impressive, especially against a background of economic hardships in Turkey. Since 2009, its store count has increased from 2,653 to 3,764 in 2012. Its goal for 2013: 4,220 stores--upwards of 350 added in Turkey alone and some 60 added in Morocco during the year; while plans are underway to enter Egypt in April 2013, opening close to 30 stores by year-end. UPDATE: In October 2013, BIM began negotiating to buy 10% interest in Ziylan Group, a local footwear producer.

Procurement Contacts: Efrahim Talipoğlu, Purchasing Group Manager

BLOC CVBA

Gossetlaan 9 - 1702 Groot-Bijaarden, BELGIUM

Tel: +32 2512-1640

Fax: +32 2511-2289

www.bloc.be

Total 2012 Retail Business Sales: N/A

Percentage of Sales in Exclusive Brands: 100%

Principal Business: BLOC, which started in 1947, has served as a central retailer-foodservice distributor alliance for its 14 members (located in Belgium, Luxemburg, and France), who each are equal owners in the buying group. They operate in fie countries today: Belgium, Luxembourg, France, the Netherlands, and Sweden. The group buys first price products for Louis Delhaize International Partners, covering the Cora, Match, and Louis Delhaize chains, supply mostly its Winny brand. BLOC also supplies other group brands, such as Best Of and Pro Melior.

EB Identities: Winny (800+ first price products), Pro Melior ( 200+ foodservice large package size), Best Of (250+ premium quality products)

EB skus: 1,250+

Profile: In January 2011, Super Trade (The Netherlands) and Martin Olsson (Sweden), both operating in the foodservice sector, joined the group. The total turnover of the membership is estimated at € 150 million. The retail members include: In Belgium, Lambrechts (Spar, Supra), LDIP (Cora, Match, Louis Delhaize), TrendyFoods, AC, and Huyghebaert (Prima, Cashwell); the Catus stores in Luxemburg; and in France, LDIP (Cora, Match), Maximo, and Francap. BLOC also handles five foodservice accounts: DeliXL, Java, and Horeca Totaal/Fidegro, all in Belgium; and La Provençale in Luxemburg.

Procurement Contacts: Chris De Meirsman, Director; Michael De Clerck; Jean-Pierre Rathe; Philippe Siau (buyer); Nusret Kollqaku (buyer food & disposable products)

BOOKER GROUP PLC, THE

Equity House, Irthingbrough Rd., Wellingborough, Northants NN8 1LT UNITED KINGDOM

Tel: +44 1933-37100

Fax: +44 1933-37110

www.booker.co.uk

Total Fiscal 2013 Sales:$6.3 Billion (£ 3.99 Billion) +3.5%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Booker, which was established in 1835, in June 2007, was merged with Bluehealth Holdings Plc and the resulting company called the Booker Group Plc. Today, Booker is the leading food wholesaler in the United Kingdom, supplying 486,000 customers (independent convenience stores, grocers, pubs, restaurants, etc.), with more than 18,000 product lines, shipped from 172 cash and carry branches. Its catering revenues for the year rose by 6.2% to £ 1.3 billion, while sales to retailers rose 2% to £ 2.6 billion. Non-tobacco sales totaled £ 2.5 billion and tobacco £ 1.5 billion. . The Group also oversees the Premier symbol group, comprise of some 2,806 Premier branded stores (included abut 460+ Premier Express), operating under three formats, ranging from 500 up to 2,000 square feet and stocking some 7,000 products. The Group is comprised of; Booker Wholesale, Makro, Booker Direct, Classic Drinks (on trade wholesaler for pubs), Ritter Courivaud (specialty foods for restaurants), Chef Direct, and Booker India. EB Identities: Chef’s Larder (caterer’s food range), Booker Basics (caterer’s entry price range), Gentelle (value range of baby toiletries), First for Pubs (beer), EuroShopper, Butcher’s Market (premium fresh meats), Chef Direct, Farm Fresh, Lichfields Luxury (portion packs for hotels/bed& breakfast, and pubs), Pub Favourite Meal Deals (for pubs), Happy Shopper (grocery, frozen foods, drinks, confectionery, etc.) for retail sales; Premier for symbol group stores

EB skus: N/A

Profile: A poor economic climate has not stopped Booker's aggressive growth strategy. During the year, the Group converted a45 of its 172 cash and acarry branches to its Extra format. Its operating profits advanced another 12% to £ 99.1 million. Booker announced in May 2012 plans to acquired the Makro UK wholesale business from Metro Group AG in Germany (also listed in this database) for £ 139.7 million total (156,621,525 new ordinary shares of Booker stock, worth £ 123.9 million, and £15.8 million in cash). Makro UK, which started in 1971, now includes some 30 purpose built sites, serving mainly small and medium enterprises. Makro is the fourth largest C&C wholesaler in the UK, serving some one million small business customers. Clearance of this takeover was completed in April 2013. Booker plans to begin selling own brands in those operations. Since Makro UK stocks some 29,000 skus (versus Booker’s typical 8,500 sku count), Booker plans to sell a part of that larger stock nationwide via the internet or in Booker cash-andcarry outlets. Meantime, Booker's internet sales for the current year jumped by 10.9% to £ 704 million, while customers registered on its website increased from 170,000 last year to 255,000.

Procurement Contacts: Steve Fox, Sales Director-Retail; Stuart Hyslop, Sales Director of Catering; Martin Swadling, Head of the Premier Symbol Group; Mark Aylwin, Managing Director, Booker Direct

BURBERRY GROUP PLC

Horseferry House, Horseferry Road, London SW1 2AW UNITED KINGDOM

Tel: +44 20-3367-3000

Fax: N/A

www.burberry.com

Total Fiscal 2013 Group Sales:$ 3.2 Billion (£ 1.99 Billion) + 8%; Retail Sales: $2.2 Billion (£ 1.4 Billion) +10.2%; Wholesale Sales:$747.3 Million (£ 473 Million) -1%

Percentage of Retail Sales in Exclusive Brands: 100%

Principal Business: Founded in 1856, Burberry has emerged as a global, iconic, luxury fashion apparel brand, which is sold in 417 Burberry’s retail stores (206 mainline, 214 concessions within department stores, and 49 stores outside the UK), through digital commerce, via wholesaling, plus through its licensing channel. Its core business is outerwear (British heritage), which it designs, sources, and markets, plus accessories and non-apparel merchandise: large leather goods, shoes, etc.). Burberry also manages three global licenses: fragrances, timepieces, and eyewear.

EB Identities: Burberry Prorsum fashion forward collection, Burberry London weekday ready-towear working apparel, and Burberry Brit weekend casual wear

EB skus: N/A

Profile: In this period, Burberry has faced a challenging environment, where store traffic is weak as consumers spend less. The ongoing economic crisis in Europe and the sluggish US economy has taken its toll: some 30% of its sales derive from Europe and 25% from the America. Its stronger Asia-Pacific market, attracting 39% of retail/wholesale revenues, also has slowed somewhat . The retailer’s operating profit nevertheless rose by 14% to £ 428 million. In response, the company has targeted high profile outdoor and travel-oriented locations and put more emphasis on its digital efforts. In April 2013, the company integrated its fragrance and make-up business, switching from a licensed to a directly operated business, creating a fifth product division: Beauty. Its other divisions: accessories, women’s, men’s, and children’s. During the year, the retailer opened six mainline stores and in its franchise business added eight new stores, while expanding into five new markets, including Georgia and Jordan. Also, new franchise agreements were signed for Colombia an d Chile. Also, Burberry exited selected opening price points in its heritage rainwear and leather goods, while investing more in upper tiers of product, under its Prorsum and London labels. The retailer also opened a dedicated men’s wear Burberry outlet in London in October 2012. Men’s wear revenues were up by 13% for the year. The Britain watch for women debuted during the year. UPDATE: In September 2013, The company opened its first Burberry World Live flagship store in London (Regent Street), a digitally integrated, 27,000-square-foot, four story store, which duplicated what’s offered on burberry.com in this physical store. Full-length screens appear throughout the store, which transition between audio-visual content displays, live-streaming hubs, and mirrors. Models in the store walk between the video screens, mimicking the Burberry World Live experience, which was staged in April 2012 in Taipei. Radio-frequency identification chips are attached to certain clothes and accessories, so customers can approach one of the screens and collect information about the articles stitching and craftsmanship or see how the item is worn on a catwalk..

Procurement Contacts: Susan Dordal, Buyer/Merchandiser (New York City)

BUYCO, THE

Tel: +44 1904-48866 (Costcutter) +44-1273-222-100 (Palmer & Harvey)

Fax: N/A

www.costcutter.com www.palmerandharvey.com

Total Costcutter Retail Business Sales:$1 Billion+ (E) Total Palmer & Harvey Wholesale Sales: $6.8 Billion+ (£4.3 Billion) Total Buyco Buying Power Sales: $7.9 Billion (£ 5 Billion)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: An independent, joint venture alliance, which was formed in March 2013 between Costcutter and Palmer & Harvey, each with 50% ownership, serving as a negotiating and buying agency in the convenience food sector

EB Identities: Independent Trader (entry level), Independent (mid-level), and Independent Specialist (premium level)

EB skus: N/A

Profile: In March 2013, Costcutter Supermaket Group, primarily a franchise business serving 1,700+ independent Costcutter and kwiksave convenience stores throughout the UK and Republic of Ireland, and Palmer & Harvey, the UK’s largest full-range delivered wholesaler, jointly formed The Buyco, a buying alliance with £ 5 billion buying power. As a result, Palmer & Harvey discontinued its direct management of symbol group convenience retailing, encompassing 800 independent The Mace, Supershop and Your Store retailers over to Costcutter Supermarket Group, effective April 7, 2013, concentrating on wholesale purchasing. Additionally, Costcutter, abandoned its supply business with Nisa (also in this database), signing a new eight-year wholesale distribution contract with Palmer & Harvey. Costcutter also announced its introduction of a new, custom-made range, sourcing negotiated by The Buyco, including an extensive chilled and fresh food product range and three new own label ranges, covering chilled and dairy, beer/wine/spirits, ambient foods, fresh foods, impulse items, tobacco, and frozen foods. Its company brochure explained: “own label, often overlooked, will play a significant role along with the brands in driving value and choice to both consumer and retailer alike. There will be a new own-label brand, designed by an internationally recognized, award-wining agency, to compete with the best that’s out there.” Costcutter, which already provides more than 200 own brand products (Kwiksever entry level, Costcutter mid-level, and mycostcutter top-end brands) to independent retailers, is majority owned by Bibby Line Group, Liverpool, England, a $1 billion+ diversified international firm (oil field services, logistics, financial, shipping, etc.) operating as a subsidiary of its Retail Services division. Palmer & Harvey is wholly owned by its current and former employees, overseeing three symbol fascias--Mace, Supershop, and Your Store, encompassing key grocery multiples, forecourts, independent retailers, etc. It also service offlicense businesses and supplies its Rhythm & Booze own brand. P&H recently leased a new distribution center in Northern Ireland for catering chilled and frozen lines, as a complement to an existing ambient facility there. Also, in April 2013, P&H formed a new van sales operation, P&H Direct, targeting the foodservice sector: cafes, snack bars, garden centers, sandwich shops, and pubs. Its product offering: crisps, chocolate count lines, soft drinks, chewing gum, coffee, tea, etc. The Buyco alliance, in effect, will be serving some 2,500 stores, each addressing local community needs. It will have a national infrastructure of 14 depots across the United Kingdom.

Procurement Contacts: Martyn Ward, CEO

C&S WHOLESALE GROCERS, INC.

7 Corporate Drive, Keene, NH 03431 USA

Tel: (603) 354-7000

Fax: (603) 354-4690

www.cswg.com

Total Fiscal 2012 Sales: $21.7 Billion +6.4%

Percentage of Sales in Exclusive Brands: 10% (E)

Principal Business: This privately owned company, which started in 1918, today is the largest wholesale grocery distributor in the US and the 10th largest privately held company (according to "Forbes" magazine), operating 50 warehouse facilities in 12 states and serving 3,900 retail locations with 95,000 food and nonfood items. The wholesaler and distributor also owns 70+ grocery stores, under Grand Union Family Markets (30 stores in New England) and Southern Family Markets (41 supermarkets and 10 liquor stores under the Southern Family and Piggly Wiggly store banners. EB Identities: Different retailers’ brands and Topco brands (licensed from the Topco co-op), Fleming Companies brands (SuperTru and Marquee premium, BestYet, Rainbow value brand, Nature’s Finest fresh-cut produce), etc. plus licensed brands, IGA and Piggly Wiggly. (C&W owns and licenses the Best Yet and Piggly Wiggly brands.)

EB skus: 3,000+ Profile: C&S’s remarkable growth in the recent past has been spurred on by the takeover of troubled operations, such as bankrupt Grand Union (acquiring 185 stores in late 2000 with most of them sold off since then); and in August 2003, the grocery wholesale business of bankrupt Fleming Companies Inc., which included new customers in California and Hawaii. C&S also followed up this takeover by exchanging assets with SUPERVALU (also in this database) giving up Fleming’s Midwest operation (including accounts with Sentry Foods and Festival Foods) to SUPERVALU in exchange for the latter’s New England operations, including its customer supply agreements there and three distribution centers. C&S also sold a number of Fleming’s divisions, including its business in Nashville and Memphis (both TN), the Topeka, KS, Tulsa, OK, and Lincoln, NB divisions, sold to Associated Wholesale Grocers Inc. (also in this database); the Garland, TX Division sold to Grocers Supply Co., Inc.; the Florida Division sold to Associated Grocers of Florida; and the Lafayette, LA Division sold to Associated Grocers Inc., in Baton Rouge, LA. After negotiation these five major transactions and including many smaller ones, C&S came out with significant operations on the East Coast and West Coast. The Fleming takeover also allowed C&S to assume the IGA membership agreement, formerly held by Fleming Companies. Additionally, C&S took on another Fleming business, Piggly Wiggly Co. (also in this database), as a C&S affiliate, now representing 600 independently owned Piggly Wiggly stores in 17 states. Early in 2006, C&S adopted Topco’s Full Circle line of natural and organic private label products (260 skus), which Topco plans to increase with another 50 skus. Early in 2009, C&S acquired the wholesale business of Penn Traffic Co., Syracuse, NY, covering more than $200 million in revenues .A major retail customer of C&S, A&P, after filing for bankruptcy

protection in December 2010, forced C&S to move six of its New Jersey warehouse operations to other states, laying off more than 1,000 employees. UPDATE: Early in 2012, C&S sold the Southern Family Market chain of 57 stores, operating in Alabama, Florida, Georgia, and Mississippi, to a new company, Belle Foods, Birmingham, AL. C&S will continue to provide warehouse, distribution and procurement services for these stores (under four banners--Food World, Piggly Wiggly, Bruno's, and Southern Family Markets). C&S also reported selling most of the remaining Grand Union stores acquired from its acquisition of Grand Union's assets in 2000. In June 2014, C&S acquired the Plant City, FL distribution center from Delhaize Group of Belgium (also in this database).

Procurement Contacts: Bob Palmer, Exe. VP Procurement & Merchandising; Mike Papeleo, Sr. VP Grocery Merchandising & Procurement; Timothy Allton, Sr. Director of Corporate Brands & Mililtary Sales; Joe Canfield, Director, Corporate Brands; Dan Bain, VP procurement; Peter Nai, VP Merchandising

CANADIAN TIRE CORP., LTD.

2180 Yonge St., 11th Flr (South), P.O. Box 770, STN K, Toronto, ON M4P 2V8 CANADA

Tel: (416) 480-8572

Fax: (416) 480-3765

www.canadiantire.com

Total Fiscal 2011 Sales: $ 11.5 Billion (C$ 11.6 Billion) +12.3%; Total Canadian Store Retail Sales: $ 5.9 Billion (C$ 5.8 Billion) +2%; Total Mark’s Sales: $ 1 Billion (C$ 979.5 Million) +3%; Total Canadian Tire Petroleum Sales: $ 1.9 Billion (C$ 1.9 Billion) +19%; Total FGL Sports Sales (Aug. 19, 2011-Dec. 31, 2011): $ 664.9 Million (C$ 645.6 Million) +2.3%

Percentage of CTR Sales in Exclusive Brands: 33.3%

Principal Business: Established in 1922, Canadian Tire today is one of the most recognized retailers in Canada. The company oversees a network of 1,696 retail outlets under four separate banners: 488 Canadian a Tire Retail stores, 385 Mark’s Work Wearhouse outlets, 289 Canadian Tire Petroleum gas bars, and 534 FGL Sports stores. The Canadian Tire Retail business also includes about 87 PartSource auto parts specialty outlets. The Canadian Tire Petroleum business includes convenience stores, kiosks, and car washes. The company franchises about 50 Mark’s and 40 PartSource stores. (In Quebec province, Mark’s operates under the LEquipeur banner.) Most of its petroleum sites are co-located with CTR outlets, while all the petro sites are operated by agents. Canadian Tire also provides financial services, via Canadian Tire Bank, operated as the second largest MasterCard franchise in Canada.

EB Identities: MasterCraft (premium hardware and tools), MasterCraft Maximum (best quality tools), Motor Master (car care and car accessories), JobMate (tools), Yardworks (lawn and garden supplies), Debbie Travis ( paints, tabletops, rugs, window coverings, bath accessories, storage/organizers, etc.); Simplicity (better quality housewares and decor items), Hero (consumable items), Masterchef Webber (barbecue hardware); Simonize (car cleaning chemicals, car wash soap, protectants, power washers, etc.); Norma (small electrical products); Woods (licensed brand for outdoor sporting goods), Cooper (licensed brand for entry level sporting goods), Ascent (outdoor recreational clothing) Blue Planet (80+ products in 12 product categories, address environmental concerns. At Mark’s, there is Denver Hayes, Imagewear, Mark’s Work Wearhouse Superbrand, Freshtech anti microbial apparel, dri-Wear apparel, Tarantula anti-slip footwear, etc.

EB skus: 7,000+ (E)

Profile: The economic fallout and poor weather conditions nationwide in the recent past have impacted on this retailer’s overall business. This year’s results improved somewhat, especially with the C$ 771 cash acquisition of The Forzan Group, Calgary, Alberta, in May 2011. This business, renamed FGL Sports, now positions Canadian Tire as “the ultimate authority in sports related goods in Canada”: apparel, footwear, and equipment. FGL also helped boost the firm’s gross margin by 13.1%; without that takeover, the margin would have been 2.3% for the year. During the year, the company opened 66 larger Smart stores. Its overall strategy continues on reformatting stores in its different chains, testing smaller outlets, a new automotive store concepts, and a new format for the Mark’s chain. The company is more optimistic as its enters its 90th anniversary year in 2012. UPDATE: For 2012, Canadian Tire saw its consolidated retail sales jump by 10.1% to C$12.9 billion, thanks to the full-year results of FGL Sports (versus only 19 weeks in 2011). This chain of 534 stores (321 under six corporate banners and 213 under 11 franchised banners) late in 2012, as a division of Canadian Tire, made a bid to acquire Pro Hockey Life Sporting Goods Inc. for $85 million. This premium, high-end hockey chain operates 23 stores. During 2012, Canadian Tire retrofitted 70+ of its Smart stores.

Procurement Contacts: Randy Weyersberg, VP Marketing

CARDINAL HEALTH, INC.

7000 Cardinal Place, Dublin, OH 43017 USA

Tel: (614) 757-5000

Fax: N/A

www.cardinal.com

www.medicineshoppe.com

www.medicap.com

www.myleader.com

Total Fiscal 2011 Sales: $102.6 Billion +4%; Pharmaceutical Sales: $93.7 Billion +4%; Medical Sales: $8.9 Billion +2%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Cardinal Health is a national full-line wholesale distributor and manufacturer, operating in two segments: Pharmaceutical and Medical. The Pharmaceutical operation distributes branded and generic pharmaceutical, OTC healthcare, and consumer products to retailers (major chains and independent operators), hospitals, and alternate care providers (including mail, order pharmacies). Additionally it provides third party logistics to manufacturers and franchises two independent retail pharmacy chains, Medicine Shoppe (MSI) and Leader Drug Stores. MSI is called the largest franchiser of independent community pharmacies in the US and the Leader Drug Stores represents a group of some 3,300+ independent community pharmacies. Cardinal also oversees the Medicap Pharmacy banner, which franchises independent community pharmacies. MSI has some 900+ apothecary-style pharmacies in the US and 400+ in six other countries. MIS has its own private label program as does Leader Drug Stores, the latter with 500 skus+. Cardinal Health also manufacturers PET (positron emission tomography) agents for diagnostic , therapies, and clinical trials for nuclear pharmacies. The Medical segment manufacturers and distributes medical and surgical and lab products to hospitals, physician offices, etc. In the US and Canada, which also provides private label clinician apparel (surgical gowns and gloves, masks, and scrubs), as well as surgical drapes, etc. Overall, Cardinal Health, founded in 1971, now serves some 60,000+ healthcare sites. It provides some 300,000+ products and related services.

EB Identities: The Leader, Medicine Shoppe, Endura (scrubs), and surgical apparel under the Smart Gown, Royal Silk, Astound brands, etc.

EB skus: N/A Profile: Cardinal Health’s fiscal 2011 results were tranformative and outstanding. Three acquisitions, which added $ 2.9 billion to its revenues, were: P4 Healthcare (July 2010), for $ 506 million, a specialty pharmacy service provider, thus helping to differentiate Cardinal’s portfolio; Yong Yu (November 2010) for $ 458 million, a leading health care distributor in China, opening that market to Cardinal; and Kinray (December 2010) for $ 1.3 billion, a pharmaceutical distributor to independent retailers in the Northeast, bringing in 2,000 customers, thus boosting Cardinal’s overall customer count in that business by 50%. Yong Yu, a distributor of branded and generic and specialty pharmaceuticals and medical surgical OTC and consumer products serves 49,000 hospitals and clinics plus 123,000 retail outlets in China.

Procurement Contacts: Jim Saddler, Category Manager, PL ; Jim Hodges, Director Markteting; Timothy Doyle, PL Merchandising Manager

CARREFOUR

33, avenue Emile-Zola, TSA 55 555, 92649 Boulogne-Billancourt Cedex ( Paris) FRANCE

Tel: +33 1-41-04-26-00

Fax: +33 1-41-04-26-01

www.groupecarrefour.com Total 2014 Gross Sales (including VAT): ($133.7 Billion (€ 100.5 Billion) +16.1%); Net 2014 Sales (excluding VAT): $99.4 Billion (€ 74.7 Billion) -0.3%; France with € 35.3 billion; Latin America with € 13.9 billion; Asia with € 6.3 billion; and other countries with € 19.2 billion.

Percentage of Sales in Exclusive Brands: 40% (E). Carrefour reports its Carrefour Quality Line sales represent € 850 milion and its own brand organic sales are € 651 million.

Principal Business: Carrefour, a multi-format, multi-channel retailer, is the second largest retailer in the world and number one in Europe, overseeing 10,860 stores under its Group banners (including franchisees and partners) in 30 countries throughout Europe, Latin America, Asia, North Africa, and the Middle East. Carrefour oversees 1,459 hypermarkets (ranging from 2,400 to 23,000 square meters), 3,115 supermarkets (ranging from 1,000 to 3,500 square meters, and 6.111 conveninence stores (ranging from 200 to 900 square meters. Additionally, the retailer operates 175 Cash & Carry outlets. Its largest market, France, consists of 5,013 stores (under four store banners), followed by 1,158 in Italy, 744 in Belgium, 702 in Poland, 582 in Spain, 258 in Brazil, 236 in China, 174 in Rjomainia, 71 in Taiwan, and a remaining 1,350 in other countries. Its hypermarkets operate mostly under the Carrefour banner. A number of different supermarket banners have been converted over to the Carrefour, Carrefour Market, Carrefour Express, and Carrefour Barro banners. In the convenience stores area, there are four banners: Carrefour City (urban), Carrefour Contact (small town), Carrefour express (small stores), and Carrefour Montague (ski areas). Carrefour lists some 365,000 employees.

EB Identities: Carrefour (flagship brand), Carrefour Selection (gourmet), AGRI (BIO, Eco Planète, Nutrition, Solidaire), Reflets de France, Carrefour Discount, Les Cosmétiques Design Paris, Carrefour Home, Carrefour Techno, Bluesky, Number One, Editions Carrefour (literary classic books), tex (textiles and shoes), tex by Max Azria (women’s ready-to-wear clothing), Firstline (consumer electronics), Oscar Firstline (Pentium-based personal computers), Harmonie (clothing) TOPbike (bicycles), Escapades Gourmandes, Filière Qualité Carrefour (healthy, environmentally-friendly, tasty foods), Coté Green, Grand Jury, Grand Jury Equilibre, Champion, PCI, Dia %, Ed, Picard, Number 1 (price line), Peche Responsable, Euro Sourive, and exclusive packer labels (many sold out of Ed L’Epicier stores), Viver (well being, healthy products sold in its Brazil stores). In Carrefour’s streamlining strategy, a number of these identities may be in the process of a phase-out.

EB skus: 20,000+

Profile: Positive progress was made during 2014, where its recurring operating income rose by 10.6% at constant exchange rates to € 2.4 billion. The changes in exchange rates in Brazil and Argentina had a 3.1% unfavorable impact on the ret ailers consolidated sales. Carrefour nevertheless shows strong result s in France, helped by the acquisition of 800 Dia discount stores

(€ 2.3 billion in sales) plus 128 Coop Alsace stores. The retailer also picked up 53 Billa supermarkets and 17 11 Centra convenience stores in Italy from Rewe of Germany. Overall, the company invsted €2.4 billion, mostly for store renovations and new store acquisitions. Two new cstore banners debuted: Express and Supeco in Spain. In total, Carrefour opened a net of 755 new stores in 2014, 518 of them convenience stores (119 in Spain, 60 in Poland, and 215 in France) During the year, Carrefour France formed a purchasing agreement with Cora/Match Supermarkets for etheir store banners. In its Carrefur Quality lines, new products int roduced include: fresh squeezed fruit juices, organic vegetables, bread baked on-site, etc. Carrefour boasts that 75% of all its own berand food products come from local suppliers. In terms of constant exchange rates, Carrefour's comparative net sales in 2013 were up by 2% over 2012; and its recurring operating income up by 9.8%. Net income was reported at € 1.3 billion +0.1%. The year 2013 was one of sharpening its operations, refocusing on its strongest markets (after divestments in the previous year), and investing in store upgrades while also expanding in its Latin American and Asian markets. Its 2011 divestments included the spin-off of stores in Thailand as well as the Dia (including the integrated Ed chain in France) hard discount business. Calendar 2012 witnessed more belt-tightening, as Carrefour disposed of operations in Greece, Singapore, Colombia, Malaysia, and Indonesia. The company's 2013 investments, in turn, were up by 44% to € 2.2 billion over the previous year. The payoff came especially in France, where Carrefour enjoyed its best year, especially with hypermarkets, since 2007; while there was continued organic growth within all its formats. This year also represented the 50th anniversary of the hypermarket concept, first launched on June 15, 1963. Likewise in Latin America, its organic sales were up by 12.3% for the year. Overall, some 810 new stores were opened, including 46 hypermarkets. In its upgrades, 49 hypermarkets and 83 supermarkets were renovated and remodeled. Late in May 2013, Carrefour teamed up with CFAO, Sèvres, France, a leading pharmaceutical and auto distributor, operating in 32 African countries. After leaving PPR Group (also in this database) in a 2009 IPO, CFAO lately renewed its interest in the consumer goods business by forming a joint venture with Carrefour, where the latter will lend its expertise in retailing to build hypermarkets and supermarkets in the shopping malls operated by CFAO in West & Central Africa, specifically in eight countries: Cameroon, Congo, Cộte d’Ivoire, The Democratic Republic of the Congo, Gabon, Ghana, Nigeria, and Senegal. Carrefour already oversees up to 80 franchised stores in North Africa (Tunisia, Morocco, and Egypt). The venture is 55% owned by CFAO and 45% by Carrefour. The first store is scheduled to be opened in 2015 in Cộte d'Ivoire. At the end of 2013, Carrefour took 42% interest in a newly formed company with other investors, which is to be comprised of 172 shopping centers adjacent to its hypermarket locations in France, Spain and Italy. Carrefour additionally planned to contribute 45 sites to this operation. The company's goal: create an ecosystem of Carrefour stores, shopping centers, service stations, car parks, and drive service areas. Carrefour's own brand development continues to accelerate. Since its launch in May 2009, the Carrefour Discount entry-level corporate brand has been broadened into fresh products, meats, seafood, etc. and, since January 2011, into household appliances. Representing close to 500 products, it is now one of the best selling brands in France. Its products are priced at 40% to 50% less than manufacturers’ brands. Carrefour Discount has been introduced into Carrefour’s operations in Belgium, Spain, Turkey, and most recently into Brazil. Introduced in 2000, the Terre d' Italia own brand, a range of 400+ Italian gastronomy foods sold its Italian stores is now exported to the Belgium stores. The retailer also develops new, innovative products under its own brand. The tex textile brand now includes an anti-stain, creasefree shirt, using water-repellent technology. Also new: the Smart 5 multimedia telephone with a five-inch screen, and 8 megapixel camera, and a double SM card holder. The Bon App own brand has been introduced as a dedicated snack line. In China, Carrefour introduced a range of frozen ravioli, which has become popular among young customers. Carrefour also opened a Carrefour BIO store in France during the year, the store featuring organic foods over a range of 2,000 products. UPDATE: In April 2014, the new company planned at year-end 2013 was named CARMILA, encompassing 171 shopping centers (126 of them in France, Spain, and Italy acquired from Klepierre plus the 45 in France contributed by Carrefour). It has a market value of € 2 billion. For

calendar 2015, Carrefour reported sales of € 86.3 billion +5.3% (excluding petrol sales and at constant exchange rates). For all its banners, the retail's total sales of € 104.4 billion, represented an increase of 4.5% from 2014. The total store count was 12,296, an increase of 1,436 stores from 2014. In late February, Carrefour agreed to a € 250 million acquisition of some 36 compact hypermarkets, eight shopping malls, and 22 petrol stations in Spain--sold by Groupo Eroski (also in this database). The deal opened 27 new cities for Carrefour.

Procurement Contacts: Vincent Profichet, Director of Food Purchasing; Martina Gruter, Private Label Marketing Manager; Anne Rey-Ferrer, Chef de Produits; Luc Pajot, Export Director; Stephane Le Pottier, FMCG Private Label Director for Europe; Valentine Brom, European Product Manager/Private Label Grocery; Camilla Lorenzi, European Product Manager/Grocery private label; Julie Poujade, Private Label Grocery Director; Alexandre Mittel, Private label Export Director (Lyon area) Carrefour France: Tel: +33 1-69-19-30-00 Carrefour Belgium: Tel: +32 2-729-21-11 Carrefour Italy: Tel: +39 02-48-25-1 Carrefuor Polska: Tel: +48 22-517-21-10 Carrefour Romania: Tel: +40 21-206-74-00 Centros Comerciales Carrefour (Spain): Tel: +34 91-301-89-00 Carrefour SA Turkiye: Tel: +90 216-655-00-00 Carrefour Argentina: Tel: +54 11-40-03-70-00 Carrefour Commercio e industria (Brazil): Tel: +55 11-37-79-60-00 Carrefour China: Tel: +86 21-3878-4500 Carrefour W C&C India pvt Ltd.: Tel: +91 124-4752000 Carrefour Taiwan: Tel: +886 2-2898-1999

CASEY’S GENERAL STORES, INC.

One Convenience Blvd., Ankeny, OH 50021 USA

Tel: (515) 965-6100

Fax: N/A

www.caseys.com

Total Fiscal 2011 Sales: $5.6 Billion +21.7%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Started in 1959 as a country store and nine years later evolving into a convenience store, Casey’s General Stores now operate 1,645 combination c-store/gasoline station stores in 11 Midwest states (primarily Iowa, Missouri, and Illinois). The stores, under the Casey’s General Store, HandiMart, and Just Diesel banners, have a selling area averaging 2,300 square feet; while some 61% of the outlets are located in areas with the population under 5,000, and 14%

of the chain has outlets in population areas of 20,000+. Its stores sell about 3,000 food and nonfood items. The company is traded on NASDAQ-GS under the symbol CASY. EB Identities: Casey’s

EB skus: N/A Profile: The economic impact on business hit this firm’s gasoline sales up 25.5% to $3.9 billion. Net earnings were up 4.1% to $22.8 million. The firm rejected a hostile, unsolicited offer in March 2010 by Alimentation Couche-Tard of Canada (also listed in this database) to buy the company. Casey’s during the year opened 20 new stores and acquired 89 outlets, while replacing 15 stores. The chain continues to roll out a new store design, featuring coolers, an expanded coffee and fountain offering, and made-to-order sub-sandwiches.

Procurement Contacts: N/A

CASINO GUICHARD-PERRACHON

B.P. 306 - 1, Esplanadede, F-42008 Saint-Etienne Cedex 2 , FRANCE

Tel: +33 4-77-45-31-31

Fax: +33 4-77-45-38-38

www.groupe-casino.fr Total 2012 Banner Sales:$ 67.5 Billion ( € 52.3 Billion) +2.8%; Consolidated Net Sales: $54.1 Billion (€ 41.9 Billion) +22.1%; In France Consolidated Net Sales: $23.7 Billion (€ 18.4 Billion) 1.6%; In Latin America Consolidated Net Sales: $24.9 Billion (€ 19.3 Billion) +62.8%: In Asia Consolidated Net Sales: $4.4 Billion (€ 3.4 Billion) +17.7%

Percentage of Banner Sales in Exclusive Brands: 25% (E) Percentage of Sales in France in Exclusive Brands: 50% Percentage of Leader Price Sales in Exclusive Brands: 100%

Principal Business: Group Casino, founded in 1898, today is a multi-format, multi-banner, multichannel retailer, operating in seven countries-- France, four countries in Latin America (Argentina, Brazil, Colombia, and Uruguay), and two in Asia (Thailand and Vietnam) plus in the Indian Ocean region. It oversees 12,038 stores, under 16+ banners, of which 9,457 are in France; but the

remaining 2,581 international stores generated 56% of Casino’s Group sales. The formats range from hypermarkets to supermarkets, to discount stores, to superettes, to convenience stores, to specialty outlets, to cash & carry stores. In France, the banners include: Géant Casino hypermarkets (125), Casino supermarkets (445 of which 99 are franchised/affiliated), Franprix supermarkets (891 (390 franchised), Monoprix city center supermarkets (542 of which 137 are franchised/affiliated plus 71 under the Naturalia banner), Leader Price discount stores (604 of which 231 are franchised), Petit Casino superettes (1,575 of which 26 are franchised), Spar superettes (963 of which 739 are franchised), Casino Shopping superettes (11), Casino Shop superettes (77), Vival superettes (1,705 all franchised), except one), and 146 other stores, as well as 1,105 franchised stores under different banners plus 935 wholesale stores. In Casino’s international store count, its strongest market is Brazil, representing 62% of international sales from 1,640 stores: 138 Extra hypermarkets, 162 Pão de Acúcar supermarkets, 207 Extra supermarkets, 61 Assai discount stores, 107 Extra Facil and Minimercado Extra superettes, 397 Ponto Frio, and 568 Casa Bahia stores. Also in Latin America, Casino oversees 24 stores in Argentina (15 of them Libertad hypermarkets), 52 in Uruguay (a Geant hypermarket, 27 Disco supermarkets and 24 Devoto supermarkets), and in Colombia, some 427 stores (876 Exito hypermarkets, 136 Pomona/Carullas, and Exito supermarket, 119 Surtimax discount stores, 77 Exito Express and Cerulla Express stores, and 8 others). In Asia, there are 348 stores in Thailand (113 Big C hypermarkets, 18 Big C supermarkets, 126 Mini Big C superettes, and 91 others (including the Puro banner); in Vietnam, 33 stores (12 Bi C hypermarkets and 12 superettes); and in the Indian Ocean region, 57 stores (11 Jumbo hypermarkets, 25 Score/Jumbo supermetkets, 5 Cash & Carry supermarkets, 6 Spar supermarkets, and 10 other stores. Also, Casino holds 49.1% interest in Groupe Rallye and 49.1% interest in Public. The company additionally operates 144 shopping malls in Thailand and Vietnam, where one of its store banner stores serves as an anchor, i.e., 21 Big C hypermarkets in Vietnam.

EB Identities: Casino, Casino Délices (premium, Casino Palmares (innovative, high-quality exclusive products), Casino Bien Pour Vous (wellness, sports, diet productz), Ondilege (light and healthy foods), Saveurs d’Ailleurs (ethnic foods), Michel Troisgreos (gourmet foods and kitchen implements developed by famous French Chef), Casino Bio (organic), Terre et Saveur (fresh fruits, vegetables, meat, poultry, etc.), first price (e + smiley figure), Tout Simplement (Simply Yours textiles), Ysiance Homme (beauty products), Casino Désirs (household and leisure goods),Tout Simplement (clothing), Hypson (brown goods--electronics), Funex (white goods-kitchen electronics), Club de Sommeliers (wines), Kellegen (beer), Leader Price, Prix Gagnant (Winning Price, a value line in its discount stores), Exito, Troop X (children’s products), Spar, Smart & Final, Monoprix (including Bio, Vert, Bien Vivre,Gourmet), Extra, Barateiro), Taeq (organically grown products), Big C, Huong vi Big C (fresh foods), Happy Bahat (budget line), WOW (budget brand), Tous les Jours (value brand), and Franprix. Other brands include Carulla and Carulla Gourmet, Qualitά and Qualitά Kids, three fair trade brands (Caras do Brasil, Leader price Equitable, Casino Fairtrade Max Havelaar), six apparel lines (Tout Simplement, Boutchou, Autre ton, Arkitect, Bronzini, Poprose), etc.

EB skus: 10,000+ (8,000 in France)

Profile: Besides reported its trading profit for 2012 up by 29.3% to € 2 billion, Casino announced it had passed a major milestone in its development, that is, its transformation, taking controlling interest in July 2012 in Grupo Pão de Acúcar (also in this database), Brazil’s largest retailer and second largest online retailer--its sales at € 20.2 billion. (Casino first acquired a stake in this business in 1999). Also, Casino reached an agreement with Galeries Lafayette to acquire 50% interest in Monoprix. These two developments raise its profile in a high growth markets and with promising retail formats. At year-end, Géant Casino stores introduced a price-reduction policy for its private labels and entry-priced products and then extended that into national brands early in 12113. The company continues to expand and improve its business and test new formats across

all its markets. Overall, business in France was flat with only net seven stores added; while internationally, the company increased its store count by 286 outlets. In France, drive-through service was introduced at a number of Géant hypermarkets, Casino supermarkets, and Casino Express stores. In Argentina, a new Mini Libertad convenience store, covering 300 square meters, was introduced. Also Casino continues to leverage the power of its private labels, offering products that meet every budget and every customer need. Casino continues its policy of dropping palm oil from its own brand products; this year, the retailer introduced a new brand, Noisette, a palm-oil-free chocolate spread, made from sunflower oil, cocoa butter, and coconut oil. The Exito chain in Colombia introduced a new brand, Troop X, featuring 40 products for children: cereals, biscuits, yogurt, and children nuggets. In The Big C chain in Vietnam, twp new own brands debuted: Huong vi Big C, covers seasonal and regional fresh foods that meet the Viet GAP standards, and the Chong Chong children’s brand, first introduced with six pastries is being extended it into apparel, toys, and school suppliers The Big C chain also has expanded its value priced ranges: WOW in Vietnam and Happy Baht in Thailand. In Colombia, the Exito chain introduced a new brand called Cautiva, representing foods with natural ingredients, some new to the market. During the year, Casino launched what it calls the retail sector’s first community website, C’vous, creating closely knit relations with its customers: They become active players, voicing their opinions, voting on favorite products, helping to choose products at their local stores, and offering ideas about new products and services. The website serves Géant Casino hypermarkets, Casino supermarkets, Petit Casino, Franprix, and Leader Price banners. In January 2011, Casino’s central purchasing division, EMC Distribution, joined EMD Central European Purchasing group (also in this database). Casino’s EMC business focuses mostly on own brand products, consolidating Casino, Monoprix, and Price Leader brand. UPDATE: In July 2013, Casino acquired 38 convenience stores from the Norma Group (Germany) in southeast France, which very likely will be converted to its Leader Price banner. That same month, Casino purchased the remaining 50% interest in Monoprix for € 1.2 billion, giving it complete control over the up-market operation. For 2013, Casino's annual sales soared by 15.9% to € 48.6 billion ($64.6 billion), while its net profits jumped by 9.7% to € 618 million. Actually, trading profits were up 18.1% thanks to the consolidation of the Monoprix business in April 2013 as well as Mercialys accounted for under an equity method in June. Casino reported sales activity in France up by 5.7%, attributed to the launch of GPA Malls & Properties real estate business in June. Also there were positive sales at its hypermarket and supermarket chains as well as the discount store network gaining both in the t akeover of some Franprix-Leader master franchises and the addition of the 38 Norma stores during the year. Latin American sales climbed by 13.1% (excluding petrol) and organic sales growth in Asia was up by 7.3%. A new store concept, Nano Boutique, was launched in November 2013 in Paris. This 100-square-meter outlet focuses on food and literally copies the strategy of independent urban grocers by displaying fruits and vegetables out front on the sidewalk. Nano is obviously a response to competitor Auchan's new A "2" urban store, which is under 500 square meters, stocking about 7,000 products, mostly under the Auchan brand. Additionally, a new children's brand, Les Doodingues, debuted in September, covering products such as juices, cereals, shower gels, crayons, etc. This brand also was introduced with its own website (www.doodingues.fr) and a free app game for Android and ISO smartphones and tablets.

Procurement Contacts: Alain Bizeul, Private Label Manager; Yves Marin, Director of Casino Brand; Alain Pourcelot, Manager of Casino Brand Products; Patrick Donard, Food Manager; Pascale Martinet, Responsable Developement Produit; Delphine Nicolaidis, Chef de Produits; Anne-Sophie Lachaise, Chef de Produits; Jeanne Gonzalex, Chef de Produits Textile; JeanPhilippe Da Costa (Leader Price); Yannick Migotto, Food Purchasing Director; Pierre Derouard, General Secretary of EMC Distribution.; Jean Paul Mochet, General Director, Group Casino/Franprix

CBA COMMERCIAL LTD. (CBA Kereskedelmi Kft)

2351 Alsónémedi-2402 hrsz., Pf. 19.Budapest, HUNGARY

Tel: +36 6-29-620-000

Fax: +36 6-29-620-006

www.cba.hu Total 2011 Alliance Sales: $13.2 Billion (€ 10 Billion) (E) Total 2011 Turnover in CBA Hungary: $2.6 Billion (€ 2.1 Billion) +1.7%

Percentage of Sales in CBA Hungary Exclusive Brands: 7%

Principal Business: Founded in 1992 in Budapest by 10 private tradesmen with 17 shops, CBA Commercial Ltd. has evolved into an international co-op alliance of independent retailers, based in Hungary, now covering 13 other European countries: Bulgaria, Czech Republic, Croatia, Greece, Italy, Lithuania, Malta, Montenegro, Poland, Romania, Serbia, Slovakia, and Slovenia. There are 3,372 CBA stores in Hungary and another 3,895 CBA in the other countries. EB Identities: CBA, plus the independent members’ own brands, such as, Pecmo and Uno (Bulgaria), ERA (Slovenia), and Nasz Sklep (Poland).

EB skus: N/A Profile: CBA’s biggest member partner operates in Hungary which continues to develop two new formats: CBA Prima (100+ top quality food stores) and CBA Cent soft discount (also 100+ stores). During the year, CBA saw several dozen franchise partners forced to close stores (some 100+) due to the weak global economy. Capitalizing on the quality of some unique Hungarian foods, CBA continues to develop its so-called Hungaricum products (unique to the country), such as Dedikenk hedvence jams (plum, apricot, mulberry). Also, a deli concept, called Hungaricum Delikat is now under development, with these stores scheduled to open outside Hungary in major cities: Paris, Berlin, Brussels, and London, forming a chain. One other strong member in the CBA network is Poland, where there are some 1,800 stores in the Nasz Sklep chain. That CBA member is now developing a Premier store concept, which follows the lead of the Hungarian business, where the Prima upscale chain was introduced in 2009. UPDATE: In November 2012, CABA took over 48 Match stores, owned by Delhaize of Belgium, as the latter company pulled out of Hungary (also selling 62 Profi stores to the Coop franchise in Hungary). CBA plans to convert the Match format over to its CBA Prima format.

Procurement Contacts: Katalin Neubauer, Commercial Director (Hungary)

CELESIO AG

Neckartalstrasse 155, 70376 Stuttgart, GERMANY

Tel: +49 711-5001-735

Fax: +49 711- 5001-740

www.celesio.com Total 2012 Group Sales: $31.9 Billion (€ 22.3 Billion) +0.5%; Pharmacy Wholesale Sales: $ 26.1 Billion (€ 18.8 Billion) -0.3%; Pharmacy Chain Sales:$ 5 Billion (€ 3.3 Billion) -8.3%

Percentage of Store Sales in Exclusive Brands: N/A

Principal Business: Celesio, a leader in the pharmaceutical wholesaling and retailing business in Europe, maintains strong brands in 16 European countries and in Brazil. Its roots tracing back to 1835 as a retailer of drugs, paints, and chemicals), is 54.6% owned by Franz Haniel & Cie, GmhH, Duisburg, Germany. Haniel Group, which celebrated its 250th anniversary in 2007, is a family owned holding company ( e 94 billion), which also has interests in washroom and work-wear rentals, stainless steel recycling & trading, and building products (raw materials). Haniel acquired GEHE AG in 1973 and renamed it Celesio in 2003. The Haniel holdings also include 34% interest in Metro of Germany (also in this database). Celesio as one of the largest pharmacy operators in Europe operates 2,200 pharmacies in six countries: United Kingdom (1,645), Norway (280), Italy (162), Belgium (99), Ireland (72), and Sweden (69). German law prevents corporate ownership in its home country. The chains, some of which include a mail order pharmacy business, include: Lloydspharmacy in the UK (£4.6 billion 2012 turnover), Unicarepharmacy in Ireland, Farmacia in Italy, Vitus apotek in Norway, etc. Celesio’s wholesale business operates through 136 wholesale branches, which supply more than 65,000 pharmacies and hospitals in 13 European countries. Celesio works with 4,500+ brand partnerships, which include: DocMorris, Movianto, Pharmexx, etc. They can draw on a stock of up to 130,000 products. The Celesio Manufacturing Solutions portion of its operation is basically a manufacturer of generic drugs and other products, also providing logistics and marketing support. The company has some 39,000 employees.

EB Identities: Lloydspharmacy, Solero (sun care range in the UK), Your Organ ics (skincare), DocMorris

EB skus: N/A Profile: A net loss of € 149 million in the current year versus a profit of € 5.8 million in 2011 speaks volumes about the status of this operation. The 2012 strategy was one of optimization of its business: its procurement program functions being realigned; its pharmacy portfolio, especially in Sweden, where four pharmacies were closed; and its international logistics. Celesio has restructured its operation for efficiency and cross-border integration. The United Kingdom

business has already been restructured with the retail Lloydspharmacy headquarters merged into the wholesale business. Celesio also disposed of its manufacturers solutions business: the Movianto operation, selling it to Owens & Minor of the United States and its Pharmexx operation to United Drug of Ireland; while its mail order pharmacy Doc Morris also has been divested. Additionally, Celesio has withdrawn from the Czech market and with plans to dispose of its Irish wholesale business during the first half of 2013. In May 2012, Casino purchased the remaining 49.6% interest in Panpharma for € 258.2 million. The company is now looking to develop a uniform Lloydspharmacy, having just unveiled a new pharmacy concept that offers innovative services. The concept, following a test market in 2013 will be rolled out across Europe. Celesio’s county-by-country breakdown: France at € 6.4 billion -2.1%; United Kindom at€4.6 billion -0.6%, Germany at € 4 billion +1.1%, Brazil (including Oncoprod) at€1.9 billion +13.8%, Austria at€1.1 billion +1.3%, Norway at € 1.2 billion +10.3%, and other areas at € 3.1 billion -3.5%. Celesio continues to look toward regional expansion into Latin America and the Middle East. Its weak profits in 2011 led Celesio to a number of divestments in 2012: Movianto (third party logistics) in July, Pharmexx (a marketing and sales service provider) also in July, its Czech retail and wholesale business in August, and in October the DocMorris pharmacy mail order business and its trademark to Zur Rose AG, a pharmacy distributor in Switzerland. In October 2011, the company acquired 60% interest in Oncoprod, a wholesaler of specialty pharmaceuticals in Brazil. Celesio had planned to bundle its operations into a European network of DocMorris pharmacies to realize synergies. Opposition, however, came from independent pharmacies in Germany (served by Celesio wholesale) resisting the prospect of a new chain competitor. Celesio nevertheless now looks to build that network under the Lloyds’ banner, now that DocMorris is sold. During the year, Franz Haniel reduced its interest in Celesio down to 50.01% in November 2012. That left the remaining 49.99% of ownership to mostly institutional investors. UPDATE: In October 2013, McKesson Corp., San Francisco, a major healthcare services provider and information technology firm (also in this database), agreed to acquire the entire holding of Franz Haniel & Cie. GmbH (a 50.01% stake) in Celesio along with the intention of additionally purchasing up to at least 75% of the company stock remaining publicly traded shares and convertible bonds--a total transaction worth $8.3 billion (€ 6.1 billion). The combined group will have annual revenues exceeding $150 billion (€ 111 billion) with operations in 20+ countries and serving some 120,000 pharmacy and hospital locations in the United States, Canada, Europe, and Brazil, including more than 11,000 pharmacies either owned or part of a strategic banner or franchise network of community pharmacies. The deal, conditional on McKesson acquiring between 75%-to-100% of Celesio, is expected to finalize in the fourth quarter of 2014. Celesio now operates in 14 countries, serving some 2,200 pharmacies of its own and 4,100 participants in brand partnership schemes; also, Celesio maintains 132 wholesale brands, supplying 65,000 pharmacies and hospitals with up to 130,000 pharmaceutical products.

Procurement Contacts: N/A

CENTRAL GROCERS COOPERATIVE, INC.

2600 W. Haven Ave, Joliet. IL 60433 USA

Tel: (815) 553-8800

Fax: (815) 553-8710

www.central-grocers.com

Total Fiscal 2013 Sales: $2 Billion+

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This privately held, member-owned wholesale distributor, operated as a cooperative, was started in 1917. Today, it serves some 500+ independent grocery retailers (corner grocer up to full-service supermarket chains) in the Chicago region plus in Iowa, Indiana, Michigan, and Wisconsin. The co-op owns 30 stores, including the Strack and Van Til subsidiary (20 supermarkets in Indiana), Town & Country, Ultra Foods (low-cost), and Key Markets.

EB Identities: Centrella, Silver Cup Value Buy

EB skus: N/A

Profile: In May 2008, the company acquired Certified Grocers Midwest, a co-op wholesaler started in 1940 and serving more than 200 stores. In December 2012, the co-op purchased the distribution arm of Dearborn Wholesale Grocers. Jim Denges, president & CEO, after 35 years with the co-op, retired in August 2013, replaced by Ken Nemeth, former executive vice president & COO. Procurement Contacts: Mike Goliszewski, Director of Purchasing; Michael O’Neill, Director Mktg. (Tel-815-553-88000

CENCOSUD, S.A (CENTROS COMERCIALES SUDAMERICANOS)

Av. Kennedy 9001, The Courts, Santiago, 7490562 CHILE

Tel: (56-2) 2996999

Fax: (56-2) 2996978

www.cencosud.cl

Total 2012 Systemwide Sales: $18.8 Billion (CLP 9.1 T rillion) +20.3%

Percentage of Sales in Exclusive Brands: 10% (E)

Principal Business: Cencosud (traded on the Santiago Stock Exchange), a multi-format, multibrand retailer, founded in 1960, reports that it now operates 953 stores in five countries: Chile, Argentina, Perú, Brazil, and Colombia. The formats include 676 hypermarkets (Jumbo banner) and supermarkets (Santa Isabel, Disco, Plaza Vea, Super Vea, GBarbosa, Prezunic, Bretas, Wong, Metro, Super Familia, and Perini), 83 Easy and Blaisten home improvement stores , 78 upscale Paris and Johnson department stores (each with 39 stores), and 29 shopping centers. The retailer’s takeover of Carrefour stores in Colombia, effective December 2012, added 92 stores plus gas stations to its portfolio. Its hypermarket/supermarket chains, operating in all its countries, account for 73.8% or CLP 6.7 trillion +21.3% of total revenues; its home improvement chains in Chile, Argentina, and Colombia account for 11.6% or CLP 1.1 trillion +12.1%, its two department store chains account for 9.7% or CLP 886.1 billion +28.3%, and its shopping centers 1.8% or CLP 165.5 billion +27.5%. Censosud also operates financial services.

EB Identities: Jumbo, Global Kontiki, and home (at Jumbo stores); Santa Isabel, Disco, Wong, Vea, Pet’s fun!, Alpes, etc. Also, exclusive brands: Top Shop, Women Secret, Free People Brand, etc.

EB skus: N/A

Profile: Through multiple acquisitions in the recent past, including an aggressive expansion into Brazil (acquiring GBarbosa, Perini, Mercantil Rodriques, Super Failia, Bretas, Cardosoz, and Prezunic), Censosud has capitalized on its ongoing sales growth. In December 2011, the company took 85.5% control of the 40-store Johnson’ chain in Chile (including 13 branded FES stores). Cencosud kicked off this current year in January with acquisition of the 31-store Prezunic supermarket chain in the state of Rio de Janeiro. For an encore, Censosud ended 2012 in December, completing a stock deal takeover of Colombia’s second largest supermarket chain from Carrefour of France (also in this database). Cencosud picked up 72 hypermarkets, 16 convenience stores, four cash & carry stores plus some gasoline stations in that country. The Colombia business generated net sales of $2.2 billion. Meantime, operating in a positive economy in Chile, Cencosud overall during 2012 added 157 new stores--more than double its 72 new openings in 2011. Its 2012 net income, however, dropped by 4.2%, impacted by a non-operating loss of CLP 225,867 million in part related to its recent acquisition activity. Cencosud’s 2011 private brands sales in food reportedly grew three times faster than the 2011 sales of its total supermarket division. Traded on the Santiago Stock Exchange, the company plans to issue more shares in 2012 to raise funds for expansion plans, and thus apply for listing on the U.S. Stock exchange. UPDATE: In its quest to become the leading Latin American retailer, Censosud now predicts its 2013 revenues will rise to $22.5 billion. Its growth strategy includes adding 58 more stores: 17 supermarkets, 1 Paris department store and 1 Easy home improvement store in Chile; 15 supermarkets in Brazil; 10 supermarkets, 5 department stores, and a new shopping center in Peru; 5 supermarkets and 2 Easy stores in Argentina; and a supermarket, an Easy store in Colombia, where it will also commence re-branding former Carrefour hypermarkets to the Jumbo banner.

Procurement Contacts: Cristian Gutierrez Maures, Corporate Private Label Manager

CHAIN DRUG CONSORTIUM

2300 N.W. Corporate Blvd., Ste 115, Boca Raton, FL 33431 USA

Tel: (561) 392-3327

Fax: (561) 393-7480

www.chaindrugconsortium.com

Total 2011 Group Retail Sales: $8 Billion+

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1997 by four regional drugstore chains (Brooks, Genovese, Happy Harry’s, and Kerr Drug) on the East Coast, the group has since lost three of its founding companies to the big chains: Brooks & Genoese now converted to Rite Aid, and Happy Harry’s now part of Walgreens. Nevertheless, CDC has grown—even as the market leaders have swallowed up its newer members: both Drug Fair Group and Duane Reade taken over by Walgreens in 2009 and 2010, respectively. Together CDC serves some 16 regional chains (see below) collectively providing them with purchasing power for pharmacy, corporate brands, seasonal promotions, national brand promotions, distribution, and technology support.

EB Identities: Premier Value (1,800+ OTC, health, beauty, cosmetic, and general merchandise items), Everyday Elements (20+ premium OTC, health, beauty, and cosmetic items), and Premium Tradition (Christmas seasonal lighting/tree products)

EB skus: 1,830+

Profile: You win some, you lose some. Early in 2010, the consortium lost Duane Reade of New York, its largest chain member (258 stores) after DR was acquired by Walgreens (also in this database). More recently, four other chains left CDC: Famacias El Amal, Rio Piedras, PR (40 stores); Hartig Drug, Dubuque, IA (14 stores); Pamida, Omaha, NB (220 stores); and USA Drug, Little Rock, AR (142 stores). Chain Drug Consortium, however, after picking up a half dozen new chain members (467 stores total) around 2010, has continued to add to its membership. Most recent additions include: Osborn Drugs Miami, OK, (24 stores), Fruth Pharmacy, Point Pleasant, West Virginia (25 stores), and Drug Emporium, Lafayettte, LA (4 stores). They join the existing roster of 12 member chains: Bartel Drugs, Seattle, WA (59 stores); Discount Drug Mart, Medina, OH (70 stores); Farmacia Carol, Santa Domingo, D.R. (20 stores); Hi-School Pharmacy, Vancouver, WA (30 stores); Kerr Drug, Raleigh, NC (76 stores); Kinney Drugs, Gouveneur, NY (91 stores); La Colonia, Tegucigalpa, Honduras (20 stores); Lewis Drug, Sioux Falls, SD (32 stores); Lifechek Drug, Rosenberg, TX (21 stores); Shopko , Green Bay, WI (135 stores); Navarro Discount Pharmacies, Medley, FL (30 stores); and Thrifty White Pharmacy, Maple Grove, MN (130 stores). UPDATE: In September 2013, Walgreen Co.(also in this database) announced plans to acquire Kerr Drug. Once completed later in the year, this takeover will eliminate Kerr Drug as a member of the Consortium.

Procurement Contacts: Edward I. Frisch, President & CEO; Louis Helfrich, VP of Purchasing, Private Label/OTC; Lee Colarco, VP, GM & Consumables

CHINA RESOURCES ENTERPRISES, LTD.

39/F, China Resources Building, 29 Harbour Road, Wanchai, HONG KONG

Tel: 852-2827-1028

Fax: 852-2598-8453

www.cre.com.hk

Total 2012 Consolidated Group Sales: $16.3 Billion (HK$ 126.2 Billion) +14.6%; Total Retail Sales: $10.8 Billion (HK$ 83.5 Billion) +19.1%

Percentage of Retail Sales in Exclusive Brands: 5% (E)

Principal Business: CRE is a holding company (traded on the Hong Kong Stock Exchange under the CRNC symbol), which now concentrates mainly on retail, beer & beverages and food processing. Its retail operation encompasses some 4,412 outlets (mainly hypermarkets, supermarkets and convenience stores) mostly in Mainland China, but with 24 in Singapore, Malaysia, and Cyprus. The store count breaks out to 3,573 owned and operated by CRE and 839 franchised. These stores operate under different banners: Vanguard and SG hypermarkets (584 of which 13 are franchised), Vanguard supermarkets (2,049 of which 748 are franchised), VnGo convenience stores (1,125 of which 52 are franchised), plus other formats: 147 CRC Care and CAC pharmacies, 169 el Vivo health and beauty shops, 290 (26 franchised) Pacific coffee shops (290 of which 26 are franchised), 17 Vol.la! wine club outlets, 31 Olé and blt high-end supermarkets, etc. The company’s multi-format strategy covers 27 out of 34 regions and cities in China. Additionally, CRE claims a 22% market share in Hong Kong’s beer market and is the largest supplier of foodstuffs in Hong Kong. CRE operates China’s largest supermarket chain with its multi-format stores located in 21 provinces, regions and municipalities. CRE also oversees 70+ breweries (HK$ 28.1billion), the CRE food division (HK$ 10.4 billion) develops branded meat products under the Ng Fung brand plus other products (fruits, rice, etc.) which are found in its supermarkets. The food division also develops self-owned retail stores, including 120 meat counters. The beverage division (HK$ 4.8 billion) concentrates on non-alcoholic beverages, including eight water plants, primarily marketing its brand C’est bon water.

EB Identities: Premium Plus in its hypermarkets and superstores (paper products, cleansing items, laundry and other health and beauty care products), Ng Fung Hong (livestock, frozen meat and high-quality processed food), Artistic Palace apparel, Home Art handicrafts.

EB skus: N/A

Profile: Despite the market volatility in Europe and the United States, CRE steers a steady upward coarse, developing its core business, expanding into new markets (Sichuan, Fujian and Hainan), and strengthening its existing markets. Expansion plans include moving its multi-format business model into third-to-fourth tier cities as well as into counties, towns and villages. Bottom line, its profits for the year soared by 30.9% to HK 3.9 billion. The company’s goal is to become the largest consumer goods company in China. Some 81% of its stores are self-operated. During the year, CRE overall opened 745 stores (660 of them owned and 85 franchised) . The retailer, however, closed a total of 324 stores (225 of them self operated and 99 franchised). During the year, this company acquired Jiangxi Hongkelong Department Store Investment Company Limited. UPDATE: In August 2013, CRE confirmed that it was in talks with Tesco of the UK to takeover its 131 stores in China, forming a joint venture with Tesco, giving it 20% interest in the new venture. CRE’s plan its to integrate Tesco stores into its Vanguard chain of nearly 3,000 hypermarkets and supermarkets, thus creating a business with sales of $15.5 billion.

Procurement Contacts: Ms. Guo Jinqing, Managing Director of Ng Fong Hong Kong Ltd. (Tel: 852-2593-8777).

CO-OP ATLANTIC

P.O. Box 750, 123 Halifax Street, Moncton NB E1C 8N5 CANADA

Tel: (506) 858-6000

Fax: (506) 858-6460

www.coopatlantic.ca

Total Fiscal 2010 Network Sales: $2.3 Billion+ ($2 Billion+ Canadian); Consolidated Sales: $ 736.4 Million ($646 Million Canadian); Food Sales: $292.9 Million ($257 Million Canadian); Energy/Petroleum Sales: $125.4 Million ($110 Million Canadian); Agriculture Sales: $ 123.1 Million ($108 Million Canadian)

Percentage of Sales in Exclusive Brands: 18%

Principal Business: In 1927, this organization, which began as the Maritime Livestock Board, 50 years later renamed itself Co-op Atlantic. Today, this member-owned cooperative wholesaler operates through 99 retail co-ops, covering grocery, general merchandise, and country stores, as well as three buying clubs, 15 agricultural societies, and 33 associate co-ops. Together, it is the second largest regional co-op wholesaler in Canada and the largest co-op in Atlantic Canada, serving some 150+ communities in eight zones throughout Atlantic Canada: Newfoundland & Labrador, Prince Edward Island, Cape Breton, Mainland Nova Scotia, Southeast/Northern New Brunswick, and the Magdalene Islands. Co-Op Atlantic members operate under different retail banners, such as Co-op, Co-op Feed, Country Store, Country Garden, Aide, etc. Independent retailers also can adopt the licensed retail banners: Valu Foods grocery stores (27 total), and RiteSTOP convenience stores (60 total).

EB Identities: Co-op, Co-op Gold (premium quality), Co-op Market Town (perishable foods), Coop Tender/ Chicken/Beef/Pork, Harmonie (value-priced products), Country Morning (frozen ready-to-cook meats), Marketplace Bakery, etc.

EB skus: N/A

Profile: Early in 2012, Co-op Atlantic began to revamp its private label program, in which it has maintained a partnership with Federated Co-op (also in this database) located in Western Canada. Federated had the volume that Co-op Atlantic could not deliver; so the co-op has decided to take more control over its own brand program. Initially, the co-op has consolidated some nine-plus brands down to a three quality tiers: Co-op Gold (premium or national brand equivalent quality), Co-op Market Town (fresh produce, meats, bakery, etc.), and the new label, Co-op Centsibles (value-priced products). In the summer of 2012, these private brand lines were scheduled to be introduced into its member operations. Additionally, the co-op has just appointed Norma Babineau as vice-president for retail food to oversee these developments.

Procurement Contacts: Norma Babineau, Vice-President for Retail Food

CO-OPERATIVE GROUP, THE

1 Angel Square, Manchester M60 4ES UNITED KINGDOM

Tel: +44 161-834-1212

Fax: +44 161-833-1383

www.co-op.co.uk

Total 2012 Total Group Revenues: $21.5 Billion (£13.5 Billion) +1.6%%; Total Trading Group Sales: $17.9 Billion (£11.3 Billion) +1.9% Total Banking Sales: $3.5 Billion (£2.2 Billion) -0.1% Total Food Retail Sales: $11.8 Billion (£7.4 Billion) +1.3% Total Specialist Business Sales: $2.4 Billion (£1.5 Billion) -0.6% Total Pharmacy Sales: $1.2 Billion (£764 Billion) +1.3%

Percentage of Sales in Exclusive Brands in Co- op Stores: 47%

Principal Business: The Co-operative Group, which began in 1844, today calls itself the largest customer-owned business and the fifth largest food retailer in the UK. It is also the market leader in funeral sector, handing some 100,000 funerals per year; additionally, Co-op is the third largest pharmacy chain in the UK. The Co-op accounts for about 80% of the total co-operative movement in the UK. Jointly owned by 7.6 million individuals and 80 independent co-operative societies,

Co-op’s businesses cover food retailing (2,816 stores), funerals (910 homes), pharmacies (781 outlets), legal services, banking (632 branches), travel agencies (400), motor dealerships (20+), farming and e-stores. It actually oversees 2,816 food stores (3,989 stores including outlets in the Co-op Retail Trading Group). The Co-op also provides financial services, legal services, life planning, etc. The group overall has a total of 99,201 employees.

EB Identities: Co-op, Coop Truly Irresistible (premium range), Simply Value (wholesome convenience foods), plus sub-brands--Healthier Choice, Grown by us, Taste the Seasons, Fairtrade, Organic. Healthy Living, Award (ladies fashionwear and ladies and men’s clothing lines in department stores), Co-op Eyecare, 99 Tea (tea bags), Gold Miner Bottle Conditioned Ale

EB skus: 4,500+

Profile: A gloomy economic environment, a double dip recession and excessive wet weather helped to a lackluster year, while its operating profits plunged by £ 433 million to £54 million in 2012--the loss before member payouts of £599 million. Trading Group profits slipped by 11.1% to £ 311 million; while Bank (core) profits plunged by 30.6% to £120 million. Co-op membership grew by about 400,000 over 2011. The Co-op did experience a better second half in its food business, opening 83 new or acquired convenience stores, including 28 outlets from the Scottish chain, David Sands. But 63 stores were closed during the year. Pharmacy prescription volume climbed by 4.7% in the year (+1.3% by value). Also, some five hospital outpatient dispensaries were opened. The Co-op, which continues to invest in its own brand business, has lately emphasized Fairtrade sourcing. All its bananas have been switched over while all blueberries were switched in November 2012. As the UK’s largest farmer, Co-op also empathizes with small farmers. It introduce a unique sourcing model during the year, committing 50% of its fruit sourcing from small holder farms; while in Kenya, it deals with some 15,000 small holder cooperatives (organized by the Co-op) as supplier for its tea leaves--packed in its own brand 99 blend tea. During the year, Steve Murrells was appointed Food Chief executive officer. UPDATE: Co-op has introduced a new own brand, Loved by Us, across its standard tier, which included chilled ready meals (already also carrying the Truly Irresistible premium brand). In October 2013, Co-op began full operations at its new 480,000-square-foot distribution depot--a £ 22 million investment. In November 2013, Queen Elizabeth of England toured the official opening of Co-op’s new headquarters on One Angel Square--a building ranked by the Building Establishment Environmental Assessment Method (BREEM) with a 95.16% score, the highest ever given. The building’s power is generated by crops grown by the Group’s farms; its heating and cooling system draws air below the basement of the building for redistribution at the earth’s core temperature; and a double skin facade on the building serves as a ‘duvet’ to insulate the offices in winter and ventilate them in the summer.

Procurement Contacts: Steve Murrells, Food Chief Executive Officer; David Chambers, General Manager, National Buying & Marketing; Kate Jone, Head of Range Development in Food Retail & of Commercial Food Product Development

COLLECTIVE BRANDS, INC.

3231 Southeast Sixth Ave., Topeka, KS 66607 USA

Tel: (785) 233-5171

Fax: N/A

www.collectivebrands.com

Total Fiscal 2010 Sales: $3.4 Billion +2.1%; Payless Domestic (Retail) Sales: $2.1 Billion -4.2%; Payless International (Retail) Sales: $460.3 Million +8.9%; Collective Brands Performance + Lifestyle Group (wholesale): $628.4 Million +22.3%; Collectie Licensing: $227.7 Million +4.3%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1956, Collective Brands, then called Payless, has become one of the world’s largest footwear specialty retailers, overseeing a total of 4,844 retail stores (3,794 in its Domestic business, 667 in 14 other countries, and 383 in its wholesale division. The network includes 4,523 self-select shopping format retail stores owned or franchised in 24 countries and territories. Its 3,794 owned Payless Shoe Source stores, averaging about 3,200 square feet, are located in all 50 states, District of Columbia, plus in Guam and Saipan. (Franchised Payless Shoe Source stores also are in Canada, the Caribbean, and Central and South America.) They sell a portfolio of brands and private brand labels. Their budget footwear stock (some 7,000 pairs of footwear) covers: athletic, casual, dress, sandals, work and fashion boots, and slippers. Stores also stock accessories: handbags, jewelry, bath and beauty products, and hosiery. In its international retail business, the 62 franchised stores (averaging 2,800 square feet) are located in Bahrain, Kuwait, Peru, the Philippines, Russia, Saudi Arabia, and the UAE. Additionally, Collective Brands operates two other divisions: Collective Brands Performance + Lifestyle Group (PLG), a wholesale business, some 83 countries and territories and including a retail arm of 383 stores. The company’s Collective Licensing division (CLI) oversees the licensing operations of the company.

EB Identities: Payless ShoeSource, Payless Kids, Airwalk, Above the Rim, Spot-Bilt. Exclusive designer lines: Christian Siriano for Payless, Lela Rose for Payless, Teeny Toes Lela Rosa Collection, etc. Additionally, there are the Stride Rite brands mentioned above.

EB skus: N/A

Profile: In August 2007, Payless for about $ 900 million acquired the 318-store chain Stride Rite, which owns or licenses upscale children’s footwear, under such brands as: Keds, Sperry TopSider, Saucony, and Robeez. Payless at that time renamed itself Collective Brands. This broadened the firm’s footwear business into more upscale products. Recently, hit by the weak economy in the US, the company closed 101 stores during the year, In August 2011, Collective Brands announced plans to close 475 non-strategic stores over the next three years.

Procurement Contacts: N/A

COMPANHIA BRASILEIRA DE DISTRIBUICAO (CBD)--PAO DE ACUCAR GROUP

Av. Brigadeiro Luis Antonio, 3.142, Jardim Paulista - CEP: 01402-901, São Paulo, BRAZIL

Tel: +55 113886-0421

Fax: +55 113884-2677

www.grupopaodeacucar.com.br

Total 2011 Consolidated Net Sales: $27.9 Billion (R$ 46.6 Billion) +45.2%; Total GPA (Grupo Pao de Acuçãr) Food Net Sales: $15.3 Billion (R$ 25.6 Billion) +8.9%; Total GPA Electric/Electronic/E-commerce Net Sales: $12.6 Billion (R$ 21 Billion) +144.2%

Percentage of Sales in Exclusive Brands: 17%(E) Principal Business: Companhia Brasileira de Distribuição (CBD) is Brazil’s largest retailer, operating 1,571 stores (supermarkets, hypermarkets, specialty stores and department stores) in 18 Brazilian states and in the Federal District, plus 50 warehouses in 13 states. In the GPA Food Division, the company operates seven formats: 159 Pão de Açucar supermarkets, 132 Extra Hipermercado, 204 Extra Supermercado, 72 Mini Mercado Extra neighborhood stores, 59 Assai cash-and-carry outlets. Under electronics, there are 401 Ponto Frio and 544 Casas Bahia stores plus its e-commerce business now called Nova Pontocom (Extra.com.br, PontoFrio.com, and CasasBahia.com.br). In addition, the company operates 78 Posto Extra gas stations and 154 Drogaria Extra drugstores. Through its subsidiary, Barcelona Comercio arejista e Atacadista S.A., the company owns 42.6% of Sendas, a chain of 60+ supermarkets in Rio de Janeiro. The company is jointly controlled by Abilio Diniz, a local businessman, and Casino of France (also listed in this database).

EB Identities: Taeq (food, health & wellness, textiles, beauty aids, etc.), Pão de Açucar (premium and imported food & beverages) boomy (kid’s fashion wear), CAST (adult fashions—lingerie & home wares), Bambini (infant fashion wear), Cherokee (licensed adult fashion & casual wear), Club des Sommeliers (wines), Cyba (electronics and computer ware), Group Casino (gourmet, imported food and cooking accessories), Qualitá (cost-benefit foods, hygienic items, cookware/utensils, and cleaning products)

EB skus: 4,000+

Profile: CBD (traded on the São Paulo Stock Exchange: Boespa and on the NYSE: CBD), which began its business in 1948, weathered through a weak economy this year, keeping on track via an operational consolidation of its business, thus exceeding its gross sales guidance of R$ 50 billion: That figure actually hit R$ 52.7 billion for 2011; while net profits jumped by 16.1% to R$ 718.2 million. During the year, CBD opened 20 stores and closed 58 stores. Since 2010, some 221 CompreBem and Sendas stores have been converted over to the Extra Supermercado format. Also a new Mini Mercado Extra form was launched, replacing the Extra Fácil convenience stores, with a larger sales area and a focus on perishables and services. The financial statements of its Globex subsidiary, which concentrates the electric and electronic products operations (Ponto Frio and

Casas Bahia), have been consolidated; while a new model for its e-commerce operation now centers on a new company, Nova Pontocom. In December 2011, the Globex Utilidades S.A. agreed to close 88 Ponto Frio stores. This division was renamed Via Varejo S.A. In February 2012. CBD also organized a subsidiary, GPA Malls & Properties to consolidate its real estate assets. Since 2006, CBD has been strengthening its exclusive brands; for 2010, double-digit sales growth was reported in a number of its brands: Taeq now represents 6.9% of its supermarket and hypermarket sales. The goal is to push that share to 15% in 2011. Taeq represents more than 1,000 products with 400 added in 2010. Qualitá sales in 2010 grew by 30% with new cookware and utensils categories added. During 2011, competitor Carrefour of France sought to acquire shares of Grupo Pao de Acuçãr from co-owner Abilio Diniz, which Casino (co-owner) resisted. Casino in March 2012 initiated a process to become sole controlling shareholder of Grupo Pao de Acuçãr.

Procurement Contacts: Daniela Sabbag, Control Brands Director; Claudia Pagnano, Executive Director Marketing, Jose Roberto Tambasco

CONAD SO. COOP. A.R.L.

Via Michelino 59, 40127 Bologna, ITALY

Tel: +39 51-508111

Fax: +39 51-508414

www.conad.it Total 2010 Sales:$ 13 Billion (€ 9.8 billion) +5.1%; Conad Supermarket/Superstore Sales:$ 9.2 Billion (€ 6.9 billion)

Percentage of Sales in Exclusive Brands:17.3%

Principal Business: (Consorzio Nazionale Dettaglianti Scrl) The National Consortium of Retailer Dealers (CONAD), founded in 1962, now operates on three levels: entrepreneurial retail members, cooperatives (large shopping and distribution centers), and the national consortium (serviceoriented & marketing body for the co-op—part of the National Association of Retailer Cooperatives, itself a member of the National League of Cooperatives). Within this network, there are 2,938 retail outlets, comprised of 1,132 Margherita high-quality neighborhood stores (up to 600 square meters), 1,502 Conad supermarkets and superstores (ranging from 600 to 2,500 square meters), 31 E. Leclerc Conad hypermarkets (3,000 to 11,000 square meters), and 255 other trademark stores, and 14 cash & carry outlets. Conad also has established associations with Reww

Italia, Interdis, and with E. Leclerc of France an alliance, cooperating in development of a chain of 31 E. Lecler Conad hypermarkets in Italy.

EB Identities: Conad (food and non-food items), Conad Percorso Qualità (fresh fruits, vegetables, poultry, meats and fish), Fufi (cat food), Conad il Biologico (environment/organic/FairTrade products), Sapori & Dintorni (178 regional food specialties), and Sarori&Dintorni (specialty foods), Creazioni d’Italia (delicatessen items) Conad Kids (children’s nutritious foods), AC Alimentum Conad (wellbeing and functional foods), a line of some 60 products.

EB skus: 2,000+

Profile: Conad claims to be the largest network of independent cooperative enterprises in Italy, comprised of 3,048 member entrepreneurs. Conad commands a 15.4% market share of Italy’s supermarket segment and a 12.8% of the neighborhood stores market. Overall, its share is about 9.9% of the Italian market. Through associations with Rewe Italia, Iterdis, and E. Leclerc, Conad boots its market share higher. Conad suddenly has become aware of the power of its own brand equity in the Conad name. Plans now call for changing the brand banner identity of its Margherita chain, starting with some 1,000 stores, re-branded under the new Conad City banner (covering stores up to 600 square meters. Conad also plans to invest in opening 266 new stores over a threeyear period. Also new: its Sapori & Dintorni Conad store concept, featuring regional food with an artistic touch. These stores will feature their own store brand products as well. Conad also has recently introduced the Optician’s department into its hypermarkets and Conad supermarkets, selling eyeglass and sunglasses. Conad already has built an extensive network of fuel service stations and parafarmacia (located in the E. Leclerc Conad hypermarkets). The company additionally is looking to expand its export business with its Conad private brands. Creazioni Ditalia deli items now appear in other retail outlets, as part of Conad’s membership in the Cooopernic partnership. Also, some 600 E. LeClerc hypermarket in France now sell Conad brands; while the company has developed markets in Switzerland, Belgium, Hungary and starting in 2011, opening into Hong Kong and Macao, via the Park and Shop retail chain. Conad private label sales in 2010 were up by 13.3% to € 1.7 billion. During the year, a new own brand line, AC Alimentum Conad, featuring products addressed to consumer well-being and to functional foods (yogurt, Probiotics, etc.) were introduced as well. Conad, as the second largest private label retailer in Italy, regards private label as its main tool for growth, customer loyalty, and product innovations. Its private label sales climbed by 12.5% in 2009 to € 1.5 billion, while Conad claims one out of three of those products is a market leader. Also, the company aggressively promotes its banner including its own brand in broadcast and print advertising. In February 2005, Conad helped to create Coopernic, a European cooperative center, including retailers Colruyt in Belgium, Coop Suisse in Switzerland, and Rewe in Germany. Coopernic today is made up of more than 20,000 stores in 22 countries, boasting a turnover in excess of € 100 billion, and a 10% market share. Recently, the Coopernic partners acquired a majority interest in Palink Group (Lki brand), the largest distributor in the Baltic countries, and more recently the Nelda Group in Latvia.) Conad also prides itself on promoting its brand beyond its national borders into countries like Albania and Malta, where it has established stores in cooperation with local independent entrepreneurs. UPDATE: Despite a weakend economy, Conad reported its fiscal 2013 sales up 5.4% to € 11.5 billion and its market share holding at 11.3%. Both the supermarket and convenience store channels showed strong double-digit growth durig the year.

Procurement Contacts: Paolo Palomba, Conad Brand Director & Brand Purchaser

CONSUMER GOODS FORUM, THE

4 rue du Gouverneur Général Eboué92130 Issy-les-Moulineaux - FRANCE

Tel: (33) 1-82-00-95-95

Fax: (33) 1-82-00-95-96

www.ciesnet.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: In June 2009, CIES - The Food Business Forum, a global network of food retailers (established in 1952), merged with the Global Commerce Initiative (GCI) and the Global CEO Forum, two global retailer and manufacturer collaborative platforms, to create The Consumer Goods Forum (CGF) is a global, parity-based industry network, driven by its members. It brings together the CEOs and senior management of over 400 retailers, manufacturers, service providers and other stakeholders across 70 countries and reflects the diversity of the industry in geography, size, product category and format. Forum member companies have combined sales of € 2.5 trillion. In 2012, CGF first professional online network of the retail and consumer goods industry. This Knowledge Navigator will enable CGF members to be a more integral and active part of its network sharing all over the world, anywhere, anytime. It enables advanced industry collaboration and communication among CGF members needed to tackle the industry’s global challenges and opportunities with respect to emerging trends, sustainability, health and safety, operational excellence, and talent development. More information for the membership is available on: www.theconsumergoods forum.com

Procurement Contacts: Jean-Marc Saubade, Managing Director; Sabine Ritter, Executive VP, Strategy, Initiatives, Strategy, Alliances

CONTROLADORA COMERCIAL MEXICANA, S.A. DE C.V.

Av. Revolucion No 780 Modulo 2, Colonia San Juan 03730 Mexico, D.F. MEXICO

Tel: +52 (55) 5270-9312

Fax: +52 (55) 5371-7302

www.comerci.com.mx

Total 2010 Sales: $4.5 Billion (Ps. 55.2 Billion) +2.4%

Percentage of Sales in Exclusive Brands: 13%

Principal Business: Founded in 1930 as a textile merchant, the firm opened its first supermarket in 1962. Today, the company, Mexico’s third largest retailer, oversees 231 stores, under eight retail formats: 53 Comercial Mexicana self service supermarkets (66,000 square feet average), 43 Bodega discount warehouse supermarkets (59,999 square feet), 81 Mega hypermarkets (102,000 square feet), 32 Costco membership warehouse stores (118,000 square feet), 13 Sumesa high quality supermarkets (10,000 square feet), 6 Alpreci outlets, 2 City Markets, and a new Fresko supermarket. Also, it operates 70 Restaurantes California family style outlets and 3 Beer Factories. (Comercial has a 50-50 partnership with Costco in the US.) The company is traded on the Mexican Stock Exchange. EB Identities: Basicos, Golden Hills, Farmacom, Pet’s Club, Kirkland Signature, Vie, Naoki, Stil de Vie, City Market, Cherokee (licensed apparel), Aca Joe

EB skus: N/A

Profile: Caught in the 2008 global financial crisis, this retailer defaulted on its credit obligations and was forced to file a petition for bankruptcy protection to help it restructure its debt down to Ps. 1 billion. That was successful in 2010 with its creditors. On the mend, its fourth quarter in 2010 resulted in a sales increase of 5.6%, while earnings more than doubled. To catch up with competitors’ more rapid store openings, Comercial was able to open only four new stores during 2010; but plans now call 22 more new stores and a new distribution center up through 2012.

Procurement Contacts: N/A

COOP ITALIA S.C.A.R.L.

Via del Lavoro 6/8, Casalecchio di Reno BO 40033, ITALY

Tel: +39 051-596111

Fax: +39 -051-596218

www.e-coop.it Total 2010 Retail Business Sales:$17.2 Billion (€ 12.9 Billion) +0.8%

Percentage of Sales in Exclusive Brands: 25% (E) Principal Business: The Italian Consumer Cooperative, formed in 19 is Italy’s leading food distribution group with some 6.7 million members. There are 175 consumer coops affiliated with the group. Coop Italia oversees some 1,440+ stores in four formats. They include: Co-op branded stores, which include about 50 superstores, more than 1,000 supermarkets and about 200 discount outlets. The group claims 17%+ of grocery sales and nearly a 30% market share in private label consumer goods in Italy. The structure and commercial activity of the Coop System are coordinated by the National Consortiums of Consumer Cooperatives: Coop Italia Alimentari (Coop Food Italy), Coop Italia Non Alimentari (Coop nonfood in Italy), and INRES, the national institution of consultancy, planning and engineering. There are nine large affiliated coops, which represent most of the total revenues: Coop Liguria, Coop Adriatica, Coop Estense, Coop Lombardia, Consumers Coop Northeast, Cooperative Centro Italia, Nova Coop, Unicoop Tirreno, and Unicoop Florence. Coop Italia also is involved in banking and insurance.

EB Identities: Coop (staples), Coop Vision (natural foods), Crescendo (baby food), Eco-Logici (environmentally friendly products), Essere (personal care items), Fior Fiore (premium foods plus regional specialty foods), Senza Glutine (gluten-free foods), Solidal (fair trade coffee, cocoa, chocolate), and Soluzioni (ready meals and convenience foods Essere (personal care), Qualita Sicura (food safety/quality), Bio-logici (organic foods).

EB skus: 2,500+ (E)

Profile: Since 2005, Coop Italia has produced revenues relatively even. The current financial crisis makes the outlook for 2011 just as flat. The Coop brand recently has been upgraded with new graphics. Besides covering basic staple items, Coop brand breaks out into eight ranges (listed in EB Identities), covering natural foods, environmentally friendly products, fair trade items, etc. Coop Italia joined with Despar Italia to establish a purchasing company, called Centrale Italiana, beginning operations early in 2006. Each year, the coop store count grows, this year up by more than 30 stores. The co-op also has been involved in developing pharmacies, called Coop Salute. In 2008, the group undertook a redesign of its premium line, Fior Fiore.

Procurement Contacts: Alessandro Neri, Grocery Buyer; Marco Zoldan, Marketing Manager; Domenico Brisigotti, Director of Product Brands

COOP NORGE AS

Østre Akervei 264, Grorud (Oslo) NO-0915, NORWAY

Tel: +22 89-9595

Fax: +22 89-9745

www.coop.no

Total 2011 Retail Business Sales:$ 4.8 Billion (NOK 28.8 Billion) +2.6%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Organized in 1906 by 26 cooperative societies, this organization over the years experienced ups and downs. In 2000, NKL was re-branded to Coop and in 2002 Coop Norden was established. At the same time NKL changed its name to Coop NKL In late 2001, the coop joined the Coop Norden alliance, holding 20% ownership. But in 2007, that coop de-merged from its joint ownership. Coop Norge, today, is the second largest retailer in Norway, overseeing a total of 1,100 Coop stores: hypermarkets (Coop Obs!), supermarkets (Coop Mega), discount stores (Coop Prix), local stores (Coop Market), and specialty stores (Coop Elektro, Coop Sport, Coop Kitchen & Home, Coop Byggix or Bygg hardware, Coop Kjjøkkem og Hjem home and kitchen, etc.). They are operated by 117 cooperatives, supported by 1.3 million consumer members. Together, they command about 25% market share in the grocery sector. The coop also operates food production facilities, including Goman bakeries and Coop Kaffee coffee roasting.

EB Identities: Coop, Coop Smak (upscale foods), X-tra (economy brand), Änglamark (organic, Fairtrade, enironmently friendly, healthy products), Kellen (hardware and power tools), Coop Kaffee, Gomman (bakery products), Northpeak sportswear, Infra paint, Rra (jams and juices), etc.

EB skus: 2,500+ (E)

Profile: For this company, the year 2011 yielded a profit before taxes of NOK 799 million; while the Coop paid out to its membership NOK 656 million. In February 2012, as part of its continued build up of private label products, the Coop launched 70 new own brand products in a number of product categories: meat and fish, cheeses, pastries, chocolates, pasta, pizza, etc.

Procurement Contacts: Svein Soderlund, Category Manager Food

COOP SCHWEIZ

Thiersteinerallee 12, Postfach 2550, CH-4002 Basle, SWITZERLAND

Tel: +41 61-336-66-66

Fax: +41 61-336-60-40

www.coop.ch

Total 2012 Group (Cash Turnover) Sales: $26.2 Billion (CHF 27.9 Billion) +1.5%; Retail Turnover: $ 17.4 Billion (CHF 18.5 Billion) +0.5%; TransGourmet Holdings Turnover: $ 7.8 Billion (CHF 8.3 Billion-- CHF 5.1 in Cash & Carry, CHF 3.2 billion in Wholesale Supply) -2.8%; Production Turnover: $ 2.4 Billion (CHF 2.5 Billion) +0.4%

Percentage of Retail Sales in Exclusive Brands: 53%

Principal Business: Coop is now the second largest retail group in Switzerland, operating 2,017 stores (supermarkets, mega stores, department stores, specialty shops, etc.). As a consumer cooperative, the group represents 2,950,096 member households. During 2012, the coop added 28 more stores (51 new openings and 23 closings). Its network includes: 823 supermarket and mega stores (15 added, 8 closed), 33 Coop City department stores, 74 Bau + Hobby DIY garden centers, 252 Coop Pronto shops, 207 station Coop AG mineraloil locations, 44 The Body Shop outlets, 81 Christ Watches & Jewelery, 123 Import Parfumerie stores, 50 Coop Vitality pharmacies, and cash & carry outlets at 111 locations. Other stores include: 201 Interdiscount (small household appliances) stores, 56 Toptip and Lumimart (furniture and home accessories) stores. Additionally, there are other retail sales outlets: 161 Dipl. Ing. Fust (electrical household appliances, consumer electronics, computers), 94 Bell Group stores (fresh meat, deli, and poultry) . Also, there are three Coop hotels and five Restaurants D Gioanni. Coop now controls the transGourmet Group, the second largest cash & carry and foodservice enterprise in Europe, which operates 111 cash & carry outlets in six countries (Germany, Switzerland, France, Romania, Poland, and Russia). Coop, besides running seven Coop bakeries, also operates eight manufacturing companies, which manufacture mostly Coop own-label products: Bell Group (meat processing) CWK/Steinfels (household cleaning, industrial cleaners, and bodycare/haircare/cosmetics), Chocolats Halba (premium chocolates), Pearlwater Mineraiquellen (mineral water and soft drinks), Nutrex AG (vinegar, pickled products), Pasta Gala (pasta, ready-made meals, soups), Reismuhle Brunnen (rice, rice blends, ready-to-cook meals), and Sunray (sugar, edible oils, spices, dried fruit, vegetables, nuts desserts, etc.). Coop also owns the SwissMill flour mills. The organization reports it has 75,000 employees..

EB Identities: Coop, Coop NATURAplan (organically grown foods and products bearing the Bio Suisse bud label), Coop NATURA Line (textiles from organic cultivation and fair trade, cosmetics from natural raw materials), Coop Naturafarm (meat and eggs from humane animal husbandry), Coop OECOplan (non-food products and services with ecological added value), Max Havelaar (products sourced through fair trade with developing countries), ProSpecie rara (fruits, vegetables, seeds, seedlings from heirloom varieties and breeds threatened with extinction), Slow Food (foods that promote sustainability and taste diversity), Pro Montagna (sustainable products from Swiss

mountain regions), ProSpecie Rara (rare varieties of fruits and vegetables), Betty Bossi (fresh convenience foods), Qualité & Prix (Quality & Price everyday foods, near foods and non-foods), Prix Garantie (everyday products with fixed guaranteed low prices), Bio Suisse (organic foods), Coop Fine Food (premium-grade, gourmet specialty foods), free-from (products for people with specific food allergies), Délicorn (natural, healthy meat-free meals), JaMaDu (balance diet and active life-style foods for children, aged 4 to 9), Plan B (meals at attractive prices), Free Form (food intolerant recipes, i.e., gluten-free) Weight Watchers (low-fat, low-sugar, low-calorie products), Max Haelaar (Fairtrade goods), Slow Food CH, FSC (wood and paper ranges), MSC (fish and seafood with low impact, sustainable, wild source), Topten (low-energy consumption, low environmental impact products). Its new By Air label identifies all products transported by emission-greedy airlines: the goal to be CO2 -neutral within the next 10+ years.

EB skus: 4,500+ (E) Profile: The country’s inflation, the strong Swiss franc, and growing competition impacted on Coop’s gross profit margin in Switzerland: down 29.1%; while its overall profits edged upward by 4.6% to CHF 452 million. Consumer electronic sales fell by 8.2%. During the year, the Coop lowered the prices on 250 of its own brand products, averaging a 7% discount. Still, there were some bright spots: Coop Pronto sales climbed by 6.6% to CHF 1 billion and online sales jumped by 22.8% to CHF 245 million. Coop also has expanded its Fairtrade offering. A new Vitality brand debuted in Coop Vitality pharmacies, covering some nine products for cold and pain relief with drugs being developed as well. Coop, which owns 50% of Betty Boss AG, increased its ownership to 100% in this cuisine magazine. Additionally, Coop took control of Hilcona AG and Swiss Gastro Star AG, adding fresh convenience foods to its production portfolio. UPDATE: In July 2013, Coop introduced the Unique brand to cover fruits and vegetables, which normally would be rejected by other as not meeting visual standards. Still representing top quality, these products, having spots or other flaws, address food waste. In October, Coop launched a QR code shopping wall in Zurich’s central station. At the close of 2013, Coop announced its investment in nettoShop AG, a leading electric household appliance and consumer electronics online retailer in Switzerland. The family owned business, generating a turnover of nearly CHF 90 million, will be operated as an independent subsidiary. It joins Coop's other online bands: Micro Spot and Fust.

Procurement Contacts: Jurg Peritz, Head of CCM Purchasing; Roland Frefel, Head of CCM Basic Foods/Beverages; Rolf Kuster, Head of CCM Hard Goods; Sandro Corpina, Head of CCM Textiles--all in Retail Business Unit; Frank Furrer, Head of Strategic Purchasing, Marketing and Category Management (TransGourmet Group); Gerhard Zurlatter, Frozen Food Buyer; Gilbert Beguin, CCM; Thomas Schwetje, Head of Marketing; Ellen Brasse, Head of Marketing & Sales, coop@home

CORE-MARK HOLDINGS COMPANY, INC.

395 Oyster Point Blvd., Suite 415, South San Francisco, CA 94080 USA

Tel: (650) 589-9445; (800) 622-1713

Fax: N/A

www.core-mark.com

Total 2013 Sales: $9.8 Billion +10.1%; Food/Non- Food Sales: $3.1 Billion +10.7%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Core-Mark (NASDAQ: CORE) is the second largest convenience wholesale distributor in the U.S. (McLane is first, see separate listing.) It serves all 50 states plus five Canadian provinces. Core-Mark, established in 1888 as Glaser Bros., a candy and tobacco distributor, today markets fresh and broad-line supply solutions to some 30,000 customers, mostly convenience store retailers, but also alternate channels, such as: specialty retailers, liquor stores, grocery stores, drug stores, tobacco outlets, the military, colleges, theaters, hardware stores, etc. . Some 68% or $6.6 billion of its net sales are in cigarettes. The company, through its 28 distribution centers (excluding two third party logistics providers), supplies 53,000+ branded and private label skus from 4,000+ vendors. Besides cigarettes and tobacco, its merchandise covers consumer packaged goods: candy, snacks, fast food, groceries, fresh and dairy products, nonalcoholic beverages, general merchandise, and health and beauty care items.

EB Identities: Core-Mark, Richland Valley (plastic bags, beef jerky, etc.), Arcadia Bay (coffee, oat cereals, etc.), Cable Car (re-bagged candy), Java Street, Emerald (paper products), Jammba juice, SmartStock, Quick Eats

EB skus: N/A

Profile: As an encore to its December 2012, its $45 million purchase of J.T. Davenport & Sons, Sanford, NC, a wholesale distributor of convenience groceries, candy, tobacco, foodservice products, health and beauty care, and general merchandise, Core-Mark this year committed two significant customers: In March 2013, a five-year deal with Imperial Oil to serve its 500 Esso branded stores in Canada; and in May 2013, a three-year distribution agreement with Kroger Co.' Turkey Hill convenience store chain (700 stores serviced by December). Overall, Core-Mark added some 1,000 new customer locations during the year. Its net income shot upward by 22.7% to $41.6 million Contributing to its success, this marketer of fresh and broadline supply solutins to the convenience retail market in North America, has put more emphasis on its fresh foods category, which grew by 26% over 2012. Its proprietary "Fresh and Local" program has expanded, attracting some 9,200 stores by year-end. UPDATE: In June 2014, Core-Mark announced its distribution commitment with Rite Aid (also in this database), supply frozen, refrigerated, and fresh foods to all the stores in the drugstore chain. Core-Mark had been supplying 800 Rite Aid drugstores with foodservice requirements only on the West Coast.

Procurement Contacts: Christopher Hobson, VP Marketing

COSTCO WHOLESALE CORP.

999 Lake Drive, Issaquah, WA 98027 USA

Tel: (425) 313-8100

Fax: (425) 313-6596

www.costco.com

Total Fiscal 2013 Revenues: $105.2 Billion +6.2%; Net Sales: $102.9 Billion +6%

Percentage of Net Sales in Exclusive Brands: 20%

Principal Business: Costco (NASDAQ:COST), established in 1983, celebrates its 30th anniversary with 634 membership warehouse club stores, of which 451 are in the US and Puerto Rico, 85 in Canada, 33 in Mexico, 25 in the United Kingdom, 18 in Japan, 10 in Taiwan, 9 in South Korea, and 3 in Australia. These include two majority owned subsidiaries in Taiwan and in South Korea. Additionally, Costco now owns 100% of Controladora Comercial Mexicana operator of 33 Price Club stores in Mexico. Its warehouse store format, typically about 143,000 square feet, stocks an average of 3,900 active SKUs, the selection targeted to the needs of its wholesale members, who now number 71,200 (up from 67,000 the previous year). Costco Wholesale Industries is a division that operates a manufacturing/distribution business, i.e., special food packaging, optical labs, meat processing and jewelry distributon. Its ancillary businesses cover: gasoline stations, pharmacies, food courts, and optical/photo/hearing aid/travel departments)

EB Identities: Kirkland Signature (quality as good as or better than national brands), Kirkland Signature by Whirlpool (household appliances), Kirkland Signature by Borghese (luxury skin care and makeup) Simply Soda, Clout or Wintree detergents, Jobmaster cleansing products, PriceCostco (bakery items), Nutra Nuggets dog food. Other co-brands with Starbucks (coffee), Tyson, Foster Farms, Disney, Newman’s, Hansen

EB skus: 400+

Profile: Another positive year for Costco, including a net income increase by 13% to $1.5 billion. During fiscal 2013, this retailer opened 26 warehouses: 12 in the U.S., three in Canada, and 11 in its international markets. In July 2012, Costco acquired the remaining 50% ownership in its Mexican joint venture. Gasoline sales for the year were $4.2 billion. Membership fees totaled $2.3 billion +15% over 2012. Costco also reported selling 4.2 billion Kirkland Signature dress shirts in fiscal 2013. Its meat sales for the year totaled $5.3 billion. This year also marked the entrance of Costco into the $100 billion-plus retailer rankings. U.S. retailer Kroger just broke into this ranking in 2014 (listed separately in this database).

Procurement Contacts: Ed Murphy, Export Sales Manager (Tel:/Fax: 206-313-6596); Mike Day, Director Export Sales, PriceCostco Japan Trade Office (Tel: 81 045-671-0471 or Fax: 81-045471-9217); Nancy Griese, VP, GMM Corp. Food/Sundries; Stephanie Wendell, Buyer Corp. Foods/Sundries; Cynthia Glaser, Vice-President, General Merchandise; Deb Belcourt, Corp. Sundries Buyer; Russ Decaire, Merchandise Manager

CRAI SARL

Centro Direzionale, Milano 2, Palazzo Canova, ia F.lli Cervi, 20090 Segratel, Milano, ITALY

Tel: +39 2- 210891

Fax: +39 2- 21080401

www.crai-supermercati.it Total 2007 Systemwide Sales: $11.2 Billion (E); Total Crai Distribution Sales: $4.4 Billion (€ 3.2 Billion) +5%

Percentage of Sales in Exclusive Brands: 8% Principal Business: CRAI is a retailers’ cooperative, started by a small group of retailers (neighborhood grocery stores) in 1973, which now serves some 3.000 franchised stores in 19 Italian regions from its 91 distribution centers. The co-op also has operations in Malta and Switzerland. (Profile 2007) It claims 9% of the Italian food distribution business. The stores include 1,075 Simpatia Crai outlets (199 square meters each), 1,150 super-CRAI stores (from 200 to 299 square meters each), 377 Supermercato CRAI stores (from 400 to 2,499 square meters each), plus 11 cash & carry outlets and 296 specialty stores (IperSoap, Linea Bellezza, Centro Specializzato CAD). Besides food retailing, CRAI also oversees diversified operations in the durable sector: office machines, electronic equipment, furnishings, motor vehicles, etc. its total sales surpass 500 billion lire, placing CRAI among Italy’s top 150 companies.

EB Identities: CRAI, Del Borgo, Fleur

EB skus: 850+

Profile: Since 1979—six years after its launch by a group of local retail merchants, CRAI expanded into a national cooperative, becoming Italy’s first publicly held service firm, when it was incorporated. (2007 sales data only available information.) CRAI continues to match competition with its hard discount chain, Europa Europa Discount. Its exclusive brands program is under development with upgrades in packaging and graphics. Report indicate that Crai entered a joint venture in China during 2007 to open four supermarkets with plans for 40 more under

franchise agreements, all supported by four distribution centers. (No updates available.) In 2008, Crai signed a 10-year purchasing and logistic deal with the SMA supermarket group.

Procurement Contacts: Silvana Russo

CROPP COOPERATIVE (The Cooperative Regions of Organic Producer Pools)

One Organic, Way, La Farge, WI 54639

Tel: (608) 625-2602;

(888) 444-6455

Fax: (608) 625-2600

www.organicvalley.coop

Total 2014 Revenues: $973 Million

Percentage of Sales in Exclusive Brands: 17% (E)

Principal Business: Organized in 1988 by seven farmers as a fruits and vegetables cooperative, soon afterward CROPP (The Cooperative Regions of Organic Producer Pools) expanded into dairy products, which then became its primary business. CROPP has emerged today as a leading, dedicated organic farmers cooperative, serving 1,825 farm families in 34 states, as well as in Australia and Canada. Its Organic Valley dairy brand is ranked as the third largest organic dairy brand and fourth largest organic food and beverage brand in the U.S. Besides Organic Valley, the coop sells products under the Organic Prairie organic meat brand; additionally it is licensed to sell Stonyfield Farm Organic brand fluid milk products. Dairy products represent nearly 90% of its sales. Its product portfolio consists of all organic items: fluid milk, butter, cheeses, eggs, meats, soy products and feeds. While CROPP sells its own brands, it separates private label as finished products and raw materials for resale under brands owned or controlled by retailers.

EB Identities: N/A

EB skus: 500+

Profile: Since 2009, CROPP has watched its branded sales decrease from 53.7% down to 590.1% of sales in 2012; while non-brand sales (including private label) have climbed from 46.3% to 49.1% in that period. In 2013, the coop eliminated its juice business. Net income (after taxes) for 2012 dipped by 23.8% to $9.6 million. Its income from dairy slumped as a result of higher farmer pay prices and an increase in sales of excess milk supplies. Net profits in 2013 slipped to $5 million.

UPDATE: CROPP's private label sales growth was up by 20.1% to $144.5 million in 2012. The coop lately has taken steps to bolster its branded business. In 2014, two new brands were introduced: Organic Balance and Organic Fuel protein milk shakes. In 2015, the coop unveiled Grassmilk Yogurt, a premium item with cream on top and the yogurt from 100% grass-fed milk and no grain. Plans call for another brand, Good To Go an adult single-serve milk and the rollout of Mighty Bar Organic meat snacks under its Organic Prairie brand. Its turnaround strategy has worked: On Dec. 22, 2015, the coop reported its total sales at $1 billion+, up by 4.6% overall, the only dedicated organic food company with that size volume. Record profits in 2014 were recorded at $14.5 million versus $5 million the previous year.

Procurement Contacts:

CROSSMARK

5100 Legacy Dr., Plano, TX 75024-3104 USA

Tel: (469) 814-1000

Fax: N/A

www.crossmark.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: 6%

Principal Business: Crossmark, launched in 1995 but with roots tracing back to 1905, is a branded sales and marketing service provider, including private label business. Its J. Brown Agency, Stamford, CT, represents its marketing operation. The company also maintains offices in Canada, Australia, Mexico, and New Zealand. Crossmark provides sales tools to drive share growth through category management, consumption analytics, consumer and shopper segmentation, integrated marketing, and in-store execution.

EB Identities: N/A

EB skus: N/A Profile: Celebrating its 100th Anniversary in 2005, Crossmark’s history traces back to a local food broker, Cooper & Johnson in Arkansas. This business eventually became Sales Mark and then joined with Gordon Co. and The Phillips Co. to become Crossmark in 1995. Since then, the company has embarked on a national rollout, via some 55 mergers and acquisitions, to become

one of the top five private label brokerage firm in the US. Crossmark, however, does not market its own private labels. In 2010, the company acquired TNT Marketing, a national convenience store broker. Crossmark also provides marketing and communication support to the Better Living Brands Alliance (marketer of O Organics and Eating Right, two brands formerly just sold at Safeway, Inc.).

Procurement Contacts: Craig Espelien, VP-Private Brands (Tel: 612-216-5204); Lance Andersen, Sr. VP-Retail Operations (469-814-1132)

CUMBERLAND FARMS/GULF OIL LP

100 Crossing Boulevard, Framingham, MA 01702 USA

Tel: (508) 270-1400; (800) 225-9702

Fax: (781) 823-9012

www.cumberlandfarms.com

Total Fiscal 2011 Company Sales: $8.3 Billion -20% (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1939 as a dairy farm by the Haseotes family (current owners), Cumberland Farms developed New England’s first convenience store chain supported with three dairy plants, an ice cream plant, a bakery, and a beverage facility. The firm also operates its grocery distribution network. The company took over ownership of Gulf Oil in 2005. Today, it oversees a chain of nearly 600 Cumberland Farms convenience stores, as well as operating stations under the Exxon and Gulf gas station banners, all located mostly in New England as well as in Florida or 11 states total. The company owns and estimated 500+ outlets and franchises the balance to independent dealers. Stores range from 600 to 5,000 square feet, stocking between 2,500 to 3,000 skus of popular foods and dry goods as well as liquor and beer. Gulf Oil supplies more than 2,000 sites, among them stores operated by Cumberland Farms, as well as dealerships and distributors.

EB Identities: Cumberland Farms (dairy products, bakery items, snack items, deli sandwiches), Chill Zone fountain and frozen drinks, Farmhouse Blend (coffee)

EB skus: N/A

Profile: Privately owned Cumberland Farms has not been anxious to publicize its contraction in its store count or sales volume over the past couple of years. We estimate that early in May 2009, the

company was comprised more than 1,000 stores with a total volume exceeding $10 million. A news report in September 2010 announced 61 of its stores (34 of them selling unbranded motor fuel) were up for sale; in June 2011, 29 of them were sold to multiple buyers. The company’s intention is to redeploy capital to its other outlets and introduce new stores. Meantime, Cumberland Farms had moved aggressively into introducing more private label groceries, drinksto-go, and toasted sandwiches, including a new package design for the Cumberland Farms brand. The company also has adapted its larger store formats to a foodservice presentation. UPDATE: In March 2014, Cumberland Farms agreed to sell 27 stores in New Jersey, Delaware, and Pennsylvania to privately owned Petroleum Marketing Group, Woodbridge, VA, which oversees some 85 company owned convenience stores as well as some 500 other outlets operated by dealers and agents, under such banners as 7-Eleven, MarketPlace, and Corner Mart, in addition to supplying approximately 800 other stores in six mid-Atlantic states and Washington, DC. Meantime, Cumberland Farms store count lately been estimated at 570 convenience stores in New York, New England states and Florida, according to trade estimates. Also, it's estimated that the Cumberland Farms convenience store operation together with Gulf Oil generated sales of $15 billion in 2012.

Procurement Contacts: John Dulin, Private Label Category Manager

CVS HEALTH CORPORATION

One CVS Drive, Woonsocket, RI 02895 USA

Tel: (401) 765-1500

Fax: (401) 769-0841

www.cvshealth.com

Total 2014 Revenues:$139.4 Billion +9.9%; Pharmacy Services:$88.4 Billion +16.1%; Retail Pharmacy Segment:$67.8 Billion +3.3%

Percentage of Retail Store Sales in Prescription Drugs: 70.7% (up 5.1%); Percentage of Front of Store Retail Sales in Exclusive Brands: 19.5% ; Percentage of Total Company Sales in Exclusive Brands: 2.7% (E)

Principal Business: CVS, which once stood for Consumer Value Stores, merged in March 2007 with Caremark Pharmacy Services (a leading pharmacy benefits manager). Its strategy since then has focused more on broadening its health care services, which let to a name change in 2014: CVS Health. CVS Pharmacies, which now calls itself the largest pharmacy health care provider in the US, operate 7,822 drugstores under the CVS/pharmacy, CVS, Longs Drug, Navarro Discunt Pharmacy, and Drogarie Onofre banner in 44 states, plus in DC and Puerto Rico, and Brazil. CVS claims a 21% share of the US retail prescription drug business. There also are 971 walk-in Minute

Clinics (963 of them inside CVS stores), operating in 31 states and DC. The Caremark portion of the business covers a network of more than 68,000 participating retail pharmacies (including the CVS Pharmacy outlets), encompassing 41,000 chain drugstores and 27,000 independent pharmacies across operating in the U.S., Puerto Rico, District of Colombia, Guam and the Virgin Islands. CVS;s pharmacy services operate: CVS’s 27 specialty pharmacy stores, 11 specialty mail order pharmacies, and 4 mail order dispensing pharmacies. There also are 86 branches, altogether operatig in 40 states, Puerto Rico, and DC. The pharmacy service names include: CVScaremark Pharmacy Services, Caremark, CarePlus CVS/pharmacy, RX America, Accordant, Silver Script, Coram, CVS/specialty, Novo Logix, and Navarro Health Services. CVS Pharmacy stores range in size from 5,000 to 30,000 square feet, while newer outlets tend to be smaller feature drive-thru pharmacies. Revenue breakout: 70.7% in prescription drugs, 11% in OTC and personal care, 4.7% in beauty/cosmetics, and 13.6% in general merchandise and other items. CVS is publicly traded: NYSE: CVS

EB Identities: CVS, CVS Gold Emblem (premium foods, snacks, beverages), Gold Emblem Select, Gold Emblem Abound (healthy snacks and grocery items), CVS Surf Club (children’s swimming products), ‘b Just the Basics’ (value brand for household essentials: paper towels, cleaning aids, beverages, snacks/cookies, beverages, diapers, personal care items, etc.), Nuance Salma Hayek (skincare, cosmetics, haircare, and body care), Earth Essentials (natural and environmentally friendly products), Down to Earth and Essence of Beauty (both bath and body range), Blade (body wash), Lumene upscale Finnish skin care line; and the Cristophe Beverly Hills hair care range; Skin Effects by Dr. Jeffrey Dover (cosmecueticals), Nuprin, Playskool, Life Fitness, 24.7 (skin care), Makeup Academy and radiance PLATINUM (beauty lines).

EB skus: 5.200 +

Profile: In its 2014 annual report, CVS, now operating under a new identity, CVS Health Corp., proclaimed "health is everything." If you track its recent acquisitions and pharmacy services revenue growth, that philosophy is obvious. In 2014, some 184 new stores were opened or acquired in its retail pharmacy segment, while 60 outlets were relocated and 22 closed. Another 175 new MinuteClinic units were opened. This service now covers 971 walk-in clinics (963 of them inside CVS/pharmacy stores) and including onsite pharmacies at client sites. During the year in July, CVS established Red Oak Sourcing LLC in partnership with Cardinal Health Inc. (also in this database). Red Oak operates as a generic pharmaceutical sourcing entity. In September 2014, CVS purchased Navarro Discount Pharmacy, Miami, the largest Hispanic-owned drugstore chain in the U.S. The Navarro banner will continue in 33 drugstores and on the Navarro Health Services pharmacies. During the year, CVS made a bold move, exiting from the sale of tobacco products. This cost the company $2 billion on an annualized basis. So while same store sales rose by 2.1% and pharmacy sales gained by 4.8%, the chain's front of store sales dipped by 4%. CVS's store brand sales now account for 19.5% of front of store sales; the goal is to raise that margin to 25%. During 2014, store brand sales gains were reported in health and in beauty products; while the company launched two new beauty brand lines, Makeup Academy and radiance PLATINUM, while adding more than 40 products under the Gold Emblem Abound health snack and grocery brand. Net income for the year edged ahead by 1.1% to $4.6 billion. UPDATE: More fired up about its quest for wellness, CVS in May 2015 agreed to acquire Omnicare, Cincinnati, the leading provider of pharmacy services to long-term care facilities. This deal is valued at $12.7 billion, which includes $2.3 billion in debt. Omnicare operates 160 locations in 47 states. The following month, CVS opened its purse strings again, agreeding to acquire Target's pharmacy and clinic business for $1.9 billion. Target (also in this database) operates some 1,660+ Target pharmacies in its stores across 47 states. The arrangemet calls for the CVS/pharmacy banner also to be included in new Target stores opening with pharmacy services as well as 80 Target clinic locations to be rebranded under CVS's MinuteClinic banner. Plans call for the opening of another 20 clinics in the next three years, the goal being to build the

CVS/Minuteclinic chain to 1,500 clinics by 2017. This deal also moves CVS into four new key markets: Seattle, Denver, Portland, and Salt Lake City. Additionally, as Target expands its Target Express chain, up to 10 in the next two years, they will include CVS/pharmacies.

Procurement Contacts: Jason Feingold, Director CVS Store Brands; Tom Sullivan, Category Manager; Lanny Lewis, division Merchandise Manager; Michael Bloom, Sr. VP Merchandise; Courtney Burton, Director of Private Label; Kris Kallembach, CVS Brand Marketing Manager; Grant Pill, VP, Merchandise for Store Brands

DAIEI, INC., THE

4-1-1, Minatojima Nakamachi, Chuo-ku, Kobe 650-0046, JAPAN

Tel: +81 (078) 302- 5001

Fax: +81 3-3433-9226

www.daiei.co.jp

Total Fiscal 2011 Revenues: $10.2 Billion +3.1%

Percentage of Sales in Exclusive Brands: 10% (E) Principal Business: From 2002-05, Daiei, Japan’s third largest retailer, has been bailed out three times, the latest a government packaged (covering waivers, share writedowns and companysponsored funds) totaling ¥ 707 billion ($ 6.5 billion). It has been a humbling experience, closing or divesting numerous outlets in its different chains (almost 2,000): Printemps general merchandise stores, Maruetsu supermarkets, discount stores, Lawson convenience stores, department stores, and clothing/sundry goods specialty stores. Daiei also has had belt-tightening in its other businesses, mostly in services (dining out, hotel, and leisure). Daiei also has been involved in the development of stores, real estate, and management development and financing. The company operates about 1,000 stores under different identities as well: Jujiya department stores/specialty shops, Seifu supermarkets, Hokkaido Supermarket Daiei, Kyushu Supermarket Daiei, Big-A limited assortment discount stores, Bonte bread stores, and so on.

EB Identities: Savings (value-priced foods and nonfood products without frills), Captain Cook (high-quality foods), Livnee (home decor products), Livnee Home Style Series (interior coordinated home furnishings), Coltine (price-oriented goods), Helene (powder spray), SALiV (tableware), Qualite Prix (umbrellas), AMPM (clothing and accessories), Red Woods (t-shirts, jeans), Daily Use, Christy, Kuramai (rice grown with few pesticides or fertilizer), Hokahoka (underwear).

EB skus: N/A

Profile: Daiei continues to improve its operations, after reporting its sales below the 1 trillion yen mark for the first time in 30+ years. Marubeni (a Japanese trading company) and AEON (listed in this database) together now control about 50% of Daiei and through their management suppport have helped Daiei regain market share. Also, AEON’s TopValue private label products are now sold by Daiei stores. In this fiscal period, only two stores were opened; but plans call for more than 20 new stores, most of them discount outlets, to open in fiscal 2012. The economic depression in Japan and consumer cutbacks in spending continue to slow Daiei’s recovery progress.

Procurement Contacts: N/A

DAIRY FARM INTERNATIONAL HOLDINGS LIMITED C/o Dairy Farm Management Services Ltd., 7/F, Devon House, Taikoo Place, 979 King’s Road, Quarry Bay, HONG KONG

Tel: (852) 2299-1888

Fax: (852) 2299-4888

www.dairy farm group.com

Total 2012 Sales (includes Associates & Joint Ventures): $11.5 Billion +10%; Total Sales (Its Subsidiaries): $9.8 billion +7.7%

Percentage of Sales in Exclusive Brands: N/A Principal Business: Dairy Farm is a leading, dedicated Asian retailer, which traces its roots back to a modest beginning in 1886 as a cattle farmer. It wasn’t until 1904 that its first retail store opened. Today, Dairy Farm is much more than a dairy farm, overseeing 5,677 outlets in 12 territories. Of that number, there are about 752 foodservice operations, all but 9 under its Maxim’s restaurant venture (Dairy Farm holding a 50% interest). The balance of 4,925 outlets are retail stores under some 20 banners: 11 in supermarkets, two (Giant and ShopWise) in hypermarkets, four (Mannings, Guardian, Health and Glow, and GNC) in health and beauty care, two (7-Eleven and Starmart) in convenience stores, and one (IKEA) in home furnishings. Its supermarket banners are: Wellcome, Giant, Lucky, FoodWorld, Hero, Cold Storage, Rustan’s, Shop N Save, Market Place, ThreeSixty, and Oliver’s. Dairy Farm breaks its business into three marketing areas: North Asia (Hong Kong, mainland China, Macau, and Taiwan); East Asia (Malaysia, Indonesia, Vietnam, and Brunea); and South Asia (Singapore, Cambodia, the Philippines, and India). Its retail outlets cover four sectors: 1,094 supermarkets and hypermarkets ($6.1 billion +10.1%), 1,504 health and beauty stores ($2 billion +14.3%), 2,265 convenience stores ($1.7 billion +6.3%), and seven home furnishings stores ($375.4 million +5.8%). The Maxim’s business covers: Chinese restaurants, fast food/catering services, cake shops/bakeries, Japanese restaurants, European restaurants, etc., plus Starbucks coffee shops. Dairy Farm is 78% owned by Jardina Matheson, a $60.5-billion diversified business group, which focuses on

the Asian market, also dealing in engineering, motor vehicles, insurance, commercial properties, hotels, etc. This conglomerate got its start in 1832 as a trading company in China.

EB Identities: First Choice, No Frills, Bonnie Hub bard (Western-style foods), Aroy-D (canned fruits), Cafe De Luxe (instant coffee), GNC, etc.

EB skus: N/A

Profile: Despite an up-tick in its store sales, albeit with mixed results from country to county, Dairy Farm faced mounting competition and a difficult economic environment in 2012. Its underlying profits dipped by 5,7% to $447 million, significantly impacted by a $59 million profit, which was incorrectly stated in previous annual reports, but found to be attributed to supplier income in Malaysia. Excluding this charge, the company reported its profits would have climbed by 13% to $506 million. The retailer had a net gain of 278 stores during 2012. It also acquired a 70% stake in the Lucky supermarket business (six stores and nine fast food outlets) in Cambodia plus a 50% interest in the Rustan’s retail business (10 hypermarkets and 22 supermarkets) in the Philippines. Its Indonesian business saw 79 new store openings (seven of them hypermarkets). Vietnam welcomed 11 new Guardian health and beauty stores, bringing the total count to 16. Dairy Farm’s Maxim’s Starbucks business (126 shops in Hong Kong) secured a franchise to open Starbuck stores in Vietnam, starting in February 2013. Dairy Farm reduced its interest in PT Hero in Indonesia from 94 to 81% via a market placement , netting $139 million, in order to broaden its shareholders base there. Overall, the company enjoyed a strong profit growth in Hong Kong, particularly with the Mannings health and beauty chain--eight Mannings Plus stores opened and the first Mannings Baby store debuted.

Procurement Contacts: Philippe Gerard, Group Director, Business Development and Marketing (email: [email protected])

DANSK SUPERMARKED A/S

Bjødstrupvej 18, 8270 Højbjerg, DENMARK

Tel: +45 89-30-30-30

Fax: +45 86-27-71-67

www.dsg.dk

Total 2011 Group Sales: $9.9 Billion (DKK 55.2 Billion) -6.9%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This retailer, owned by F. Salling AS (a department store retailer) and AP Møller-Maersk Group (a conglomerate with more than 1,000 companies, mostly in oil and gas), is the largest retailer in Denmark, operating 1,329 stores in five European countries: Denmark (544 stores under six retail chains), Germany (304 Netto discount stores), Great Britain (195 Netto stores), Poland (171 Netto stores), and Sweden (115 Netto stores). In Denmark, its biggest market, there are: 83 føtex warehouse-supermarkets, 15 Bilka hypermarkets, 2 A-Z nonfood, discount markets, 37 Tøj and Sko clothing and show stores, 405 Netto/døgnNetto stores), and 2 Salling department stores.

EB Identities: Kend Varen (Know the Product), Princip! (luxury foods), leevis (life-style foods and household nonfoods), Engholm, Firenze-Eminent (Italian cuisine), Grand Menu, Bon Appetite (Italian foods), Superior (premium foods), plus numerous identities within the Netto chain.

EB skus: 1,000+

Profile: Started in 1906 as Salling Department Store, retailer Herman Salling in 1960 launched Dansk Supermarked and four years later formed a partnership with Møller-Maersk Group. The latter, Denmark’s biggest company, in 2009 suffered its first annual loss in five-plus decades, due to the financial crisis worldwide. This led the company to agree to sell its 193 Netto stores in the United Kingdom in May 2010 to ASDA/Walmart for $1.1 billion. That successful operation has been recognized as the fastest growing supermarket retailer in the UK--its sales up by 11.2% over the 12 months prior to the announcement. This divestment led the overall sales decline; without this consideration, sales would have inched upward by 1% for the year. Dansk reportedly is now ready to make future acquisitions closer to home.

Procurement Contacts: Anja Laursen, Trading Controller

DAYMON WORLDWIDE, INC.

700 Fairfield Ave., Stamford, CT 06902 USA

Tel: (203) 352-7500

Fax: (203) 352-7967

www.daymon.com

Total Revenues: $350 Million+ (E)

Percentage of Sales in Exclusive Brands: 85% (E)

Principal Business: This 40+-year-old private company is a dedicated private brand sales and marketing company, working with some 6,000 manufacturers of food and other products. Its retail partners represent more than 100 customers across 11 channels of trade. Daymon has operations in 22 countries on six continents. Its business is divided into brokerage sales, package design, and events marketing, Its services include point-of-sale material, advertising copy and themed events; category analysis; information services including EDI, UCS, and ECR initiatives; customized reporting plus logistics and distribution support.

EB Identities: N/A

EB skus: N/A

Profile: Daymon, founded in 1969, has become the largest corporate brand marketing/sales agent in the US representing suppliers to some of the top retail/wholesale clients in the drugstore, club store, and pet superstore industries as well as the grocery industry. Lately, the company has moved more aggressively on the international front, one of its latest strategic alliance agreements signed ICA Norway (also in this database). UPDATE: In January 2013, Daymon Worldwide launched "Be Heard," a self-funding, loyalty and payment platform, which provides retailers and supplier partners a competitive edge in connecting with their customers in real time, while sidestepping the costs of credit and debit transaction fees. The cost-effective service provides a one-card and mobile option to add and redeem coupons, receive targeted offers, earn loyalty points, and pay for purchases. In effect it links with the retailer's loyalty program and processes payments , outside the traditional credit card processing system. The technology by Midax and IncentEdge provides targeted coupon offers directly to the customers' loyalty card or mobile phones, as they purchase products., while interfacing with all major POS systems. In August 2013, Daymon announced the addition of China’s Good Home Supermarkets, a chain of 12 hypermarkets operating in central and western China (Xinjiang and Sichuan provinces). This is Daymon’s first entry into the “heart” of China, charged with development of this $326 million+ retailers’ private brand program, market positioning, branding, sourcing, and commercialized services

Procurement Contacts: Carla Cooper, President & CEO; David Lopes, President & General Manager, Daymon International; Glenn Pfeifer, VP-Daymon Design (also in the Manufacturers' Listing); Bharat Rupani, VP and Kimberlee Marsh, both Division VPs, North American Private Brands Development

DELHAIZE GROUP

rue Osseghem 53, P.O. Box 60, Molenbeek-St-Jean, B-1080 Brussels, BELGIUM

Tel: +32 2-412-2111

Fax: +32 2-412-2222

www.delhaizegroup.com Total 2014 Group Sales: $28.1 Billion (€ 21.4 Billion) +2.5%; Delhaize America: $17.2 Billion (€ 13.4l Billion) -1.4%; Delhaize Belgium Sales: $6.8 Billion (€ 5.1 Billion) +3.5%; Delhaize SE Europe/Asia Sales: $ 4.3 Billion (€ 3.2 Billion) +5.4%

Percentage of Total Sales in Exclusive Brands: 30.9% (E)

Principal Business: The Delhaize Group oversees a total of 3,380 stores in nine countries on three continents. Some 61.1% of its net sales come from the US, generated by 1,360 food stores in 18 East Coast states, encompassing six supermarket chains (1,113 Food Lion in 10 states, 72 Harvey’s rural supermarkets in 3 states, 11 Reid's supermarkets in 1 state, 183 Hannaford large supermarkets in 5 states, 72 Sweetbay stores with Hispanic foods in Florida, and the 62 soft discount, limited assortment stores under the Bottom Dollar Food banner in Pennsylvania. Delhaize Belgium encompasses 852 stores under multi formats in Belgium and the Grand Duchy of Luxembourg: three supermarket chains (Delhaize company owned supermarkets, Delhaize AD independent operated stores, low-cost Red Markets) plus Delhaize City neighborhood stores, Proxy convenience stores, Shop ‘n Go small convenience stores, and Tom & Co pet food/care/accessory stores, including franchised outlets. Delhaize in Southeast Europe and Asia oversees 1,168 stores in six countries operating under 12 different banners. The store banners: Euromax, Mini Maxi, Maxi, Tempo, Piccadilly, Tempo Express, City, Food Market, Shop & Co, ENA, Delhaize City, and Super Ino. In Greece, the company operates some 281 stores under the Alpha Beta, Delhaize City, Shop & Go, and ENA banners; in Serbia, 381 stores under the Mini Maxi, Maxi, Tempo and Tempo Express banners; in Romania, 296 stores under the Mega Image and Shop & Go banners; in Indonesia 117 Super Indo; in Bulgaria, 454 stores under the Piccadilly and Piccadilly Express banners; in Bosnia and Herzegovina, 39 stores under the Mini Maxi, Maxi and Tempo banners; in Montenegro, 24 stores under the Mini Maxi, Maxi and Tempo banners; and in Albania, 23 Euromax stores. Delhaize owns 51% of the 103 Lion Super Indol food stores in Indonesia. (Super Indol, manages operations in both Indonesia and Romania.). Delhaize operates some 33 distribution centers. The total employee count at Delhaize Group is 160,883.

EB Identities: Delhaize oversees some 15 private brands. In Europe: Delhaize, CARE (general merchandise and health and beauty products), Bio organic range, Derby (generics), Biogarantie (guaranteed organic fresh and grocery products), 365 (low-priced, basic range of everyday and seasonal range—grocery, frozen foods, beverages, dairy, fruit & vegetables and wine), Alfa-Beta, Alfa-Beta’s Close to Greek Nature (regional products), Green Leaf (organic non-food items), AB Choice (premium perishables), Cub Foods, Pro dravi (low-cholesterol, low-fat), Pet’s Budget and Tom & Co (pet foods and accessories), Multicultural Tastes (frozen prepared foods), Vita Care (personal care & hygiene), plus private labels from the European Marketing Distribution Group (EDM) a purchasing and marketing organization for grocers throughout Europe (labels such as Minel household cleaners and laundry products, Rio Bravo fruit juices, Premier Cola, Smart Option (value brand), Mega Image, Eco-label, etc. In the U.S., its private brands are: Food Lion, Sweetbay, Hannaford, Taste of Inspirations (frozen entrees), On the Go Bistro (refrigerated ready meals), Smart Options (value line), Nature’s Place (organic and natural products), Healthy Accents (health and beauty products), Home 360 (general merchandise).

EB skus: 15,000+ (E)

Profile: Delhaize suffered another tough year in 2012 as it launched a rebound strategy, carried into 2013 and onto 2014. This called for trimming the fat, so to speak, from its operations and concentrating on its strong retail operations. Its lackluster performance needed attention: Revenues in 2011 reached € 19.5 billion and since then have advanced just € 1.6 billion. In 2012, Delhaize closed 146 stores, while converting another 64 store banners, mostly in the U.S. as part of its Food Lion chain repositioning. In January 2013, Delhaize closed 34 of its under-performing Sweetbay stores in Florida. The next month, the Group sold its 23 Euromax stores in Albania. Plans then ensued to sell its Sweetbay/Harveys/Redi's chains ( generating revenues of $1.7 billion for the year), covering 154 stores. Delhaize also sold 24 stores in Montenegro. For 2013, its gross profits barely edged ahead by 0.06% to € 5.1 billion. Late in 2013, after some 15 years without a change, Delhaize hired Frans Muller from Metro AG of Germany (also in this databse) as its new CEO. One promising area emerged recently: Romania, where in late September its Mega Image subsidiary began testing "AB Cool Food," a 180-square-meter store in Bucharest, featuring mostly frozen private label foods imported from Belgium, Germany, Serbia, and France. The stock includes mostly Delhaize brand products, as well as Casino (from France), the AB brand, and some Crop's items from a family run business in Belgium. The stores stock some 600 products, covering fruits, vegetables, meats, ready meals, pasta, etc. Its website promotes exciting recipe suggestions for meals: www.abcoolfood.ro. In Romania, the subsidiary opened some 89 stores in 2012 and so far as many as 90 outlet in 2013, including both its Mega Image neighborhood supermakes and its Shop & Go convenience format. In Belgium, the Delhaize Direct Cube virtual supermarket has launched in some train stations to promote direct selling to commuters. The Group relies on development of its private brand business. In 2011, for example, the Alfa Beta chain in Greece launched 219 private brand products. Also, the Group introduced two healthier ranges, NatriLife and Delhaize Kids. Delhaize’s private brand business is strongest in Belgium, taking 58% of revenues. In its US market, private brand share is about 27% of revenues; while in Southeast Europe and Asia, private brands take about 17.5% of revenues. The U.S. market, during 2011, introduced a line of 600 products under the new, value brand, MyEssentials. It’s modeled after Delhaize Belgium’s successful 365 economy brand. UPDATE: Delhaize's property selloffs have continued in 2014 with 39 stores in Bosnia & Herzegovinia sold during April to an entrepreneurial group, Tropic Group B.V, and finally the Sweetbay-Harveys-Reid's deal completed in June 2014 sold for $265 million cash to BI-LO Holdings (also in this databaseo), Greenville, SC, operator of BI-LO and Winn-Dixie supermarkets. In pulling completely out of Flordia, Delhaize also struck another deal, for $28 million, the sale of its distribution center in Plant City, FL, to C&S Wholesale (also in this database), Keene, NH.

Procurement Contacts: Etrienne van Roie, International Trade Manager; Philippe, Brunelli, VP International Product Exchange; Dirk Van Den Berghe, Senior VP Strategy Delhaize America, Inc. 2110 Executive Drive, Salisbury, NC 28145-1330 USA Tel:( 704) 633-8250 Fax: (704) 636-5024 URLs: foodlion.com hannaford.com Sweetbuysupermarkets.com Belgium G.D. Of Luxembourg Brussels, Belgium. Tel: +32 2-412-2111 Belgrade, Serbia Tel: +381 11715-34000 URL: www.maxi.rs

Alfa Beta Vassilopoulos Gerakas Attica, Greece Tel: +30 210-66-08-000 URL: www.ab.gr Mega Image, Bucurest, Romania Tel: +40 21-224-66-77 URL: www.mega-image.ro Picadilly, Varna, Bulgaria Tel: +359 52-66-34-34 URL: www.piccadilly.bg PT Lion Super Indo, Jakarta, Indonesia Tel: +62 21-2929-333 URL: www.superindo.co.id Procurement Contracts: Rob Brunory, Senior VP, Procurement & Category Management; Elwyn Murray, VP, Procurement & Category Management; Natasha Bringegar, Private Brand Product Manager (Food Lion) and Marci Grebstein, VP of Marketing, Brand Strategy (both Food Lion in Salisbury, NC); Marc Lessard, Director Private Brand Product Dev., Mary Wright, VP Marketing & Brand Strategy, and Tim Jacques, Sr. Director of Private Brands (all at Hannaford Bros. in Portland, ME)

DICK'S SPORTING GOODS, INC.

345 Court St., Coraopolis, PA 15108 USA

Tel: (724) 273-3400

Fax: N/A

www.dickssportinggoods.com

Total 2011 Sales; $5.2 Billion +7%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Incorporated in 1948, this specialty sporting goods retailer recently, both organically and via acquisitions, has enjoyed significant growth, pushing its store count from 294 in fiscal 2006 up to 561 in fiscal 2011. Its goal: 900 locations in the US. There are 480 Dick’s stores (approximately 50,000 square feet average) in 48 states and 81 Golf Galaxy stores (13,000 to 18,000 square feet) in 30 states. The larger stores stock a full range of products, mostly brand name equipment (52% of sales), apparel (29%) and footwear (19%). The Golf Galaxy shops are more interactive, featuring artificial bent grass putting greens, golf simulators, and the like.

EB Identities: Slazenger, Maxfili, Field & Stream (camping, hunting, fishing), adidas (only baseball), Koppen, Fitness Gear, Walter Hagen, Nishiki, Reebok, Louisille Slugger (hosiery), etc.

EB skus: N/A Profile: Despite the weakened U.S. economy, Dick’s (NYSE: DKS) overall enjoyed a 45% gain in net income to $263.9 million. Some 36 Dick’s stores were opened during the year. Its success has encouraged a strategy of more “private label,” development, which Dick’s manages primarily through licensing agreement on an exclusive basis. Its Dick’s chain sales were up by 0.8%, Golf Galaxy up by 4.3%, and e-commerce sales ahead by 36.4%. In April 2012, the company purchased outright the intellectual property rights to the Top-Flite golf brand from Callaway Golf Company. Also, Dick’s that same month signed a strategic partnership with JJB Sports plc, Wigan, England--a sporting goods chain of 185 stores in the United Kingdom and Ireland. JJB was hit hard in its fiscal 2011 year with the credit squeeze and weak employment numbers in the UK. Its revenues slipped by 21.7% to £ 284.2 million, while it reported an operating loss of £ 103.5 million. Coming to the rescue, Dick’s has invested some $ 32 million in JJB. The latter merchandises about 6.7% of its sales in own brand products.

Procurement Contacts: N/A

DILLARD’S, INC.

1600 Cantrell Rd., Little Rock, AR 72201 USA

Tel: (501) 376-5200

Fax: (501) 376-5917

www.dillardss.com

Total Fiscal 2011 Sales: $6.1 Billion +0%; Retail Sales: $6 Billion +2%

Percentage of Sales in Exclusive Brands: 23.8% Principal Business: Established in 1938, Dillard’s has become one of the largest apparel and home furnishings retailer in the U.S. Publicly traded (NYSE:DDS), the company operates 308 Dillard stores in 29 states, broken down as 294 department stores and 14 clearance centers. The company owns 240 of those outlets. Dillard’s stores are located in suburban shopping malls and open-air centers. Ladies apparel and accessories account for 37% of its net sales, followed by men’s apparel at 17%, cosmetics at 15%, and shoes at 15%. With more than 50% of its sales in apparel, Dillard’s since 2005 has grown its private and exclusive brands by more than eight percentage points to 41% of apparel sales.

EB Identities: Antonio Melani, Gianni Bini, Rountree & Yorke, Daniel Cremieu, Kiehl’s, Bobbie Brown, Philosophy, etc.

EB skus: N/A Profile: In January 2011, Dillard’s established a real estate investment trust and a captive insurance subsidiary. During this fiscal period, two new stores were opened and three others closed. The company also operates a strong online store, which produced $ 120 million in sales during the year, according to "Internet Retailer" magazine. In February 2012, the company invested $ 4 million in the e-commerce firm, Acumen Brands (established in 2009), which operates 12 specialty shops online. Dillard plans to tap into its technology and marketing services expertise.

Procurement Contacts: N/A

DIRK ROSSMANN GMBH

P.O. Box 13 62, 30 929 Burgwedel, GERMANY

Tel: +49 513-98980

Fax: N/A

www.rossmann.de Total 2011 Sales: $7.1 Billion (€ 5.1 Billion) +10.5%

Percentage of Sales in Exclusive Brands: 20%+ (E)

Principal Business: Founded in 1972, Rossmann--allowing for the insolvency of competitor Schlecker (also in this database)--is now the largest European drugstore chain, operating 2,531 drugstores, of which 1,612 are in Germany and 919 in three Eastern European countries, Poland, Hungary, and the Czech Republic. The company is owned 60% by Dirk Rossman and 40% by Hutchinson Whapopoa Co., owner of A.S. Watson Group of Hong Kong (also in this database).

EB Identities: Rossmann merchandises some 43 private brands, covering most product categories; baby and children items, personal care, sunscreen care, cosmetics, shaving needs, wellness and health, oral and dental care, home and pet, hair care, perfume and fragrance, food and beverage, etc. Identities include Alterra (pharmacy, health & beauty care, dietary products), EnerBiO (organic foods), babydream, domol, isana, Rossmann, etc.

EB skus: 3,000+

Profile: Early in 2012, Rossmann acquired 104 Your Place stores from the bankrupt Schlecker Group. Rossman plans to open 110 stores in Germany during 2012.

Procurement Contacts: N/A

DIXY GROUP OJSL

Building 1, 47A, Bolshaya, Ochakoska Street, Moscow, RUSSIA FEDERATION

Tel: +7 (405) 933-1450

Fax: +7 (404) 933-0259

www.dixy.ru

Total 2012 Group Sales: $4.7 Billion (RUR 147.6 Billion) +43.7%

Percentage of Sales in Exclusive Brands: 10% (E)

Principal Business: Founded in 1992, Dixy has become the third largest national food retailer (in terms of revenues) in Russia. Some 54.4% of the company is owned by the Mercury Group of Companies (a holding company). Dixy (RTS, MICEX:DIXY) operates 1,499 stores, mostly Dixy neighborhood stores, Victoria stores, a Cash store, and compact hypermarkets under three store banners: Kartal, Deshevo, and Seeynaya Kopilka. Also, the retailer operates Megamark and MiniMart compact hypermarkets and economy supermarkets plus one cash & carry store. It portfolio as of March 31, 2013: 1,544 stores comprised of 1,436 Dixy neighborhood stores, 77 Victoria stores, a Cash store, and 30 compact hypermarkets under the MegaMart and MiniMart banners.

EB Identities: Polnaya Krynka, Selo Kushinkino, Odarka, Lubinye Traditsil.

EB skus: N/A

Profile: In June 2011, Dixy merged with Victoria Group, paying RUR 20 billion ($680 million) for the chain of 257 stores, which has significantly boosted Dixy’s operating results. Its 2012 net profits soared by 52% over the previous year to RUR 42.2 billion. During 2012, the company opened 380 stores. This retailer continues to open new stores. Its private label program, started in 2005, up to now has encompassed numerous brands. In September 2012, the company introduced a new private label program, consolidating its different brands under the Dixy brand in its Dixy stores. Reports indicate that the strategy is to boost their share of revenues to 15% by 2015.

Procurement Contacts: Denis Vasiliev, Purchasing Director

DM-DROGERIEMARKT GMBH &CO KG

Carl-Metz-Strasse 1, 76185 Karlsruhe 0721/55 920, GERMANY

Tel: +49 7181254445

Fax: N/A

www.dm- drogeriemarkt.de Total Fiscal 2011 Group Sales:$8.6 Billion (€ 6.2 Billion) +8.8%; Sales in Germany: $6.3 Billion (€ 4.5 Billion) +9.8%

Percentage Sales in Exclusive Brands: 30% (E)

Principal Business: Established in 1973, dm-drogeriemarkt operates some 2,500 stores in 11 European countries, of which 1,256 are located in Germany. Lately, the company has expanded more into Eastern Europe. Its marketing beyond Germany extends through: Austria, Czech Republic, Slovakia, Hungary, Slovenia, Croatia, Bosnia, Serbia, Romania, and Bulgaria.

EB Identities: Balea (body, hair & skin care), Alverde (natural cosmetics), Jessa (feminine hygiene, incontinence), S-quitofree (insect repellant), Sun Dance (sun protection), ebelin (brushes, sponges, files, wet wipes, cotton wool), Dasgesunde Plus (medications, health care), Dontodent (dental products), Alana textiles, baby love (diapers), Paradise (disposable cameras), Denkmit (surface cleaners), profissimo (aluminum foil, trash bags, napkins), Sanft & Scher (toilet paper), Your Best (pet food), Fascíno (hosiery), etc.—20 different own brand ranges, mostly economically priced.

EB skus: 2,600+ (E)

Profile: This privately owned firm is the second largest drugstore chain in Germany (Rossmann, also in this database, now considered the market leader). In recent years, it has expanded into Central European countries. One of its newest private label product ranges: Alverde natural cosmetic sunscreen protection.

Procurement Contacts: N/A

DOLLAR GENERAL CORP.

100 Mission Ridge, Goodlettsville, TN 37072 USA

Tel: (615) 855-4000

Fax: (615) 855-5252

www.dollargeneral.com

Total Fiscal 2013 Sales: $16 Billion +8.2%

Percentage of Sales in Exclusive Brands: 23.6%

Principal Business: Dollar General calls itself the largest small-box discount retailer in the US., operating 10,557 Dollar General stores in 40 states. It supplies its chain through 11 distribution centers. Its stores stock some 10,000 skus per outlet, where 73.9% of the merchandise is in consumables (food, beverages & snacks, heath & beauty aids, and paper & cleaning aids), 13.6% in seasonal items, 6.6% in home products, and 5.9% in apparel. This retailer typically prices most of its items at $10 or less, while 25% of its stock sells at $1 or less. The company is traded on the NYSE: DG.

EB Identities: Consumables--DG health, DG body, Clover Valley (food/beverages/snacks), American Value (lower price food/paper), Sweet Smiles (confectionery items), Family Gourmet, DG home and Smart & Simple (household cleaners, paper products); Seasonal--DG office, Holiday Style, True Living Outdoors, True Living Kids; Home Products--DG home, True Living; Apparel--DG baby, Open Trails (men and boys); plus an exclusive license to sell Bobbie Brooks clothing (women & girls), Uni-Lab (automotive oil, transmission fluid), EverPet and EverPet Basics (both pet supplies). Dollar General also has exclusive distribution of Rexall products, supplied by Rexall, owned by The Katz Group in Canada (also in this database).

EB skus: 2,100

Profile: Priorities at Dollar General include building its store presence: Some 625 outlets were added this year, while 56 stores closed. Another priority is its rollout of food coolers, some 1,400 stores were newly equipped during the year, making the store average 11 coolers per outlet. In conjunction with this, more consumable products, especially perishables, candy and snacks are being stocked and with them, more private label items. The retailer has “substantially increased” its number of private label items: some 200 new private brand producdts added in 2012, while plans call for an additional 320 new private label consumables in fiscal 2013. Also, a rollout of tobacco products into all its stores is underway. The company’s new format grocery stores, Dollar General Market, introduced in 2010, promises to open the door to more private brand business, building its consumable merchandise inventory. These stores are 10,000-square-feet versus the typical 7,200 square foot Dollar General store. The company is keeping this concept under wraps; although reports indicate that there are close to 150 stores already in operation.

Procurement Contacts: Tammy DeBoer, VP of Private Brands; Rick Channell, Director of Private Brands; Stonie O’Briant, Exec. VP, Merchandise Marketing; Bob Warner, Vice-President of Merchandise; Terry Lee, Vice-President Consumer Brands; Gary Stephens, Sr. Director Private Brands

DOLLAR TREE, INC.

500 Volvo Parkway, Chesapeake, VA 23320 USA

Tel: (757) 321-5000

Fax: N/A

www.dollartree.com

Total Fiscal 2014 Sales: $8.6 Billion +9.7%

Percentage of Sales in Exclusive Brands: 50% (E)

Principal Business: Dollar Tree (NASDAQ: DLTR) calls itself the leading discount ($1 price point) variety store chain in the US, operating 5,367 stores in 48 contiguous states plus in five Canadian provinces (Alberta, British Columbia, Manitoba, Ontario, and Saskatchewan). It operates under six banners; Dollar Tree, Deals, Dollar Tree Deals, Dollar Tree Canada, Dollar Giant, and Dollar Bills. In the US, it operates 4,938 primarily under the Dollar Tree banner. There also are some 429 Deal multi-price stores, 219 of them operating in 19 states and 210 in Canada. The Dollar Tree variety stores sell merchandise at a fixed $1 price-point; while the Deals outlets which sell most items at $5 each or less, offers some items priced at $10+. Dollar Tree’s stock covers 49.3% in consumables (foods, health and beauty, household items, frozen/refrigerated foods), 46.4% in variety (toys, gifts, house wares, and soft lines), and 4.3% in seasonal, averaging 6,800 items (including closeouts and promotional deals) per store. Domestic goods total up to 60% of the stock, while imports range from 40 to 45% of stock. The stores range from 8,000 to 290,000

square feet of selling space; while 3,620 stores now include freezers and coolers. The company employs some 90,000+ associates. Dollar Tree also operates some 10 distribution centers. EB Identities: Assured (OTC), April Bath & Shower, Deal$, Everything’s $1.00, Dollar Giant, Breck hair and body care, Angel of Mine (health & beauty items), Cooking Concepts (Kitchenware), Greenbrier Kennel Club) pet supplies), The Home Store (household chemicals), Laundry Essentials, Gourmet Select, etc.

EB skus: N/A

Profile: The future looks "bright" and "exciting" for this chain. During fiscal 2014, Dollar Tree opened 391 stores, expanded another 72 outlets and closed 126 stores. Plans call for another 400 store openings in fiscal 2015. Comparable net store sales jumped by 4.3% in this fiscal period; while net income rose by 0.4% to $599.2 million. The company reported for the first time exceeding 1 billion transactions in a fiscal year. UPDATE: The big news, of course, came after its fiscal closing in Jan. 31, 2015 when Dollar Tree emerged as the victor in is year-long fight to acquire the rival dollar store chain, Family Dollar, Matthews, NC (also in this database). The market leader in this segment, Dollar General (also listed in our database), operator of more than 10,000 stores and with sales of $14.8 billion, lost its higher bid of $9.1 billion to take over Family Dollar. Instead, Dollar Tree won with its $8.5 billion cash and stock offer. The merger of Family Dollar and Dollar General touched on some sensitive issues, including antitrust problems in terms of competition. Dollar Tree instead agreed, once the deal was consummated, to sell some 330 Family Dollar stores in 35 states to Sycamore Partners, New York, a private equity firm. That divestment package represented $45.5 million of operating income, which the new investors agreed to operate under the new Dollar Express banner. Bottom line: Dollar Tree acquires up to 8,000 Family Dollar stores (to remain under that banner), thus becoming a chain of 13,000+ stores, representing $18 billion in sales--ahead of the market leader, Dollar General. The deal, approved by the FTC early in July 2015, is expected to be completed by August 2015.

Procurement Contacts: Bob Rudman, Chief Merchandise Officer; Bob Sasser, President/CEO

DOLLARAMA INC.

5805 Royalmounte., Montreal H4P 0A1 CANADA

Tel: (514) 737-1006

Fax: N/A

www.dollarama.com

Total Fiscal 2011 Sales: $1.4 Billion (C$ 1.4 Billion)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Dollarama is the leading operator of dollar stores in Canada, operating 652 corporate stores in all provinces. The company started in 1910 as S. Rossy Inc., but in 1992 began converting the Rossy banner over to Dollarama. Its stores, averaging 9,874 square feet, are located in strip malls and shopping centers. Some 50% of its merchandise is in general merchandise (including stationery, house wares and kitchen wares, hardware, and electronics); 37% in consumables (paper, plastic, foils, household and cleaning supplies, health and beauty care, candy, drinks, snacks and other foods); and 13% seasonal items.

EB Identities: Dollarama

EB skus: N/A

Profile: In February 2009, all merchandise previously sold at a $1 price point (except candy for less), added pricing at $1.25, $1.50, and $2 to broaden the product selection.

Procurement Contacts: N/A

DSW INC.

801 DSW Drive, Columbus, OH 43219 USA

Tel: (614) 237-7100

Fax: N/A

www.dswinc.com

Total Fiscal 2012 Sales: $2 Billion +11.1%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Established in 1991, DSW (Designer Shoe Warehouse) is a leading specialty brand footwear retailer, now traded publicly (NYSE:DSW). The retailer operates 326 stores in 40 states, offering 24,000 pairs of shoes in 2,000 styles (dress, casual, athletic)--mostly designer or better brands (300+) at a discount prices. Its breakout: 66% women’s, 15% men’s, 12% athletic, and 7% accessories (handbags, hosiery, etc.). The company also operates leased departments in other retail outlets: 261 in Stein Mart, 74 in Goodmans Stores, and one in Frugal Fannie’s Fashion Warehouse. DSW stores average 22,000 square feet.

EB Identities: Kelly and Katie, Levity, Lulu Townsend, Poppie Jones, Audrey Brooke, Aston Grey, Mix No 6, or Crown Vintage

EB skus: N/A Profile: Penguins tap dance wildly in the movie “Happy Feet.” That could serve as a symbol for what executives at DSW do these days: tap dance their way into higher profits. Income for this period orbited upward by 286.7% to $200.3 million. Customers crowded DSW stores (or shopped online) helping to push total sales up by 11.1% past the $ 2 billion mark. Some 17 new stores opened during the year, while plans call for up to 40 more in 2012. In February 2011, the company’s largest shareholder, Retail Ventures, Inc. was merged with DSW, where Retail Ventures continues as a holding company with DSW operated as its subsidiary. DSW also indicated it plans to build its private brands business, starting in 2011. Don’t expect a ‘Happy Feet’ promotion focused on its exclusive brands: So far, DSW has not specifically promoted any of the brands it sells: They all make your feet happy!

Procurement Contacts: N/A

DOLLARAMA INC.

5805 Royalmounte., Montreal H4P 0A1 CANADA

Tel: (514) 737-1006

Fax: N/A

www.dollarama.com

Total Fiscal 2011 Sales: $1.4 Billion (C$ 1.4 Billion)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Dollarama is the leading operator of dollar stores in Canada, operating 652 corporate stores in all provinces. The company started in 1910 as S. Rossy Inc., but in 1992 began converting the Rossy banner over to Dollarama. Its stores, averaging 9,874 square feet, are located in strip malls and shopping centers. Some 50% of its merchandise is in general merchandise (including stationery, house wares and kitchen wares, hardware, and electronics); 37% in consumables (paper, plastic, foils, household and cleaning supplies, health and beauty care, candy, drinks, snacks and other foods); and 13% seasonal items.

EB Identities: Dollarama

EB skus: N/A

Profile: In February 2009, all merchandise previously sold at a $1 price point (except candy for less), added pricing at $1.25, $1.50, and $2 to broaden the product selection.

Procurement Contacts: N/A

DPI SPECIALTY FOODS

601 Rockefeller Ave., Ontario, CA 91761

Tel: (909) 975-1019

Fax: (909) 975-7238

www.dpispecialtyfoods.com

Total 2014 Turnover: $971 Million (€730.1 Million) +8.9%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: DPI Specialty Foods is the third largest specialty food distributor for the retail sector in the U.S. It is operated as a subsidiary of the Irish Dairy Board Co-op, Dublin, Ireland, which renamed itself Ornua Cooperative Limited in April 2015. DPI from four distribution centers provides both the retail and foodservice trade with sales, marketing and logistics support, covering more than 40,000 skus--a product range covering perishable and non-perishable foods (ambient, chilled or frozen) imported from five continents. The products cover: gourmet, natural, organic, gluten-free, local and ethnic foods.

EB Identities: N/A

EB skus: 4,000+

Profile: With some 30 years in business, this value-added specialty food distributor has extended its product offering far beyond the dairy category, its parent company's specialty. In December 2015, the $3 billion operations, Ornua, concerned about concentrating and developing its own dairy brand, Kerrygold and related dairy brands plus private label dairy business on a global basis,

sold a majority stake in DPI to the private equity firm, Arbor Investments, Chicago, which in turn has interests similar interests in food and beverage products. At that time, DPI announced its sales now exceeded $1 billion.

Procurement Contacts: N/A

DUNNES STORES.

46-50 South Great Georges St., Dublin 2, REPUBLIC OF IRELAND

Tel: +353 1-475-111

Fax: +353 1-897-3875

www.dunnesstores.ie

Total Fiscal 2012 Sales: $4.9 Billion ( € 3.8 Billion) (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Dunnes Stores is an icon in Ireland, tracing back to its first clothing store, which opened in 1944 in County Cork. This family owned business has evolved over the years into a mass merchandiser, combining a unique blend of groceries, textiles, and homewares. Its popularity in offering low prices led to it becoming Ireland's largest retailer. Today, Dunnes operates 156 stores: 11 in the Republic of Ireland, 23 in Northern Ireland, 6 ( textile only stores) in England, 5 in Scotland, and 5 in Spain.

EB Identities: St Bernard (groceries, homeware, textiles); Dunnes Stores (across its three major categories); Carolyn Donnelly Eclectic (homewares); Savida Collection (women's apparel & accessories, such as handbags, footwear, and jewelry)

EB skus: N/A

Profile: Competition has intensified for Dunnes, despite its long track record; it now commands a 24% market share in the country's grocery market--second only to Tesco. Also, Aldi and Lidl discount retailers have emerged to challenge Dunnes' traditional low-price strategy. Recently, Dunnes hired Carolyn Donnelly, a recognized fashion designer, as the chain's fashion director and rolled an exclusive product range of homewares under her name, Carolyn Donnelly Eclectic. Also new is its Dunnes' exclusive brand Savida Collection of women's clothing and accessories.

Procurement Contacts: Dick Reeves, Director of Food; Carolyn donnelly, Fashion Director

E. LECLERC

52 rue Camille Dismoulins, 92451 Issy-les-Moulineaux, FRANCE

Tel: +33 1-4662-5200

Fax: +33 1-4662-9600

www.e-leclerc.com

Total Fiscal 2012 Group Sales (with fuel) :$56.4 Billion (€ 43.7 Billion) +7.54%; Group Sales (excluding fuel) : $45 Billion (€ 34.9 Billion) +7%

Percentage of Store Sales in Exclusive Brands: 30% (E)

Principal Business: Leclerc is a private cooperative of independent retailers, established in 1949 and today comprised of 530 independent entrepreneurs (mostly in France) as members of Groupements d’Achats des Centres E. Leclerc. These retailers operate 562 stores in France, 70% of them hypermarkets (Centre Leclerc) ranging in size from 2,500 to 6,000 square meters. Additionally, there are some 131 Centre L-Gambetta supermarkets. Also there are 114 stores (drawing on different specialty store concepts) in six other countries: Spain (11), Portugal (22), Italy (30), Poland (40), Slovenia (2), and the Andorra principality (2). E. Le Clerc oversees some 13 specialty retail concepts: 59 E. Leclerc Brico (DIY stores), 33 Jardin E. Leclerc (garden centers), 213 E. Leclerc Cultural spaces (multimedia entertainment), 182 E. Leclerc travel agents, 277 The Armoury Jewelry E. Leclerc, 63 E. Leclerc optics, 188 E. Leclerc Parapharmacies (drugstores), 95 Hour perfume itself. In addition, there are 27 sports & leisure outlets, 219 Praised agencies, 4 Spices Audition (hearing screening), and 564 E. Leclerc service stations. LeClerc has a joint venture with Conad in Italy and a joint venture with System U in France. In February 2006, this co-op joined with three other co-ops in Italy (Conad), Switzerland (COOP), and Germany (REWE) and the Belgian retailer Colruyt to form an alliance of independent European distributors, called Coopernic. Its aim: to exchange know-how and reduce supply chain costs, while expanding their product offerings, improve performance and to keep prices low. EB Identities: Marque Repère (covering numerous sub-brands--BioVillage, Tablette d’Or, Delisse, Mots D’Enfants, Lyriance, Douceur duVerger, Landmark Brand, etc.), Nos Régions ont du Talent (gourmet regional foods), Eco+ (economy line), Les Chemins de la Qualite (fruits and vegetables), Tissaia (clothing),Sismix (clothing for children 10 to 18 years), Le Manege a Bjoux (jewelry), Clairgaz, Kanghai, etc.

EB skus: 6.500+

Profile: Market leader, Carrefour, is looking over its shoulders at discounter Leclerc, which has gained market leadership in France. Leclerc stresses its lowest price policy and earned the

reputation in France as the “cheapest chain.” A major tool that supports that label is the retailer’s own brands. Marque Repère represents some 3,500 products, selling at 20 to 25% below the leading brands. It’s backed up by the retailer’s eco+ discount brand, covering 1,500 products, all sold cheaper than other brands and including competitor’s own brands. Leclerc’s apparel range, under the Tissaia brand, represents some 700 products—priced 20 up to 60% lower than the competition. Leclerc maintains the Galec central buying group, operating from its headquarters and in Paris, while its members also purchase goods on a regional basis through 16 regional merchandising centers. The diverse activities of the members include Simplec petroleum service stations, Devinlec jewelry stores, Edel banks, Scapauto auto service outlets, E. Leclerc travel, and other services. Recently, a Coopernic member, Coop of Switzerland, began supplying its Naturaline brand products to the clothing sections of E. Leclerc stores in France. In 2011, E. Leclerc’s import operation, Siplec, reported turnover of € 9.7 billion. Siplec , which purchases consumer goods plus energy needs (fuel, oil, etc.), handles 83% of its non-fuel turnover in own brands--purchasing, product development, etc. E. Leclerc now has 271 “Drive” locations, which allow customers to shop online and either pick up their purchases at a store or order home delivery. In September 2012, the “Leclerc movement’s” founder, Edouard Leclerc died at the age of 85. UPDATE: In September 2013, Leclerc and its four other members of the Coopernic buying alliance jointly announce the termination of the alliance, effective Dec. 31, 2013; after which four of the members (Rewe of Germany, Colruyt of Belgium, Migros of Switzerland, and Conad of Italy) will form a new alliance--excluding Leclerc. The reason: reportedly a despute between Rewe and Leclerc resulting in "irreconcilable difference" about the future of the alliance and its strategic direction. Some partnerships related to the Alliance will have to be reconciled, such as Leclerc and Conad sharing store concepts and the Alliance owning 80% of IKI, a major retailer in the Balkin states. Also, Coopernic reportedly recently was developing a common private brand for the alliance members. Coopernic now represents a combined sales turnover of € 95 billion from the 17,500 stores operated by its five members in 17 European countries. For the year 2013, Leclerc reported its sales up by 4.7% to € 35.5 billion (excluding fuel).

Procurement Contacts: Alexandra Pradines

EDEKA AG

Versandanschrift, New-York-Ring 6, 22297 Hamburg, GERMANY

Tel: +49 40-63-77-0

Fax: +49 40-63-77-22-31

www.edeka.de

Total 2012 Group Turnover: $ 57.8 Billion (€ 44.8 Billion)+3.8% Total Retail Food Trade Sales: $ 51.3 Billion (€ 39.8 billion) +4.6% Total Netto Marken-Discount Sales: $ 14.6 Billion (€ 11.3 billion) +5.2% Total Cash + Carry/Bulk Consumer Services Sales: $ 2.5 Billion (€ 1.9 billion) +3% Total Sales to 3d Parties: $ 1.7 Billion (€ 1.3 billion) -14.8%

Percentage of Grocery Sales in Exclusive Brands: 22% (E)

Principal Business: Edeka traces its roots back to 1898. Today, it is the number one food retailer in Germany (26% market share), the third largest discounter in Germany, and one of the largest cooperatives in Europe. Its network, serviced by 38 warehouses, crosses three tiers: EDEKA Zentrale, seven regional companies, and its local retail trade. Nine EDEKA co-operatives own EDEKA Zentrale, which provides Group strategic leadership and holds participation in Netto Marken-Discount and other brands. Nationwide in Germany, the Group represents some 11,684 stores. The Group operates under two marketing concepts. The full-range retail stores (EDEKA center/neukauf/aktiv markt and Marktkauf), which are operated mostly by 4,000+ independent retailers (organized under nine cooperatives). The independents franchise sales (6,231 stores) alone gained 6.4% to e 21.3 billion for the year. Company-owned store sales dipped by 0.5% to e 8.3 billion. Edeka also operates in the discount retail segment: Netto Marken-Discount, a subsidiary, now overseeing 4,100 Netto banner stores, serviced by 18 warehouse locations. EDEKA Group also is one of Germany’s leading producers of meats, sausages, and fresh daily baked goods. Its 17 regional bakeries generated 2012 sales of e 700 million +4%. Its regional companies operate more than 30 production plants, supplying private labels such as EDEKA Gutfleisch and EDEKA Bio Wertkost. Additionally, EDEKA Fruchttkontor is one of Europe’s leading fruit marketers (procuring fruit and vegetables from 80 countries. EDEKA’s Cash + Carry/Bulk Consumer Services also include regional cooperative partners, Handelshof, Stroetmann and Rulko. The Bulk Consumer Services sales derive from some 115 Edeka C+C grossmarkt (self-service cash-and-carry stores) in Germany. In Austria, Edeka owns the ADEG Group,, while also maintaining holdings in Denmark, the Czech Repurlic, and Russia. Other EDEKA businesses: Rheinberg Winery, EDEKA Bank AG, publishing, etc. EDEKA also owns 45% of Agenor SA, Geneva, the international procurement partner of ITM Enterprises (Intermarche--now identifed as Les Mousquetqaires also in this database), which holds 45% interest, too. (Eroski Group of Spain holds the remaining 10% interest.

EB Identities: EDEKA has consolidated its own brands mostly under the EDEKA flagship brand together with its sub-brands--Italia, La France, Espana, Selection (premium quality), and bio. Additionally, the company markets: Gut & Gunstig (Good & Affordable entry-level items), elkos (health and hygiene products) as well as some regional brands: Gutfleisch (meats), Unsere Heimat (”Our home & good” dairy and produce items), etc. Netto markets the BioBio brand; and Edeka C+C markets brands like Topkauf and Maitre.

EB skus: 3.400+

Profile: Despite the adverse economic climate in Germany, EDEKA was able to dodge threatening words like “debt crisis” and “rescue” and post positive results for the year. It was the year also that the co-op celebrated the 100th anniversary of its private label program. A major ad campaign proclaimed this milestone, including TV and print advertising, using the Turkish-German comedian Kayla Yanar as a spokesperson. In EDEKA stores, the promotion carried over to combining leading brands with its own brand products, such packaging Bailey’s Cream liquor with sachets of EDEKA brand coffee. A select number of its own brands were promoted with extra product content and sold at the regular-size price. Some EDEKA items also carried a jubilee logo. Reports are that the co-op’s private label sales advanced by more than 12% from June 2011 to June 2012.

Procurement Contacts: Sven Dolny, Stephanie Schwatlo, Sabrina Hickling (Marketing).

EL CORTE INGLES, S.A.

Hermosilla, 112-3A Planta. 28009 Madrid, SPAIN

Tel: +34 901-122-122

Fax: +34 01-402-5821

www.elcorteingles.es Total Fiscal 2010 Group Sales: $22.7 Billion (€ 16.4 Billion) -5.7%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: El Corte Ingles, a family owned business, is the largest retailer in Spain, operating a total of 680 stores in seven formats, located in six countries besides Spain: Belgium, Greece, Italy, Mexico, Portugal, and the Middle East. Founded in 1934, up until 2005, some 98% of its sales were in Spain. Its formats include 74 El Corte Ingles (The English Cut) department stores, 37 Hipercor hypermarkets, 83 Supercor supermarkets, 184 Opencor convenience stores, 2 BriCor DIY stores, 111 Optica 2000 eye care stores, and 188 Sfera fashion shops. Also, there are 1,000+ Viajel El Corte English travel agencies, 380 Telecor phone equipment, financial/insurance services and Investromica wholesaling.

EB Identities: Aliada (Allied)

EB skus: N/A Profile: Spain’s largest privately owned company, again reported net profits down, not as sharply as last year, by 3.4% to € 369 million). Spain’s economic climate depressed its sales overall, the steepest drop in its Hipercor chain, down by 16.3% to € 2.6 billion. This retailer introduced its first exclusive brand, Aliada (Allied) in October 2008, covering some 200 products across multiple categories. They are sold in its department stores, hypermarkets, and supermarkets. In August 2009, the brand was extended into hygiene and personal care products, growing to more than 400 products. During the year, El Corte Ingles added three shopping malls, its department store concept, called The English Court. In February 2011, this retailer introduced a second exclusive brand, Veckia, as a breakaway brand from the first one, covering some 200 toiletries and personal care products. Plans call for expanding that range, too. UPDATE: In January 2013, this retailer plans to join the European buying group, AMS, also in this database.

Procurement Contacts: Jose Antonio Rojos, Creative Director, Private Label

EMD AG

Churerstrusse 166, CH-8808 Pfaffikon SZ, SWITZERLAND

Tel: +41 55-515-3939

Fax: +41 55-415-3993

www.emd-ag.com Total 2010 Member Sales: $172.9 Billion (€ 130 Billion)

Percentage Sales in Exclusive Brands:N/A Principal Business: EMD (European Marketing Distribution) calls itself “the Number 1 purchasing and marketing organization in Europe,” representing a membership of 15 medium-sized independent retailers and wholesalers, who trade in 19 European countries and represent some 150,000 stores: supermarkets, convenience stores, discount, etc. The potential turnover of EMD’s membership is close to € 130 billion

EB Identities: Minel (household cleaning and laundry products), Elky (dry groceries), Bodyfine (cosmetics), Premier (cola), Rio Bravo (fruit jams), Breakfast Club (cereals), Premier (cola, soft drinks), Monte Castello (pasta products), PowerKing (batteries, energy drink), Selmi, Max und Moritz, Omega, Hause Wappen, Apti, Spice Field, Office, Unity, dorati, Banderos, EMDBRAU

EB skus: 500+

Profile: When EMD was started in 1989 by the national purchasing organizations in Austria, Germany, France, Italy, the Netherlands, Portugal, and Spain, there existed 17 other central organizations. Today, EMD operates as the surviving multinational sourcing and marketing organization for independent, medium-size grocery traders in Europe. Throughout its history, the organization has added other national purchasing organizations from: Great Britain and Ireland in 1992, Sweden in 1995, Greece and the Czech Republic in 2000, Belgium in 2001, Denmark and Finland in 2002, Slovakia in 2003, Portugal in 2006, and Norway in 2007. Today, some 13 shareholders continue as members in EMD. Five of them each hold 14% share in the group: EMC Distribution S.A.S. Paris, France; Markant Deutschland GmbH, Offenburg, Germany; Eurommadi Iberica SA, Esplugues, Spain; ESD Italia S.r.l., Segrate, Italy; and C.I.V. Superunie B.A., Beesd, The Netherlands. The other members, each with 3.5% ownership, are: Markant Oesterreich GmbH, Vienna, Austria; Markant Syntrade AG, Pfaeffikon, Switzerland; SuperGros a/s, Brondby, Denmark; Tuko Logistics Osuuskunta, Kerava, Finland; Musgrave PLC, Dublin, Ireland; Uni/Norges Gruppen AS, Oslo, Norway; Axfood Sverige AB, Stockholm, Sweden; and Euromadiport, Lisbon, Portugal. EMD launched its first Euro-label in 1993, followed by other brands since then. Other than these euro-labels, EMD has not managed the members’ own private

label programs, handling only A-Brand purchases. In September 2009, EMD streamlined its structure, seeking to develop closer ties with its members, while also providing a more efficient operation. The group was divided into two departments: Branded Products and Private Label Products. The latter platform represented a new strategy for EMD, where it now began to participate in the common purchase of private label products for the members’ own private label program. The Private Label Department sources and negotiates purchasing conditions for large quantities of goods which are, in turn, marketed by the members. This new strategy attracted Groupe Casino to join EMD in December 2010. Casino previously had begun pooling the purchases of its own brand products under the Casino, Monoprix, and Leader Price labels through its EMC Distribution center. EMC Distribution S.A.S. became an EMD member as a result.

Procurement Contacts: Stephan Plass, Director, Private Label Department; Jürgen Barthelmä, Director Branded Products; Joris Savelkouls, Director of Private Label Projets

ESSELUNGA SPA

Via Giambolognal 1, Limito di Pioltello, Milano 20096 ITALY

Tel: +39 2 923671

Fax: +39 2 9267202

www.esselunga.it Total 2011 Group Sales: $8.8 Billion (€ 6.3 Billion) +4.3%

Percentage Sales in Exclusive Brands:N/A

Principal Business: Family-owned with Bernardo Caprotti in control as founder and chairman, Esselunga was started in 1957 in Milan as one of the first supermarket chains in Italy. Today, as a subsidiary of Caprotti’s Supermarkets Italiani S.p.A., it operates 143 retail supermarkets and superstores, and is among the top five retailers in Italy. Additionally, the company oversees some 30 Olimpia Beauté perfumery stores, usually located in shopping malls. The company also operates production facilities in Milan and Florence, providing products like ice cream, bakery items, fresh pastries, ready-to-eat meals, sauces and juices to its stores.

EB Identities: Esselunga, Esselunga Bio , Esselunga Naturama, , Esselunga Top (gourmet foods), Pronti in Tavola (in table ready-to-eat meals), Pronti d Cuocere (ready-to-cook meals), Ecolabel (certified nonfoods)

EB skus: 2,500+

Profile: Esselunga, a retailing pioneer in Italy, reportedly was first to introduce online shopping to produce its own organic products, recently introduced a superior quality private label range of foods under its new Esselunga Top brand. The company’s founder also has announced plans to retire and sell the business. Esselunga, operating in the higher-income regions of Italy (North and Central), has been the target for acquisition for some years.

Procurement Contacts: N/A

ETN. FR. COLRUYT

Wilgenveld, Edingsesteenweg196, B- 1500, Halle, BELGIUM

Tel: +32 2-360-10-40

Fax: +32 2-360-02-07

www.colruyt.be Total Fiscal 2012 Group Sales: $10.2 Billion (€ 7.9 Billion) +7.8%; Retail Sales: $7.6 Billion (€ 5.9 Billion) +6.9%; Wholesale Sales: $1.7 Billion (€ 1.3 Billion) +2.1%

Percentage of Sales in Exclusive Brands: 20%+

Principal Business: Started in 1925 as a bakery with a wholesale business (coffee, spices, etc.), Colruyt, still family owned, has weathered Europe's economic uncertainties by continuing to offer shoppers the lowest prices posssible. This has reflected in continued strong growth, including its fiscal 2012 gross profits--up by 7.6% to € 2 billion. Colruyt now oversees some 422 stores located mostly in Belgium and with 64 in France, and two in Luxembourg. The Group's food stores break out into 225 Colruyt supermarkets, 80 Okay neighborhood stores, 7 Bio-Planet biologicalecological supermarkets, 46 Colruyt and Coccinelle supermarkets in France. In non-foods, the retailer operates and 46 Dreamland toys/school-office supplies, multimedia, and DreamBaby baby care products. Additionally, there are 75+ DATS 24 self-service petrol stations in Belgium and France, as well as printing and engineering operations. Colruyt also does its own bottling of wines, , coffee roasting, meat and cheese processing, etc. In wholesale, the Group operates 14 distribution centers in Belgium and 27 in France. In Belgium, the service via Spar Retail NV covers 276 Spar independent retailers, via Collivery N a number of foodservice/home delivery/export customers, and via Alvocol NV deliveries to independent storekeepers. In France, customers include affiliated independent stores and foodservice accounts. The affiliated stores: 6 Coccinelle outlets, 30 CocciMarket stores, and 8 Panier Sympa stores, plus 850 independent storekeepers in France. Additionally, its PROàPRO Distribution arm caters to hotels and restaurants, as well as to institutions in France. Also, PAPD operates 16 Codi-Cash stores, and self-service stores for entrepreneurs. The company first evolved with cash-and-carry operations then, in 1965, entered the discount store business and since the late 1990s, expanded through acquisition into two divisions, Retail and Wholesale. Colruyt as well also now belongs to Coopernic, the European buying group.

EB Identities: Colruyt Prix-Qualite (Price-Quality), Collibri, Everyday Selection (basic commodity products), Bio-time, Eldorado, Galaxi, Belsy, Lisa, Spar

EB skus: 2,500+

Profile: With the right pricing strategy in place, Colruyt reported strong, steady growth throughout its retail/wholesale operations. Colruyt Belgian stores saw revenues advance +6% to € 4.9 billion, while their market share edged upward to 25.5%. Other operations did as well: Okay and BioPlanet revenues +14.5% to € 478.4 million, non-food outlets +9.4%, stores in France +18.6%. The DAT24 petrol stations. thanks in part to a price hike of 15.3%, saw revenues jump by 29.3%. UPDATE: Early in fiscal 2013, Colruyt announced its plans to construct a 30,000-square-meters distribution center in Ollignies, Belgium--scheduled to open in the spring of 2015. Another ambitious plan, set for completion by 2015, was reported in May 2013. The retailer has begun re-packaging and re-identifying its own brand portfolio, consisting of more than 50 brands. A new consolidated identity, Boni Selection (Bonus Selection), will be the flagship brand appearing in all its food stores. The first category affected: fruits and vegetables. Next, brands like Eldorado juices, Galaxi cheeses, Belsy biscuits, and Lisa paper towels and toilet paper will be changed. The Boni Selection name derives from the Boni banner used by the independent grocers it serves for decades. Colruyt also had used a Boni own brand for its fruits and vegetables.

Procurement Contacts: Jaak Paesmans, Buying Group Manager

EXPRESS INC.

1 Express Drive, Colombus, OH 43230 USA

Tel: (614) 474-4001

Fax: N/A

www.texpress.com

Total Fiscal 2011 Sales: $1.9 Billion +11%

Percentage of Sales in Exclusive Brands: 100%

Principal Business: Express is a specialty apparel and accessories retailer, targeted to fashionconscious women (65% of its stock) and men (35%) between 20 and 30 years of age. The company started in 1980 in Chicago as a division of Limited Brands (also in this database). In

2001, the division consolidated under the Express store banner and in 2007, Golden Gate Private Equity became a majority owner in Express LLC. Today, Express operates 591 mall-based stores (547 of them dual gender--women and men), operating in 47 states, the DC and Puerto Rico. Also, there are seven licensed stores in the Middle East. Its stores average 8,700 square feet. Express also operate its design studio with an in-house design team.

EB Identities: Lifestyle, Editor (pants), Essential, 1 MX (Shirts), Stella, Zelda, and Ea (all denim lines)

EB skus: N/A

Profile: The year 2010 sparkled for Express, marking its 30th anniversary year. Its net income shot upwards by 73.8% to $ 127.4 million, helped with the opening of 23 new stores, while only 5 were closed during the year. In May 2010, the company entered an IPO, and its company was listed on the NYSE under the EXPR symbol. The company also entered Canada with seven stores, its first venture outside the US without a franchise partner. E-commerce sales for the year leaped ahead by 60%. Express also introduced m.express.com, its first mobile commerce site, introduced new apps, and began testing TV and national print advertising.

Procurement Contacts: N/A

F.A.B., INC. (FROSTY ACRES BRANDS)

1225 Old Alpharetta Rd., Suite. 235, Alpharetta, GA 30005 USA

Tel: (678) 356-0076; (800) 569-4821

Fax: (678) 356-0100

www.frostyacres.com

Total 2010 Sales: $1.5 Billion+ (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: A national, member-owned cooperative buying and marketing group of 180 distributor members, who serve independent food distributors in the US, Puerto Rico, The Bahamas, and Canada. Its customer base covers: broad liners, wholesalers, retailers, system distributors, and center-of-the-plate specialists. Together, they have a buying power of $40 billion+. It’s estimated that some 40% of their sales are in private label. This group also serves the retail marketplace.

EB Identities: Restaurant’s Pride (4 quality grades--Preferred, Regal, Crown, and Superior); Frosty Acres (1st quality), Garden Delight (2d quality), Colonial (3d quality), plus other labels— Frosty Fare, Frosty Lite, Frosty Seas, Frosty Pure, Frosty Clear; Orefresco Italian food line; Frytatious premium shortening; Butterful liquid butter alternative; PerformaClean cleaning products; Wrangler Supreme hamburger patty line.

EB skus: N/A

Profile: Founded in 1954 by seven independent foodservice distributors, looking for their own national label, Frosty Acres Brands today covers more than 18,000 items, branded and private label. Its range covers meats, poultry, seafood, product, nonfoods and supplies. In retail, the group handles vegetables, fruits & juices, ice cream, novelties, and specialty items. Its target product ranges in foodservice are divided among: baked items-condiments; dairy-ethnic foods; equipmentlow-moisture fruits; margarine-potatoes; seafood-turkey; and veal-vegetables. The group is based in a 17,000 square-foot facility in Alpharetta, GA.

Procurement Contacts: Rick King, Product Procurement

Fa. ANTON SCHLECKER

Im Scheckerland, D-89579 Ehingen, GERMANY

Tel: +49 1805-004327

Fax: +49 7391-5841855

www.schlecker.de Total 2010 Group Sales:$ 8.6 Billion+ (€ 6.5 Billion+) -10.8% (E)

Percentage Sales in Exclusive Brands: 15%

Principal Business: Privately-held Schlecker, up until early in 2012, was the third largest drugstore chain in Europe, commanding a 70% market share in Germany and about a 38% market share overall in the 8 European countries in which it operates. The retailer oversees an estimated 11,00+ outlets, 8,000+ of them in Germany. Its discount outlets average 200 square meters and each sell about 4,000 items. The retailer has since gone bankrupt (see Profile for details).

EB Identities: AS, Franziskus (OTC and health care), Rilanja (skin care), WestLife (after share for men), active, Schlecker, BabySmile

EB skus: N/A

Profile: Schlecker, which began in 1975 has, since 1987, expanded outside of Germany. The company is now expanding its own brand stock, under the AS brand, to represent 15% of total sales. This includes development of other exclusive brands as part of its 4,000+ product lines. The company, owned by German billionaire Anton Schlecker, has recently run into labor union problems and wage disputes. Also, the chain of stores that range from 130 to 200 square meters has begun closing the smaller outlets (some 800 in 2009) and concentrated on its larger units. This business has suffered declining revenues and no profits over the past two year, forcing the closure of some 1,000+ stores. In January 2012, after failing to secure bridge financing, Schlecker filed for insolvency, giving it about three months more to restructure its business. UPDATE: In retrospect, Schlecker’s 37 year history traces an impressive growth to some 14,000 stores by 2008--making it Europe’s largest drugstore chain. That growth rate, some observers believe, was too rapid, pushing the chain into small, unprofitable markets, including some in East Germany. Facing insolvency, the Group in 2012 failed to secure a buyer, forcing it in June 2012 to close some 2,000 store in Germany, placing tens of thousands of employees out of work. A number of stores were sold to competitors, including Rossman (also in this database) picking up 104 outlets. In May 2012, 145 Schlecker stores in the Czech Republic were sold to p.k. Solvent, operator of 700 TETA drugstores plus an additional 200 in Slovak and a wholesale business, supplying 5,500 other stores. The Czech Schlecker stores will be re-branded as TETA, giving that business a total 20% market share in the country. In August 2012, the company’s subsidiary, Schlecker Austria was acquired by the Austrian investment group, TAP 09. Its plans reportedly call for keeping some 1,350 stores open in Austria, Poland, Italy, Belgium, and Luxembourg, while broadening the product mix to include more grocery items. Reports are that the store will be renamed “Daily,” positioned as a local grocer. Schlecker's other stores slowly are being gobbled up by other retailers: Rossman of Germany (104 sores), MTH Retail Group (109 stores), etc.

Procurement Contacts: N/A

FAMILY DOLLAR, INC.

10401 Monroe Rd., Matthews, NC 28105 USA

Tel: (704) 847-6961

Fax: (704) 849-2044

www.corporate.familydollar.com

Total Fiscal 2014 Sales: $10.5 Billion +0.9%

Percentage of Sales in Exclusive Brands: 25%

Principal Business: Organized in 1959, Family Dollar has grown to become the second largest dollar store chain (”general merchandise retail discount store”) in the US. Its store tally at the end of this period reached 8,000+ stores in 46 states and DC. Its stores (ranging from 7,500 to 9,500 square feet) selling mostly merchandise under $1 but also items priced at $10 or less. They are located in urban, suburban and rural areas. Some 69% of its product mix is now in consumables: household chemicals, paper products, candy, snacks and other foods, health and beauty care, hardware and auto supplies, plus pet food/supplies. Home products take 11.4%, apparel and accessories 8.8% and seasonal & electronics 10.8% of total sales.

EB Identities: Family Dollar, Family Gourmet, Family Wellness (OTC drugs), Family Solutions (housewares), Family Value (value brand), Kidgets (diapers, formula food, apparel), Family Pet (pet food and accessories), Family Chef (cookware), Interiors by Design (home furnishings), Outdoors by Design (outdoor products).

EB skus: N/A

Profile: Established in 1958, this leading discount retailer, versus its explosive growth in the recent past, endured a more tepid expansion overall in fiscal 2014 (ending Aug. 30 2014), adding 526 new stores, closing 400 outlets, while emphasizing store improvements: renovatingrelocating/expanding another 738 stores. Plans called for opening 375 stores and closing 40, while renovating/relocating/expanding 775 stores in fiscal 2015. For fiscal 2014, however, net income slipped by 35.9% to $284.5 million. Fourth quarter profits in fiscal 2014 plunged by 66%, reflecting its inventory markdowns and restructuring charges plus its merger fees (see update below). The weak sales gain in fiscal 2014 was attributed to that period of 52 weeks versus 53 weeks in fiscal 2013. The extra week added $189 million to sales; Family Dollar indicated that on a 52-week comparison, its recent sales advanced 2.8%. The company has continued to reduce its apparel and accessories, putting more emphasis on consumables (now 73% of its stock) and installing coolers into its stores. Family Dollar differentiates itself from the competition by emphasizing national brand merchandise at a discount. UPDATE: Throughout the year, Family Dollar has been ripe for takeover. The market segment leader, Dollar General, however, failed in its higher bid offer of $9.1 billion; that left Dollar Tree (also in this database), the winning bidder with an $8.5 billion cash and stock offer. The merger between Dollar Tree and Family Dollar was approved by the FDC, pending some store divestments; and Family Dollar early in July 2015 officially became a wholly owned subsidiary of Dollar Tree. The combined chains totaled 13,000+stores with sales estimated at $18 billion+. The Family Dollar store banner and headquarters survive this takeover. See Dollar Tree for details.

Procurement Contacts: John Scanlon, Senior Vice-President, Merchandising & Marketing; Barbara Corey, Director Private Label; Mary Rachide, Division VP/Private Brands; Robert Smmigiel, VP Mktg.; Michelle Grisson, VP of Private Brands; Don Hamblen, Sr. VP Customer Marketing; Tim Matz, VP, Global Sourcing Director; Trey Johnson, Sr. VP-Food; Tamy Deboer, VP, Private Brands/Merchandise Initiatives; Maryann Herskowitz, Dir. Strategy/Execution Private Brands.

FAMILY MART CO., LTD.

Sunshine 60 @ Building 17th Floor1-1, 3-1-1 Higashi Ikebukuro, Toshima-ku 170-6017, Tokyo, JAPAN

Tel: +81 3-3989-6600

Fax: N/A

www.family.co.jp

Total Fiscal 2011 Non-Consolidated Sales: $12 Billion (¥ 1,440,457 Million) +13.1%; Total Operating Revenues: $3.1 Million (¥ 270,817 Million) +16.2%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Operating as the third largest convenience store chain in Japan, Family Mart commands a 17.4% market share there. Overall, the company oversees 17,598 c-stores with 9,350 of them outside of Japan. The company reports owning 437 stores. In Japan, it operates 8,248 stores and an additional 9,350 stores in five other countries: South Korea (5,511), Taiwan (2,637), Thailand (622), China (566), the United States (10) stores, and Vietnam (4). Its stores typically are 115 square meters, stocking 2,600 items. Some 70% of its store sales derive from boxed lunches, drinks, and other foods. Its principal categories are chilled cup drinks, pasta, desserts, and fast food items. The newest category, deli items and salads, is being rolled out for older consumers. The retailer is listed on Tokyo Stock Exchange.

EB Identities: Famima Kitchen fast food items, Three-Star pasta, Sweets+ desserts, Ajiwai Famima Café chilled cup drinks

EB skus: N/A

Profile: Celebrating its 30th anniversary in 2011, Family Mart reported record, double-digit growth with its net income soaring by 61.8% to ¥ 16,678 million. During the year, this retailer opened 736 stores and closed 270 outlets. Since December 2009 with its takeover of am/pm Japan Co., Japan’s seventh largest c-store retailer, the company has converted 220 am/pm stores over to the Family Mart banner. Its total store count for the year is up by 1,809 to 17,598 stores. Most of its growth is overseas, where 1,249 stores were added versus 560 more in Japan. A worsening economy in Japan was compounded in March 2011 earthquake and tsunami in the Tojhuku region. It forced Family Mart to temporarily close 300 stores and eventually lose 33 stores completely. In July 2011, the company formed a joint venture with ITOCHU, forming Vima Family Mart Co in Vietnam. The company also has a venture with ITOCHU, a majority stockholder in Family Mart, for a beverage production company, producing private label mineral water, tea and soft drinks. Family Mart’s future growth projection are ambitious: 24,000 stores chain-wide by 2015 and 40,000 by 2020.

Procurement Contacts: N/A

FDB/COOP DENMARK

Vallensbaek Torvevej 9, 2620 Abertslund, DENMARK

Tel: +45 39-47-0000

Fax: +45 39-470001

www.fdb.dk

www.coop.dk

Total 2011 Group Sales:$8.1 Billion ( DEK 43.8 Billion)

Percentage Sales in Exclusive Brands:N/A Principal Business: FDB (Faellesforeningen For Danmarks Brugsforeninger) is one of Denmark’s largest membership organizations and the largest grocery store chain in the country. It owned by its members, some 1.7 million people. It oversees half a dozen or more store formats, including supermarkets, hypermarkets, and discount stores. FDB’s roots trace back to 1886 with the debut of one of its chains, Irma. Its structure has changed in this Century. In 2002, FDB became a member of Coop Norden, which combined the purchasing power of two other coops, in Sweden and Norway. This activity was phased out in late 2007, placing the Danish co-op back on its own. In July 2008, FDB took over ownership of Coop Danmark AS. FDB also operates an ad agency and conference training services.

EB Identities: Ängelmark (multiple product categories addressing organic, environment friendly, and anti-allergic foods and non-foods), Coop, Coop X-tra, Irma, Bla (coffee), IRMA (multiple categories), Bluecare (household washing, cleaning & hygiene products), Minirisk (cleaning, baby & hygiene items plus nappies or diapers), Natura Okologi (organic grocery, dairy, fruit/vegetable products), Danefrost (frozen products), and Friends (children’s and baby clothes & diapers), “C” convenience foods, etc.

EB skus: N/A Profile: FDB’s Coop Denmark operates 394 DagliBrugson (convenience stores), 367 Fakta discount stores, 271 Super Brugson (supermarkets), 81 Kickly (food and nonfood stores), 80 Irma (high quality food grocery stores), and other concepts (Lokal Brugsen, IRA A/S) chains. Its latest venture: a new convenience store concept, called “C,” with the letter C inside a heart shape, meant to address consumer interests in ethics, price, convenience and life-style products. The first C store opened in April 2010. During 2011, FDB reported a tough year for the Kickly and SuperBrugsen chains, and satisfactory results for Irma. Its biggest growth engine is the Fakta discount chain, which reflects the recession-like climate across Europe. Also, DagliBrugsen chain sales gained momentum in this period.

Procurement Contacts: Allan Agerskov, Category Group Manager, Groceries

FEDERATED CO-OPERATIVES LTD.

401-22nd Street East, Saskatoon, SK, S7K 0H2 CANADA

Tel: (306) 244-3311

Fax: (306) 244-3403

www.coopconnection.ca

Total Sales: $8.2 Billion ($8.3 Billion Canadian) +16%; Total Food Sales: $1.8 Billion ($1.8 Billion Canadian) +2.3%; Total Petroleum Sales: $4.6 Billion ($4.7 Billion Canadian) +16.3%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This cooperative, which started in 1928, today is owned by 240 locally owned retail co-ops, two affiliated members, and 17 associate members, operating in more than 500 communities in four Western Canadian provinces, the Yukon, and Northwest territories. Its members total 1.5 million. The co-op operates 11 divisions, including a petroleum refinery subsidiary, a food wholesaler, general merchandise, crop supplies, feed, forest products (plywood plant and sawmill), etc., servicing its member-owners with support for their Co-op food banner convenience stores, gas bars, and pharmacies, while also providing marketing and administration back-up. Grocery wholesaling plus fresh produce is supplied through its subsidiary, Grocery People’s Ltd. in Edmonton, Canada (Tel: 780-477-5700 or visit www.tgp.ca). This subsidiary services accounts such as Super A Foods, Bigway Foods, and Tags. The co-op also supplies foodservice customers with some 6,000+ national brand products.

EB Identities: Co-op, Co-op Gold, Harmonie, Country Morning, Marketplace Bakery

EB skus: 1,700

Profile: The Federated Co-operatives Limited and its member co-ops are called the Co-operative Retailing System. Its strong performance in 2011 is attributed to marketing programs, but very likely also boosted by higher gasoline prices at the pumps: The CRS owns the Consumers Cooperatives Refinery Ltd., in Regina. Net earnings for the year shot upward by 69% to $839 million.

Procurement Contacts: N/A

FEDERATED GROUP, INC.

3025 West Salt Creek Lane, Arlington Heights, IL 60005 USA

Tel: (847) 577-1200; (800) 755-9588

Fax: (847) 632-8204

www.fedgroup.com

Total Sales: $3.8 Billion+ (E)

Percentage of Sales in Exclusive Brands: 95% (E)

Principal Business: Federated is a premier sales and marketing company in the grocery, drugstore and foodservice industries. Working with retailers, distributors, wholesalers, and manufacturers, Federated provides programs and services in a variety of areas: (1) Retail Grocery--providing customized private brand solutions though its own brands, programs, and comprehensive in-house services: (2) Foodservice--offering traditional broad-line foodservice to foodservice operations in convenience stores and grocery store deli counters, drawing on its unique expertise in a variety of food channels: (3) Supply Chain Consolidation--offering small and medium size retailers benefits from consolidating sourcing, procurement, inventory management, and distribution; and (4) SailPointe Creative Group--proving in-store marketing, branding and package design expertise with responsiveness, dynamic creative impact and return on design investments.

EB Identities: Hy.Top, Parade, and Red & White (all national brand equivalent); Better Valu (entry-level price point grocery items); BV Care (entry-level health and beauty care); Lifemark and Cuddle Ups (health and beauty care national brand equivalent items); Effortless Entrees (frozen meal solutions); Prima Brite (laundry care); Companion’s Best (pet food); Seven Farms (natural and organic foods).

EB skus: N/A

Profile: Early in the last century, S.M. Flickinger, a grocer in Buffalo, NY, realized that the small, independent grocers could work together to compete more effectively with the dominant grocery chain at that time: A&P. Flickinger saw that part of A&P’s advantage was their private brand, so the innovative grocer created the Red & White brand, formed a buying cooperative and attracted quality vendors to offer customers high quality products at competitive prices. This strategy has become the foundation of Federated’s Retail Grocery business.

Procurement Contacts: Ken Hillman, Vice-President of New Business Development; Dan Muller, Pat Collins, and Doug Baker, all Sales Vice-Presidents; Ted Kontopoulos, VP Category Development

FEDERATION OF MIGROS COOPERATIVES

Limmatstrasse 152, P.O. Box 1766, CH-8031 Zürich, SWITZERLAND

Tel: +41 44-277-2111

Fax: +41 44-277-2525

www.migros.ch

Total 2012 Consolidated Sales: $ 23.5 Billion (CHF 24.9 Billion) +0.6%; Co-op Retailing: $18.9 Billion (CHF 20.2 Billion) -0.9%; Trade (Denner, Migrol, etc.) Retail Sales: $ 6.4 Billon (CHF 6.8 Billion) + 6%; Industry/Manufacturing & Wholesaling Sales: $5.1 Billion (CHF 5.4 Billion) +1.6%; Finance: $3.5 Billion (CHF 3.7 billion) +2.8%, Travel Sales: $1.2 Billion (CHF 1.2 Billion) -13.5%

Percentage of Co-Op Retail Sales in Exclusive Brands: 90%

Principal Business: Migros is primarily a Swiss consumer cooperative overseeing 10 independent regional cooperatives, which operate under the M, MM, and MMM store banners. Group, however, also operates numerous other businesses, including manufacturing and processing facilities, wholesale and catering businesses, the leisure market including travel, and a diversified range of specialists retail outlets. Under Trade Retailing, for example, there are more than 10 different banners: Denner (discount), Migrol (fuel stations), Globus Magazine, Depot (home accessories), Migrolino (convenience stores), Interio (furniture) , ExLibris (entertainment media), leShop (internet services), Office World (office equipment), Probikeshop, plus multiple market outlets, such as DIY + Garden, Micasa, SportXX, Malecronics, Herren Globus warehouse stores (men's wear), etc. Discounter Denner (CHF 2.8 billion +1.7%) and Migrol heating/fuel oil/convenience stores (CHF 1.9 billion +6.5%) represent most of this business. Migros' MIndustry (also in the Manufacturers database) manufacturing/wholesale business encompasses some 14 manufacturing/processing companies in Switzerland, three foreign enterprises, and two wholesale operations (Scana Lebensmittel AG and Merat AG). Additionally, the company operates Migros Bank, Migros Travel (tours & travel agents), Hotelplan Group, etc. representing 2,091,188 (+0.2%) members and overseeing 13,623 locations

EB Identities: Migros Sélection (top quality), M-Classic (middle range), M-Budget (entry level quality); M brand, , M-Plus (eco line), Migros-Bio (dairy bio-products), Anna’s Best (fresh convenience foods), Athena (men’s underwear), Bededor baby food), Maestro (apparel), Frey (chocolates), Bishofszell (canned fruit, vegetables, meat, fruit juices, iced tea, frozen foods, jams, etc.), tinned Aprox (mineral water), Midor (cookies, crackers, ice cream), Micasa (furniture), Mibelle (health and beauty care), Mifa (laundry and cleaning agents, margarine, cooking fats),

Mio-Star (household and electrical appliances), MPower (batteries) Fruidor (juices, herbs, grape juice, and table vinegars), Zo_Sensible (skin care for sensitive skin), Migros-Sano (meats), MBudget (food and nonfood), Actilife (functional foods), Ready & Quick (convenience food), Blox (chocolate bars), Le delizie del Pescatore (fish), Blacksmith (jeans), Authentic-Wear (leisure wear), Spirit (sporty elegant business wear), I am (personal careo), Crème d'or (ice cream), Classic-line (men’s wear), EcoTex (women’s hosiery), X-Line (men’s underwear), Kneipp (shower and bath products), Pingu (childcare products), M-Watches, Belherbal (shampoo), Fish&Co, Bio-Poulet, Globus, Engagement (ecological, social and ethical products), Selection (premium products). Migros regards its high-profile brands as: Anna’s Best fresh convenience foods, Léger low-fat cheese, Aprox mineral water, Frey chocolate, Heidi dairy products, Candida dental care, Total detergent, Créa d'or cookies etc.

EB skus: 30,000+ (E)

Profile: Weak economic conditions in Europe continued to impact on Migros. The weaker Euro, however, improved the Group's buying power abroad. Its domestic retail business barely rose 1%, forcing the retailer during the year into "massive" price reductions: prices cut on some 2,000 products. International sales, however soared by 69% to CHF 568 million. (In 2009, Migros acquired 49% of Gries Deco Holding GbH (GDH), Niedernberg, Germany, an operator of 224 Depot home accessories stores in Germany and Austria. Its stake increased to 51.1% the following year.) Migros Travel suffered significantly during the year. Migros' profits for the year jumped by 9.8% to CHF 724.2 million. In an effort to bolster its wholesale business, Migros increased its interest in Cash + Carry Angehrn (operator of nine C&C outlets), Gossau, Switzerland, to 80%. the Group also merged Angehm into its catering operation (Scana Libensmittel AG), but kept those operations autonomous. Migros’ success in the private label business continues, having already launched Café Royal coffee capsules and developed a line of ‘From the region’ products. The Group also reports strong growth for its Migros Bio range, and its efforts in sustainable products, such as Forest/Marine Stewardship articles. UPDATE: In January 2013, Migros took control of Tegut Kundenbetreuung, Fulda, Germany, a regional retailer operating 305 stores, plus a wholesale business, and a bakery. Tegut, established in 1947 and a pioneer in organic food retailing in Germany, specializes in organic and fresh foods; its turnover for 2011 at € 1.2 billion. It’s expected that Tegut will begin stocking Migros’ own brand products. There are reports that Migros, pursuing an international growth strategy, is looking to expand into Liechtenstein in 2013. Migros claims to be the largest online food retailer in the country. The Group's LeShop online store realized profits this year, although its sales dipped by 1.1% to CHF 149.5 million. Migros also reported sales growth in its social and ecological value added products: sustainable label products rose by 6.5%, its Migros Bio Cotton label sales climbed by 69%, while MSC (sustainable fishing) products gained by 16.5%. (Also see M-Industry in the Manufacturers Section of this database.) In July 2013, Migros acquired a 30% stake in Migros digitec/Galaxus AG.There are reports that Migros, pursuing an international growth strategy, is looking to expand into Liechtenstein in 2013.

Procurement Contacts: Aldo Balatti (clothing); Rolg Berchtold (dairy products), Peter Boesch (groceries); Hans Heinzelmann (meats), Ernst Marti (hardware), Hansruedi (Mori (agricultural products), Walter Kaempfer (health and beauty care), Heinz Walder (Micasa/DIY/M-Service), Christian Vogel (flowers/plants)

FEMSA COMERCIO (OXXO)

Edison No 1235 Nte., Col Talleres, Monterrey, Nuevo León, MEXICO C.P. 64480

Tel: (52) 81-8389-2121

Fax: (52) 81-8389-2106

www.femsa.com

Total 2012 Sales: $6.5 Billion (Ps. 86.4 Billion) +16.6%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: FEMSA (NYSE: FMX) traces its roots back to a small brewery started in Monterrey, Mexico in 1890. As a beverage company, the company has extended beyond beer into soft drinks, juices, water and a retail business, FEMSA Comercio, which today is the largest and fastest growing convenience store chain in Latin America and Mexico’s third largest retailer. FEMSA pulled away from beer production in April 2010 when it exchanged its beer business for 20% interest in the Heineken Group. Its beverage strength now is as a Coca-Cola licensed bottler. Overall, FEMSA generates sales of Ps. 238.3 billion ($18.1 billion) +18.2%, where Coca-Cola FEMSA, takes 59.1% of revenues, reporting sales of Ps. 147.8 billion +19.9%; while FEMSA Comercio takes 34.6% at Ps. 86.4 billion, and the remaining 6.4% in other business, including its Heineken Group, refrigeration solutions for retail applications, and logistics.

EB Identities: OXXO, andatti (coffee), Vikingo (hot dogs), Delixia (prepared sandwiches)

EB skus: N/A Profile: FEMSA’s overall net income rose by 34.2% to Ps. 28.1 billion. Both its beverage and retail operations supported this growth with FEMSA Comercio reporting gross profits of Ps. 30.2 billion +18.7%. OXXO added 1,040 stores during the year (slightly less than the 1,135 record opening in 2011), bringing the chain to 10,601 stores, all in Mexico except for 34 in Bogota, Colombia. This is remarkable since the chain took its first 20 years before passing the 1,000-store mark. During this year, OXXO launched a new private label, Bitz brand covering snacks, candy and baked goods. Also, two new distribution centers were opened, bringing the number to 15 total. OXXO also is developing specialized distribution routes for prepared foods from two preparation facilities in north Mexico, delivered daily to its stores in small refrigerated trucks. During the year, the FEMSA Comercio agreed to acquire 75% of Farmacias YZA, a leading drugstore operator in Southeast Mexico, overseeing 333 stores in five states. UPDATE: In May 2013, FEMA purchased outright Farmacias YZA.

Procurement Contacts: N/A

FOOD INSTITUTE, THE

10 Mountain View Rd., Suite S125, Upper Saddle River, NJ 07458 USA

Tel: (201) 791-5570

Fax: (201) 791-5222

www.foodinstitute.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: In 1928, Seattle food broker Gordon C. Corbaley began dispatching industry news to canners in his marketing area. This led to the formation of The American Institute of Food Distributors, later called The Food Institute, as a non-profit information source. Today, the organization provides weekly Food Industry Reports, seminars, webinars, reports, studies, etc.

Procurement Contacts: Dean Erstad (Seneca Foods), Brian Todd (economic data) Ext. 217, Susan Andersen (industry news) Ext. 219, Lina Khouri (membership) Ext. 214 FOOD MARKETING INSTITUTE (FMI)

2345 Crystal Drive (Suite 800), Arlington, VA 22202 USA

Tel: (202) 452-8444

Fax: (202) 429-4519

www.fmi.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: FMI is a nonprofit association that conducts programs in research, education, industry relations and public affairs on behalf of its 1,225 members—food retailers and wholesalers and their customers in the US and around the world. FMI’s member companies operate nearly 40,000 retail food stores and 25,000 pharmacies with a combined annual sales volume of $ 770 billion. International membership covers some 50 countries. FMI also offers private brand membership. Recently, FMI has launched a Private Brand initiative, working to build common areas of focus and collaboration around non-competing issues. Part of this effort includes its yearly Private Brands Summit educational meetings, featuring industry speakers. FMI also commissioned Kantar Retail to study nine areas of collaboration and suggest opportunities for FMI to take a leadership role in education and best practices on behalf of private brands. UPDATE: FMI has scheduled its second Private Brands Business Conference (Nov. 16-17) at the Embassy Suites in Rosemont, IL., in conjunction with the concurrent PLMA 2013 Private Label Trade Show in Rosemont, IL. FMI stages 45-minute joint business planning meetings between suppliers and retail/wholesale companies. Scheduling for the event begins Sept. 24.

Procurement Contacts: Richard Jurgens, Chairman (Hy-Vee); Leslie G. Sarasin, President & CEO; Douglas E. Baker, VP of Private Brands

FOOD SERVICES OF AMER ICA

16100 N. 71st St. (Suite 400) Scottsdale, AZ 852546 USA

Tel: (480) 927-4000

Fax: (480) 927-4299

www.fsafood.com

Total 2010 Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1972, FSA today operates out of nine distribution centers located in seven states. The company serves 15 Midwest & western states, including California and Alaska. FSA claims to be the sixth largest broad-line foodservice distributor, providing more than

14,000 products and specialty services. It operates with a family of privately owned companies, serving restaurants, hotels, cruise lines, hospitals, schools, colleges, military installations, healthcare facilities, etc. FSA, a wholly owned subsidiary of the $2.7 billion Services Group of America, Seattle, WA, (overseeing FSA, Amerifresh produce, S&P meats, etc. FSA also is a member of Distribution Marketing Advantage (DMA), an alliance of 14 of the largest independent distributors in the US.

EB Identities: FSA/Signature (best in class), Elite (high quality), Pride (good quality, value brand), Blackstone 1890 (fresh or frozen, fine quality meats), Columbia Valley Farms (dairy--cheese, butter, eggs, ice cream, etc.), Della Vita (Italian style foods), Essentials (nonfoods--disposables, janitorial, small wares and supply & equipment), Flying Flag Fish House (premier frozen seafood), Food Services of America Direct (door-to-door delivery—small wares & equipment), Heartland Baking Company (bakery items--frozen cookie dough, bread & rolls, muffins & desserts), Lotus Garden (Asian & Oriental foods), Mandrona Market (front-of-the-house items-deli, meats & cheeses, soups, salad dressing, gourmet coffee & cocoa), Misty Isle Cattle Company (premier Angus beef), Rio Viejo (Mexican & Southwestern-style foods--tortillas, guacamole, salsas, chilies, jalapeno, cheeses and sauces), Snoboy (fresh produce), Tender Cut (imported fresh & frozen beef), Tidal Rave (powdered drink mixes & soft drinks)

EB skus: 10,000 (E)

Profile: This company has a strong private label program, tapping into a large portfolio of food products plus healthcare items and school foodservice need, which also covers a number of exclusive brands, such as Signature (finest USDA Choice fruits and fancy-grade vegetables), Elite (mid-range alternatives), and Pride (cost sensitive items) under canned fruits, vegetables or entrees.

Procurement Contacts: Bill Patterson, Purchasing Direc tor, Private Label Brands

FRED’S, INC.

4300 New Getwell Rd., Memphis, TN 38118 USA

Tel: (901) 365-8880

Fax: (901) 365-8865

www.fredsinc.com

Total Fiscal 2015 Sales: $2 Billion +1.5%

Percentage of General Merchandise Sales in Exclusive Brands: 8.8%

Principal Business: Fred’s, started in 1947, has positioned itself as a “Hometown Discount Store,” operating 660 stores (19 of them franchised) in 15 Southeastern states. The company owns 579 full-service and 62 Xpress stores while also operating 370 pharmacies. Its stores average 14,500 square feet, serving low, middle, and fixed income families in small to medium-size towns. The merchandise mix, comprised of some 12,000 skus, covers hardware and auto supplies as well as food and apparel. Private label covers household cleaning supplies, health and beauty care items, disposable diapers, pet foods, paper products, beverages, etc Additionally, Fred's operates an 850,000-square-foot distribution center. EB Identities: Fred’s

EB skus: 900+ Profile: Calendar 2014 proved to be challenging for Fred’s, which suffered a net loss of $28.9 million in the fiscal year versus a net gain of $26 million in the previous year. Steps have been taken to clear its inventory, close underperforming stores, and improve its supply chain strategy. In August 2014, Fred's establilshed a prime vendor agreement with Cardinal Health (also in this database). Some 24 stores were opened plus an Xpress outlet during the year; while the retailer closed 62 stores and converted four others to full-service. Sales in its prescription business (representing 41.9% of sales) were strong for the year. UPDATE: In March 2015, Fred's announced its acquisition of Reeves-Sain Drug Stores Inc., operated of one retail store and two private EntrustRX specialty pharmaceutical facilities.

Procurement Contacts: Rick Channel, Sr. VP Divisional Merchandise Manager: Lesley A. Butler, Manager Own Brands

FRESH MARKET, INC., THE

628 Green Valley Rd., Ste. 500, Greensboro, NC 27408 USA

Tel: (336) 272-1338

Fax: N/A

www.the freshmarket.com

Total Fiscal 2015 Sales: $1.8 Billion +15.9%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This specialty food retailer, started in 1982, emphasizes fresh, premium perishables (some 66.5% of its sales). The company operates 169 stores in 27 states in the Southeast, Midwest, Northeast, and Mid-Atlantic regions. Florida is its biggest market with 40 stores. Its small box store format averages about 21,000 square feet, stocking some 9,000 to 10,000 skus with a focus on high-margin foods. Its larger stores stock some 45,000 skus.

EB Identities: The Fresh Market (TFM)

EB skus: N/A

Profile: In 2010, The Fresh Market shed its S-Corporation status, launching an IPO that resulted in its being listed on NASDAQ: TFM. This change affected its profits as a result of the IPO costs and its required commitment to pay taxes (S-Corporations are exempt). During 2014, the company opened 22 stores and continues to expand into new markets. Net income jumped upward by 24% to $ 63 million for the year. UPDATE: In February 2016, reports indicate that Kroger (also in this database) is now bidding for a takeover of The Fresh Market.

Procurement Contacts: Jennifer Oas, Private label Coordinator; Karen Stout, VP of Merchandising, Non-perishables & Private Label

GAP, INC., THE

Two Folson St., San Francisco, CA 94105 USA

Tel: (650) 952-4400

Fax: N/A

www.gapinc.com

Total Fiscal 2014 Sales: $16.1 Billion +2.5%

Percentage of Sales in Exclusive Brands: 100%

Principal Business: Founded in 1969 by entrepreneurs Donald and Doris Fisher, The Gap has grown to 3,539 stores in the US, Canada, the United Kingdom, France, Ireland, Japan, China, and Italy. The company is one of the world’s largest specialty retailers, operating under five banners: The Gap (featuring denim, khakis, T-shirts, fashion apparel, accessories, and personal care products), GapKids, babyGap, Old Navy (launched in 1994) with value-priced family apparel and personal care products; and Banana Republic stylish apparel and accessories (acquired in 1983). The company franchises some 375 stores under its Gap, Banana Republic, and Old Navy banners in 40 countries.

EB Identities: Gap, GapKids, babyGap, GapBody, Banana Republic, Old Nay, Piperlime (footwear and handbags), Athleta (sports and active wear), and Intermix

EB skus: N/A

Profile: The Gap's fiscal 2014 results comparatively speaking would have been higher, since fiscal 2013 had 53 weeks. Net income for the current year rose by 18.2% to $1.3 billion. During the year, this retailer opened some 190 company operated stores, mostly in Asia, especially in China and Japan. Additionally, 72 new franchise stores opened, strongest in China adding 345 stores to bring the count to 81 outlets. Plans call for 30 more stores there in 2014. Overall, The Gap plans to open 185 company operated stores in 2014, while closing 70 outlets. Its online sales for the current year rose by 21%. The company has established Global Brands for its Gap, Old Navy and Banana Republic chains, bringing together its specialty outlets, online, and franchise channels, all under a single head. In January 2013, The Gap aquired Intermix, a women's fashion boutique, operating about 30 stores in the U.S. and Canada. This operation opens the luxury market to The Gap, which plans to double Intermix's store count and open outlets in China, where luxury merchandise is in great demand.

Procurement Contacts: N/A

GENERAL MERCHANDISE DISTRIBUTORS COUNCIL (GMDC)

1275 Lake Plaza Dr., Colorado Springs, CO 80906 USA

Tel: (719) 576-4260

Fax: (719) 576-2661

www.gmdc.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: GMDC, formed in 1970, is an international trade association representing health and beauty care, general merchandise, and pharmacy industries, whose products are sold to the massmarket retail industry. Its more than 800 members include the nonfood departments of wholesale grocery companies, supermarket chains, service merchandisers, and general merchandise and health-and-beauty- care manufacturers. GMDC has 148 wholesale/retail companies, while manufacturing membership exceeds 660 companies. GMDC celebrated its 40th anniversary in 2010.

Procurement Contacts: Anthea Jones, Board Chairman (BI-LO)

GIANT EAGLE, INC.

101 Kappa Drive, Pittsburgh, PA 15238 USA

Tel: (412) 963-6200; (800) 553-2324

Fax: (412) 968-1615

www.gianteagle.com

Total Fiscal 2010 Sales: $8.2 Billion 15.5%

Percentage of Sales in Exclusive Brands: 20% (E)

Principal Business: Independent grocers previously in the business since 1918, formed Giant Eagle in 1931, which has since been operated as a privately owned and family operated company now overseeing 222 stores: 164 corporate and its franchised operation of 58 independently owned and operated stores in addition to 155 fuel and convenience stores located in four states (western Pennsylvania, Ohio, north central W. Virginia, and western Maryland). Its five formats are: Giant Eagle conventional supermarkets, Giant Eagle Express (GEX), Market District (distinct quality for ‘foodies’), Valu King limited assortment outlets, and Get Go gas stations and convenience stores.

EB Identities: Giant Eagle, Giant Eagle Nature’s Basket (organic and natural foods), Market Distict (premium quality foods), Valu Time value groceries, and Topco’s different licensed brands: Valu Time, Food Club, Full Circle and World Classics

EB skus: 7,000+ (5,000+ under Giant Eagle brand)

Profile: Since 2006, Giant Eagle has been aggressively expanding starting with a merger with Crossroads Convenience Marts (creating the Get Go chain), acquisition of 18 Tops Supermarkets from Ahold USA; then in December 2008 the launch of the Valu King followed by the rebranding of some stores under the new Market District larger format stores (three ranging from 70,000 up to 150,000 square feet). In 2010, this retailer introduced some smaller Valu King stores, about 27,000 square feet and stocking some 3,000 grocery items--mostly under the Topco private brands (Valu King, Food, Club, etc.) Earlier Valu King stores range from 40,000 to 45,000 square feet.

Procurement Contacts: Lisa Henriksen, Sr. VP, Marketing & Own Brands; Raymond Smaltz, Senior VP, Grocery Merchandising; Chris Keilly, Director of Sourcing; David Atkins, director of Own Brands/Center Store; Krista Sammertinoo, director of Own Brands/Perimeter Store; Curt Hollman, Director of Corporate Brands; Toni Bowen, Corporate Brand Manager

GNC HOLDINGS, INC.

300 Sixth Ave., Pittsburgh, PA 15222 USA

Tel: (412) 288-4600

Fax: (412) 288-4764

www.gnc.com

Total 2011 Sales: $2.1 Billion +16.7%

Percentage of Sales in Exclusive Brands: 50%+ (E)

Principal Business: Founded in 1935, GNC General Nutrition Centers) today calls itself the leading global specialty retailer of health and wellness products, including vitamins, minerals, and herbal supplements, plus sports nutrition and diet products. There are more than 5,560 GNC locations worldwide. This breaks out to 3,046 US company-owned locations (50 states, DC, Canada, and Puerto Rico) and 2,514 franchised locations (924 in the US and 1,590 in 53 countries). Through a strategic alliance, GNC licenses 2,125 Rite Aid store-within-a-store locations; and also serves as Rite Aid’s sole supplier for its PharmAssure vitamin brand plus a number of its private label supplements. (At December 31, 2011, Rite Aid had opened 975 of an additional 1,125 stores that Rite Aid has committed to open by December 31, 2014.) GNC also

operates a vitamin/supplement plant in Greenville, SC and a packaging plant nearby. Its revenues break out into 73% in retail, 16% in franchising, and 11% in manufacturing/wholesale. Its stores average between 1,000 to 2,000 square feet and mostly are located in shopping malls and strip shopping centers.

EB Identities: GNC, Mega Men, Ultra Mega, Pro Performance, Pro Performanance AMP, Preventive Nutrition

EB skus: 2,000+ (E) Profile: During 2011, GNC acquired S&G Properties, LLC d/b/a LuckyVitamin.com and What’s the Big Deal? Inc. d/b/a Gary’s “World of Wellness” (collectively referred to as “LuckyVitamin.com”), an online retailer of health and wellness products. Also, GNC targeted its product development efforts on specialty vitamins, women’s nutrition, sports nutrition and condition specific products, resulting in the introduction of the GNC Total LeanTM, Sport Vitapaks and Beyond Raw®. In 2011, the company estimates its GNC branded products generated more than $ 975 million of retail sales across company-owned retail, domestic franchise locations, and GNC.com and Rite Aid store-within-a-store locations. GNC also has established supply partnerships with Walmart’s Sam’s Club (supplying two popular items--GNC Properformance AMP and GNC Total Lean) and PetSmart (a line of dietary supplements for dogs and cats). In March 2011, the company sold 22.5 million shares of common stock in an IPO (Initial Public Offering), raising $ 360 million. Its net income for the year soared by 37% to $ 132.3 million.

Procurement Contacts: Chris Keilly, Director of Sourcing; Toni Bowen, Corporate Brands

GOLBON

First Interstate Center, 877 West Main St. (Suite 700), Boise, ID 83702 USA

Tel: (208) 342-7771; (800) 657-6360

Fax: (208) 336- 9212

www.golbon.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This foodservice marketing group, a division of Oppenheimer Companies, Boise, ID, serves 160+ independent foodservice distributors (all 50 states plus Puerto Rico and

Guam) with a broad-line of marketing and purchasing programs and services. Golbon sources from 150 suppliers; while its distributors’ purchasing power is $6.2 billion.

EB Identities: Golbon (green label top-quality premium, Golbon (red label 2d tier with a more sensitive price) Golbon (blue label (3d tier value/price for select market segments), Golbon Pomidoro di Oro (gold label for “fresh Pack” pear tomato products from California) EB skus: “Thousands of SKUs”

Profile: Formed in 1963 to provide foodservice distributors with premium frozen fruits, vegetables and potatoes through forward warehousing programs, In November 2007, Golbon formed a business alliance with Countrywide National Network, Sydney, Australia--that country’s largest foodservice distributor for independent operators. Golbon’s parent firm, Oppenheimer, a private company, also operates food processing plants, including Interstate Food Processing (IFP) and Peak Foods LLC, Boise ID (Tel: 800-72709939), a supplier of private label frozen whipped toppings to retail and foodservice customers. Peak is a joint venture between IFP and Lakeside Foods.

Procurement Contacts: Phil Carny, Mary Hawlens, both Northern Region; Dave Irwin, Kristi Fenton, both Eastern Region; Pat Westly and Sara Heilwagen, both Southern Region

GORDON FOOD SERVICE

P.O. Box 1787, 420 - 50th St. SW, Grand Rapids, MI 49501 USA

Tel: (616) 530-7000; (800) 968-6525

Fax: (616) 717-7600

www.gfs.com

Total 2010 Sales: $7 Billion+ (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Gordon Food Service is the largest family owned broad-line foodservice distributor in the US. The company serves more than 45,000 customers in 15 states plus customers in Canada. The company operates 140 GFS Marketplace food stores in Indiana, Illinois, Michigan, Ohio, and Florida. Each store stocks more than 3,000 items (including its own brands) targeting foodservice customers, and open to the public.

EB Identities: Kitchen Essentials (basic staples, ingredients, disposables), GFS Brand, Gordon Signature (premium foods), Brickman’s (premium sandwiches), Black Angus Beef, Hearthstone Classics (ready to serve entrees), Pepper Mill (salad dressings, sauces), Mosaic International Coffee, Triumph (disposable items), Trade East (spices and seasoning), Primo Gusto (high quality ingredients for Italian cuisine), Sienna (gourmet bakery), Markon (fresh produce), Harvest Valley (fruit juices), Gran Sazon (Hispanic/Latin foods), Crown Collection (condiments), Arrayl (cleaning agents).

EB skus: N/A

Profile: This company, founded in 1897, today handles some 16,000 national brand and private label products. It is ranked among the top five broad-line distributors in the foodservice market. In September 2003, Gordon’s acquired Smart & Final’s Florida operation (Henry Lee), including nine Smart & Final stores. In June 2008, plans were announced to build Gordon’s 10th distribution center, this one 480,000 square feet to be located in Kenosha, WI.

Procurement Contacts: N/A

GROCERY MANUFACTURERS ASSOCIATION (GMA)

1350 I (Eye) St.., NW Suite 300, Washington, DC 20005 USA

Tel: (202) 639-5900

Fax: (202) 639-5932

www.gmaonline.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A Profile: GMA calls itself the world’s largest association of food, beverage, and consumer packaged goods companies, serving as the voice for more than 300 companies. The industry they

serve exceeds $2.1 trillion in sales. In January 2007, GMA merged with Food Products Association.

Procurement Contacts: Gary Rodkin, Chairman

GROCERY SUPPLY CO., INC., THE

3131 E. Holcombe Bld., Houston, TX 77021-2199 USA

Tel: (713) 747-5000

Fax: (713) 746-5611

www.grocersupply.com

Total 2011Sales: $3+ Billion

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This family owned, full-service grocery wholesaler, which began business in 1923, remains under the control of the Leit family. The company now serves more than 650 retail stores, including supermarkets and convenience stores, as well as some 200 schools in five states (Texas, Oklahoma, Arkansas, Mississippi, and Louisiana) from its main 747,752-square-foot facility plus satellite warehouses. Also, the company owns the Fiesta Mart ethnic foods chain in Texas. Grocers Supply additionally distributes via its export business.

EB Identities: Food Club, Top Crest, TopCare, etc. (All Topco brands), Better Valu, Parade, Good Sense.

EB skus: N/A

Profile: The company in July 2010 adopted the private label program of co-op Topco Associates (also in this database).

Procurement Contacts: N/A

GROUPE AUCHAN

40, avenue de Flandre, B.P. 139-59964 Croix FRANCE

Tel: +33 3-20-81-68-00

Fax: +33 3-20-81-69-09

www.goupe-auchan.com

Total 2013Banner Sales (including taxes): $82.6 Billion+ (€ 62.1 Billion) +4.1% Total Consolidated Sales (before taxes): $63.9 Billion (€ 48.1 Billion) +3.4%; Total Hypermarket Sales: $50.5 Billion (€ 38 Billion) +1.9%; Total Supermarket Sales: $10.5 Billion (€ 7.9 Billion) +3.9%; Total Shopping Center (Real Estate) Sales: $829.9 Million (€ 624 Million) +4.3

Percentage of Hypermarket Sales in Exclusive Brands: 20% (E)

Principal Business: Auchan is an independent family-owned business (87% held by the Mulliez family), positioned primarily as a discount retailer, operating in 15 countries. It owns and operates five core businesses: 774 hypermarkets in 13 countries, 817 supermarkets in 7 countries, 362 Immochan (shopping centers) in 12 countries, Banque Accord, and E-commerce. It’s a decentralized business, each country operating independently. Its overall banner sales, including franchised and associate-managed stores, cover an estimated 3,794 outlets of which 1,772 are company owned: 782 hypermarkets (8 franchised/associate), 2,811 supermarkets (2,028 franchised/associate), 162 Drive distribution units, 25 Alinéa furniture & interior design stores, and 14 Little Extra low-cost household equipment, 14 A2pas convenience stores. Hypermarkets range is size from 3,000 to 22,000 square meters. The supermarkets range in size from 800 up to 4,000 square meters. There are five hypermarket banners appearing in different countries: Auchan, Auchan City, Alcampo (Spain), RT Mart (China and Taiwan), and Jumbo (Portugal). Its supermarket banners include: Simply Market and ATAK (Russia).

EB Identities: In its hypermarkets, the retailer offers some 10,000 Auchan own-brand products (1,600 of them with Braille labels). Auchan, Pouce (value line), Selecline (entry level electrical products), Mmm! (premium foods), Mieuxo-Vire Enironnement, Simply Market, Mieux-Vire Bio, “Budget Booster,” First Price, Filiere Auchan (organic in France), Vida Auchan (organic in Portugal), Auchan Sélection (China fresh products), Filièra Controllata (organic in Italy), Aproduccion Controlada (organic in Spain), Green Food (organic in China), Sapori delle regioni (organic & regional foods in Italy), Sma (Italy), Auchan Bio, Rik & Rok, RT Mart (Taiwan)

EB skus: 12,000+

Profile: Much of the "action" for Auchan in 2013 came outside of France, not to say that its home turf business is stagnant. Some 43 Drive outlets, catering to online orders, were opened, bringing the total in France to 156 units. These distribution depots are either attached to an Auchan hypermarket or a stand-alone structure. Auchan's website reported its revenues shot upward aby 70% during the year, ranking the website among the 15 French sites with the most Internet traffic. Also five new Little Extra outlets opened in France. Auchan also its developing its A2pas convenience store chain, having opened three units during the year. This urban format, roughly 250 to 500 squre meters, stocking some 7,5e00 products, now totals 14 outlets. (In May 2014, Auchan announced 30 more stores shifted to this format, which reatures fresh products and Auchan-branded stock.) But Auchan's international organic growth captures the headlines. In China, the retailer opened 60 Auchan and RT mart hypermarkets, in effect crossing the 300 hypermarket count in that country. Over in Poland, Auchan added 56 Real hypermarkets effecdtive February 2014, after formal approval. In Russia, 26 new supermarkets and six new hypermarkets were opened. Some 58.1% of its revenues are now generated internationally. The retailer also has integrated 38 Real hypermarkets in Romania, Russia, and the Ukraine. during the year 22 new shopping ceners were opened. For 2013, Auchan report ed net profits from its continuing ooperations up by 18.3% to € 835 million. Its Immochan real estate business to sharpen its operations disposed of € 1 billion in assets in France, Italy and Luxembourgh. Auchan also is concentrating on improving its operations country by country, lowering prices on everyday items, while also developing its franchise business. It also has prioritized local suppliers, for examle, sourcing some 350+ everyday products now sold at under € 1 at Auchan Frane hypermarkets. additionally, the retailer has conceneteerated on improving the nutritional quality of its own brand products, while developing salt-free, sucrose-free, gluten-free ranges. Taking an internatination perspective, Auchan has separated its supplly functins from purchasing functions in various countries and created an Internatinal Product Sourcing and Purchasing Department (IPSPD). In November 2013, IPSPD launched its first internatinal own brand for household equipment (some 500 products), unver the Qilive brand. This features high-quality products (multiedia, imaging, sound, telephony, appliances, etc., priced up to 30% lowere than comparable brand competition. In another strategy, Auchan has switched from a country-based textile lpurchasing procedure to its first internatinal design center for its hypermarkets in Western Europe. Tested in Alcampo and Jumbo hypermarkets in Spain and Portugal, respectively, the new In Extenso collection is scheduled to debut in 2015, as Auschan's first cvollection created by its internatinal design center. during 2013, Auchan also brought parts of its quality control inspection operation back in-house, versus outsourcing to third parties.

Procurement Contacts: Jean-Yes Maurel, Group Buying Director; Jean-Denis Deweine; Laurent Mercier; Henri Mathiez, International Purchasing; Alain Souppart, Director (Textiles); Bertrand Debatte, Research & Development Manager; (Own Label Production); Dominique Brabant, Manager of Auchan Production (Tel: +33 3 28 27 67 00; Fax: +33 3 28 37 62 92)

GROUPO EROSKI

Bo San Agustin s/n, 48230 Elorrio (Vizcaya) SPAIN

Tel: +34 946-211-211

Fax: +34 946-211-222

www.eroski.es Total 2014 Fiscal Sales (including VAT):$8.1 Billion (€ 6.1 Billion+) -4.4%

Percentage Sales in Exclusive Brands: 33%

Principal Business: This coop began in 1969 as Comerco, representing a consolidation of 10 coops, including its workers/owners, plus a few thousand consumers. In 1970, its name was changed to Eroski, having evolved since then into a combination of 12,015 workers/owners out of a total of 33,832 workers. Its sales/distribution network today is made up of some 1,897 stores (1,395 of them involved in food sales), which operate mostly in Spain with about 41 outlets in Southern France. The Group ended its fiscal year (Jan. 31, 2014) with 90 Eroski hypermarkets, 1,280 Eroski/center /city and Caprabo supermarkets, 207 IF (In Faradis) perfumeries-cosmetics shops, 61 Eroski petrol stations, 166 Eroski (viajes) travel agencies, 43 Forum-Sportsland sports shops, 23 optician shops,19 Cash & Carry outlets, and 8 online stores. Under its second network of franchised supermarkets, there are: 159 Eroski centers, 293 Eroski City stores, 321 Caprabo outlets, 327 Alipro, 89 ONDA, 8 Eroski merca, and 83 Familia outlets. Eroski is a member of Mondragon Corp., an association of cooperatives, together representing €15 billion in revenues from 281 companies and cooperatives. Since 1996, Eroski has been part of CGS (Coop Global Sourcing), a non-foods alliance for purchasing at source in Asian countries. (Coop Italia also is part of this alliance.) Additionally, Eroski since 2002 has participated in the Alidis Food Alliance, a company shared in equal parts with Intermache in France and Edeka in Germany. (Alidis shares the AGENOR Purchasing EuroCentral, which is now the third largest European purchasing group, representing 18,000 stores in 10 countries.) Eroski prides itself on having hired 69% of its senior management positions as women.

EB Identities: Eroski, Eroski Natur Seleccion (fresh produce, meat, fish), Eroski Absolut Vital, Ecron (home appliances), Romester (sporting goods), Visto Bueno (designer clothing), Aurum (beer), belle (hair conditioner), Sannia (nutritional products), and Cherokee a licensed clothing brand.

EB skus: 1,600+

Profile: Eroski is a victim of the so-called Great Recession in Spain, triggered in 2008 during the world financial crisis. The impact of the recession and weakening consumer consumption in Spain since then has forced the co-op, starting in December 2010, to embark on a long-term financial restructuring of its debt (up until 2016). In the current year (ending Jan. 31, 2014), the group reported completing the first part of its strategic plan, which included a consolidation of its business. For fiscal 2014, the co-op reported a loss of €102 million, which was reduced by 15.7% from the previous year's loss. Its recent operating profit was €41.4 million compared with only € 6.3 million in the previous year. Eroski was able to write off € 71 million of its debt, as it began further negotiations to restructure its debt. During fiscal 2014, its new "with you" store format was introduced into 60 new stores: 8 hypermarkets and 52 supermarkets. This concept emphasizes fresh produce for healthier eating and draws on local product producers for products. Also the stores are self-managed with an emphasis on increased personalized service. Eroski has taken steps for improving its customers' health and wellbeing. Some 2,230 products had Traffic-Light Nutrition Labels attached.; while partially hydrogenated vegetable fats were removed from its

own-brand products. Additionaly, parabens and triclosan was removed from those products. Other own-brand refinements: 158,813 kg of fat removed, 95,2900 kg of added sugars removed and 13,9023 kg of sale removed. Some 600 gluten-free products were introduced as well. Also, the co-op introduced "faccile," an own-brand innovation featuring vegetable, meat and fish dishes for grilling, frying or baking at home: all the ingredients are ready cleaned, sliced, marinated, seasoned, breaded or pickled. The "with you" store model has begun adopting the latest technological innovations as tested at the co-op's eco-store in Onati--an outlet that since its opening late in 2012 has saved up to 65% of energy compared to its traditional supermarkets. In the co-op's own-brand packaging, as part of its Sustainability and Environmental Plan, the goal is to reduce CO 2 emissions by 12% by the end of 2016. Environmental sustainability audits were completed on 92% of own-brand manufacturers. The Eroski "Zero Waste" program in 2014 donated more than 2,1905 tons of food to the most disadvantaged collectives, including the Food Banks . Food nearing its sell-by date or with damaged packaging is withdrawn from sale in the stores and donated to social organizations. In this period, the Eroski Club loyalty program was launched, ending the year with 2.1 million client partners. More than 70% of sales are now part of this program. It affects more than 2,500 products at partner prices with discounts up to 15%. UPDATE: In August 2014, Eroski restructured €2.6 billion ($3.5 billion) of its loans. In November 2014, the co-op decided to sell 160 stores (Eroski Center, Eroski City, and Caprabo units around Madrid) to Dia (also in this database). This cluster of stores represented €478 million in revenues in 2013. This leaves Eroski to focus more on franchising. After the sale, it had left about 90 hypermarkets, 831 supermarkets, and 448 franchised supermarkets in its organization. Late in February 2016, Eroski agreed to sell 36 of its compact hypermarkets to Carrefour of France. The € 250 million deal, once approved by regulating authorities, also includes eight shopping malls and 22 petrol stations.

Procurement Contacts: Begona Fernandez, Own Brand Food Marketing Executive

GRUPO CASA SABA, S.A.B/ DE C.V. ADR

Paseo de la Reforma, number 215, Colonia Lomas de Chapultepec, MEXICO, D.F. 11000

Tel: (52) 5--227-4559

Fax: (52) 5-284-6665

www.casasaba.com

Total 2010 Systemwide Sales: $4 Billion (E)

Percentage of Total Store Sales in Exclusive Brands: N/A Principal Business: Grupo Casa Saba, whose history traces back to 1892, is one of Mexico’s largest wholesale distributors of pharmaceutical products, health care, beauty aids, consumer goods, general merchandise, publications, etc. This encompasses more than 15,000 products from 400 suppliers sold to 22,000+ customers. They include pharmacies, mass merchandisers, retailers

and convenience stores throughout Mexico. It also own a chain of 160 drugstores in Mexico under the Farmacias ABC banner in addition to 96 drugstores in Brazil, in the state of Rio de Janeiro and São Paul, under CSB Drogaries S.A.

EB Identities: La Biopdieta, Scunci, Fasa, Lumene, ROC, and GNC

EB skus: N/A

Profile: In September 2010, this company acquired 97.8% control of Farmacoas Ahumada S.A. (FASA), Santiago, Chile (formerly listed in this database) for $6.2 billion Mexican pesos ($492 million). FASA operates some 340 pharmacies (Farmmacias Ahumade) in Chile and hold majority ownership in 732 stores (Farmacias Benavides) in Mexico. Bottom line, Grupo Casa Saba closed 2010 with more than 890 pharmacies in 17 Mexican states and metro Mexico City, in addition to 340 pharmacies in Chile, 190+ pharmacies in Peru (a subsidiary of the Chilean business), and 85+ pharmacies in Brazil. In January 2012, its Chilean subsidiary sold the Peruvian operation of more than 190 Boticas FASA stores. The company now has some 1,300+ pharmacies in its operation, making it one of the largest drugstore operator in Latin America.

Procurement Contacts: N/A

GRUPO GIGANTE S.A.B. DE C.V.

Ejevcito Nacional number 769-A, Delegacion Miguel Hidalgo 11520, Mexico D.F., MEXICO

Tel: +52 55-5269-8000

Fax: +52 55-5269-8169

www.grupogigante.com.mx

Total 2010 Sales: $903 Million (Pesos 11.4 Billion) +21.5% Total Retail Sales: $697.1 Million (Pesos 8.8 Billion) + 27.5%

Percentage of Sales in Exclusive Brands: N/A Principal Business: Traded on the Mexican Stock Exchange (“Gigante” symbol) and the NYSE: GYGJY, this retailer, which was founded in 1962, divested its supermarket business in November 2007 transferring the business to Tiendas Soriana S.A.. De C. (also in this database). In retail, Gigante oversee some 645 stores, including 225 Office Depot outlets, 411 Super Precio hard discount outlets (190 in Mexico, 5 in Guatemala, 6 in Costa Rica, 4 each in El Salador and Panama, 2 in Honduras, and 14 in Colombia), and 10 The Home Store housewares/home

decorating centers. The Group operates as a conglomerate of companies, which also includes 91 Toks family style restaurants and real estate holdings plus foundation work.

EB Identities: Office Depot, Best Choice (Super Precio)

EB skus: N/A

Profile: Grupo Gigante continues to consolidate and expand its retail business, having added 21 Office Depot units (12 in Mexico), and 106 Super Precio stores during the year. Plans call for opening another 150 Super Precio stores in 2011. Office Depot sales jumped by 9.7% during 2010. The company also acquired the supply division of Grupo Cavajai to expand its office supplies and equipment services to larger corporations. The Group’s consolidated net income for the year advanced by 4.4% to Ps. 848.2 million. Four new stores were also added to The Home Store chain.

Procurement Contacts: N/A

GRUPPO PAM S.P.A.

Via delle Industrie 8, Spinea, ITALY

Tel: +39 41-5496111

Fax: +39 41-5411313

www.gruppopam.it Total 2012 Group Sales (Vedor Services Group Excluded): $ 3.4 Billion (€ 2.6 Billion)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: GruppoPam, which opened its first supermarket in 1958 in Padua, Italy, has since then expanded into other formats, primarily concentrating in Central and Northern Italy. Today, this private firm has a total of 847 outlets (146 of them franchised and 224 under master franchises). GruppoPam is the holding company for five store banners, each run separately by different companies. The group encompasses Pam and Supéral supermarkets and Panorama hypermarkets (€ 1,8 billion), Meta and Super Mercati franchised neighborhood stores (€ 176.2

million), In’s hard discount stores (€ 628.8 million), and different restaurant concepts: Brek (quick service), cafes, ice cream parlors, bakery, etc. Gruppo Pam’s subsidiary, Nuance Group-AG (with PAI Partners, a private equity firm) operates 350 airport retail outlets in 19 countries as well. Additionally, the company is a co-investor in multiplex cinemas.

EB Identities: : Pam, Panorama, Tesori di Pam Panorama (Treasures of Pam Panorama high quality foods, Tesori dell’ Arca (regional Italian specialties), Selezione Piu, Vita Well (light food), Bio, Alpen (dairy), Val Tenera (meat), Dolcezze del Forno, Surgelati delveliero (frozen food), Lory (personal care/cosmetic), Acineloo (wines), etc. Selezione Piu, Vita Well (light food), Bio, Alpen (dairy), Val Tenera (meat), Dolcezze del Forno, Surgelati delveliero (frozen foodo), Lory (personal care/cosmetic), Acineloo (wines), etc.

EB skus: 1,000+

Profile: This private company plans to open 10 Panorama hypermarkets in the next decade. Its big news in 2012, however, came in February, when Pam established a five-year strategic alliance with Group Interdis, Milan (representing 18 companies and some 1,424 multi-format stores in 15 out of 20 Italian regions). This new entity, called Aicube (Association of Italian Entrepreneurs Independent) brings together more than 2,000 stores throughout Italy, representing a turnover of € 5.7 billion. Pam and Interdis now collaborate and exchange strategies, which includes development of jointly branded products. . Interdis in the autumn of 2012 replaced its Dimeglio and Sidis brands with a new Delizie (Delights) brand, covering some 300 mainstream products. By year-end, this range was expected to grow to 800 products.

Procurement Contacts: Gaetano Puglisi at PamPanorama. Group Interdis, Via Lomellina 10, 20133 Milano, Italy. Tel: +39 2/752961504. Giorgio Santambrogio, General Manager; Nicholas Mastromartino, President

H.E. BUTT GROCERY COMPANY

646 South Main Ave., San Antonio, TX 78204 USA

Tel: (210) 938-8000

Fax: (210) 938-7700

www.heb.com

Total Fiscal 2013 Sales: $19.4 Billion +

Percentage of Sales in Exclusive Brands: 30%

Principal Business: H.E. Butt was started in 1905 by Florence Butt, who opened a grocery store with a $60 investment. Today, H-E-B operates 358+ stores under the H.E. Butt Food Stores, HEB Plus (some 20+ outlets of 100,000+ square feet and including non-food items), 10+ Central Market (upscale mostly fresh foods), Mi Tienda (Latino-focused grocery stores), and Joe V's Smart Shop (5 low-priced grocery outlets) banners. Its market base is Texas with stores also in Louisiana and in Mexico (about 47 outlets). The company also operates 13 manufacturing facilities, including two dairy plants, meat plant, ice cream plant, pastry bakery, a tortilla plant, a snack food plant, a floral facility, and a print plant. Its self-manufacturing business generates 7% of total sales or $1 billion+.

EB Identities: H-E-B, H-E-B Bravo (premium laundry detergent), Central Market Naturals/Organics, Hill Country Fare (secondary quality tier), Personal Expressions (sunscreen), Dry Fit (diapers), H-E-Buddy (kids cookies, crackers, pizza, bread, yogurt, fish sticks, etc.), Tierra Linda (authentic Mexican food), EconoMax (basic price items), EverVescence (skin care products).

EB skus: 3,000+

Profile: Independently owned H-E-B continues on a role, including its stores in Mexico, reportedly poducing sales in excess of $1 billion. In recent years, the company has implemented an impressive packaging overhaul for its private label line, emphasizing premium brand positioning, while also introducing creative, playful touches to the graphics. In 2013, the retailer teamed up with the fast food chain, Whataburer, based in Texas, adding the latter's condiments exclusively to H-E-B stores in the U.S. and Mexico: a 20-ounce bottle of ketchep and a 16-ounce bottle of mustard. H-E-B also capitalized on the Whataburger name, introducing a unique Whatafries snack: potato chip version of french fries, which can be consumed from the 7.4-ounce bag as a snack. UPDATE: In March 2014, H-E-B announced its rollout of hundreds of H-E-B Organics, a new range of pantry staples sold at everyday low prices. The new brand covers; canned tomatoes and vegetables, cereals, crackers, fruit and specialty spreads, coffee, salad dressing, and potato and tortilla chips. Additionally, there are produce and meat items, including salads, carrots, cheeses, and beef products plus items for children: string cheese, fruit cups, juice beverages, apple sauces, pretzels, and luncheon meats.

Procurement Contacts: Steve Harper, Exectuive VP Food Manufacturing, procurement & merchandising; Scott McClellan, Senior Vice-President & General Manager--Retailing, Procurement & Merchandising; Rob Price, Vice-President, Own Brands; Russ Stowell,Director of Own Brand for Grocery; Cathy Harm, Director of Own Brands for Groceries/Perishables; Patrick McCarthy, Director of Own Brands for Drugstores; Molly McAdams, Vice-President of Own Brands; Juan Depaoli, Director Own Brand Development; Don Hawkins, director of Own Brand Design & Innovation; Charles Pool, Global Sourcing

H.Y. LOUIE CO., LIMITED

2821 Production Way, Burnaby, BC V5! 3G7 CANADA

Tel: (604) 421-4242

Fax: (604) 444-6231

www.marketplaceiga.com

Total 2010 Sales: $3.5 Billion (C$ 4 Billion)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1903, this privately owned family grocery wholesaler now oversees some 45 MarketPlace IGA stores in British Colombia. The company also serves independent IGA retailers and operates three Cash & Carry outlets. Owners of this company also own London Drugs (some 75 drugstores in four Canadian provinces: Alberta, British Columbia, Manitoba, and Saskatchewan. London Drugs, Richmond, BC (Tel: 604-272-7400) which operates large drugstore (34,000 square feet), was established in 1945. Today its sales are estimated at C$ 1.5 billion+. EB Identities: Compliments, MarketPlace IGA and licensed from Sobey’s the Compliments range (Balance, Value, Culinaire) plus Signal budget brand. London Drugs: London

EB skus: N/A

Profile: In February 2005, H.Y. Louie Company became an IGA International Licensed Company and Distribution Center. Previously, H.Y. Louie was part of the Sobeys IGA licensed network. The company’s strength comes from organic growth, opening its own stores, both IGA and London Drugs.

Procurement Contacts: N/A

H&M HENNES & MAURITZ AB

Mäster Samuelsgatan 46A, SE-106 38 Stockholm, SWEDEN

Tel: +46 8-796-5500

Fax: N/A

www.hm.com

Total Fiscal 2013 Net Sales (excluding VAT): $19.8 Billion (SEK 128.6 Billion) +6%

Percentage Sales in Exclusive Brands:100% Principal Business: The world’s second largest clothing retailer in terms of sales is a dedicated private label fashion apparel and cosmetics retailer (including accessories, footwear and home textiles). It began in 1947 as Hennes, a women's clothing store and, after acquiring Mauritz Widforss (a hundting & fishing equipment business) in 1968, entered the men's and children's apparel business, changing its name to Hennes & Mauritz. The company operates 3,100 stores (88+ franchised) in 53 countries. Its H&M flagship banner is joined by five other independent banners: COS, Monki, Weekday, H&M Home, and ‘& Other Stories.’ Weekday breaks out into four sub-brands; MTWTFSS Weekday, Cheap Monday, Weekday Vintage, and Weekday STOREMADE. Each store concept addresses a specific customer type: COS for modern, urban and chic men/women/children shoppers; Monki for personal creativity and expression for women; Weekday (street fashions and sub-culture men/women; and the new & Other Stories for fashion shoes, bags, accessories, beauty items, and ready-to-wear apparel. H&M Home focuses on home textiles. The H&M chain addresses a broad and diverse fashion interest for men/women/children, including cosmetics, accessories and home textiles. Some 140 in-house designers create its collections. H&M’s three biggest markets account for about one-third of the store count: Germany (406 stores), United States (269 stores), and United Kingdom (226 stores). The retailer distributes product through three channels: retail stores (full range outlets to small concepts), the Internet, and catalog sales. H&M's factory supplier list spans 23 countries, three of them each accounting for hundreds of suppliers: China (245), Turkey (180), and Bangladesh (166). this retail announced its new fashion wear collection (tops, scares, jackets, pants, hats, etc.), called “Conscious Collection,” which was scheduled to hit store shelves in the spring of 2013. The range features clothing made from more sustainable materials, such as organic cotton, recycled polyester, and tencel. For an encore, H&M also has now proclaimed itself as the first global fashion retailer to accept old clothes—any brand—from consumers and turn the apparel over to nearby processors to make new clothes. Customers can bring in up to two bags full each day and receive a 15% discount voucher toward their next single item purchase at H&M. This retailer's homepage, www.hm.com, considered to be one of the word's most visited fashion website. H&M has launched an online store in the U.S. in August 2013 and planned to open another online outlet in France in 2014, followed by three more sites and in 2015 an online store in South Africa. EB Identities: H&M, LOG.G (men’s, women’s children’s apparel), H&M Sport (active lifestyles), H&M Young, H&M MAN (skin care for men), By H&M (make up, skin care, body care), H&M Home (home textile range), Our Perfect (basic underwear for women), Mama (pregnant women’s wear), BIB, COS (Collection of Style high priced apparel), Monki, Weekend, and Cheap Home.

EB skus: N/A

Profile: H&M keeps expanding its store count. In 2012, some 339 new stores added; in 2013, the retailer added 356 stores--China and the United States being its bigggest expansion markets. For 2014, plans call for opening 375 more stores, while adding Australia and the Philippines as new markets. H&M also will expan its business in Russia, Germany, Italy and Poland. Additionally, the retailer continues to build on its own fashion brands. In March 2013, its new & Other Stories brand was launched; and for January 2014 plans call for launching H&M Sport sportswear and accessories for women, men and children. Store banners for its different exclusive brands

continue to roll out. COS, for example was scheduled to open its first U.S. store in New York City in 2014, followed by new market entries into South Korea, Australia, and Switzerland. The H&M Home range also was scheduled for export to 15 new countries in 2014. In April 2014, H&M planned to introduce a new fashion wear collection (tops, scarfs, jackets, pants, hats, ec.) under the Conscious Collection and Consciuos Exclusive collection--garments featuring organic leather and silk.

Procurement Contacts: Madelein Persson

HAGGEN INC.

/2211 Rimland Dr., Ste. 300, Bellingham, WA 98226 USA

Tel: (360) 733-8720

Fax: (360) 650-8235

www.haggen.com

Total Fiscal 2014 Sales: $4+ Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Haggen is a privately owned, high-end grocery store chain, operating some 164 supermarkets in Washington, Oregon, Nevada, and Arizona. The Haggen store format has been compared to Whole Foods's upscale format.

EB Identities: Haggen's Market Street

EB skus: N/A

Profile: During the Great Depression, in 1933, Haggen was launched as a family run, neighborhood grocer. Its success over the years was built upon its partnerships established with local farmers, ranchers, fisheries, and busiinesses, providing fresh, local foods and produce. The recent global recession, however, impacted on its business, forcing the closure of some stores. Additonally, competition hit its TOP savings supermarket concept, a small chain, forcing its closure. In 2011, Haggen family members were forced to sell a majority stake in Haggen's to the private equity firm, Comvest Partners, West Palm Beach, FL. Haggen closed 2014 with some 18 operating stores. But with Comvest's help, the grocer was able to capitalize late in 2014 with its agreement to purchase and rebrand 146 Albertsons and Safeway supermarkets located on the West Coast. Merged under SUPERVALU (also in this database), the FDA required these Safeway and Albertson stores be divested. Thus, Haggen increased its total chain to 164 supermarkets. With

this expansion, Haggen reportedly is now shopping for a private label director to manage its program throughout the larger chain. UPDATE: In September 2015, Haggen filed for Chapter 11 bankruptcy in an attempt to reorganize around its core profitable stores. The company accused Albertson of not cooperating or helping in the conversion of the acquired stores (164 added in December 2014 when the merger of Albertson and Safeway required the divestment of that number of stores under its Albertson, Vons, Pavilion and Safeway banners). As a result, Haggen, supported with some $215 million in debtor-in possession financing from its existing leaders, was forced to close or sell 127 stores, virtually leaving California, Arizona, and Nevada. Haggen kept 37 stores in Washington and Oregon.

Procurement Contacts: Clement Stevens, Sr. VP of Marketing & Merchandising.

HARRIS TEETER, INC.

701 Crestdale Drive, Matthews, NC 28105 USA

Tel: (704) 845-3100

Fax: (704) 845-3112

www.harristeeter.com

Total Fiscal 2011 Sales: $4.3 Billion +7.1%

Percentage of Sales in Exclusive Brands: 20%

Principal Business: Ruddick Corp. NYSE: RDK), a holding company based in Charlotte, NC, operates two wholly owned subsidiaries, Harris Teeter, a regional chain of 204 supermarkets (113 of them with pharmacies) in 8 Southeastern and Mid-Atlantic states plus D.C., and American & Efird, a manufacturer of sewing thread and technical textiles. HT also operates Hunter Dairy, a processor of private label milk, ice cream and juice, as well as supplies to outside customers. Slightly over a month after closing this fiscal year, the thread manufacturing business was sold.

EB Identities: There are 15 private brand programs, including Harris Teeter, H.T. Traders (upscale imported foods), Harris Teeter Naturals (natural and organic foods), Harris Teeter Ranger (premium beef), Harris Teeter Reserve Angus Beef (fresh meat), Harris Teeter Fisherman’s Market (seafood), Harris Teeter Farmer’s Market (produce), Premier Selection, Hunter Farms (milk, juice products), Fresh Food Market,. Your Pet (dog and cat food), your tot, your baby, yourhome (household products) and More Value (third-tier quality); Earthwise (wines exclusively from Delicato Family Vineyard)

EB skus: 1,100+

Profile: On November 7, 2011, this company sold its ownership in the American and Efrid thread manufacturing business to KPS Capital Partners LP; the company identity was changed to Harris Teeter Supermarkets. Because of the economic uncertainties in the marketplace, Harris Teeter slowed down its new store development, opening just seven new outlets, while closing two others. This action put a brake on its rollout of a “superflagship” store concept, featuring some 55,000 to 70,000 square feet, allowing for the addition of in-store chefs, hot food bars, pizza and pasta stations, house wares, etc. Overall, its stores range from 16,000 to 73,000 square feet (averaging 47,300 square feet). The company celebrated its 50th anniversary in February 2010. The year ended with its net earnings off by 18.6% to $ 91.2 million. Overall, Ruddick produced net income of $ 85.9 million, dropped by 11.3% versus the previous year. UPDATE: For fiscal 2012, this retailer reported net sales of $4.5 billion +5.8%, while its net earnings slipped by 9.5% to $82.5 million. In July 2013, Harris Teeter agreed to merge with Kroger (also in this database), where the latter will pay $2.5 billion and assume $100 million in debt from Harris Teeter.

Procurement Contacts: Andrew Groff, Director of Private Brands; Frank Schmitt, Director; Ed Cook, Director of Private Brands; Billy Powell, Direct of Procurement; Andrew Groff, Director Private Brands; Brent Bringhurst, VP

HERMES INTERNATIONAL

24, rue du fauboug, Saint-Honoré 75008, Paris, FRANCE

Tel: +33 1-40-17-49-20

Fax: +33 1-40-17-49-21

www.hermes.com

Total 2010 Sales: $3.2 Billion (£ 2.4 Billion) + 25.4%

Percentage of Sales in Exclusive Brands: 100%

Principal Business: In 1837, Thierry Hermès, a harness-maker, started into business and from early in the 20th Century developed a business with fine leather goods and luggage, featuring “saddle stitching.” As the business grew, it was extended into clothing, jewelry, silver, diaries, silk scarf, etc. Today, Hermès is an international business, operating 96 subsidiaries and subsubsidiaries and positioned as one of the world’s top luxury brands. Mostly family owned, the company oversees 338 retail outlets of which 193 are company-owned (80% of total sales). Its business extends through 18 European countries, nine Asian countries (plus in Hong Kong, Singapore, and Macao), four countries each in Latin America, the Middle East and Oceania, and

Mexico. Some two-thirds of its merchandise is manufactured in-house from 33 production facilities located on 27 sites in five countries. Its product lines cover 14 different categories. Some 50% of its sales are in leather goods and saddling (luggage, diaries, small goods and equestrian items), 19% of sales in ready-to-wear apparel and accessories (shoes, belts, gloves, hats), 12% in silk and textiles (ties, scarfs, etc.), 6% in perfumes, 5% in watches, etc.

EB Identities: Hermès plus many other brand identities in different categories.

EB skus: N/A

Profile: Hermès entered the home interiors sector in this period, opening a store in Paris that sells upholstery, fabrics, wallpaper, rugs, furniture, and so on. Also, the company opened its first dedicated men’s wear Hermès boutique in New York City on Madison Ave. The world’s weakening economies did not affect its business, while its operating income shot upward by 44.3% to € 668.2 million. For 2011, Hermès reported its total revenues up by 18.3% to € 2.8 billion. Some 13 new stores were opened and four concessions acquired. Notable sales growth came in silk and textiles, up 23% from the introduction of new collections, ranges of product and styles. Perfume was up 23% in sales, jewelry up 27% in sales, tableware up 17%, and other significant gains.

Procurement Contacts: N/A

HIGHLAND GROUP HOLDINGS LIMITED

27 Baker St., London W14 8AH United Kingdom

Tel: +44 2844-561-1010

Fax: +44 2844-561-1020

www.houseoffraser.co.uk

Total Fiscal 2011 Group Sales:$1.7 Billion (£ 1.1 Billion) + 2.3%

Percentage Sales in Exclusive Brands:12.2%

Principal Business: Still 35% owned by Landsbanki, charged with selling assets of the bankrupt Baugur Group in Iceland (also in this database), Highland Group operates The House of Fraser department 62-store chain in the UK and Ireland. The retailer, founded in 1849, is renowned for its designer brand apparel and exclusive collections, selling clothing, beauty products (cosmetic fragrances and beauty services), home interior products, while operating restaurants, cafes, etc.

EB Identities: 16 house brands, including a number introduced in fiscal 2011--Label Lab, Howick Tailored, Shabby Chic, Kenneth Cole in women's wear; plus other categories--men's wear, beauty, home, etc.

EB skus: N/A

Profile: In November 2006, the Highland consortium purchased this respected department store chain. Despite the economic downturn in the UK, the company has managed to grow its sales and build on earnings, up 6.1% to £ 69.7 million for this fiscal period. Like-for like store sales were up by 4.1%. The weapon being used is new brands and lines, especially house brands. Last year, own brand represented 8.4% of group sales. Its share had climbed upward by 50% to 12.2% of group sales. For fiscal 2012, more house brands are being introduced: Biba, Dickins & Jones, Pieda Terrie in women’s wear, plus in fashion accessories, men’s wear and home & beauty. A new apothecary concept also has been introduced into the stores, incorporating house brands for the first time. Also, in 2009, the company signed a franchise agreement where the first store is scheduled to open in the autumn of 2012 in Abu Dhabi.

Procurement Contacts: N/A

HOME DEPOT, INC., THE

2455 Paces Ferry Rd. N.W., Atlanta, GA 30339 USA

Tel: (770) 433-8211

Fax: N/A

www.homedepot.com

Total Fiscal 2013 Sales: $74.8 Billion +6.2%

Percentage of Sales in Exclusive Brands: N/A Principal Business: Founded in 1978, Home Depot is the world’s largest home improvement specialty retailer, operating a total of 2,256 stores, including 1,976 Home Depot DIY stores in the US (including Puerto Rico, the Virgin Islands & Guam) and 280 in Canada and Mexico. Net sales

outside the U.S. were $8.4 billion +5%. Its stores typically stock 30,000 to 40,000 items, about equally covering plumbing/electrical/kitchen; hardware; building materials; and paint/flooring-overall up to 40,000 products. The company operates 143 warehouse distribution centers in 35 states or provinces. Also, there are six Home Decorators collection locations in five states. The retailer's Home Depot and Home Decorators Collection websites sell some 600,000 products.

EB Identities: Behr Premium Plus paint, Charmglow gas grills, Hampton Bay lighting and fans, Mills Pride cabinets, Virogo lawn care, Husky hand tools and tool storage, RIDGID & Ryobi power tools, Pegasus faucets, Traffic Master carpets, Glacier Bay bath fixtures, Veranda decking products, Defiant door locks, Everbilt hardware fasteners.

EB skus: N/A

Profile: Financial results in fiscal 2013 were an impovement over a slower growth pattern in 2012. Net earings climbed 15.4% to $4.5 billion. During the year, the retailer opened 12 stores, nine of them in Mexico, two in the U.S., plus one relocation. Its seven stores in China were closed. In December 2012, Home Depot compelted its acquisition of BlackLocus, Inc., a data analytics and pricing company. Earlier in the year, the retailer introduced the new HDX brand, covering tools and hardware, plus products in the storage and cleaning categories. Home Depot also introduce some new items: EcoSmart LED light bulbs, an improved Hehr Premium Ultra interior paint and primer in one product. UPDATE: Fiscal 2014 sales advanced another 5.4% to $78.8 billion. Home Depot closed the year with a total of 2,263 outlets. In December 2013, the retailer acquired BlackLocus, inc., a data analytics and pricing company. The following month, Home Depot acquired Blinds.com, Houston, TX, the world's largest online window covering retailer. This business also stocks its own brand, blinds.com.

Procurement Contacts: N/A

HOME RETAIL GROUP

489-499 Avebury Blvd., Saxon Gate West, Central Milton Keynes MK9 2NW United Kingdom

Tel: +44 845-603-6677

Fax: N/A

www.homeretailgroup.com

Total Fiscal 2015 Sales: $9.4 Billion (£ 5.7 Billion) - 1.8%

Percentage of Sales in Exclusive Brands: 50%+ (E)

Principal Business: Established in 2000, Home Retail Group (traded on the London Stock Exchange: HOME) oversees the United Kingdom’s largest general merchandise retailer and second largest internet retailer (Argos) as well as being a leading DIY and home enhancement retailer (Homebase). The Group offers more than 90,000 unique products, of which 53,000 are in general merchandise. Its total store count: 1,051, operating in the UK and the Republic of Ireland. Its Argos chain of 755 stores commands £ 4.1 billion +1.1% of Group sales, while Homebase’s 296 stores account for £ 1.5 billion -0.7% of those sales. The Group additionally owns the Habitat contemporary furniture brand in the UK. Its strategy: To introduce Habitat products across its operations, including a number of concessions in Homebase stores. Home Retail Group also hold 49% interest in HH Retail Limited, a joint venture with Haier Group, Hong Kong, a major appliance manufacturer, earmarked to develop multi-channel general merchandise retail outlets, under the Argos brand in China. Home Retail Group, which held a 33% interest in Ogalas Limited (’home store + more’) in the Republic of Ireland, pulled out of that venture in 2013. Its Homebase Ireland chain of 15 stores went into examinership in July 2013, after reporting sales off by 31% since 2009, while the operation has not seen profits for five years.

EB Identities: The Group carries a substantial portfolio of own brands and exclusive brands. At Homebase, they include: Homebase, Habitat, Odina (kitchen range), Schreiber (kitchen and bedroom range), Hygena (furniture), Qualcast, Kitchen Essentials, Alba and Bush (both consumer home electronics and toys). At Argos: Argos, Chad Valley (toys) and Heart of House. Other brands include: Elizabeth Duke jewelry, watches), Argos, Homebase, Jamie Oliver, , etc.

EB skus: N/A

Profile: In October 2012, the Group unveiled a five-year plan to transform the Argos chain from a catalog-oriented business into a digital retailer. In the current fiscal year, some 275 stores were converted. Also 20 digital concessions were added to Homebase stores, while plans call for 80 more to be opened in fiscal 2016. During the current year, the Group added some 11,000 products. The Argos chain now offers 20,000 products. The Group's Homebase home and garden improvement outlets showed like-for-like sales up by 2.3%, while operating profit jumped by 5% . Some 30 Homebase stores were closed during the current year, while there were only 3 openings. Plans for fiscal 2016 call for closing 35 more Homebase stores. The Argos chain showed like-forlike sale up by 0.6%; while its profits before taxes increased by 14%. The Group reports now operating 60 Argos digital stores in three different store formats. UPDATE: In June 2015, Home Retail Group opened its first Argos digital store in a Sainsbury's store; that was followed up by at least 10 more digital stores in similar Sainsbury locations. In November 2015, Sainsbury plc made a cash and share offer to buy Home Retail Group; but the latter rejected the offer which it felt undervalued its operation. In January 2016, the Australian conglomerate Wesfarmers (also in this database) acquired the Homebase DIY chain of home improvement stores from Home Retail Group, paying A$705 million ($485.2 million) to acquire the 265 outlets in the United Kingdom. In fiscal 2015, Homebase generated ₤ 1.5 billion as the UK's second largest DIY retailer. Homebase stores are now scheduled to be re-branded and upgraded under the Bunnings banner over the next few years.

Procurement Contacts: N/A

HUDSON BAY TRADING CO., THE

401 Bay St., Suite 500, Toronto, ON, M5H 2Y4 CANADA

Tel: (416) 861-6112

Fax: (416) 861-4720

www.hbc.com

Total Fiscal 2013 Sales: $4.1 Billion (C$ 4.1 Billion) +7.9%; Toal Lord & Taylor Store Sales: C$ 1.5 Billion; Total Hudson's Bay Store Sales: C$ 2.3 Billion; Total Outfitters (kitchen, bed and bath) Specialty Superstore Sales: $C 300 Million

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This retailer, the largest department store operator and oldest corporation in Canada, started in 1670 as a fur trading posts. Its department stores evolved with new settlements established and by the 1880s, its first “salesshop,” located outside a military fort was launched. Its evolution into a chain store operation began in 1912. Today, the company oversees 207 stores, of which 48 are Lord & Taylor upscale specialty fashion outlets in the U.S. (9 states). In Canada, the company operates the flagship department store chain, the Bay (90 outlets); and 69 Home Outfitters (kitchen, bed and bath) specialty superstores. and 196 Field’s extreme discount retail outlets (consumables, clothing & home fashion, and general merchandise--all value priced).

EB Identities: At The Bay (Mantles, Outline, Request, Sportex, Beaumark, Home Styles, etc.), at Lord & Taylor (Lord & Taylor lifestyle brand for women, Kate Hill, Contex, Black/Brown 1826 men’s world brand, HBC signature, Olympic brand, 1670 brand for contemporary consumers.). Additionally, The Bay has exclusive licensed brands, such as Cherokee (clothing), Alfred Sung (home collection), and a number of Macy’s private labels--I.N.C., Style & Co., Tools of the Trade, etc.

EB skus: N/A

Profile: Reorganization and house cleaning were themes for 2012 for this company. Divesting its non-core business, HBC wound down its 169 Fields stores (extreme discount retail outlets featuring consumables, clothing & home fashion, and general merchandise--all value priced). Also, HBC allowed Target of the US to acquired the leaseholds of its 189 Zellers discount stores, which HBC continued to operate until April 2012, when that operation was discontinued, leaving only three Zellers stores at year end. Target (also in this database), during the year, phased its Target concept into the former Zellers stores. These divestments impacted on HBC’s results:

Discontinued operations resulted in a $76.3 million net loss versus earnings of $1.4 billion in fiscal 2011. On the positive side, HBC reported its online sale for the year up by 63% to $136.6 million; while overall same store sales were ahead by 4% for 2012. Meantime, HBC focused more on partnerships, forming one with the Kleinfeld Bridal brand of the US, looking to redefine Canada’s bridal shopping business. Plans call for opening the first Kleinfeld Bridal shop (20,000 square feet) in Toronto in 2014. HBC also signed a franchise agreement with Acadia Group of the UK, which will allow HBC to sell Topshop and Topman merchandise exclusively in Canada. A total of five TopShop/Topman store-in-store departments were opened during 2012 with five more planned for 2013. The TopShop/Topman concept, a 40,000 square foot section was opened in the company’s flagship store in Vancouver and a 19,000 square foot T/T section in the Hudson’s Bay flagship store in downtown Toronto. Additionally, two outlets, called the Signature Trading Post, serving to showcase the company’s private brands, were opened in the Toronto and Vancouver airports. In November 2012, the company staged an initial public offering. UPDATE: In July 2013, Hudson’s Bay announced its agreement to acquire Saks, Inc. In the United States for $2.4 billion cash, which included its debt. Saks operates 108 stores, including 41 Saks outlets and 67 Saks Off 5th stores. The deal, expected to close by year-end, will result in a chain of some 320 store in North America, with revenues of about $7 billion total. HBC reportedly predicts opening up to seven Saks department stores and 25 OFF 5th outlets in Canada. The iconic Saks Fifth Avenue flagship store will be operated separately from New York City, supported by its own management team.

Procurement Contacts: N/A

HY-VEE FOOD STORES

5820 Westown Parkway, West Des Moines, IA 50266-8223 USA

Tel: (515) 267-2800

Fax: (515) 267-2940

www.hy-vee.com

Total Fiscal 2011 Sales: $7.3 Billion +5.8%

Percentage of Sales in Exclusive Brands: 21% (E)

Principal Business: Hy-Vee is an employee-owned retailer operating 235 supermarkets and drugstores stores, including 195 Hy-Vee supermarkets in eight Midwest states (Iowa, Illinois, Kansas, Minnesota, Missouri, Nebraska, and South Dakota) plus Hy-Vee Gas, and wine and spirits stores. The stores range from 40,000 to 83,000 square feet. The company also operates 26 Hy-Vee Drug (formerly called DrugTown) free standing drugstores in Iowa and Nebraska and about 40 Heartland Pantry convenience stores. Hy-Vee is virtually self-sufficient, working through seven subsidiaries: Perishable Distributors of Iowa (including the Sunrise Dairy Division), Lomar

Distributing, D&D Salads, Florist Distributing, Hy-Vee/Weitz Construction, Midwest Heritage Bank, and Meyock & Priebe Advertising.

EB Identities: Hy-Vee, Hy-Vee Grand Selections (premium foods), Hy-Vee HealthMarket (organic foods), Midwest Country Fare (secondary tier), and several sub-brands (Hy-Vee Mother’s Choice diapers, Hy-Vee Soft Essentials paper goods; plus Topco brands such as Full Circle, Paws (pet foods)

EB skus: 2,500+

Profile: Solid, nearly fully self-sufficient, Hy-Vee has now also entered cyberspace with its own website, which it calls “America’s only super Cypermarket.” The site features information about the company, its products, recipe ideas, plus a detailed look at specific items in its relatively new Hy-Vee Grand Selection range of foods. In late 2008, the company began testing its Heartland Pantry convenience-store banner in a smaller store format, specializing in private label goods. In the current year, the company reports its private label sales up by 15% over the previous year.

Procurement Contacts: Ron Taylor, Senior VP, Corporate Procurement & Logistics; Steve Jensen, Director of Private Label Procurement; Jay Marshall, VP, Center Store; Rachel Allinson, VP; Ken Waller, VP of Purchasing; Steve Jensen, Director PL Procurement; Marsh Reynolds, Private Label Buyer

ICA AB

Vallgatan 7, SE-170 85 Solna SWEDEN

Tel: +46 8-585-50-000

Fax: +46 8-585-50-009

www.ica.se

Total 2012 Group Sales: $ 14.3 Billion (SEK 96.9 Billion) +1.8%; Total Sales for ICA Sverige: $9.7 Billion (SEK 65.8 Billion) +5.2%; Total Sales for ICA Norge: $2.8 Billion (SEK 19.1 Billion) -7.9%; Total Sales for Rimi Baltic: $1.5 Billion (SEK 10.1 Billion) -0.4%

Percentage of ICA Sales/Sweden in Exclusive Brands: 18.4%; Norway: 10%; Baltic: 12.9%. (Overall about 15% share of sales)

Principal Business: The ICA Group oversees a total of 2,062 owned and retailer-owned retail stores, including Sweden (1,330), Norway (497), and the Baltic countries (235). The latter covers

Estonia, Latvia, and Lithuania. ICA Sverige (Sweden), is the market leader, operating five banners: Maxi ICA (hypermarkets) Stormarknad (supermarkets), ICA Kvantum (local food stores), ICA Supermarket, ICA Nära (convenience stores), and ICA To Go. ICA Norge (Norway) encompasses five banners: Rimi, ICA Supermarket, ICA Näer, and ICA Maxi. In the Balkin countries, there are three banners, Rimi discount stores, Super Netto, and Säästumarkets. ICA Group also has banking services and real estate activities. Hakon Invest AB of Sweden owns some 40% of ICA AB while Royal Ahold N.V of the Netherlands (also in this database) owns 60%.

EB Identities: ICA (everyday needs) in ICA stores in Sweden, ICA Gott liv (reduced sugar/salt/fat), ICA Selection, ICA I love Eco (organic foods), ICA Cook & Eat (cookware), ICA Home (food storage), The Norwegian ICA Sparmat and ICA Supermarkets; ICA Ecological (ecological products, all Krav-labeled, in Sweden and Norway), RIMI (carried in RIMI stores in Norway and Baltic countries); Skona (eco-label for washing and dishwashing lines, paper and cleaning agents); Novaline (light bulbs and batteries), Prima Cookery (housewares), Deco Design (candles, napkins, disposable items, home textiles), My Wear (fashion apparel); Sunda organic products; Primula (environmentally-labeled soil fertilizer, etc.); Diva and Euroshoppper (lowpriced canned fruits and vegetables, from the AMS—Associated Marketing Services partnership of European grocery retailing groups); Bra (milk, yogurt enriched with healthy lactic acid bacteria); Luxus (coffee); Roxy (fresh fruits); Hakon, etc.

EB skus: 1,500+ (E)

Profile: ICA Group again showed strong sales results in Sweden. Work is underway in its other divisions to improve sales. Especially strong in Sweden were its Cura pharmacy chain (inside Maxi ICA hypermarkets), and its private label range. In Norway, excluding the divestment of ICA Maxi stores, net sales were up by 1.3%. In 2013, Norgesgruppen is scheduled to take over parts of ICA Norway’s purchasing and distribution. In the Baltic markets, sales were strongest in Latvia. The Super Netto format was discontinued and out of 13 stores, five were converted to the Rimi format. UPDATE: In February 2013, ICA’s parent organization. Hakon Invest, agreed to acquire the 60% ownership of ICA held by Ahold of The Netherlands (also in this database). This SEK 21.2 billion cash deal, subject to approval of ICA franchisees and regulators, is expected to be completed in mid 2013, at which time Hakon will be renamed ICA Gruppen.

Procurement Contacts: Ariella Rotstein, Brand Manager

ICELAND FOODS GROUP LTD.

Deeside, Flintshire CH5 24W, UNITED KINGDOM

Tel: +44 1-244-830-100

Fax: +44 1-244-814-531

www.iceland.co.uk

Total Fiscal 211 Sales: $3.8 Billion (£ 2.4 Billion) +5.9%

Percentage Sales in Exclusive Brands: 80% (E)

Principal Business: Celebrating its 40th year in 2010, Iceland Foods Group is the United Kingdom’s largest frozen food retailer, acting as the holding company for two frozen food grocery retailers, 742 Iceland Foods stores and 54 Cooltrader stores. When owned by the Baugur Group of Iceland, also in this database, the company, was renamed The Big Food Group, and nearly failed.

EB Identities: Iceland

EB skus: N/A

Profile: During the year, this retailer added 21 new stores: 13 Iceland fascia and 8 Coltrader, while closing one unit, for a net gain of 20 stores, bringing the chains to 796 total stores. Iceland Foods also launched 200 new products during the year. Iceland Foods, still 67% owned by Landsbanki the Icelandic bank in charge of bankrupt Baugur Group (see listing in this database), is being put up for sale in 2011 by Icelandic bank. Iceland’s strong performance make it a likely candidate for sale: its: net profits, before takes up by 14.8% to £ 155.5 million. During the year, the company launched a ad campaign featuring the actress Stacey Soloman as spokesperson. Some 15 new stores are planned for 2011.

Procurement Contacts: N/A

IGA, INC.

8745 W. Higgins Rd (Ste. 350)., Chicago, IL 60631-2773 USA

Tel: (773) 693-4520; (800) 899-9442

Fax: (773) 693-4533

www.igainc.com

Total 2013 Systemwide IGA Sales: $31.5 Billion+

Percentage of Systemwide Sales in Exclusive Brands: 15% (E)

Principal Business: IGA (Independent Grocers Alliance) began in 1926, when a group of independent grocers to compete against the emergence of chain grocery stores worked through a food wholesaler and within four years grew to some 10,00 small food stores in 37 states. Today, IGA is a global supermarket alliance, some 5,000+ independent supermarkets, all under the IGA store banner. They are located in nearly 30 countries, commonwealths and territories, served by 29 distribution companies and master franchisers, who work with more than 30 major manufacturers, vendors and suppliers. The IGA store count covers 1,250 outlets in the US, operating in 41 states. Additionally, there are some 500 IGA supermarkets in Canada, a separate operation that maintains a fraternal relationship with IGA USA (Most of those Canadian IGA outlets are licensed to IGA independent grocers by Sobey’s, also listed in this database). A dozen US distributors serve IGA, INC., exclusive of Canada,, including such major players as SUPERVALU, C&S Wholesale Grocers, and Nash Finch, all listed in this database. Its corporate staff office, as the control center for the IGA private label program, is in charge of its packaging, quality assurance, merchandising, and promotional activities. The IGA owners-distributors purchase both name brand and private label goods for the independent grocers, who operate IGA supermarkets under licensing agreements. The US stores, located in 46 states, range from 10,000-square-foot general stores in rural areas to the massive 110,000-square-foot Shady Maple Farm IGA in East Earl, PA. The independent grocers have the right to use the IGA logo identity on their stores and carry the IGA private label program. The Alliance divides its business between IGA USA and IGA Global. EB Identities: IGA (flagship first quality range), IGA Tablerite (fresh meats), IGA Independent’s Choice (cookies), IGA Perfectly Clear (bottled water), IGA Celebracion (Mexican foods), MasterChef (turkey, sliced luncheon meats), Royal Guest (grocery), Happy Host (grocery), MuchMore and IGA TableFresh (produce).

EB skus: 3,200+

Profile: IGA entered a new market, officially in September 2008, by signing Megapolis Trading Co., the largest FMCG distribution company in Russia and one of the largest in the world, as an IGA licensed distributor. Megapolis Trading is a division of the $ 9 billion Mercury Group of Companies, Moscow, which operates in distribution and logistics, retail, heavy industry, manufacturing and mining, and property development. Recently, Dr. Thomas Haggai, IGA chairman and CEO, relinquished his title to continue as IGA global chairman. The Independent Grocers Alliance (IGA) was formed by a small group of independent retailers in 1926. They adopted a wholesaler in Poughkeepsie, NY, as their distributor to help them build purchasing power against giant grocery chains. They also introduced IGA private label items, expanding into food products, all with guaranteed quality at “budget beating prices.” Through acquisitions and consolidations, the wholesalers grew and helped independent grocers flourish within the IGA alliance. The IGA brand covers some 2,300 items in every grocery category. Its packaging has been completely upgraded over the past couple of years. The owning wholesale companies include some of the leading food wholesalers also in this database. The first IGA sub-brand appears to have made its debut in Australia in 2007. IGA Way of Life offers a range of food products filling consumers’ nutritional requirements and life choices. Items are free of gluten, lactose, yeast; some have low fat, no added color, reduced carbohydrate, etc. The range includes fruit bars, black tea, vegetarian eggs, energy bars, ice cream, etc. In July 2011, IGA Link, a digital marketing solution, making websites and mobile websites available for any IGA retailer in the US, was launched. This option allows them to promote on their own media platform. In 2012, IGA signed agreements to enter South Africa, Papua New Guinea, and Fiji; plans also call for entry into India. UPDATE: On May 1, 2013, IGA USA announced the launch of “IGA Performance Insights,” a

marketing program that organizes IGA retailers into a single marketing entity—just like the national brands—in order to leverage their combined sales and thus increase individual store sales. This program ties into IGA’s Hometown Proud Offers, which are sponsored by food manufacturers in the Red Oval Partnership. Independent IGA retailers who sign up for the program will have access to all transaction data synchronized into a secure database, using standard transfer protocols; while the manufacturer monitor sales data results for quick settlement of their IGA exclusive offers. While Red Oval Partners provide brand name goods, the program will also allow for cross-merchandising offers that include the IGA exclusive brand products. For 2014, IGA continues to open new sores in India and is now exploring its entry into new coutnries in Africa and the Middle East.

Procurement Contacts: IGA brand procurment is now handled through Topco Associates or at each owning distribution company or division. At IGA headquarters, the IGA brand program is coordinated by: David Bennett, IGA USA Sr. VP, Procurement & Private Brands; Jim Walz, Senior Director, Branding and Business Development; Wayne Altschul, VP of Private Brands; Jim Collins, Private Label Sales; Paulo Goelzer, IGA International

INGLES MARKETS, INC.

2913 US Highway 70 West, Black Mountain, NC 28711-9103, USA

Tel: (828) 669-2941

Fax: (828) 669-3678

www.ingles-markets.com

Total Fiscal 2011 Sales: $3.6 Billion +5%

Percentage of Sales in Exclusive Brands: 18% (E)

Principal Business: Ingles Markets (Nasdaq: IMKTA), which started in 1963, operates 203 supermarkets in six Southeastern states (Georgia, North & South Caronina, Tennessee, Virginia, and Alabama). Its banners include 192 Ingles stores and 5 Sav-Mor outlets. The company also operates 71 neighborhood shopping centers, 58 with Ingles supermarkets. Additionally, the company owns Milkco, Inc., a milk processing and packaging plant, also producing citrus juices and bottled water.

EB Identities: Ingles meats, Ingles Best, Laura Lynn food-non-food groceries & milk, Harvest Best

EB skus: 1,000 (E)

Profile: Ingles Markets (NASDAQ: IMKTA) recorded its 47th consecutive year of sales growth. The company operates 70 fuel stations, which account for sales of $ 515.5 million +18.3%. Minus those sales, its sales growth for the year edged upward by 3%. Net income for the company rose 26.6% to $ 39.1 million. Its 919,000-square-foot warehouse in Asheville, NC, supplies 46% of the goods sold in its stores, the balance purchased from third parties. By fiscal 2013, Ingles hopes to improve that share with its construction of an 830,000 square foot facility. In 2011, founder Robert Ingle died. In his legacy, he left the Laura Lynn private label product range, named after his daughter Laura Lynn Ingle. The company continues to build its private label business across all product categories to remain competitive and build its profit margins.

Procurement Contacts: Tom Outlaw Jr. Vice-President, Sales & Marketing

INITEX S.A.

Edificio Inditex, Avda de la Diputacíon, s/n, 15142 Arteixo, Acorῦna, SPAIN

Tel: +34 981-185-400

Fax: +34 981-185-544

www.inditex.com Total Fiscal 2015 Group Sales: $24.2 Billion (€ 18.2 Billion) +8.3%

Percentage Sales in Exclusive Brands: 100%

Principal Business: Spanish billionaire Amancio Ortega--now ranked as the second richest man in the world-- founded the Inditex Group (Industriade Diseno Textil. S.A.) first as the Zara clothing store in 1975. Inditex has grown to become one of the world’s major fashion retailer (clothing, footwear, accessories, and household textile products), operating 6,683 stores (873 franchised) in 88 countries, under eight banners: Zara (2,085 stores in 88 markets generating € 11.6 billion +7%), Pull & Bear (898 stores in 65 markets generating € 1.3 billion +8%), Massimodutti (706 stores in 68 markets generating € 1.4 billion +9%), Bershka (1,006 stores in 68 markets generating € 1.7 billion +7%), Stradivarius (910 stores in 52 markets generating € 1.1 billion +12%), Oysho (575 stores in 40 markets generating € 416 million +18%), Zara Home (437 stores in 48 markets generating € 548 million +21%), and Uterqüe (66 stores in 12 markets generating € 68 million -4.2%). Geographically, the stores break out with 4,740 in Europe (44 markets), 1,329 in Asia-Africa (26 markets), and 614 in the Americas (18 markets). By country, the top five markets are: Spain with 1,822 stores, the Russian Federation with 455 stores, Portugal with 336 stores, Mexico with 304 stores, and Poland with 255 stores. While primarily a retailer, Initex also operates textile-manufacturing facilities. The company collaborates with more than 5,000 manufacturing centers. Some 77% of Inditex's staff worldwide are women.

EB Identities: Each of its eight commercial formats carries its own banner brand, i.e., Zara, Pull & Bear, etc.

EB skus: 20,000+

Profile: Inditex, despite the financial woes in its native country, continues to enjoy sustained growth. During 2014, the retailer reported a net gain of 343 stores in 54 countries. Its net profits edged upward by 4.2% to € 2.5 billion. All but one of the chains (Uterqüe) added stores: Zara +94, Pull & Bear +45, Massimodutti +41, Bershka +52, Stradivarius + 52, Oysho +26, Zara Home +43. Uterqüe closed about 10 stores. New markets for some of the chains included: Albania, the Philippines, Algeria, Austria, Bosnia-Herzegovama. Estpmoa. Panama, England, South Korea, and Croatia. Inditex prides itself on its attention to product traceability, covering all processes from weaving through to the finished product. During the year, the retaier invested €1.5 million on research and development for the health and safety of products--88% more than its investment in 2013. Its 'Green to Wear' initiative calls for products to be sustainable at every state of their life cycle. The company also focuses on recyclig wasste from its cutting rooms as well as reducing packaging of products. By 2020, Inditex hopes to reach 100% eco-efficient stores for all its chains. Right now, some 51% of all its stores are eco-efficient. In October 2014, Zara opened an online store on Alibabe Group's Tmall.com, which is China's largest e-store. Zara continues to operate www.zara.cn in that country as well.

Procurement Contacts: N/A

INTER IKEA SYSTEMS B.V.

Olaf Palmestraat 1 2616 LN, Deflt, THE NETHERLANDS

Tel: +31 15-215-3815

Fax: +31 15-215-3838

www.ikea.com Total Fiscal 2010 Group Sales: $32.1 Billion (€ 23.1 Billion) +7.7%

Percentage Sales in Exclusive Brands:100%

Principal Business: This specialty retailer, specializing in its own unique design of home furnishings, operates through a franchise network of some 280 stores, operated by small business

owners, located in 26 countries. The business, having started in 1943 in Sweden, now realizes 79% of its sales from Europe, 15% from North America, and 6% from Asia and Australia. EB Identities: “Design and Quality,” IKEA of Sweden, and including the names of the designers who create the product styling in different categories, i.e., cabinets, desks, beds, and towel racks; IKEA Food (grocery items).

EB skus: 9,500+

Profile: IKEA continues to expand its franchise business worldwide and to innovate with different materials and stylized patterns for functional home furnishings, all marketed at a low price. Net profits for the year advanced by 6.1% to € 2.7 billion. IKEA experienced strong sales growth in China and Russia. Future plans call for opening 15 stores per year in its existing markets, while looking to expand into new markets, such as South Korea, Serbia, and Croatia. Also, India is on the radar. Its stores also sell a limited selection of branded food supplies and provide cafeteriastyle foodservice for customers. Food sales, which started in 2006, now total more than € 869 million, realized from some `160 products, 40 of the most popular sold under the IKEA FOOD brand. IKEA reportedly is looking to expand its food business. UPDATE: For fiscal 2011/12, ending August 31, IKEA reported sales up by 6.9% to € 25.2 billion ($35 billion). During the year, the company opened seven stores; but plans now call for 20+ store openings per year, starting in fiscal 2014/15, mostly in its existing markets. .

Procurement Contacts: Anders Jonsson, Manag ing Director, Commercial Operations

INTERNATIONAL CO-OPERATIVE ALLIANCE (ICA)

15 Route des Morillons, 1218 Grand Saconnex, Geneva, SWITZERLAND

Tel: +41 22-929-8838

Fax: +41 22-798-4122

www.ica.coop

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: ICA is an independent, non-governmental association, which unites, represents and serves co-operatives worldwide. Founded in 1895, ICA now has 267 member organizations from 96 countries active in all sectors of the economy, including consumer co-operatives (a number of them, boldface below, listed separately in this database). Together ICA’s co-operatives

represent about 1 billion individuals worldwide. ICA reports that the 300 largest coops in the world produce a turnover of $ 1.6 trillion. The Alliance has three regional offices: ICA European Region in Brussels, Belgium (www.coopseurope.coop), ICA Americas in San Jose, Costa Rica (www.aciamericas.coop), and ICA Asia-Pacific in New Delhi, India. (www.icaroap.coop). The European Region covers 171 individual co-operative organizations in 37 countries, representing 267,000 co-operative enterprises and 163 million members. The ICA Americas Region covers 19 companies in North, Central and South America plus Puerto Rico. The ICA Asia-Pacific region covers 55 national organizations and one international organization in 22 countries.

EB Identities: N/A

EB skus: N/A

Profile: The United Nations declared 2012 the International Year of Co-operatives. ICA plans to stage the Quebec International 2012 Summit of Co-operative (Oct. 8-11) in Quebec City, Canada (www.2012intlsummit.coop). A sectorial organization in ICA, which brings together consumer co-operative members, operates the Consumer Co-operatives Worldwide or CCW. CCW currently has 18 organization within its membership: Central Co-operative Union in Bulgaria; Coop Atlantic in Canada; Union of Czech and Movarian Consumer Co-operatives in Czech Republic; Co-op Denmark (FDB) in Denmark; Fedération Nationale des Cooperatives de Consommateurs (FNCC) in France; National Federation of Consumer Co-operatives & Trade Associations (Co-op Hungary-AFEOSZ) in Hungary; National Association of Consumer Co-operatives (ANCC/Coop) in Italy; Coop Italia in Italy; Japanese Consumers’ Co-operative Union (JCCU) in Japan; Coop Norway in Norway; Federaçao Nacional das Cooperativas de Consumo (Fenacoop) in Portugal; Central Union of Consumer Societies of the Russian Federation (Centrosojuz of the Russian Federation) in Russia; Slovak Unión of Consumer Co-operatives in Slovak Republic; HISPACOOP in Spain; Union Nacional de Consumidores y Usuarios in Spain; Koperative Forbundet (KF) in Sweden; Central Union of Consumer Societies of Ukraine (UKOOPSPILKA) in the Ukraine; and Co-operatives UK in the United Kingdom.

Procurement Contacts: Bob Burl ton (+44 161 834 1212 or Bob.Burl [email protected])

INTERNATIONALE SPAR CENTRALE BV

Rokin 99-101, NL-1012 KM Amsterdam, THE NETHERLANDS

Tel: +31 20-626-6749

Fax: +31 20-627-5196

www.spar-international.com Total 2013 Systemwide Sales: $41.3 Billion (€ 32.2 Billion) +4.1%

Percentage of Sales in Exclusive Brands: 29% (E) Principal Business: This voluntary group of independent retailers operates “the world’s largest retail food store chain,” consisting of 12,126 SPAR stores, in 35 countries across four continents. Some 16 countries each have SPAR store sales in excess of € 1 billion: The top five are Austria € 5.6 billion from 1,524 stores, South Africa € 4.6 billion with 805 stores, Italy € 3.6 billion from 1,479 stores, the United Kingdom € 3.1 billion with 2,417 stores, and Norway € 1.6 billion with 276 stores. Each country operates independently via a choice of four store formats: SPAR local or neighborhood stores (each from 200 to 1,000 square meters, emphasizing fresh foods), EUROSPAR large supermarkets (1,000 to 3,000 square meters and up to 10% non-food stock), INTERSPAR hypermarkets (3,000+ square meters for out-of-town shopping centers, featuring up to 50% non-food items), and SPAR Express convenience stores (100 to 200 square meters). SPAR’s role at headquarters is to develop and coordinate the organization, including new country development, retail development, marketing, operations support, conferences, publications, and buying and trading services in both private label and A-brand products. SPAR operates BIGS (Buying International Group Spar), a leading European buying group that negotiates with major private label manufacturers as well as selected suppliers of international brands. SPAR additionally operates IFAG, a collective buying warehouse and services--transport equipment, computer support, shop-fitting equipment. SPAR’s IGT is a comprehensive trading service focused on different products, mostly under the Spar brand.

EB Identities: SPAR (national marketing effort), International SPAR Brands (standard, premium, organic, fair trade), S-Budget, SPAR Super (laundry detergent), SPAR Natur*pur, SPAR Premium, SPAR free (minus ingredients intolerable to some consumer), Splendat (toilet gels, blocks), SPAR Vital (healthy foods), Falcon Valley (wines), Censa fairtrade coffee

EB skus: 2,500+

Profile: Spar.,which celebrated its 80th anniversary in 2012, continues to focus on building the SPAR brand in new and emerging markets, such as China, Russia, and the Middle East, as well as on introducing its own brand ranges into new markets (Russia, Africa and China came aboard during the year). The group launched a new Home & Living non-foods range. The group also now markets a range of more than 400 international SPAR brands plus its Taste The World product range. Positive results were reported across the SPAR network: China sales rose by 19% to € 1.4 billion, Russian sales jumped by 26% to € 1.3 billion; while the group's largest market, Austria, saw sales advance by 4.3% to € 5.8 billion. The SPAR store count dropped from 12,322 to 12,126 outlets located in 35 countries. The largest presence is in Western Europe (9,672 stores), followed by East and Central Europe (1,095 stores--up by 10.2% for the year), and 455 stores in AsiaPacific and the Middle East. . A partnership recently was established with Abu Dhabi Co-Operative Society with the opening the first SPAR store in the United Arab Emirates. Stores have been scheduled to open in Georgia, Qatar, Lebannon, and Angola. In January, 2012, Spar Switzerland entered a partnership with Markant AG of Switzerland (also in this database), the latter providing SPAR stores with its Every day discount range. During the year a new private brand range was unveiled: SPAR Veggie,

encompassing 20 products, each labeled with the “V” label of the European Vegetarian Union. SPAR has designaed online and mobile retailing as its "5th SPAR store format." UPDATE: SPAR reportedly plans to increase its own brand share of sales in stores from 29% up to 40%, as it makes its own brand ranges "highly visible" with contemporary packaging and with contempory food tastes. Lately the company has focused on evening meals and food-to-go options, such as sandwiches and salads. It has added chilled Italian meals and pizza with plans in September 2014 to expand into Indian and Oriental meals, as well as desserts, according to a recent trade magazine report. Starting in April 2014, a SPAR pop-up store, showcasing only SPAR brand products, was operated for four weeks and plans called for opening similar small cinty stores in The Hague and Rotterdam. SPAR also has been developing compact hypermarkets in China.

Procurement Contacts: Joop Elderhorst, International Buyer/Trading Manager; Susan Darbyshire, SPAR Brand Director

J SAINSBURY PLC

33 Holborn, London EC1N 2HT UNITED KINGDOM

Tel: +44 207695-6000

Fax: +44 207695-7610

www.sainsbury.co.uk

Total Fiscal 2015 Group Sales (including VAT): $41.5 Billion (£26.1 Billion) -0.9%; Retail Sales (including VAT): £25.8 billion -2%

Percentage of Total Sales in Exclusive Brands: 52% (E) Percentage of Food Sales in Exclusive Brands: 49%

Principal Business: J Sainsbury operates a total of 1,304 stores in the UK, of which approximately 597 are Sainsbury’s supermarkets and 707 are convenience stores operating under such banners as Sainsbury Local, Sainsbury@Bells and Sainsbury@Jacksons. It maintains a market share of 16.8% in the UK. The company also now has 100% ownership of Sainsbury's Bank has a joint venture with Lloyds Banking Group plus ventures in property management, as well as an online Internet home delivery service. The company employs 161,000 people. EB Identities: by Sainsbury’s (better quality), Sainsbury’s Taste the Difference (best quality foods free of artificial colors, flavors and hydrogenated fats), Sainsbury’s ‘basic’ (entry level, good quality at low prices), Safeway’s O (organic foods), TU clothing, Tu home (homewares), Paws Gourmet (cat food), Indulgence (luxury ice cream), Sausages of Distinction, Occasions (party

food), Novon (detergents), First Menu (baby food), Perform- ers (nappies/diapers), Gio (soft drinks), Classic Cola, Fresh ‘n’ Ready (warm microwave salads), Fresh Creations (gourmet meals), Special Selection (specialist cooking ingredients and gourmet foods), Cookshop (utensils and kitchen accessories), Be Good to Yourself, The Excellent Clothing Company (children’s clothes), Blue Parrot Cafe (healthier food for children), well being, for body and mind (food and non-foods), Jeff & Co (quality clothing), Fairtrade (products from third world producers), Just Cook (Italian foods), Shaw’s, Wild Harvest (organic and natural foods), Healthy Blends (bio yogurts), Right Selections (frozen ready meals), Select Diet (premium pet foods), Green Label Blue Label (standard strength), Premier Gold, etc.

EB skus: 15,000+ (E)

Profile: Sainsbury’s, established in 1869), is publicly traded on the London Stock Exchange (SBRY.L). Its fiscal 2015 year was challenging and one of change in response to changes in the UK marketplace. Its underlying profits (before taxes) dropped by 14.7% to 681 million.. During the year, Sainsbury’s added only eight supermarkets (closing three others) plus 98 convenience stores . Bright spots in its financial report included the 16% increase in convenience store sales, not at 2.1 billion. Sainsbury's improved the quality on some 3,000 of its own brand produces;. although overall own brand food sales declined. Growth, however, showed in its Taste the Difference range up by 5% to £ 1.1 billion in sales. The Tu clothing line now exceeds £ 800 million in sales up by nearly 12%. Both growth categories, clothing and general merchandise (up by 7% for the year) now shows up in some 430 Sainsbury's supermarkets. Sainsbury's by year-end expected to offer grocery Click & Collect service in 100 of its stores. In 2016, the retailer plans to open its first "dark store" for online products in 2016. Sainsbury's initiated its trial venture with Netto Denmark's biggest retailer, Dansk Supermarked (also in this database) to bring that chain back to the UK. Sainsbury's has five store opened and expects to triple the number by the end of its next fiscal year. They will sell fresh food, have in-store bakeries and weekly offers of home and seasonal products in the same way as Lidl and Aldi. They will not sell Sainsbury's own-label food. The partnership is a bold move to take on the German discounters. In July 2014, the retailer appointed Mike Coupe as its new CEO. UPDATE: In July 2015, Sainsbury's reported its sale of its 281-store pharmacy business for 125 million to pharmaceutical wholesaler and retailer Celesio AG, Stuttgart, Germany (also in this database) which owns the UK-based Lloyds Pharmacy chain. In effect, Lloyds will rent out and run Sainsbury's 277 in-store pharmacies and take over four located in hospitals. Also up tow 2,500 Sainsbury's pharmacy staff will transfer to Lloyds.

Procurement Contacts: The company has some 30 buying departments. Key contacts include: R. Cooper, Director for Food Buying (Meat, Fresh Fish, Off-License Dairy, and Frozen Food); R. P. Whitbread, Director for Grocery and Non-Food Buying; Michael Morgan, Director of Grocery and International Buying; Mark Brewer, New Product; Buyers; Sarah Griffin, Mark Whitehand, and Ryan Ball; Development Manager; Steve Kneepkens, Director of Business Development

J.C. PENNEY COMPANY, INC.

6501 Legacy Drive, Plano, TX 75024-3698 USA

Tel: (972) 431-1000

Fax: N/A

www.jcpenney.com

Total Fiscal 2011 Sales: $17.3 Billion -2.8%

Percentage of Sales at JCPenney in Exclusive Brands (Private & Designer): 50%

Principal Business: JCPenney (NYSE: JCP), which began in 1902, operates a total of 1,102 JCPenney department stores in 49 states and Puerto Rico (7 outlets). Its department stores sales cover family apparel, jewelry, shoes, accessories, and home furnishings, plus different services (optical, photography, decorating, salons). In its store count, there are 10 The Foundry Big & Tall Supply company stores. In 2010, the retailer closed its catalogue stores and began phasing out of that business. EB Identities: A dozen “power private brands: a.n.a. (Women’s casual), Ambrielle (intimate apparel), The Original Arizona Jean Company (juniors, young men’s, children’s, Cooks JCP Home (home), Decree (juniors and young men’s), gentlemen. Ferrar (men’s), Linden Street (home), Okie Dokie (children’s, St. John’s Bay (women’s and men’s casual sportswear), Stafford (men’s career and accessories), Studio JCP Home (home), and Worthington (women’s career and accessories). Also exclusive brands: American Living, developed exclusively by Polo Ralph Lauren’s Global Brand Concepts (40 merchandise categories including full range of apparel for women, men and children, plus accessories, footwear and home decor; Liz Claiborne, Inc.-Liz&Co casual women’s apparel and accessories and CONCEPTS by Claiborne casual sportswear and suites and accessories for men; and MNG by Mango (European runway fashions).

EB skus: N/A

Profile: The year 2011 represented a transition period for this retailer, including a restructuring and major management changes. In November, Ron Johnson , the former head of Apple Stores, was named CEO, along with a new executive team. A new pricing strategy was announced, including plans for new store layouts and merchandising assortments. Additionally, a brand new company logo debuted: a square reminiscent of the US flag, using red-white-and-blue colors. A smaller blue square (upper left corner) shows ‘jcp’ in white letters; the full square has a border in red with a white fills-in. The company then plotted its 2012 transformation strategy, calling for the development of three concepts within JCPenney department stores. By 2014, the prototype stores will appear, featuring The Shops (up to 100 curetted stores, shops and boutiques) placed alongside a “pathway”, called The Street, which surrounds The Square or central core of the store, where instead of selling merchandise, it offers fun, services and attractions for customers. Initially, JCPenney will create The Shops, such as Martha Stewart retail stores with home and lifestyle merchandise, a Liz Claiborne store, a Nanette Lepore store stocked with the runway fashion designer’s creations, etc. These shops are scheduled for rollout beginning in 2012. A new show concept, using the Joe Fresh brand, licensed from Loblaws of Canada (also in this database) was recently announced. (In November 2011, the company completed its acquisition of worldwide

rights for Liz Claiborne ‘s family of trademarks plus the US and Puerto Rican rights to the Monet trademark.) Also, its ongoing development of in-store boutiques continues: 77 Sephora beauty boutiques bring their total to 308, 423 MNG by Mango shops opened bringing their total to 500, and 502 Call it Spring shops opened, bringing its number to 505. CEO Johnson also initiated a three-pricing strategy, i.e., everyday, month-long, and best value pricing. The so-called monthlong value strategy, which was designed to replace the typical “sale” promotions flopped; customers didn’t buy this, as 2012 first quarter sales results indicated. So it’s back to the sales promotions. With its 2011 same store sales flat and its balance sheet showing a $ 152 million loss for the year, versus $378 million net profit in 2012, the retailer opened only three new department stores during the year. It also introduced a new store concept, “The Foundry Big & Tall Supply Co.,” targeted to males fitting that description—and representing more than half the US male population according to marketing data. These 5,000-to-6,000-square-foot stores carry brands and private brand athletic wear, sportswear, footwear, and accessories, plus tailored clothing. The stores look like a microbrewery (even their fitting rooms resemble giant copper beer tanks); but the draw for customers is not beer, but big TV screens and a poker table. Some 10 stores were opened in Texas and Missouri with plans for up to 100 by 2013. The company is “elevating” its private brands by improving their quality and restoring brand equity. UPDATE: Fiscal 2012 financial results were dismal for JCPenney, its total sales plunging by 24.8% to $12.9 billion, while suffering a net loss of $985 million for the year. Its understatement, “below expectations,” was tempered with some optimism for 2013 tied to its transformation strategy: Plans call for opening 20 shops in the spring for home products, spread through 505 JCP stores, teaming up with its brand partners, Michael Graves, Jonathan Adler, Sir Terence Conran, and others. Also, JCP in March 2013 launched its new Loblaw-licensed Joe Fresh shops, the schedule calling for a roll out 700 shops; while also continuing to open more Sephora shops--60 scheduled for the year, bringing Sephora’s total to 446 shops

Procurement Contacts: John Walter, Director of Marketing; Peter M. McGrath, Executie P, Product Development & Sourcing

JEAN COUTU GROUP (PJC) INC., THE

530 Beriault Street, Longueuil, Quebec J4G 1S8 CANADA

Tel: (450) 464-9760

Fax: (450) 646-2510

www.jeancoutu.com

Total Fiscal Sales 2012: $4 Billion ($4 Billion Canadian) +5.8%; Revenues: $2.7 Billion ($2.7 Billion Canadian) +4.7%

Percentage of Front End Sales in Exclusive Brands: 12% (E)

Principal Business: The Jean Coutu Group (PJC.A on Montreal/Toronto Exchange) operates 399 PJC Jean Coutu franchised drugstores in three Canadian provinces: Quebec, Ontario, and New Brunswick. There are 323 PJC banner stores, 56 Santé outlets and 20 Santé Beauté stores. The firm also holds a 26.1% equity interest in RiteAid in the US, having sold its U.S. drugstore business to Rite Aid on Jun. 4, 2007. This retailer, since December 2007 has operated Pro Doc Ltd., a manufacturer of generic drugs (some 270 different products), generating sales of $124 million for the year.

EB Identities: Personnelle, Eckerd, Brooks, Economie (economy label), PJC Premier, PJC Dlices, Studio Makeup, (beauty items), and The Balm (beauty products). Also the retailer has exclusive selling right to Garraud Paris and Jean d’Estrees Paris lines of French beauty products and Crema Color from Solfine, Italian hair coloring.

EB skus: 2,850 Profile: Jean Coutu’s store count edged upward by 20 new pharmacies during the year, including nine relocations. There also were 28 renovated and expanded outlets. (The forecast for fiscal 2013 is another 14 added pharmacies. This retail pushed its net profits for the year upward by 25.9% to $230 million. This retailer continues to build its private label stock, adding 65 new private brand and exclusive products during the year. UPDATE: On April 15, 2013, Jean Coutu Group sold 72.5 million common shares of Rite Aid stock, thus reducing its interest to 11.7%.

Procurement Contacts: Claude Daigneault, Private Label Manager; Alain Lafortune, Sr. VP Purchasing & Marketing in Canada; Robert Pouliot, SR VP Purchasing in the U.S.

JERÓNIMO MARTINS, SGPS, S.A.

Rua Tierno Galvan, Torre 3, Piso 9, Letra J-1099-008 Lisbon, PORTUGAL

Tel: +351 127523-26-00

Fax: +351 21752-61-74

www.jeronimo-martins.pt Total 2012 Sales: $14.1 Billion (€ 10.9 Billion) +10.5%; Retail Sales in Portugal: $5 Billion (€ 3.9 Billion) +2.6%; Sales in Poland: $8.6 Billion (€ 6.7 Billion) +13.6%; Manufacturing/Foodservice/Other Sales: $295.4 Million (€ 229 Million) +0.4%

Percentage of Total Sales in Own Label/Exclusive Brands: 47% (E)--54.2% in Biedronka, 42% (excluding perishables, fuel, textiles, and pharmaceutical products) in Pingo Doce, and 20.4% in Recheio.

Principal Business: Jerónimo Martins, established in 1792 in Lisbon, today is a market leader in Portugal and Poland. It is 49% owned by Ahold of The Netherlands (also in this database). In total, this retailer oversees 2,820 stores, of which 2,538 are food retail outlets. In Poland, there are 2,125 Biedronka discount stores (representing 54.2% of company sales), as well as a pharmacy network in partnership with Associação National Pharmacy Association of 36 Apteka Na Zdrowie stores, and 32 Hebe drugstores. In Portugal, there are two chains, 359 Pingo Doce supermarkets as well as 13 others on the island of Madeira (the Portuguese archipelago) and 36 Recheio cash & carry outlets plus four foodservice platforms (one in Medeira). Additionally, this retailer operates Refercoes No Sitiso do Costume restaurants, petrol stations. New Code adult and children clothing stores, and Spot shoe stores. In addition, there are 17 coffee shops and 34 Ola ice cream parlors, 25 Hussel chocolate and confectionery stores, plus a restaurant called Jeronymo Food with Friends. Jerónimo with 45% interest also has a joint venture with Unilever, together positioned as the largest manufacturer of FMCG in Portugal: two manufacturing/processing facilities, producing food, personal care, and home care products along with Gallo Worldwide, an olive and vegetable producer (selling to 30 countries and identified as the third largest olive brand in the world). The company is traded on the Euronex Lisbon Exchange.

EB Identities: Pingo Doce, Ultra Pro (detergents and cleaning products), ActivPet (pet food), Feira Nova, New Code (textiles), Electric Co. (electrical goods). At Recheio stores: Materchef, Gourmes, Amanhecer

EB skus: 10,000+ (E) Profile: Gloomy economic conditions in this retailer’s two major markets has not slowed its growth, especially in Poland, where most of its investment funds are being directed.. During the year some 1,700+ Biedronka stroes were converted to a new store format, emphasis more perishable products. Year-end, these products represented 16.3% of store sales versus 14.8% in 20112. The Biedronka formula, acquired in 1997 with 243 discount stores, has served as the growth engine for the company. Some 263 new Biedonka stores were opened during the year versus only three Pingo Doce store opening in Portugal (and 39 other new store openings in its smaller chains)). Poland also welcomed two new distribution centers during the year and the chain now looks to a 3,000-store chain by the end of 2015. Jerónimo Marins hasn’t given up on Pingo Doce, where sales advanced by 2.4% to € 3.1 billion in 2012. The chain is addressing consumer price sensitive interests by pushing its private brand share of sales to 42%. The product selection has added new healthy eating products and introduced a Pingo Doce coffee maker. (In Poland, its chain there has launched an exclusive espresso coffee maker with “Italico” private brand capsules. The company also has plans to lauch up to 40 stores in Colombia, South America, in 2013, operating Ara banner stores, including a limited assortment of private brands. The company also looks to develop its Recheio cash & carry concept, now in its 40th year, into international markets.

Procurement Contacts: N/A

JIM PATTISON GROUP, THE

1067 West Cordova Street, Vancouver, BC V6C 1C7 CANADA

Tel: (604) 688-6764

Fax: (604) 688-2601

www.jimpattison.com

Total Sales: $7.2 Billion (C$ 7.2 Billion) +2.8%

Percentage of Sales in Exclusive Brands; N/A

Principal Business: This company is a conglomerate started by Jim Pattison in 1961 with a single auto dealership. Today, as the third largest privately owned company in Canada, it claims to operate 465 locations in 51 countries, mostly in Canada and the United States. Its interests range from automobiles to media (TV-radio stations), to food packaging, to entertainment, to periodical distribution, to lumber exports, to advertising, to real estate, etc. For the private brand business, Jim Pattison operates a huge Food & Beverage Division, which very likely commands more than half the company’s total revenues. Privately owned, the company does not break out its sales by divisions. This Division operates Canadian Fishing Co. (Canfisco), a fishing fleet, producing canned and frozen salmon, tuna and seafood. Canfisco, exporting products to 25 countries, is Canada’s largest packer of canned salmon. Its own brands include Gold Seal, Tea Rose and other private labels. The division also operates two packaging firms, Monfitelle, Hawkesburg, ON, producing food packaging (collapsible aluminum tubes) and Glenpak, Glen Falls, NY, a producer of rigid and flexible food packaging. Its wholesale distribution and support services are centered in the Buy-Low Foods operation, a food wholesaler, serving independent retailers: some 1,800 customers—supermarkets, convenience stores, specialty outlets, etc., as well as 24 corporate and franchised stores under four banners (Buy-Low Foods, Nesters Markets, Shop n’ Save, and Budget Foods). Part of Buy-Low’s operation also includes the Associated Grocers (AG), founded in 1927, which provides grocery, frozen, dairy, bakery, meat, and produce products to more than 900 independent grocers in Western Canada. Jim Pattison Group also operates Van-Whole Produce, Vancouver (Tel: 604-251-3330), providing more than 1,300 produce markets in Canada with some 400 varieties of perishable fruits and vegetables, sourced from growers in 25 countries. Finally, the Food & Beverage Division incorporates the Overwaitea Food Group, Langley, BC, a group of six retail chains, totaling 124 stores, which serves 80+ communities in Western Canada. They include: 77 Save-On-Foods, 14 Overwaitea Foods, 14 Price Smart Foods, 14 Cooper’s Foods, 3 Urban Fare (up-market), and 1 Buckley Valley Wholesale. All the food retailers in this division draw on the portfolio of private labels, supplied by Western Family Foods, Tigard, OR (also in this database), under the Western Family brand.

EB Identities: Western Family brands: Classics (premium), Organic, Envirowise, Pro-Source, Homelogix, and Body Zone; Value Priced (economy line), Gold Seal and Tea Rose (seafood), etc.

EB skus: N/A

Profile: Jim Pattison keeps its developments and progress mostly private. In March 2012, Overwaitea Food Group agreed to buy all of the Zellers pharmacy business in British Columbia from Hudson’s Bay (also in this database).

Procurement Contacts: The Overwatea Food Group. Tel: (604) 888-1213; (800) 242-9229 URL: www.overwaitea.com; Buy-Low Foods. Tel: 604-888-1121 or (800) 565-3955. URL: www.buylowfoods.com

JOHN LEWIS PARTNERSHIP, THE

171 Victoria Street, London SW1E 5NN, UNITED KINGDOM

Tel: +44 20-7592-6220

Fax: N/A

www.johnlewis.co.uk

www.waitrose.com

Total Fiscal 2010 Group Sales: $11.6 Billion (£ 6.9 Billion) +3.5%; John Lewis Department Store Sales: $4.6 Billion (£ 2.9 Billion) +2.8%; Waitrose Supermarket Sales: $7.1 Billion (£ 4.5 Billion) +9%

Percentage of Sales in Own La bel/Exclusive Brands: N/A

Principal Business: The John Lewis Partnership oversees 29 John Lewis department stores (all full line except a smaller scale John Lewis At Home outlet), 219 Waitrose supermarkets, and 4 Waitrose convenience stores in England, Scotland and Wales. The partnership also operates some textile manufacturing facilities (Herbert Parkinson), some farming business (Leckford Estate), as well as Greenbee, a direct service business for travel, leisure, and financial needs.

EB Identities: John Lewis, Waitrose, essential Waitrose, Seriously from Waitrose (desserts), Menu From Waitrose (restaurant quality ready meals), By Waitrose, Duchy Originals (organic and freerange foods)

EB skus: 2,000+ (E)

Profile: Despite the continued recession in the United Kingdom, the John Lewis Partnership has sailed a smooth course. Waitrose’s operating profit shot upward by 25.1% to £ 268.4 million, while the John Lewis department stores realized a 15% operating profit gain to £ 165.9 million. The latter showed sales gains in fashion wear; but Waitrose big push came in March 2009 with the launch of Essential Waitrose (copied from US-based Whole Foods’ 865 Everyday Value) a line of some 1,400 everyday products where their sales improved by 18% over this fiscal period and now

represent 17% of volume. Waitrose also launched the Seriously brand of indulgent desserts and the Menu From line of restaurant quality ready meals. Additionally, 25 new Waitrose stores were added. Waitrose continues to forge onward, investing in product quality and innovations. The chain has expanded its online Waitrose Delivery service to 129 branches--an operation run in parallel with its Ocado supply relationship. Waitrose seeks to make its brand accessible to more people. A strategic partnership lately has been formed with Welcome Break service stations and a trial started with Shell stations. Waitrose looks to double its Waitrose chain and continue its partnership sites (Boots, Shell, Welcome Break) shooting for upwards a 1,000. Waitrose, which holds a long standing Royal Warrant with Her Majesty The Queen (royalty buying products from Waitrose), has just formed a partnership with Duchy Originals, giving Waitrose exclusive rights to originate, manufacture, distribute and sell Duchy Originals products in the UK through Waitrose stores. (The brand will continue to be sold in independent stores in the UK as well.). Plans call for expanding this range from 200 up to 500 products. Waitrose, which sells its products in 25 foreign markets ($80 million+ in annual sales), plans to use the Duchy Originals range as a catalyst to accelerate Waitrose’s expansion in international markets and starting in September 2010, according to a Reuters report (June 22, 2010) enter India and Asia as well as the United States. The Prince of Wales, which calls for charitable donations from the royalties are made to charities, supports the Duchy Originals range. Waitrose also is marketing its own products through third parties, such as Boots stores in the United Kingdom.

Procurement Contacts: George Adams, Chief Executive, Commercial

JUMBO GROEP HOLDING BV

Highway 15, CE Veghel, THE NETHERLANDS

Tel: +31 413-380-200

Fax: +31 413-343-634

www.jumbosupesrmarkten.nl Total Fiscal 2012 Revenues: $ 10 Billion (€ 7.5 Billion) (E). Calendar 2011: Total Revenues: $ 4.4 Billion (€ 3.2 Billion); Jumbo Supermarkten Sales: $ 3.5 Billion; (€ 2.5 Billion) + 40%; Super de Boer Sales: $ 1.1 Billion (€ 782 Million)

Percentage Sales in Exclusive Brands: N/A

Principal Business: This family owned business operates 263 supermarkets in The Netherlands. The company, part of the privately owned Van Erd Group, started as an Eerd grocery wholesalers in 1921 and in 1983 opened its first Jumbo supermarket. In recent years, the Jumbo chain has exploded, becoming one of the fastest growing food retailers in the country. In 2011, the chain under that banner grew from 174 to 263 stores; while the reverse occurred with its October 2009 acquisition of Super de Boer supermarket chain (some 300+ stores with more than half

franchised), those store count decreasing from 190 to 36 stores during the year as they are converted over to the Jumbo banner. EB Identities: Jumbo, ‘O’ Lacy, C1000 and C1000 Basic

EB skus: 1,000+ (E)

Profile: You could call 2011, a highlight year for Jumbo—still busy converting the Super de Boer banner stores over to Jumbo format. Jumbo paid € 553 to buy that chain in 2009 of some 300+ stores (including franchised affiliates). Jumbo’s encore came in November 2011 with its announced plans to take over the C1000 supermarket chain of some 412 stores from the private equity firm, CVC Capital Partners. C1000 operates as a € 4 billion food wholesaler, supplying goods and services to independent retailers in The Netherlands, who are licensed to operate supermarkets under the C1000 banner, served by six distribution centers. In 2008, CVC had purchased 73.2% of C1000 (formerly called Schuitema—owned by Ahold of the Netherlands). Jumbo’s takeover of C1000 was finally cleared in February 2012 by the competition authority in The Netherlands, thus giving Jumbo—minus the divestment of some 18 stores—another 400+ C1000 stores in its operation. Bottom line: Jumbo emerges as a wholesaler-retailer with annual revenues of € 7.5 billion ($10 billion+), overseeing some 700+ stores, and with an 23% market share in the country—second only to Ahold’s Albert Heijn supermarket chain (more than 800 stores and a market share of about 33%).

Procurement Contacts: N/A

K-VA-T FOOD STORES, INC.

201 Trigg St., Abingdon, VA USA

Tel: (276) 628-5503; (800) 826-8451

Fax: (276) 623-5440

www.foodcity.com

Total 2011 Sales: $2 Billion+ (E)

Percentage of Sales in Exclusive Brands (Pri ate & De igner): N/A

Principal Business: While the Food City banner traces back to 1918, family owned K-Va-T Food Stores took control of the chain, having started out as a Piggly Wiggly franchisee. The Food City chain has since grown to 93 supermarkets (75 with pharmacies) in Southeast Kentucky, Southwest Virginia, and Northern Tennessee. Also, the company operates 11 Super Dollar Discount Food

limited assortment stores and about 56 Gas ‘N Go fuel stations, plus banking services. Additionally, the retailer operates Misty Mountain Spring Water LLC, which also supplies private label accounts outside the company.

EB Identities: Food City, Topco brands (Food Club, Paws, Valu Time, Full Circle, Top Care, World Classic), Academix (school supplies), Domestix (paper products), Electrix, Easy Clix; Misty Mountain (spring water); and Legacy Brands( regional brands exclusively at Food City stores).

EB skus: N/A

Profile: This 104-store retailer lately has put more emphasis behind its so-called Legacy Brands, that is well-known regional brands that are now exclusively stock by Food City stores: Kay’s ice cream, Terry’s snacks, Lay’s meats, Kern’s bread, Farmbest milk, etc.

Procurement Contacts: Phil Gentile, Senior VP, Purchasing & Merchandising; Richard Gunn, Executive VP Merchandising & Marketing

KARSTADT WARENHAUS GMBH

Theodor-Althoffo-Strasse 2, D-45133 Essen-Bredeney GERMANY

Tel: +49 201-7271

Fax: +49 201-752-16

www.arcandor.com

www.karstadt.de

Fiscal 2011 Sales:$ 4.6 Billion (€ 3.3 Billion) -3.1%

Percentage Sales in Exclusive Brands:N/A Principal Business: Tracing its history back to 1881, Karstadt has lately weathered some ‘rocky’ times, yet still keeps on track. Its structure in this reporting period: 86 Karstadt department stores, 28 Karstadt sporting goods stores, 7 bargain centers, and 3 premium flagship stores in Hamburg, Berlin, and Munich. The collapse of the German retail and tourism conglomerate Arcandor AG (renamed in 2007 from KarstadtQuelle to reflect its move into the tourism business) led to a takeover of the Karstadt operation by billionaire investor Nicholas Berggruend in 2010.

EB Identities: N/A

EB skus: N/A

Profile: In June 2009, Arcandor had filed for insolvency for its Karstadt subsidiary, after failing to secure a bridge loan. The company had reported a loss of €272 million in fiscal 2008. This action was designed to keep the company going and protect its creditors. In June 2010, however, billionaire investor Nicholas Berggruen, through the private equity firm, Berggruen Holdings c/o, JS Beusichem, The Netherlands, took control of Karstadt. The company has since then continued to suffer losses in its retail operation. UPDATE: In its most recent fiscal period, the company show sales lowered to € 3.1 billion. Prospects for this business remain uncertain. Andrew Jennings, the chief executive hired by Berggruen at the time of his takeover, reportedly now plans to step down as the Karstadt department stores continue to report losses; the sporting goods chain and the three flagship stores, however, have reported improved sales.

Procurement Contacts: N/A

KATZ GROUP, THE

Ste. 1702, Bell Tower 10104, 103 Ave., Edmonton, Alberta, T5J 0H8 CANADA; Katz Group Canada Ltd., 5965 Coopers Ave., Mississauga, ON L4Z 1R9 CANADA

Tel: (780) 990-0505; (800) 916-2226

Fax: (780) 425-6118

www.katzgroup.ca

Total Fiscal 2012 Sales: $1.5 Billion (C$ 1.5 Billion) (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: The Katz Group, a privately held company, owned by billionaire Daryl Katz (recent new owner of the Edmonton Oilers hockey team), oversees some 1,400+ drugstores in Canada. They include 400+ corporate owned Rexall and Rexall Pharma Plus drugstores; the Drug Trading Co. (tracing its roots back to 1897) with 850 I.D.A. and Guardian pharmacies; and 160 independently owned franchised Medicine Shoppes. Additionally, Katz owns Canada’s only national mail order pharmacy operation, Meditrust Healthcare Inc., serving 18,000 lodge and nursing home beds.

EB Identities: Rexall, PharmAssist, Medicine Shoppe, Pharma Plus

EB skus: N/A

Profile: The Katz Group has undergone a major strategic change in the past couple of years. Daryl Katz, the son of a pharmacist, during the 1990s secured a franchise agreement with Medicine Shoppe (owned by Cardinal Health of the US) and then began buying distressed pharmacies, building up a network of more than 1,800 outlets, including rights to the Rexall brand in Canada and Snyder’s Drug stores (25 company owned) in Minnesota. Failing to build that latter business in the US market, Katz sold it to Walgreens in January 2010. The licensed Synder’s stores were not affected. His interests then apparently switched more toward sports when he purchased the Edmonton Oilers hockey team, which played in his Rexall Palace arena. Seeking to build a new arena, Katz late January 2012 announced plans to sell his “non-core assets,” which included the Drug Trading company chains and the franchised Medicine Shoppes business to McKesson (listed in this database), the US pharmaceutical distributor for those business. McKesson agreed to pay $920 million cash and also to continue to sell the Rexall brand line in its acquired assets. Katz meantime has put more support behind its Rexall stores, which stock some 1,300 Rexall brand products. He recently acquired an 18-store Dell Pharmacy chain in Canada for $70 million, which will likely will be converted to the Rexall banner. UPDATE: In January 2013, Rexall introduced a new healthy brand identity: "Be.better." made available in 426 Rexall and Rexall Pharma Plus corporate stores located across central and western Canada. The selection includes: gluten-free vitamins, environmentally friendly household cleaners, salon-quality personal and beauty care items, healthy foods and snacks, and vegetarian probiotics. The Be.better brand joins another newcomer at Rexall: KIT nail lacquers (40 choices) and jewelry. Another relatively new private brand sold at select Rexall Pharma Plus stores: Creation's Garden, a range of natural products, covering personal care items for the body, face, hair, and including anti-aging and wrinkle-reduction products. These three brands complement the iconic Rexall Brand, representing mostly familiar health and beauty care products (OTC items, diapers, feminine hygiene, shaving, etc.) in some 20 categories.

Procurement Contacts: Daryl Katz, Chairman & CEO

KESKO LTD.

Satamakatu 3, P.O.B. 135, FIN-00016, Helsinki, FINLAND

Tel: +358 10-5311

Fax: +358 9 655-473

www.kesko.fi Chainwide 2013 Group Sales: $15.4 Billion (E) ( € 11.6 Billion) +4.4%; Net Sales: $12.4 Billion ( € 9.3 Billion) -3.8%; K-Group Food Store Sales: $5.9 Billion (€ 4.4 Billion) +1.8%; K-Group Building & Home Improvements Store Sales: $ 3.5 Billion (€ 2.6 Billion) -7.8%; Home & Specialty Goods Sales: $1.9 Billion (€ 1.5 Billion) -9.1%; Car & Machinery Trade Sales: $ 1.3 Billion (€ 1 Billion) -6.9%

Percentage of K store Sales in Exclusive Brands: 19% (E)

Principal Business: Established in 1940, Kesko (Helsinki Stock Exchange NASDAQ OMX) is a marketing and logistics company, overseeing 1,753 food stores in eight countries: Finland (1,547 stores), Sweden (20), Norway (91), Estonia (20), Latvia (9), Lithuania (18), Russia (38), and Belarus (10). Kesko divides its retail business into four divisions: (1) food (900+ K retailers operating K-CityMarket hypermarkes, K-supermarkets, K -markets neighborhood service-oriented stores, K-extra neighborhood dairy needs, plus Kespro food stores in Russia); (2) home and specialty goods (420 non-food hypermarkets/department stores/sports/furniture, home electronics/shoes, under such banners as Kodin1, Anttila, Intersport, Budget Sport, Asko, Sotka, etc.); (3) building and home improvement (420 stores under the K-rauta, Rautia, Byggmakker, and Senukai banners); and (4) car and machinery trade (11 points importing and selling automobiles under VV Auto). Kesco Food's subsidiary, Kespro, distributes some 600 Menu brand items to hotel, restaurant, and caterers.

EB Identities: Prikka (2.252 products), Euro Shopper (some 250 items distributed as the Finnish distributor for AMS-Associated Marketing Services of Switzerland), Rico (imported fruits and vegetables), Costa Rica (coffee). Besides these principal brands, Kesco oversees some 650 registered trademarks, assigned in different product categories, such as: Menu (Kespro wholesaler's brand sold to hotels, restaurants, and caterers), Kokki (cooking utensils), Pirta (yarns), Harmony (textiles), the shoe brands—Andiamo, Knox, Hankiset, and Snoopy, all in Home and Specialty Goods; K-Prof, Power, and Varma Valinta (hardware), all in builder’s and agricultural supplies; etc.

EB skus: 3,000+ (E)

Profile: Finland, suffering from a weak economic situation and diminished consumer demand--its GDP down for the second year in a row, offered little relief to Kesko. Its operating profits for the year hit €239 million, up about 1.7% from 2012. Three of its four divisions suffered losses: Building & Home Improvement trading down 7.8% to € 2.6 billion, Home & Specialty Goods trading down 9.1% to € 1.5 billion, and Car & Machinery trading down 6.9% to € 1 billion. Only Kesko's Food Trade Division pulled ahead, edging up by 1.8% to € 4.4 billion. Profits in that division climbed by € 49 million. Food is where the action is. Kesko opened its first grocery store in St. Petersburg, Russia, in 2012 and added three more in 2013. Sales at Kesko's Anttila department store chain suffered a 16.5% loss; the company plans to close one-third of this network. Kesko's wholesale business, Kespro, saw its sales climb by 2%. The company continues to trim operations and squeeze out profits wherever possible. One measure taken: Begin leasing its company owned stores by selling them to a Real Estate Investor Fund, established by Kesko with other investors. Kesko also is building its digital presence, having in November 2013, launched ruoka.citymarket.fi, an online food store (including products under its own Prikka brand). The company's internet sales now represent 17.8% of total net sales. UPDATE: Late in March 2014, Kesko announced the April 2014 launch of a new private brand range, K-Menu. Kesko Food's president and CEO Jorma Rauhala noted: "the role of our brands as part of the grocery market is growing strongly. The situation we see is a lot of potential to bring a new, highly competitive private label product line to k-food stores." The new low-price range of basic, everyday staple foodstuffs includes high-quality fresh and processed meat (100% Finnish origin), pasta, juices, frozen foods, and canned foods. Kesko expects the K-Menu range will grow to several hundred products.

Procurement Contacts: Janne Jantunen, Annamari Paananen, Tomi Liski, Timo Turunen, Titta Puranen, all Category Managers; Auli Kosonen, Buyer; Kaja Grommi, Brand Manager

KF GROUP/COOP SVE RIGE AB

Englundaagen 4, 80 nn, SE-171 88 Solna org.nr 556030-5921, SWEDEN

Tel: +46 10-740-0000

Fax: +44 1461-1717

www.coop.se

Total 2010 Consumer Co-operative Movement Sales:$ 6.2 Billion (SEK 44.8 Billion) -1.2%; KF Group Sales: $ 5.1 Billion (SEK 36.7 Billion) -1.6%; Grocery Turnover:$ 4.5 Billion (SEK 32.5 Billion) -1.2%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This consumer cooperative movement, along with the subsidiary of Cooperative Union, KF (Kooperatia Forbundet), is comprised of 44 consumer societies, representing 760 stores in Sweden and owned by some 3.1 million consumer members. Together, KF Group accounts for five consumer societies, overseeing 459 stores, while the 39 other consumer societies—ranging in size from 600,000+ members down to 179 members—operate their own stores. There are five banner chains in the co-op: 383 Coop Konsum fresh & organic foods (163 owned by KF Group), 70 Coop Extra food stores (43 Group owned), 176 Coop Nära local convenience stores (91 Group owned), 69 Coop Forum hypermarkets (46 Group owned), and 35 Coop Bygg DIY & garden centers (25 Group owned). In addition, KF Group operates Daglis, a 4,200-square-meter food store in Stockholm (stocking 30,000 products) and an on- line business. Besides commanding a 21.5% grocery retail market share in Sweden, the KF Group also oversees different businesses: real estate, bookstores, a publishing group, film and digital game distribution, magazines, conference facilities, and different investments, including 70% interest in Löplabbet, a chain of running and walking goods and accessories; a 20% interest 190 pharmacies (Kronans Droghandel), plus interest in 180 Expert home electronics.

EB Identities: Coop (top quality foods and non-foods), Coop Prima (premium quality foods), Coop Änglamark (organic, Fairtrade, environmentally-friendly, etc. products--200+), Änglamark Prize, and X-tra (cut-price products), Blavitt (234 low-price products), Blue and white (everyday low price items), Signum (469 products), etc.

EB skus: N/A

Profile: Starting in 2012, KF will be phasing out of its ownership in the Nordic purchasing group, Coop Trading A/S, which shares ownership with coops in Norway (NKL), Denmark (FDB), and Finland (SOK) also in this database. KF instead will continue purchasing through its Coop Purchasing & Category AB, Cikab. During this year, the Swedish coop opened nine new stores, five of them Coop Forum supermarkets and two each of Coop Extra and Coop Konsum. KF also introduced a new premium brand, Coop Prima, starting with 50 products in 2011 with plans to double the range. All of the packaging will carry messages from the producer, explaining the product background. KF Group, hit by higher commodity prices during the year, saw its net earnings dip by 50% to SEK 112 million. Through cost reduction and efficiencies, KF has realized savings.

Procurement Contacts: Titti Bergenholtz, Director of Own Brands

KINGFISHER

3 Sheldon Square, Paddington, London W2 6PX UNITED KINGDOM

Tel: +44 20-7372-8008

Fax: +44 20-7644-1001

www.kingfisher.com

Total Fiscal 2013 Sales: $16.9 Billion (£ 10.6 Billion) -2.4%

Percentage of Group Sales in Own Label/Exclusive Brands: 24%; Percentage of B&Q Sales in Own Label/Exclusive Brands: 35%

Principal Business: Kingfisher, traded on the London Stock Exchange, is the leading home improvement and garden center retailer in Europe and Asia and the third largest of its kind in the world. The company oversees 1,036 stores in eight countries. It is the market leader in the United Kingdom, France, Poland, Turkey, China. It operates four home improvement chains: B&Q, Castorama, Brico Dépôt (for serious DIY-ers and professional builders) and a 50-50 joint venture in Turkey, called Koctas. As of May 4, 2013, the company reported a portfolio of 1,141 stores: 395 B&Q stores (UK, Ireland, and China), 300 Castorama stores (France, Poland, and Russia), 126 Brico Dépôt in France and Spain, and 283 Screwfix in the UK and Ireland. All are DIY stores, except Screwfix--the UK’s largest direct (trade counters) and online support service for trade tools. Its outlets each stock from 18,000 up to 50,000 products. Kingfisher also has a 50-50 joint venture with KOC Group in Turkey (37 Koctas stores), and 21% interest in an alliance with Hornbach in Germany--that country’s leading DIY retailer with 130 Hornbach stores in nine European countries.

EB Identities: B&Q, Castorama, Colours (decorative products), Performance Power (power tools), MacAllister (power tools in France), Form (home solution/lifestyle products)

EB skus: N/A Profile: Kingfisher’s poor results in this period are attributed to weaker consumer confidence in some of its major markets plus poor weather conditions in the United Kingdom. The company profits slipped by 11.4% to £ 781 million in this period. Kingfisher indicated that this “tough year” was compounded by unfavorable foreign exchange rates. Industry reports show that the UK housing market is about half what it was in 2008. The sun will come out tomorrow for Kingfisher once this situation improves.

Procurement Contacts: Paul Mir, Group Commer cial Director

KOHL’S CORPORATION

N56 W17000 Ridgewood Dr., Menomonee Falls, WI USA

Tel: (262) 703-7000

Fax: N/A

www.kohls.com

Total Fiscal 2012 Sales: $18.8 Billion +2.2%

Percentage of Sales in Exclusive Brands: 50.3% Principal Business: Established in 1988, Kohl’s ( NYSE: KSS) operates 1,127 family oriented department stores in 49 states. They stock moderately priced apparel, footwear, and accessories for women, men and children; plus soft home products (sheets, pillows, etc.), and housewares. EB Identities: ELLE (contemporary collection of women’s apparel, shoes, accessories, home decor, jewelry, cosmetics), Croft & Barrow, Sonoma, Apt. 9, Simply Vera Vera Wang (the fashion designer’s collection of women’s apparel, accessories and home items), Style Selections ( home products, hand soap, dish and laundry detergent), Candie’s, and Bobby Flay.

EB skus: N/A Profile: Kohl’s celebrated its 50th anniversary this year by rolling out more exclusive brands, including its biggest ever introduction of exclusive products touching on virtually every merchandise category in the store. This was the September 2011 debut of the Jennifer Lopez and

Marc Antony collections, the husband and wife team and stars of the Fox TV show, “Q’Viva’ The Chosen. (Those celebrities politely waited until after this launch to announce their divorce.) Jennifer Lopes brand covers women’s sportswear, dresses, handbags, jewelry, shoes, sleep wear, bedding and bath products. Marc Antony brand appears on men’s apparel, sportswear, dress shirts, neckwear, suit separates, sport coats, and shoes). Kohl’s followed up in February 2012 with the rollout of Rock & Republic apparel, accessories and other merchandise. Also, the retailer expanded its most popular private brands, ELLEW and Simply Vera Vera Wang in the spring 2012, adding fashion jewelry and beauty items to the former brand and cosmetics to the latter brand. This continued in August 2012 with the planned launch of Princess Vera Wang junior contemporary, premium lifestyle collection. Koh’s obviously is committed to its exclusive and private brand product mix, which in 2011 jumped by 240 basis points to 50.3% of total sales. Emphasis on this business also helped boost its 4.2% gain in net income, climbing to $1.2 billion for the year. During 2011, the company added 38 new stores and executed 100 store remodels. Most of its new stores are smaller at 55,000 to 68,00 square feet, versus the typical 88,000 square foot Kohl’s store. Sales for the year were up thanks to aggressive price increases at retail, designed to offset the higher apparel costs. Categories like accessories (watches) and Home (electric products) registered strong gains. Also, Kohl’s reported its e-commerce sales hit $ 1 billion for the year with the number of transactions up by 42% from more customer traffic. In April 2011, Kohl’s signed a seven-year private label credit card program with Capital One: Its credit card revenues were $ 347 million in 2011 versus $ 280 million the previous year. Some 25% of the merchandise it sells is sourced from one third party purchasing agent: Li & Fung Limited (also in this database).

Procurement Contacts: N/A

KONINKLIJKE N.V. (ROYAL AHOLD)

Ahold Corporate Center, Piet Heinkade 1670173, 1019 EM Amsterdam, THE NETHERLANDS

Tel: +31 20-509-5100

Fax: +31 20-509-5110

www.ahold.com Total 2014 Group Sales: $43.6 Billion (€ 32.8 Billion) +0.5%; Ahold USA Sales: $26.1 Billion: (€ 19.6 Billion) -0.5%; Sales in The Netherlands: $15.6 Billion: (€ 11.7 Billion) +1.8%; Czech Republic: $1.9 Billion (€ 1.5 Billion) +11.7%; Portugal/JMR: $ 4.8 Billion (€3.6 billion) 49% stake.

Percentage of Total Sales in Exclusive Brands: 40+% (E); for U.S.: 38% (E); for Albert Heijn Supermarkets: 50%

Principal Business: Ahold Group (NYSE: AHO) oversees a network of 3,206 retail locations (up by 75 stores, including franchised outlets, versus 2013) in five countries: the United States, The Netherlands, Belgium, Germany, and the Czech Republic. Ahold also holds a 49% interest in Jerónimo Martins Retail SGPS., S.A., Lisbon, Portugal (also in this database). Some 59.7% of its sales derive from the United States, covering 768 stores: 216 Stop & Shop superstores/supermarkets in three New England states (Connecticut, Massachuts, Rhode Island); 182 Stop & Shop superstores/supermarkets in metro New York and New Jersey); 170 Giant (Landover) superstores/supermarkets in three mid-Atlantic states (Virginia, Maryland, and Delaware) plus the District of Colombia; and 200 Giant (Carlisle) superstores/supermarkets (under the Martin’s Food Market and Giant To Go c-stores) in four mid-Atlantic states (Pennsylvania, Virginia, Maryland, and West Virginia). The outls in Giant Carlisle and Stop & Sop New England also operate some 231 fuel stations. In addition, Ahold operates two online services. In the United States, the Peapod online grocery service (market leader), working with Stop & Shop, and the two Giant divisions, services all their markets plus Indiana and Wisconsin. In The Netherlands, Ahold operates bol.com, an online non-food merchandise service, covering the Netherlands and Belgium. In Ahold's second largest market, The Netherlands, the company operates some 2,105 retail outlets, consisting of 966 Albert Heijn supermarkets (Belgium included), 539 Etos drugstores (including online service), and 600 Gall & Gall wine and liquor retail specialty outlets. In The Czech Republic, Ahold oversees 333 stores, including 91 Hypernova compact hypermarkets and 242 Albert supermarkets. Its 49% stake in JMR, the largest supermarket chain in Portugal, covers 382 mostly Pingo Doce supermarkets (plus other banners and an operation in Poland).

EB Identities: In the Netherlands, at Albert Heijn stores (supermarkets, compact hypermarkets, convenience stores and online shopping)-- AH Huismerk (house brand), AH Excellent (premium quality), AH puur & eerlijk (responsible choice), AH Basic, and EuroShopper (economy line from Associated Marketing Services); from Etos drugstores--Etos Huismerk (house brand) and Etos voordeel Selectie (value selection), Beautiful You personal care, Inner Calm for optimal relaxation, and Your Pure Body for ultimate cleaning; and from Gall & Gall beverage outlets (Gall & Gall huiswijn (own brand wines). In the Czech Republic and Slovakia at Albert/Hypernova (hypermarkets, compact hypermarkets, and supermarkets)--Albert Quality, Albert Excellent, Albert Bio, and Euroshopper. In the United States at Stop & Shop and Giant supermarkets--Stop & Shop or Giant, Nature’s Promise (natural and organic foods), Simply Enjoy (premium snacks), CareOne (health and beauty care items, vitamins, OTC drugs), and Guaranteed Value (everyday essentials). Other private brands: Simply Dry (diapers), Companion (pet food, treats, cat litter), and Cottontails (baby products). The Cottontails brand reportedly is being converted to a new identity, Always My Baby, covering diapers, training pants, and baby wipes.

EB skus: N/A

Profile: Ahold's focus in 2014 has been on its so-called Reshaping Retail strategy, part of which calls for increasing its assortment of affordable fresh produce and healthy products–up by 500+ products, bringing the total to 9,341 healthy products. Online consumer sales have become a new corporate target for growth. They represented 3.9% of net sales in 2014; while the bol.com operation in The Netherlands grew by 25% in sales. Ahold predicts its online sales will reach € 2.5 billion (more than $3 billion) by 2017. Additionally, by 2016, Ahold has targeted its private label sales penetration in the U.S. market to achieve a 40% level Also the company has put emphasis on its own-brand products, insuring that they are produced in a more responsible way. For example, some 30% of its seafood suppliers are now in line with its sustainability standards; while the USA stores became among the first US supermarkets to offer own brand UTZ Certified sustainable chocolate bars. In the U.S. Ahold's own brand penetration rose by 0.5% to 37.6% of

total sales volume was relatively unchanged as market share in the U.S. slipped, while Albert Heijn in The Netherlands gained share. Ahold has focused on cutting prices (1,000+ targeted price reductions in the U.S.), introducing new products (especially in the Albert Heijn bakery department), and trimming its operations (including banner conversions, such as C2000 stores acquired from Jumbo rebranded . In March 2013, its 60% ownership in ICA of Sweden was sold for $3.1 billion. That reflected well on net income for the year; but in 2014, Ahold entered into a settlement agreement, requiring the payment of $297 million to resolve a class action suit related to the pricing practices of Ahold's former subsidiary, U.S. Foodservice (called the Waterbury litigation). The company also pulled out of Slovakia, where it operated some 24 stores. Bottom line: Ahold reported its net income off by 76.6% to €594 million in 2014. On a more positive note, Ahold in March 2014 acquired 50 SPAR stores (36 Compact hypers and 14 supermarkets) in the Czech Republic–all being converted to the Albert banner. That makes Ahold owner of the number one banner and the number two retail company in that country. During the year, the chain's value brand was rolled out into all its stores. UPDATE: Consolidation in the retail industry is critical to growth and bottom line profits. Ahold in 2012 saw its net income dip by 18.9% from the previous year and, while its sale of its 60% ownership netted the company $3 billion in tax-free cash, thus improving its bottom line profits, the results from the impact of disposed operations, low sale growth in the U.S. (off by 0.5%), and its litigation settlement in 2014 were disappointing. So it's not surprising to hear in June 2015 that Ahod agreed to acquire Delhaize of Belgium for € 25 billion, producing one of the largest U.S./ food retailing operations and a major player in Eurpe as well. The deal combines four supermarket chains in the U.S., primarily Stop & Shop and Giant from Ahold and Food Lion and Hannaford from Delhaize. Their annual sales are estimated at €54 billion generated from 6,500 stores worldwide. Besides the U.S., this business will cover the Netherlands, Belgium, and countries in Eastern Europe.

Procurement Contacts: Meiketer Braak, private label manager at Albert Heijn (Holland); Robin Van Zijtveld, European Sourcing Director of Private Label; James Dwyer, executive VP Corporate Brands & E-Commerce. Procurement Contracts at Ahold USA (Tel: 781-380-8000): James Dwyer, Exe. VP Corporate Brands and E-Commerce; Michael Sherman, Sr. Director Sourcing; John Dennison, Manager, Corporate Brands Procurement; Thomas Berker, Director Private Label Marketing/Strategy/Brand Management; Carole Ensley, Director Global Sourcing; Carol Anne Olsen, Executive VP, Private Label Procurement; Bill Wolfe and Steve Howell, both Directors of Procurement; Jim Goodwin, Director Corporate Brands (American Sales Co.--Tel 716-686-7000); Denise Mullen, Director of Corporate Brands at Giant Food Stores (Carlisle, PA)-Tel: 717-2494000.

KROGER CO., THE

1014 Vine St., Cincinnati, OH 45202 USA

Tel: (513) 762-4000

Fax: (513) 762-1180

www.kroger.com

Total Fiscal 2015 Revenues: $108.5 Billion +10.3%; Supermarket Sales (without fuel): $86.3 Billion +12.8%; Fuel Sales: $18.9 Billion -0.6%

Percentage of Total Revenues in Exclusive Brands: 20% (E); 25.5% of Total Supermarket Sales; 27.1% of Total SupermarketUnit Sales (excluding pharmacy & fuel)

Principal Business: Established in 1883, Kroger now publicly traded (NYSE: KR), continues as the largest traditional grocery store business and the 5th largest pharmacy operator in the US. The company oversees a vast retailing empire of more than 3,739 retail outlets under some 24 store banners, operating in 34 states. They are comprised of 2,625 supermarkets (93% of revenues) and multi-department stores (1,330 with fuel centers). They operate under 16 supermarket banners, including: Kroger, PayLess, Owen's, Ralphs, King Soopers, Scott's Food & Pharmacy, Kroger Fresh Fare (upscale), fry's, Smith's Food & Drug, Harris Teeter, Jay C, QFC, Dillons, Baker's, Gorbes City Market, and Marketplace. Some 2,269 of them are combination stores (food & pharmacy). There also are 127 Fred Meyer multi-department stores and 131 price impact stores under three banners: Food 4 Less, Food Co, and Ruler Foods. Additionally, Kroger operates 788 convenience stores (including franchised units) in 19 states, under six banners: Kwik Shop, Loaf ‘N Jug, Quik Stop, Tom Thumb, Minit Market, and Turkey Hill) . Most operate fuel stations. Also, the company oversees 326 fine jewelry stores in 30 states (under the Fred Meyer Jewelers and Littman Jewelers banners, of which 78 are franchised) The include 194 in supermarkets and 132 in malls. Additionally, Kroger operates 36 distribution centers and 37 food processing plants as Inter-American Foods, Inc. (listed in the Manufacturers Section of this database): 17 dairies, 9 deli-bakery plants, 5 grocery products plants, 2 beverage plants, 2 meat processing and 2 cheese processing plants. Together they provide Kroger with 40% of its corporate brand products. The company operates some 2,111 pharmacies in its food stores. Its fiscal 2015 pharmacy sales topped $9 billion. Kroger additionally inside its different store banners operates 148 The Little Clinic walk-in medical clinics in nine states.

EB Identities: K roger reports stocking an average of 13,000 private label products throughout its store banners, available primarily in three quality tiers: Private Selection premium/gourmet/upscale/unique; its individual flagship store banners for first-quality-tier, national-brand-equivalent products (i.e., Kroger, Ralph’s, King Sooper, etc.), and three value brands --P$$t, Check This Out, and Heritage Farm. Other private brands cover specific product categories, such as Private Selection Organic, Simple Truth and Simple Truth Organic (foods freefrom artificial preservatives and ingredients), Comforts for Baby and Comforts for Toddlers diapers and other baby products, Big K soft drinks, Luvsome pet products, Peakfection balanced nutrition pet food, ABOUND ultra premium pet food, Fresh Foods Market deli and prepared foods, HemisFares: A Journey of Epicurean Proportions globally inspired foods. Additionally, there are or have been and numerous other corporate brands in its stock within different store banners: Moto Tech (automotive), mirra renew (health and beauty care products), Everyday Living (kitchen gadgets), HD Designs (upscale home merchandise), Office Works (office & school supplies), Active Lifestyle (better-for-you foods), Fresh Selections, Golden Crown (seltzer), Healthy Indulgence (low fat/cholesterol foods), Sensible Indulgence (low fat bakery and snacks), Cost Cutter (second quality, generics), Country Oven (bakery), Embassy (dry grocery items), Home Pride, Nature’s Market, Pet Pride (pet foods), Perfect Choice (health & beauty), Personal Choice (health and beauty care items), First Choice (club packs), wholesome@home,

Splash Sport/Splash Spa/Bath & Body Therapies (all bath & body products), Buena Comida (Mexican),Wholesome@Home, and the licensed Disney Magic Selection brand (foods, beverages, personal care products, etc.).

EB skus: 20,000+

Profile: Kroger's crowning achievement in this period came with its largest acquisition in 15 years: the $2.4 billion takeover on Jan. 29, 2014 of the upscale supermarket chain, Harris Teeter Supermarket s, Matthews, NC. That retailer, responsible for sales of about $2.5 billion+ from 227 stores in seven states, opened the Southeast and mid-Atlantic markets plus Washington, DC. to Kroger. (The deal also included distribution centers for grocery, frozen and perishable foods in Greensboro, NC and Indian Trail, NC, and a dairy facility in High Point, NC.) Harris Teeter continues as a subsidiary with no change in its banner identity. With that boost, Kroger was able to push past the $100 billion barrier in total revenues. Not counting its own store relocations, Kroger opened 33 stores and closed 48 units during the year. Its total revenues jumped by 10.3% to $108.5 billion. Not counting its fuel sales of $18.9 billion, which registered a 0.6% decline versus the previous year, Kroger's retail store sales advanced by 12.5%. As a result, identical store sales were up for the 45th consecutive quarter. Company net earnings for fiscal 2015 climbed by 13.3% to $1.7 billion. Kroger's interest in technology continued as well. In February 2014, Kroger acquired You Technologies, LLC, a Silicon Valley-based leader in digital coupons and promotions. This was followed up in August with the merger into Vitacost.com, a leading online retailer in health and wellness products. Kroger looked to capitalize on its advanced technology, centering on ship-to-home fulfillment. Impressed with Harris Teeter's order online and pick-up at store system, Kroger has begun testing the system in its stores. Additionally Kroger has decided to replace its exclusive joint venture dunnhumby USA with a more flexible system called 84.5 o. This in-house analytics team is charged with gaining insights into shopper behavior and trends and using that data to make merchandising decisions. (In the spring of 2015, Kroger acquired the technology assets of Dunnhumby, the ownership of which Kroger previously shared with UKbased Tesco.) In May 2014, Kroger opened a new dairy operation in Denver, featuring its first aseptic fluid filling line. Kroger's impressive corporate brands program added two new private brands: Peakfection (fresh foods that are nutritionally balanced) and Fresh Food Markets (deli and prepared foods). Kroger also introduced two new pet brands as part of a three-tier corporate brand pet foods program: the premium Luvsome label and the ultra premium ABOUND label added to its Pet Pride brand. Private Selection (now a $1 billion+) brand added 100 new premium quality items. Kroger boasts that its Kroger label, covering 13,000 skus, now represents $13.6 billion in sales. The retailer's relatively new Simple Truth brand surpassed $1 billion in sales in December 2014. It has become the largest natural foods brand in the U.S. During this period, some 111 new items were added to its range. UPDATE: In October 2015, Kroger introduced a new corporate brand, HemisFares: A Journey of Epicurean Proportions, representing globally inspired foods imported directly from food reich regions of the world. The lauch began with 27 Italian products, such as gelato, artichokes, sundried peppers, cheeses, meats, and processed cheeses. The brand will be adding more items from such countries as Spain and Japan. In November 2015, Kroger announced its plans to acquire the 151 stores of Roundy's Supermarkets, Milwaukee, paying $800 million cash. The deal also includes two distribution centers and more than 100 pharmacies. Roundy's, which reported 2014 sales of about $4 billion, opens new markets in Milwaukee, Madison, and northern Wisconsin (Roundy's banners---Pick 'n Save,, Cops, and Metro Markets) as well as an increased presence in Chicago (34 Mariano's stores). The deal was completed on Dec. 18, 2015.

Procurement Contacts: Gil Phipps, Vice-President of Corporate Brands; Dan Griffin, Senior Category Manager, Grocery Procurement; Joyce McIntosh, Sourcing Mgr., Corporate Brands; Graham Lee, Beverage Mgr. (Tel: 310-884-9000); Orlando Gutierrez, Finance Mgr.Corporate Brands; Wayne Abbot, Vice-President, National Purchasing at Fred Meyer (Tel: 503-797-5861)

KUM & GO, L.C.

6400 Westown Parkway, West Des Moines, IA 50266 USA

Tel: (515) 226-0128

Fax: (515) 226-1595

www.kumandgo.com

Total 2012 Company Sales: $2.2 Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This family owned convenience store business, started in 1959, today is the fifth largest privately owned operator of c-stores in the US-- 435 stores in 11 states.

EB Identities: Hiland (snacks and beverages) and five proprietary brands--Java Ridge premium coffee, Napa Creek wine, Sea Ridge wine, Go Fresh Market sandwiches, and Nuclear energy drinks

EB skus: N/A

Profile: About April 2009, this chain began rolling out private label lines under its new Hiland brand, including potato chips, cookies, candies, etc. In October 2010, the company added four varieties of Hiland beer: ice, light, lager, and reserve. More products are planned. Also, Kum & Go, which also operates attached fuel stations, sells proprietary brands (see above). Recent trade publications report this company developing its new Go Fresh Market foodservice, providing chipotle wraps, hash brown sticks, pizza, deli sandwiches, etc. This activity covers breakfast, lunch and dinner. The chain also is building larger 5,000-square-foot stores to provide for foodservice, while closing its smaller outlets.

Procurement Contacts: Melissa Billman, Direc tor of Private Label Development; ; Niki De Phillips, Senior VP of Store Development

LAWSON, INC.

East Tower, Gate City Osaki, 11-2, Osaki 1-chome, Sinagawa-ku, Tokyo 141-8643, JAPAN

Tel: N/A

Fax: N/A

www.lawson.co.jp

Total Fiscal 2011 Net Sales of Stores: $19.2 Billion (¥ 1,682.812 Million) +1%; Total Operating Revenues: $5 Billion (¥ 441,278 Million) -5.5%

Percentage of Sales in Exclusive Brands: N/A Principal Business: Lawson, Japan’s second largest convenience store retail chain, oversees 10,665 mostly franchised stores, of which 10,310 operate in all 47 prefectures of Japan and 355 operate in China, mostly in Shanghai. The majority of stores appear under the Lawson banner, but the retailer has developed a multi-format strategy, encompassing five other formats, including the Lawson Store100 format (fresh food in small portions), Lawson99 stores (price-point goods); the Natural Lawson stores for health conscious customers, selling organic foods and OTC drugs, Opening Pharmacy Lawson health-care stores catering to elderly consumers (a drug dispensing pharmacy service, operated by Qol Co. Ltd., with the Natural Lawson format), and an in-store kitchen-type Lawson, serving freshly made lunch boxes. The company is traded on the Tokyo Stock Exchange.

EB Identities: Lawson, Lawson Select (prepared and processed foods and daily necessities), Value Line, Uchi Cafe SWEETS (desserts), Pasta-ya, and Lawson Tei (chilled lunch boxes), Niigata Koshihikari Rice Ball Series, Gohoubi-no-hitotoki (luxury boxed lunches), etc.

EB skus: 500+ Profile: The Great East Japan Earthquake (March 2011) impacted on Lawson’s net profits for the year: off by 8.8% to ¥ 22,462 million. Lawson, however, saw its chain grow by more than 300 stores in this fiscal period. The company continues to develop its new store formats, such as Lawson Store100 and Natural Lawson, while also bringing some of their product selections into the total chain operation. Also, Lawson continues building its fresh foods stock in its stores. In 2011, the company introduced its new Lawson Select product line. More recently ,it formulated its popular Lawson-Tei chilled lunch boxes to also appeal to female consumers, incorporating color, taste, and texture features that they like. Since Japan is close to the saturation point in terms of tens of thousands of convenience stores, Lawson is looking abroad, expanding into China, including Delilah, its first entry into northern China n November 2011. Also, the company in August 2011 opened its first store in Jakarta, Indonesia. More recently, Lawson crossed part way across the Pacific Ocean to open two stores in Honolulu. Its intentions are to build a chain up to 50 stores in Hawaii and then move further east onto mainland US. The company also has moved into

e-commerce, including an equity stake in HM Japan K.K. and Venture Republic Inc. Also, a business alliance has been formed with Yahoo Japan Corp. in the e-commerce area. In June 2011, a service was launched to provide information to customers near Lawson stores on Yahoo! Local, which is Japan’s largest location-based service. More recently, Lawson has boosted its interest in entertainment, selling tickets for events and movies and importing CDs and DVS music/videos for sale in its stores. In 2012, formed alliance with Aeon in this business, where they jointly acquire and distribute high quality entertainment content through leveraging the respective assets and know-how to create synergy between the two companies.

Procurement Contacts: N/A

LEKKERLAND AG & CO. KG

Europa Allee 57, 50226 Frechen, GERMANY

Tel: +49 2234-1821-291

Fax: +49 2234-1821-445

www.lekkerland.com Total 2011 Sales: $17.1 Billion (€ 12.3 Billion) +0.8%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: In 1960, four confectionery wholesalers in Germany joined to form Lekkerland, a convenience wholesaler, catering to small-scale retailers. The company has since grown to become a major wholesaler, active in nine Western European countries and serving more than 125,000 outlets: petrol stations, tobacco shops, newsstands, kiosks, beverage stores, department stores, food markets, fast food chains, bakeries, etc. Its products, distributed from 31 distribution centers and supported by a fleet of 863 trucks and vehicles, include: tobacco, confectionery items, beverages, snacks, fast food, fresh articles, nonfood items, and phone cards. Some 48% of its sales are in tobacco goods, while 49% of sales are in foods and nonfood items. Austria Tabak (listed in this database), part of Japan Tobacco, is a limited partner in this business.

EB Identities: Lekkerland, through its Convivo unit, bundles 45 different in-house brands, such as: Take Off energy drinks, Zarewitsch vodka, Mr. Knabbits country snacks, Santa Emilia mineral water, Food IQ drinking soups, etc.

EB skus: 250+

Profile: Facing a tough economic downturn in Europe, Lekkerland has had to pull in its horns, so to speak, trimming its operation in the past couple of years. Its biggest market, Germany suffered a slight sales decline in 2011, before Lekkerland finally was able to boost total yearly sales by € 150 million to € 6.8 billion in that market. The company continues its strategic realignment. Also, prospects have improved as a major oil company, operating in eight European countries, plans to contract with Lekkerland for business, while its contracts with other oil companies in Germany, Austria, and Belgium have been extended. The company’s tobacco sales reached € 9.9 billion and food/non food product sales reached € 2.3 billion for the year. Sales in fresh foods and foodservice items have grown during the year. The company lately has developed fresh, healthier sandwiches and salads, while also addressing different national preferences. Some recent introductions: Energy Shot and Energy+ Cola mix in the energy drink category; Buffalo tobacco for rolling cigarettes and filling cigarette sticks; and Food IQ convenient ready meals and drinking soups (reconstituted in a microwave oven). In 2009, the company began promoting its in-house brands and, to mark its 50th anniversary in 2010, introduced its “Best Box” display, showing its most popular in-house brand products in different categories.

Procurement Contacts: N/A

LES MOUSQUETAIRES

21 Allee des Mousquetaires, Parc de Treville, 91078 Bondoufle Cedex, FRANCE

Tel: +33 1-69-64-27-27

Fax: +33 1-69-64-25-68

www.mousquetaires.com Total Fiscal 2012 Group Sales: $50.4 Billion (€ 39.1 Billion) +5.6%; Industrial Cluster & Export Sales: $ 4.5 Billion (€ 3.5 Billion) +7.8%

Percentage of Group Sales in Exclusive Brands: 36%

Principal Business: Les Mousquetaires (formerly called Intermarché) is a food wholesaler, controlled by its dealer shareholders. It claims to be the world’s largest organization of independent retailers and the second largest distributor group in France. In France, it commands a 14% market share in food. In total, there are 3,000 members of which 1,300 are partners in the non-trading company (SCM). SCM owns 100% of ITM Enterprises, which controls the structure of the operation, while the members (made up of small and medium-size independent distributors) decide its strategies. Les Mousquetaires supplies some 3,500+ stores in France plus operates in Poland, Portugal, Belgium, Bosnia, and Serbia. Altogether, there are some 4,000+ outlets (3,400 of them in France), operating under six concepts: 2,300 Intermarché food stores (four banner formats--Intermaraché Hyper, Super Intermarché, Intermarché Contact, Intermarket Express). Intermarché also has 231 outlets in Portugal, 74 in Belgium, 145 in Poland, and 650 Netto hard discount stores (402 in France). In nonfoods, the Group oversees 620 Bricomarché DIY stores

(equipment, gardening, decorations, animal products) of which 534 are in France, 56 in Poland, and 30 in Portugal. The Group operates 158 Roady auto equipment/repair outlets (131 in France, 27 in Portugal), and Vêti clothing discount stores. Additionally, the Group has 80+ Restaumarché restaurants in France, being converted over to the new Poire Rouge steakhouse format. In the Group, franchises also operate 493 Ecomarché city center stores (405 in France, 20 in Belgium, and 68 in Portugal), and 41 Interex units (24 in Bosnia, 11 in Romania, 5 in Seria, and 1 in Kosoo). Its ITM Enterprises comprises some 60-production units--the 10th largest manufacturer in France and a leading ship owner (17 trawlers) as well. This business produces more than 90 food and nonfood brands, covering in excess of 2,200 products. Its products represent more than 50% of the products sold in Group stores. EB Identities: The Group ‘s brand portfolio includes about eight major brands--Sélection des Mousquetaires (premium), Pâturages (dairy), Jean Rozé (fresh meat), Monique Ranou (cooked meat), Odyssée (seafood), Claude Léger (deli items), Domédia (home & leisure), and Ecauto Power (batteries, light bulbs, maintainence products). Additionally, its other brands include: Netto, Roady (roofboxes and trailers), Theatre workshop (women’s wear), Lambert Brieux (men’s wear), Openfield (children’s wear), Captaine Houat, Gulf Stream, and Petrel, all in seafood, Top Budget (first price range), Apta (household cleaners), Tulipe (cups, napkins, paper plates), Lekium (CDs, DVD, etc.), Labell (hygienic protection), Canaillou (pet food), Adelie (ice cream), etc. In Bricomarché outlets (15 brands including Nuance paints, Boisilor varnishes, Jardibest garden tools), and in Roady, the Ecauto Power brand for batteries, light bulbs, and maintenance products and Roady roof boxes and trailers.

EB skus: 3,300+ (E)

Profile: Privately owned, information about Les Mousquetaires is scarce. Intermarché was formed in 1969 as a breakaway company from France’s second largest retailer at that time, Leclerc (a cooperative of hypermarkets). The group has since renamed itself, Les Mousquetaires (The Musketeers). Recently, ITM Enterprises projected that its sales would grow to € 4 billion by 2015. In September 2002, ITM Enterprises (Intermarche) joined with Eroski, Spain’s second largest food distributor (also in this database), to form the ALIDIS buying alliance, based in Geneva. Today, it ranks as number three amongst European purchasing groups, serving 18,000+ stores with a cumulative turnover of more than € 80 billion. Its membership also includes the Edeka Group in Germany. ALIDIS works with ITM’s international procurement partner Agenor for food and with Arena, non-food purchasing alliance. The latter was formed in 2000 for mass non-food purchasing with members in Canada, Germany, South Africa, Great Britain, Denmark, Australia, Hungary, Romania, Croatia, and China. In 2010, Les Mousquetaires consolidated the Intermaraché business into four banners: Intermarché Hyper (4,200 square meter hypermarkets), Super Intermarché (supermarkets), Intermarché Contact (1,000 square meter stores), and Intermarket Express (700 square meter stores). Also its Restaumarché restaurants, beginning in June 2010 were being converted over to the new Poire Rouge steakhouse format. Late in 2010, the Group named Jean-Pierre Meunier as its new chairman. New in private label: Itineraire des saveurs, a range of 110 local and ethnic products, which was scheduled for rolled out in June 2011. The new range is expected to grow to 300 products and represent the Group’s fourth private label range by the end of 2012. In December 2011, Les Mousquetaires agreed to take control of 21 food stores from the Altis Group in southern France up until recently jointly operated by Eroski and Carrefour of France. The six hypermarkets, 10 supermarkets, and 4 discount stores, together generated some € 458 million revenues in 2010 For 2013, Les Mousquetaire expecdts to addd 434 business leaders to its organization: 198 joining Intermarket (82 from Belgium, Portugal and Polando), 44 into Netto, 115 into Bricomarche and Bricocash (5l7 from Portugal and Poland), 37 into Roady (7 from Portugal), and 40 into Red Pepper.

Procurement Contacts: Nadine Morel and Bruno Dardoize, both Group Marketing Directors; Pierre Mabit, Marketing Manager; Sabrina Da Silva, Category Manager (consumer goods); Florian Roumier, Senior Purchasing Agent; Abdelali Maadour

LIANHUA SUPERMARKET HOLDINGS CO., LTD. Room 713, 7th Floor, Number 1258 Zhen Guang Road, Shanghai, People’s Republic of ChinaPRC

Tel: +86 (21) 5262-9922

Fax: +86 (21) 5279-7976

www.lhok.com.cn

Total 2010 Sales: $4.2 Billion (RMB 28.3 Billion) +7.6%; Total Hypermarket Sales: $2.4 Billion (RMB 16.1 Billion) +11.4%; Total Supermarket Sales: $1.5 Billion (RMB 10.2 Billion) +1.3%; Total Convenience Store Sales: $280.7 Million (RMB 1.9 Billion) +11.6%

Percentage of Sales in Exclusive Brands: N/A Principal Business: As the largest supermarket chain operator in the People’s Republic of China, Lianhua Supermarket oversees some 5,172 outlets (86% located in Eastern China) in 19 provinces and municipalities. Its business divides into three retail concepts: 143 Century Mart hypermarkets (all directly operated), 3,014 supermarkets under the Lianhua or Hualian banners (2,336 franchised), and 2,015 Lianhua Quik convenience-stores (1,081 franchised).

EB Identities: Lianhua, Izumiya

EB skus: 2,500+

Profile: Started in 1991, this retailer, celebrating its 20th anniversary in 2011, has grown to become the market leader, via direct store ownership, joint ventures, franchises, mergers, and acquisitions. In 2010, the company added 550 new stores, including 12 hypermarkets, 320 supermarkets (299 franchised), and 218 c-stores (153 franchised). Its weak supermarket sales results trace to a tightening up of operations, including store closures. Nevertheless, operating profits shot up by 19.7%, while gross profits advanced by 15.1% to RMB 3.6 billion. The consolidation of Hulalian supermarkets continues. Late in 2009, the company acquired some 1,396 retail outlets (1,183 franchised) from the Bailian Group. Lianhua continues to test new formats, such as convenience stores with instant food operations and an express store, a concept positioned between the c-store and the supermarket. Also under development are private label product model outlets tied in with strong promotional support, which has produced significant sales increases.

Procurement Contacts: N/A

LIMITED BRANDS, INC.

Three Limited Parkway, Columbus, OH 43230 USA

Tel: (614) 415-7555

(800) 945-5088

Fax: (614) 415-7786

www.LimitedBrands.com

Total Fiscal 2013 Sales: $10.5 Billion +0.9%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Limited Brands, founded in 1963, evolved from an apparel-based specialty retailer in women's intimate and other apparel, personal care, and beauty items. Today, it operates some 2,876 retail stores (2,777 in the US), including franchised, licensed, and wholesale partners, primarily located in malls and shopping centers, specializing in the beauty and lingerie categories. Its principal chains are the 1,047-store Victoria’s Secret chain (including 26 stores in Canada and two in the United Kingdom), the 1,642-store Bath & Body Works (including 71 stores in Canada), the 158-store La Senza chain in Canada plus another 330+ franchised stores in 32 countries, and the 29-store Henri Bend chain. Victoria's Secret specializes in women's intimate apparel and other fashion-inspired apparel, personal care, fragrances, swimwear, athletic lines, and beauty products and accessories. Bath & Body Works focuses on personal care products and home fragrances. La Senza deals in women's intimate apparel (bras, panties, and sexy lingerie). Henri Bendel is positioned as an upscale retailer of 29 stores, selling fashion accessories (handbags, gifts, etc.). The company is traded on the New York Stock Exchange under the symbol LTD. . EB Identities: Victoria’s Secret (bras and panties), Pink (college women lifestyle apparel), Body by Victoria, Angels, Very Sexy, etc; at Bath & Body Works Signature Collection (anti-bacterial formulations, home fragrances); also store brands, Bendel and La Senza

EB skus: 900+

Profile: This retailer's store count has shrunk (off 68 stores from fiscal 2012) as have its profits: Net income for fiscal 2013 fell 11.4% to $753 million, very likely the result of a weak economy where consumers are less willing to buy high-priced fashion apparel.

UPDATE: For fiscal 2014, Limited Brands, effective March 2013, shed its corporate identity, renaming itself, L Brands, Inc., and adopted a new trading symbol: NYSE: LB. Also, the company changed its website: www.lb.com. Total sales for the year edged upward by 2.9% to $10.8 billion. The retailer closed the year with 2,648 U.S. stores (228 less than in fiscal 2013) and some 800 outlets (company owned and franchised) outside the U.S. .

Procurement Contacts: N/A

LOBLAW COMPANIES LIMITED 1 President’s Choice Circle, Brampton, Ontario, L6Y 5S5 CANADA

Tel: (905) 459-2500

Fax: (905) 861-2603

www.loblaw.com .

Total 2012 Sales: $31.3 Billion (C$31.6 Billion) +0.8%

Percentage of Sales in Exclusive Brands: 29.7% Principal Business: Loblaw is Canada’s largest food retailer, marketing the number one and number two consumer packaged goods brands, President’s Choice and no name, respectively, in Canada (Nielsen, Dec. 18, 2010). Loblaw, which is 62% owned by George Weston Limited, Toronto a major food distributor/processor (C$32.7 billion sales +1.1%), oversees 1,053 stores, both conventional and discount food stores, under 20 banners, 580 of them company-owned, 473 franchised, and 341 affiliated stores, as well as independent accounts. Loblaw additionally operates three banners as wholesale outlets: Cash & Carry, Presto, and The Real Canadian Wholesale Club. The company also directs 21 company operated and six third-party operated distribution centers. Its corporate stores banners include five conventional formats: 50 Atlantic Superstores, 76 Loblaws, 78 (56 franchised) Provigo, 22 T&T Supermarkets, and 44 Zehrs. Its company-owned discount formats include 11 Dominion, 667 (18 franchised) Extra Foods, 89 Maxi, 21 Maxi & Cie, 112 The Real Canadian Superstore. Its franchised banners cover four conventional formats: 21 (2 company owned) Fortinos, 11 (1 company owned) Super Valu, 60 (3 company owned) valu-mart, and 59 (2 company owned) Your Independent Grocer. Its franchised discount formats are: 43 (2 company owned) Atlantic SaveEasy, 66 (48 company owned) Extra Foods, and 213 (1 company owned) no frills stores. Additionally, there are 1,460 independent accounts. Most of its stores operate in the Ontario and Quebec provinces. The company also operates President’s Choice Bank and its own financial brand sold in 176 kiosks in its stores. Loblaw also provides insurance services. The company is traded over different stock exchanges in Canada, under the “L” symbol.

EB Identities: President’s Choice (unique or better-than-name-brand food and beverages), ‘no name’ (first-line no frills private label range), Exact (no-name health care range), President’s Choice G.R.E.E.N (environmentally-responsive products), President’s Choice Organics, President’s Choice Blue Menu (healthy, nutritious foods), President’s Choice Mini Chefs (fun and nutritious products for children), President’s Choice Home Collection (cookware, tabletop, linens, home decor, small appliances, etc.), PC Bath and Body, Club Pack (larger size or multi-pack value line), teddy’s choice (infant products), Pride of Arabia (coffee), Everyday Essentials (simple packaging and value-driven prices on items under C$ 20), Sun Spun (foodservice range), Better Buy (non-food items), Valu Plus (secondary quality), Tera Gear (outdoor living and camping line), Higher State (jeans), Kloz For Kids (clothing), Joe Fresh Style (value-oriented, unique style adult apparel, footwear, kids wear), Joe Fresh Beauty (cosmetics, bath & body products), Life@Home (garden supplies, barbecue, and patio sets), and other house brands.

EB skus: 8,000+ (E)

Profile: Calendar 2012 was nothing spectacular for Loblaw, its food sales showing modest growth, its drugstore and apparel sales flat, while its same store sales dipped by 0.2% for the year. Even its strong control brand program eroded by 1.1% to C$ 9.4 billion. The company’s operating income for the year slipped nearly 16% to C$ 1.2 billion. During 2012, some 18 corporate and franchised stores were opened, while 11 were closed. Loblaw’s overall sales boost came partly from the launch of new mobile shop kiosks in its stores during the fourth quarter. These unspectacular results have spurred the company to sharpen its operation. Some 181 major store renovations were undertaken. With more than 500 in-store drugstores, Loblaw has earmarked health and wellness as a core component of its business. It acquired prescription files from 106 Zeller stores during the year, while 14 medical clinics and 18 optical departments were added to company stores. Its T&T Supermarkets, an Asian food retail chain acquired in 2009, has been expanded with a new T&T control brand product range introduced. Also a new Be Beauty ranges was introduced. Its PC range has added gluten-free products, the PC black label has been expanded to 250+ products, and the PC Free From range has been extended into frozen boxed and processed meats (antibiotic and hormone-free products). Loblaw established a relationship with J.C. Penny Corp. (also in this database) calling for the introduction of Joe Fresh women’s apparel into 700 JC Penney stores in the US, starting in March 2013. In the French-speaking province, Quebec, Loblaw has re-branded six of its Loblaw renovate stores to the Provigo Le Marché banner. UPDATE: In 2013, Loblaw began testing a small discount store format, The Box by No Frills, a 10,000-square-foot outlet, as a variation on its typical 25,000 square-foot no frills format. The company also announced a pilot store test in Toronto, starting in the fall of 2013, called Nutshell Live Life Well--an up-market format, featuring foods, prescription pharmacy, natural health and beauty products, plus vitamins and supplements, all targeted to the health-conscious consumer. On July 15, Loblaw, in its own words, literally changed the Canadian retail landscape, by disclosing its definitive agreement to acquire Shoppers Drug Mart (also in this database) for C$ 12.4 billion in cash and stock. Once approved by stockholders of both companies and completed by January 2014, this combined company would represent C$ 42 billion in sales. It will be paid with C$ 6.7 billion from Loblaw’s cash reserves plus a $3.7 billion loan and a $1.6 billion bridge loan. George Weston plans to buy $500 million more of Loblaw stock and, once the deal is completed, will retain 46% of the combined company. SDM will be operated as a division of Loblaw; its Life Brand and other Shoppers brands are likely to be picked up in Loblaw stores, while Loblaw’s PC and Blue Menu brands, etc., likely will be carried in SDM outlets. Loblaw’s executive chairman Galen G. Weston noted that takeover allows Loblaw “to capitalize on important trends in society, from emphasis on health, wellness, and nutrition, to the imperatives of value and convenience.” Observers view this merger as Loblaw’s competitive response to the recent entry of giant US retailers like Target and Walmart into the Canadian market.

Procurement Contacts: Paul Ormsby, Executive VP, Supply Chain, IT, Food Sourcing; Pietro Satriano, Executive VP, Control Label Development; Robert G. Chenaux, President; Scott Lindsay, Terry Couttie, Larry Griffin (Quality Assurance), and Paul Uys, Russel Rudd (Design), and Boris Polakow, (Control Label Sales), all Vice-Presidents: Rose Demarco, director Control Label; Katherine Lenhoff, P Strategy, Planning & BPI.

LOTTE SHOPPING CO., LTD.

(Chul Woo Lee) So gong dong 1, Junggu, Seoul City, SOUTH KOREA

Tel: 86 2-711-2500

Fax: N/A

www.lotteshopping.com

Total 2012 Consolidated Sales: $22.2 Billion ( KRW 25 Trillion) +12.5%; Total Lotte Department Store Sales: $7.7 Billion ( KRW 8,667 Billion) +4.3% Total Lotte Mart Sales: $8.1 Billion (KRW 9,069 Billion) +5.7% Total Lotte Super Sales: $2.1 Billion (KRW 2.310 Billion) +36.2% Total Korea Seven Sales: $2.2 Billion (KRW 2,447.7 Billion) +22.8%

Percentage of Total Sales in Exclusive Brands: N/A Total Lotte Supermarket Store Unit Sales in Exclusive Brands: 25%+

Principal Business: The first Lotte department store opened in Seoul City in 1979. The company opened its first Lotte Mart discount store in 1998 and its first Lotte Supermarket in 2001. Today, its core business is department stores (34 full-line Lotte banner outlets including four abroad-Russia 2 and China 3). Lotte is the department store market leader in South Korea and the third largest department store retailer in the world, according to Forbes Global 2000 ranking. Also core to its business, are the Lotte Mart (hypermarkets) totaling 240 (103 in South Korea, 102 in China, 31 in Indonesia, and 4 in Vietnam. Lotte Super (supermarkets) command a 50.5% market share in South Korea, through its operation of 391 stores. Lotte’s 7-Eleven convenience store franchise in South Korea (Korea Seven), commands a 22.8% market share with 7,000+ stores. Lotte also operates more than 50 multiplex cinemas, including outlets in South Korea, China and Vietnam; financial services (Lotte Card with KRW 50,710.6 billion in sales +7.6%) a home shopping service. Lotte Shopping is a subsidiary of the Lotte Group, Tokyo. This conglomerate, encompassing 73 companies, crossing major sectors--food and beverage, retail, tourism, petrochemical/construction; hotels, manufacturing/finance/service study foundation, is a private company, founded in 1948 by Mr. Kyuk-Ho Shjin. The Lotte Shopping operation was formed in 1979 and today is the Group’s largest operation in terms of revenues. The Groups’s 2012 sales totaled ¥ 4.2 trillion. Its businesses include licensed Krispy Kreme donut shops, The Lotte Confectionery Co., hotels, beverage manufacturing facilities (five plants), shopping malls & outlets, tourism, heavy chemicals, construction, machines, and global fashions.

EB Identities: Lotte, Lotte Super, Owlomokga and Fournier (both fresh food lines), Jiri Mt (tender Korean beef),; at Lotte Mart (Prime L, Choice L, Save L, Living L, Bio L; at Lotte Department stores (Hebon, Laviat, Wiselect, Withone), etc.

EB skus: N/A Profile: The recent economic slowdown has impacted on Lotte’s bottom line operating profits across its different operations. Department store operating profits were off by 15.3%; Lotte Mart profits off by7.3%; and Korea Seven off by 5.7%. But Lotte Super registered a 27.3% gain in operating profits, as a result of diversifying its operation in response to tightening government regulations. Overall Lotte Shopping reported net profits up by 14.3% to KRW 1,157.6 billion. While consumers spending was weak, Lotte nevertheless has kept on a solid growth pattern, especially in its overseas operations. Sales in South Korea were up 11.9% to KRW 22,322,706 million; China sales +17.3% to KRW 1,607,808 million, Vietnam +24.4% to KRW 79,900 million, and Indonesia +13.9% to 1,003,266 million. The retailer opened 24 hypermarkets (16 of them abroad) and launched its first wholesale membership club, VIC Market with two stores: membership already reported at 100,000+. Its supermarket business opened 41 new stores in South Korea and made its first overseas move, opening in China. In October 2012, the company acquired Lotte Himart. Indonesia welcomed three new hypermarkets plus the lauch of K-Hit Plaza, which sells exclusive products by SME. In China two new Lotte department stores opened. In October 2011, Lotte opened its first Glymboree store--the first of its kind in Asia. Gymboree Corp., San Francisco, is a $1 billion+ specialty retailer, operating more than 1,000 private label apparel stores in the US, Canada, and Puerto Rico. Lotte now operates as a franchisee of this concept, which specializes in infant and children’s apparel. UPDATE: Recent reports in 2013 indicate that Lotte Shopping is seeking a "trust listing" on the Singapore stock exchange, where this initial public offering (IPO) would cover some of its mall business.

Procurement Contacts: N/A

LOWE’S COMPANIES, INC. 1000 Lowe’s Blvd., Mooresville, NC 28117 USA

Tel: (704) 758-1000

Fax: N/A

www.lowes.com

Total Fiscal 2011 Sales: $48.8 Billion +3.4%%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Lowe’s operates 1,723 home improvement DIY stores in 50 states, Canada, and Mexico. The breakout: 1,723 in US, 24 in Canada, 2 in Mexico. It claims to be the second largest home improvement retailer in the world. Its prototype store, stocking up to 40,000 products in 20 distinct categories, is 117,000 square feet, while smaller version is 94,000 square feet. Its private brands cover such categories as: tools, seasonal living, home fashion, home organization, paint, fashion plumbing, flooring, millwork, hardware, lighting and lumber. Lowe’s operates 15 distribution centers.

EB Identities: Premium Living, Perfect Flame, Garden Plus lawn & landscaping products, Real Organized storage units. Reliabilt®, Kobalt® tools, allen+roth® home décor products, Portfolio® lighting products, Garden Treasures® lawn and patio products, Utilitech® electrical and utility products, Reliabilt® doors and windows, Aquasource® faucets and sinks, Harbor Breeze® ceiling fans and Top Choice® lumber products.

EB skus: N/A

Profile: Started in 1946 as a modest hardware and general merchandise store in North Wilkesboro, NC, Lowe’s began venturing outside the US in 2007 with half a dozen stores in Canada. During the current fiscal period, the firm (NYSE: LOW) opened 42 new stores, eight of them in Canada, and two in Mexico, a new market. “We are growing again,” the company reports with plans to open up to 30 more outlet in 2011, while looking to boost sales up another 5%. The home improvement industry, however, has been hurt by high unemployment, declining home values, tighter consumer credit, and modest growth of personal incomes and low housing turnovers. For Lowe's, this has meant fewer big consumer-spending projects like fashion plumbing and cabinet and countertop replacements; instead, there’ been more smaller projects for its customers: tools and lawn and landscape projects, including routine maintenance and repairs. Lowe’s net earnings topped $2 billion for the year, up by 12.4%. Comparative store sales gained by 1.3% for the year versus a 6.7% slump in 2009. In August 2009, the company opened a new foreign market, announcing its joint venture with Woolworths (also in this database), Australia’s largest retailer, for a chain of home improvement stores, starting late in 2011. Lowe’s would own one-third of the venture.

Procurement Contacts: N/A

MACY’S, INC.

151 West 34th St., New York, NY 10001 USA

Tel: (212) 494-1602

Fax: N/A

www.macys.com

Total Fiscal 2013 Sales: $27.7 Billion +4.9 %

Percentage of Store Sales in Exclusive Brands: 43% Principal Business: Macy’s operates a total of 840 stores in 45 states, the District of Columbia, Guam (2), and Puerto Rico (1). The company also operates strong online sales for its banners, the department store Macy’s chain and the full-line, upscale Bloomingdale’s department stores. Some 800 stores operate as Macy’s department stores and furniture galleries; while 36 Bloomingdale’s department stores and home stores operate in 10 states. Additionally there are 12 Bloomingdale’s outlets in nine states plus a Bloomingdale’s licensed store in Dubai, UAR. The company is positioned as a nationwide fashion department store chain with 56% of its sales in feminine accessories, intimate apparel, shoes and cosmetics; 26% in feminine apparel; 23% in men and children’s wear; and 15% in home and miscellaneous goods. The Macy’s stores also stock food items. Macy’s is traded publicly: NYSE: M. EB Identities: Macy’s divides its own brands into private brands (a portfolio of 20+ brands representing 20% of net sales) and exclusive brands and limited distribution merchandise (including private brands) which total 43% of net sales. Its exclusive brands include: Martha Steward Collection, Tommy Hilfiger, Rachel Rachel Roy. Its private brands include: Alfani (apparel/shoes), American Rag (fashion denim and separates), Charter Club (classic women’s ware), Hotel Collection (luxury bedding/bath/mattresses); I.N.C. (women’s sports ware and men’s fashion ware); Style & Co. (women’s sports ware and accessories); Club Room (classic men’s ware); Epic Threads (tweens apparel), First Impressions (newborn and infant ware), Greendog (children’s play and school ware) Jenni (lounge ware and lingerie), Tasso Elba (classic European men’s ware), The Cellar (housewares/tableware/glassware); Tools of the Trade (cookware), etc. Additionally, Macy’s besides its Macy’s store brand identity lists such private brands as: Giani Bernini (handbags & leather goods), Holiday Lane, John Ashford, Karen Scott, Morgan Taylor, Via Europa, Holiday Lane, John Ashford, Karen Scot, Morgan Taylor, etc .The Bloomingdale’s brand appears in stores under that banner. Bar III (contemporary fashion wear) launched in spring 2011.

EB skus: N/A Profile: Established in 1830, Macy’s department stores have endured for more than 150 years. The company besides its New York office operates headquarters offices at 7 West Seventh St., Cincinnati, OH 45202 (Tel: 513-579-7000). Macy’s lately has put new emphasis behind its private brand business, up from 19% last year to 20% of net sales this year. Also its exclusive licensed brands business has grown: In 2010, Ellen Tracy sportswear, Material Girl (juniors apparel designed by Madonna and daughter Lourdes), Kenneth Cole Reaction men’s sportswear, Sean John men’s sportswear, and Vida for Espana by Eve Mendes dinnerware, all have been introduced in 2010. During the year, Macy’s added two new stores, plus a new Bloomingdale’s store and introduced the Bloomingdale’s Outlet Store concept, a 25,000-square-foot store that sells apparel and accessories. Also, during the year, Macy’s opened its first international location: a Macy’s in Dubai under a license agreement with Al Tayler Insignia, part of the Al Tayler Group LLC. Sales improved versus a loss last year, while net income soared by 157.4% to $847 million. UPDATE: Macy’s markets 40+ different private brands, which represent 20% of its net sales. The retailer lately has introduced more brands in line with its merchandising strategy designed to appeal to different demographics and customers. The so-called Millennial or Y generation (ages 13 to around 30), reportedly the country’s biggest generation group, is its latest target. In October

2012, Macy’s rolled out 13 new brands plus an extension of at least eight other existing brands (i.e., Madonna’s Material Girl fashion wear and others), all aimed at Millennials and earmarked for display in its two departments: Mystylelab (for13-28 year old customers) and Impulse (for 1930 year old shoppers). The freshly branded lines, some aimed at celebrities, other at current Millennial interests include: Marilyn Monroe (fashion forward apparel), MADE (apparel), Keds (Taylor Swift footwear), Blossom & Clover (sanctuary clothes), Truth or Dare (Madonna shoes), G-Star Raw (untreated denim), Ambiguous (clothes), Ezekiel (life-style clothes), COMUNE (skateboarding clothes), DTA (men’s wear), Fatal Clothing), Plan B (apparel), Argleculture (apparel), P. Diddy (Sean John men’s fashion sports apparel), and Justin Bieber (Girlfriend fragrances). Then in May 2013, three other Millennial-oriented brands were unveiled: QMack, a line for the working girl, encompassing 13 casual sportswear items, such as blouses, bomber jackets, cardigans, trousers etc. QMack is the contraction of a fictitious muse, Quincey Mack. Next is a French-style collection, called Maison Jules for women from 18 to 30. Finally, Macy’s has extended its Bar III brand to a label called Bar III Carnaby Collection, featuring sports coats, dress shirts, ties, suit separates, etc., inspired by London’s Savile Row styling. Procurement Contacts: Nancy Slavin, Senior VP Marketing, Retail Development, Macy’/s Merchandising Group

OJSC "MAGNIT"

15/5 Solnechnaya Street, Krasnodar 350 072 RUSSIA

Tel: +861 210-98- 10

Hot Line: +8-800-200-900-2

Fax: +861 210-98-10

www.magnit-info.ru

Total Fiscal 2013 Sales: $ 17.4 Billion (103.6 Billion RUB) +29.2% (1 ruble = 0.030 US$)

Percentage of Sales in Exclusive Brands: 13% (E)

Principal Business: In 1994, this company started its business as a wholesaler and opened its first Magnit convenience store in 1998. It also merged with the Magnit discount chain. Calling itself Russia's largest retailer in terms of sales, Magnit operates a total of 8,093 stores in Russia: 7,200 Magnit convenience stores, 161 Magnit hypermarkets, 46 Magnit Family supermarkets, and 686 Magnit cosmetic stores, all served through 22 distribution centers. Its first cosmetic store was opened on Dec. 20, 2010. Magnit has some 220,000 employees. The company is traded on the Moscow Stock Exchange: MICEX: MGNT and its GDRs on the London Stock Exchange: LSE:MGNT. EB Identities: Magnit plus Companies brand identities with “made for Magnit.”

EB skus: 700+

Profile: Magnit enjoyed a very successful year, adding 1,209 stores, including 1,154 convenience stores, 35 hypermrkets, and 26 Magnit Family supermarkets. (This rate of growth was slower than in 2012 when 1,575 stores were opened.) Its convenience stores or discount stores are located in more than 1,868 locations in most of the federal districts of Russia. These stores stock some 3,500 skus and 87.9% of the products are in food, 12.1% in nonfoods. The hypermarkets (2,000 to 12,800 square meters) stock 12,000 skus with some 5% of sales in private label. Most of its hypermarkets, however, are under 3,000 square meters. For the year, Magnit reported its net income up by 41.8% to RUB 35.6 million. In 2011, the retailer launched its own vegetable production (tomatoes and cucumbers) from a greenhouse complex. In July 2012, Magnit established a new subsidiary for imported goods: LLC "Logistika Alternativa."

Procurement Contacts: N/A

MAKRO (SHV Holdings N.V.)

Rijnkade 1, 3511 LC Utrecht, THE NETHERLANDS

Tel: +31 30-2338833

Fax: +33 30-2338304

www.shv.nl Total 2010 Makro Sales: $7.9 Billion (€ 5.9 Billion) +29.8%

Percentage of Group Sales in Exclusive Brands:N/A

Principal Business: Makro is a cash-and-carry wholesaler serving independent, small and mediumsize retailers and the institutional market (hotels, restaurants and caterers). The Makro chain encompasses 196 high-volume, low-cost/low-price, no frills cash & carry wholesale stores in six countries: Brazil (76 stores), Argentina (25), Thailand (48), Venezuela (34), Colombia (15), and Peru (4). The business is owned by SHV Holdings N.V. (Steenkolen Handels-Vereeniging), a € 16 billion (+34.5%) privately held, diversified company, which also trades in liquid petroleum gas, recycled scrap, oil/ gas exploration, energy/transportation solutions, and the private equity business. SHV was started in 1896 with the merger of some large Dutch coal traders; when coal declined as an energy source, SH diversified, opening its first Makro self-service wholesale store in 1968 in Amsterdam. That business grew internationally until, in 1997, SHV sold most of its Makro European stores (233 cash & carry outlets) to Metro Holdings AG of Germany (also in this database). In January 2004, Makro sold Massmart, a leading food and nonfood distributor in South Africa, since that operation was moving away from the cash-and-carry wholesale business. (Early

in 2012, Walmart acquired a majority interest in this operation.) Makro today is divided into two groups: Makro South America (148 stores) and Thailand (48 stores). Its stores range between 4,000 to 12,000 square meters. Makro Thailand also operates Siam Food Service.

EB Identities: Aro

EB skus: N/A

Profile: Makro since 2005 has continued to increase its store count, starting from a base of 159 outlets. In 2010, 12 new stores were added. In this year, Makro has face political unrest in Thailand and high inflation, especially in Argentina and Venezuela. Nevertheless, its operations has experience a strong economic climate throughout its trading areas (except for Venezuela). Its expansion plans continue for 2011, as well as a build up of its own brand portfolio. In 2009, Makro entered Peru adding two more in 2010. Also, the company acquired two companies, Tarquino and Basualdo at the end of 2009, adding two Tarquino and four Basualdo stores to its store count in Argentina (including the 19 Makro outlets).

Procurement Contacts: N/A

MARKANT AG

Im Gwatt, Churer Strasse 166, CH- 8808, Pfaf fikon, SWITZERLAND

Tel: +41 55415-39-00

Fax: +41 55-415-39-01

www.markant.com Total 2010 Revenues: $41.2 Billion (€ 31 Billion)

Percentage of Group Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: Markant AG calls itself the largest trading and service cooperation in Europe’s food industry. Its independent trading partners represent more than 100 wholesalers, who generate gross revenues in retail and wholesale of € 71 billion. This trading co-op began in 1953 with the start up of A&O, a voluntary co-op of 20 grocery wholesalers in Germany. In 1972, A&O merged into Selex Handels GmbH in Offenburg, Germany, along with a nonfood co-op, Tania, Hamburg, Germany. By 1983, Selex and Tania merged and five years later (1987) Markant Handels was created, which became Markant Handels und Service GmbH in 1991, Five years later, it achieved nonprofit status. In 2000, the Swiss buying group of EMD AG (also in this database) joined with the German Markant Group to create EMD Markant Central European, providing services in Prague, the Czech Republic. The international expansion continued in 2009 with an agreement signed with ZEV Markant in Austria (renamed Markant Osterreich) and Syntrade AG in Switzerland. Today, Markant AG provides services in six countries: Germany, Austria, the Czech Republic, Sloakia, and Poland. Its services extend to some 16 super store/hypermarket banners; 19 chain store banners, 20 cash and carry banners, 10 DIY/garden centers/department stores, six drugstore/pharmaceutical outlets, eight catering businesses, and four convenience store banners. Its partners can purchase food and nonfood products, including exclusive private brands through Markant’s subsidiaries, Zentrale Handelsgesellschaft-ZHG-nbtl; AERA Rundfund-und Fernsen GmbH, and Iberiana Frucht S.A., in addition to Markants own brand stock.

Procurement Contacts: N/A

MARKANT HANDELS UND SERVICE GMBH

Hanns-Martin-Schleyer Strasse 2, Offenburg, D-77656 GERMANY

Tel: +49 781-616-245

+49 781-616-8249

http://handlesmarken-gmbh.de

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: More than 30 food brands: Erntegold, Globetrotter, Afti, Hanse Wappen, Dorati, Mon Garcon, first line, juwel, Bartnetti, Frischgold Marke, Fifteen Miles, Herrenbaus, Lustige Feige, Davendraechter, Mac Bundy, Minel, Selmi, elysee, Sommer Garten, Bon Taboga, Congnac du General, Max and Moritz, Country Lodge, Rio Bravo, Monte D’Oro, Golden Cream, Renommee, Lanskneht, El Honorado, Jardinette de Pommes, Bolanow, Nautilos, Omega, Vecchio Ceppo, St. Blasius, and Freigrat. At lease 10 non-food brands: Patric Lion, boubou babi,

Highlights, Office, Warny’s, Kuschel Collection, Top Collection, Charles Rene, Let’s Go, and Playtime

EB skus: N/A

Profile: N/A

Procurement Contacts: Peter Bartsch: E-Mail: [email protected]

MARKETING MANAGEMENT, INC.

4717 Fletcher Avenue, Fort Worth, TX 76107 USA

Tel: (817) 731-4176; 800-433-2004

Fax: (817) 731-4170

www.mmi- home.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Marketing Management, Inc. (MMI) serves as the marketing arm for nearly domestic and international manufacturers of store brands. MMI provides the same level of expertise, technology and creative capabilities once only found in the marketing support for national brands. MMI’s full-service sales and marketing program includes: business support, market research, creative support (Immotion Studios), quality assurance, label inventory, information technology, etc. Its subsidiary, Valor International represents some 300 US food, nonfood, and household chemical manufacturers for sale into Latin American countries.

EB Identities: Bestway (700+ food, non-food, household chemical products), Bestcare (plastic bags, paper plates, nondairy creamers, etc.), Real Value, and Hyper Value

EB skus: N/A

Profile: Serving the store brand industry for 42+ years, since 1966, MMI has seen the progress of store brands bloom into the multi-billion-dollar industry it has become today. MMI operates MMI Professional Services Inc. as a subsidiary, overseeing Immotion Studios, a brand development and communication agency, and Consumer Sciences, a research & quality assurance lab operation.

Early in 2012, MMI picked up two new customers: Certco Inc., Madison, WI, a grocery wholesaler; and Weis Markets, Sunbury, PA. Both plan to use MMI as their exclusive in-house private brand sales and marketing agency.

Procurement Contacts: Randall L. Hurr, President; Woody Lynch; Doug Domine, Vice-President of Sales; Corina Ponchiano, president, Valor International

MARKS AND SPENCER P.L.C.

Waterside House, 35 North Wharf Road, London W2 1NW UNITED KINGDOM, UNITED KINGDOM

Tel: +44 20-7935-4422

Fax: N/A

www.marksandspencer.com

Total Fiscal 2012 Group Sales: $15.7 Billion (£9.9 Billion) +5.2%; UK Retail Sales: $14.2 Billion (£8.9 Billion) +1.5%; International Retail Sales: $1.7 Billion (£1.1 Billion) +5.8%

Percentage of M&S Store Sales in Exclusive Brands: 100%

Principal Business: Marks & Spencer (London Stock Exchange: MKS.L), oversees a total of 1,118 stores, including 731 M&S stores in the UK, and 387 M&S stores in 43 territories (Europe-157, Middle East/North Africa-122, and Asia-108). M&S is the United Kingdom’s leading clothing retailer: Its clothing and home merchandise revenues total £ 4.2 billion -0.9%. Its food revenues total £ 4.7 billion +3.9%. Many of its international stores are franchised. The retailer operates mostly department stores, while it also develops Simply Food convenience stores and Lifestyle home furnishings outlets.

EB Identities: M&S, Classics (cosmetics), per una and per una du (women & teen clothing collections), Limited Collection (smart wear), Blue Harbour and Blue Harbour Vintage (men’s wear), Sp (contemporary clothing), M&S Tailoring (suits, shirts and ties), Essentials (underwear), MW Collection (young women), Ceriso (combined collection of lingerie, sleep wear and beauty products for younger consumers), Salon Rose, Wild Hearts, Dolce Vita, Autograph Cosmetics, Organic Extracts (natural toiletries and skin care range), Revival (premium skin care range)

EB skus: 10,000+ (E)

Profile: In fiscal 2012, M&S overall faced a “tough market,” which was in “economic turbulence.” As a result, its clothing sales were static, while home sales were sluggish. Company group profits before taxes plunged 15.7% to £ 658 million. In the UK, the company added 28 stores, while in its international markets added another 26 stores. Efforts are underway in its rollout of a new store format at the rate of one per day up until the middle of 2013. Its Food Halls are being redesigned with a rustic, artisan feel. Emphasis has been placed on specialty breads as well. During this period, M&S launched 1,900 new food lines, including 100 “unique to M&S” international brands. In the clothing area, the retailer launched M&S Womens and M&S Mens clothing lines as core ranges. Also, M&S introduced a contemporary line of 314 home products (furniture, bedding, and lighting items) designed by Terence Conran. Its “Plan A” sustainability initiative (Fairtrade, animal welfare, healthy eating) now covers 31% of M&S products. In food, some 257 M&S products now use sustainable palm oil. M&S also has two healthy eating ranges: Count on Us and Simply Fuller Longer. In clothing, M&S introduced “shwopping” initiative beginning in April 2011, encouraging its shoppers to exchange or “swop” old or unwanted clothing when they buy a new garment in an M&S store. The clothing, collected by partner Oxfan is recycled or resold, thus saving it from landfills. In M&S’s effort to become more of an international multi-channel retailer, the company in 2011 opened a website in France, featuring more than 10,000 products, merchandised online in French and sold in the euro currency. The following year, similar sites were opened in Ireland, Belgium, Austria, Spain, and Germany.

Procurement Contacts: John Dixon, Executive Director of Food, Kate Bostick, Executive Director of General Merchandise, Steven Sharpe, Executive Director of Marketing

MARSH SUPER MARKETS, INC.

9800 Crosspoint Blvd., Indianapolis, IN 46256-3350 USA

Tel: (317) 594-2100

(317) 594-2704

www.marsh.net

Total Fiscal 2010 Sales: $1.1 Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This privately owned regional chain store operator manages 117 retail outlets in Indiana and western Ohio. They include: 69 Marsh supermarkets, 38 LoBill Food stores, 8 O’Mailia Food Markets, and 2 Arthur’s Fresh Market.

EB Identities: Marsh

EB skus: N/A

Profile: Marsh, started in 1931 and went public in 1953. Faced with increasing competition, the retailer in May 2006 negotiated a deal for sale of its stock to MSH Supermarkets Holdings Corp., an affiliate of Sun Capital Partners, Inc. In September 2006, Sun Capital acquired the business for $ 88 million plus assumed $ 237 million in debt. Subsequently, Sun Capital closed a number of the Marsh stores, as well as Marsh’s 154 Village Pantry convenience stores, its catering business, its floral operations and real estate properties. Also, some 30 LoBill Food stores have been rebranded to Marsh Hometown Markets. Sun helped to reduce Marsh’s debt to $ 60 million, and put Marsh up for sale in 2009; but in August 2010, after finding no interest, decided to keep the business. Marsh is number 3 in the Indianapolis market, claiming a 16% market share (45 stores) versus Walmart with 33% share (21 stores), and Kroger 27% share (46 stores), according to data from Nielsen.

Procurement Contacts: George Butterfield, Corporate Brands Director

MAXEDA DIY GROUP

De Ent ree 50, 1101 EE Amsterdam, THE NETHERLANDS

Tel: +31 20-2019600

Fax: N/A

www.maxeda.com Total Fiscal 2014 Group Sales: $1.7 Billion (€ 1.3 Billion) -5.3%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: In 2004, a consortium of private equity investors, consisting of Cinven, Permira, AlpInvest Partners – and led by KKR –acquired Vendex KBB, de-listing the company that year and in June 2006, Vendex KBB was re-branded, and re-launched to become the new Maxeda B.V. This involved retail chains that now trace their history back nearly 140 years. A February 2010 strategic review of its Fashion Group (consisting of five retail chains and more than 1,000 specialty fashion outlets including luxury department stores), resulted in Maxeda Group becoming a “pure play DIY retailer, effective January 2011. The Fashion Group sales for the year totaled € 1.6 billion +5.7%; but from November 2010 onward these businesses were sold to different organizations, including private equity investors. As a result, the Fashion Group is not reported in this listing. Maxeda DIY Group now consists just of 376 DIY stores in four formats: 140 Praxis stores in The Netherlands (3,000 to 5,000 square meters with some 55 stores at 5,000+ square meters), 143 Brico DIY stores in Belgium and Luxembourg, 11 Plan-It larger DIY stores in

Belgium, and 81 Formido DIY stores, a smaller format (1,850 square meters) of which 65 are franchised.

EB Identities: A dozen own and exclusive brands--Perfection paint; Acker electric garden tools; Aquazuro bathroom sanitary cleaners; Worx power tools; Sencys hand tools, glue, doorknobs, etc; Aqua Vive bathroom fixtures; Central Park A-brand garden tools and furniture; DecoMode paints and wallpaper of a better quality; Rockwell better-quality power tools; MXpower better quality industrial electrical tools; Baselilne good quality paint, hand tools and accessories; and Xceed good quality power tools.

EB skus: N/A

Profile: Maxeda could serve as a classic case of format consolidation and/or contraction. Its store format presentation some dozen years ago encompassed 25 concepts. In 2011, it chain count is down to four. Most of the attrition has come from chain sell-offs. A strategic review of its Fashion Group, comprised of five chains--V&D, La Place, de Bijenkorf, Hunkemoller, and M&S Mode--resulted in the subsequent sale of those businesses, starting in November 2010. V&D (Vroom & Dreesmann), founded in 1887, evolved into the largest department store in The Netherlands, operating 62 stores. That operation plus La Place foodservice provider was sold to an affiliate of Sun European Partners (the European adviser to Sun Capital Partners in the U.S.). The 13 department stores under the Bijenkorf banner were sold to Selfridges Group Ltd. (a subsidiary of Wittington Investments Ltd. of Canada). Bijenkorf premium department stores fitted well into that business of family operated luxury department store business, such as Selfridges (UK), Brown Thomas (Ireland), and Holt Renfrew (Canada). Maxeda’s Hunkemoller chain of 500 lingerie specialist outlets (the market leader in the Benelux and a leader in the German market) went over to PAI Partners, a leading private equity firm in Europe. In December 2010, the M&S Mode chain of some 417 ladies wear stores was sold to Excellent Retail Brands Group, owners of a number of fashion formats: Cool Cat, American Today, and Wonder Woman. That left Maxedo as strictly a Do-It-Yourself retailer--the largest of its kind in the Benelux. During the year, 10 new stores (a net of six) were opened: a Praxis megastore, 3 Brico and one Brico City stores, and 5 Formido stores plus 25 stores refurbished. . The retailer’s strategy now is to improve its sourcing, build its own brand business, and open new stores. A new Shanghai, China, sourcing office opened in early 2011. Net sales in The Netherlands dipped by 1.8%, while its DIY Group in Belgium showed a 1.8% increase. The Group reported its operating EDITDA (before exceptional results, tax, interest, depreciation and amortization) dropped by 4.7% to € 101 million for the year.

Procurement Contacts: N/A

MCKESSON CORPORATION

One Post Street, San Francisco, CA 94104 USA

Tel: (415) 983-8300

Fax: (415) 983-7160

www.mckesson.com

www.valu-rite.com

www.healthmart.com

Total Fiscal 2011 Sales: $112.1 Billion +3.1%

Percentage of Sales in Exclusive Brands: 1% (E)

Principal Business: McKesson, founded in 1833, is the largest pharmaceutical distributor in the U.S. and Canada, supplying 25,000+ locations in the US, ranging from Walmart stores to the Department of Veterans Affairs to community pharmacies. The company organizes itself under two segments: Distribution Solutions ($108.9 billion in sales) and Technological Solutions ($3.2 billion in sales). In its biggest business, McKesson distributes ethical and proprietary drugs, medical-surgical supplies and equipment, and health and beauty care products plus specialty pharmaceutical solutions (biotech and pharmaceutical sectors) throughout North America. In this business segment, McKesson also holds 49% interest in Nadro, S.A. de C.V., a leading pharmaceutical distributor in Mexico, and 39% interest in Parata Systems, LLC, a provider of automated pharmacy and supply management systems and services to retailers and institutional outpatient pharmacies. Operating through more than 28 distribution centers, a primary and a strategic redistribution center plus two repackaging facilities, McKesson provides pharmaceutical and other health care related products (1,800+ items covering medical equipment, diabetes supplies, disposables, etc. and including a private label line) to retail national accounts, independent retail pharmacies, and institutional healthcare providers. For independent retail pharmacies, McKesson manages their care activities, branding and advertising, and merchandising and purchasing. The company also operates franchise programs, under the Health Mart store banner (some 2,700+ licensed independent stores).

EB Identities: Sunmark (over-the-counter items, health items, well ness and home health care products), Health Mart (both over-the-counter product ranges)

EB skus: 1,000 (E)

Profile: Highlighting this fiscal period, McKesson (NYSE: MCK) for $ 2.1 billion acquired US Oncology, one of the largest oncology services companies in the US, serving 1,400+ physicians. This firm is affiliated with community-based oncologist and works with patients, hospitals, payers, and the medical industry across all phases of the cancer research and delivery continuum. The independent chain, Valu-Rite, serviced by McKesson, has been mostly converted over to the Health Mart banner. In Canada, the company operates 17 distribution centers, handling products from more than 800 manufacturers, selling to pharmacies, hospitals, homecare centers, clinics, etc. Canadian business perked up recently. UPDATE: On Jan. 30, 2012, the company announced its agreement to acquire the independent banner business of The Katz Group (listed in this database), called Drug Trading Co., plus take over Katz’s franchise business, Medicine Shoppe Canada Inc. The latter operates under franchise by Cardinal Health (also in this database). The acquisition encompasses 1,000+ Canadian independent pharmacies, including 850+ independent pharmacies, operated by Drug Trading Co., under the I.D.A. and Guardian banners plus the franchise network of 160 independent Medicine Shoppe pharmacies. On the private brand front, McKesson in November 2011 introduced the HealthMart private brand to its Health Marty chain (now approaching the 3,000 store mark), beginning with diabetes products, as part of American Diabetes Month. Smoking-cessation and analgesics products were scheduled for launch in January 2012, followed by upper respiratory, baby care, first aid, personal diagnostics, skin care, vitamins, incontinence, eye and ear care.

Procurement Contacts: Laura Wood, Private Label Buyer ; John Essig, VP Consumer Products (Tel: 972-446-5300 in Carrollton, TX)

MCLANE COMPANY, INC.

4747 McLane Parkway, Temple, TX 76504 USA

Tel: (254) 771-7500; (800) 299-1401

Fax: (254) 771-7244

www.mclaneco.com www.saladosales.com

Total 2011 Retail & Foodservice Sales: $33.3 Billion + 1.8%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: McLane, a major US supply chain services company for the grocery and foodservice industries, operates some 40 distribution facilities, 22 of them for grocery and 18 for foodservice customers. It is owned by Berkshire Hathaway Inc., Omaha, NB, a $143.7 billion holding company (headed by billionaire Warren Buffett), overseeing diverse business interests (property and casualty insurance; retail interests ($3 billion+ sales) in paint, home furnishings, jewelry; as well as manufacturing interests. McLane serves some 38,000+ retail locations plus, through third parties, a logistics operation in Brazil. The company also exports to 34 countries. Its grocery unit focuses on: convenience stores, wholesale clubs, mass merchandisers, etc. The company’s Salado Sales, Inc., Temple, TX, handles control label products. Its foodservice base, located in Carrollton, TX, serves some 20,000+ restaurants, quick-service outlets, and movie theaters.

EB Identities: CVP (health and beauty care, household chemicals, paper, general merchandise, candy, etc.), Road-Tech (automotive chemicals, lubricants and accessories), Double S Ranch beef jerky, grocery and snack items; Work Fare all-purpose gloves; etc.

EB skus: N/A

Profile: McLane, started in 1894 as a grocer, entered the wholesale trade in 1903. The company was taken over by Walmart in 1990, but sold in May 2003 to Berkshire Hathaway, since Walmart decided to concentrate on its retail business. Today, McLane collects 30% of its revenues from Walmart stores. (Through Berkshire Hathaway’s Garan, a manufacturer/importer of children’s apparel, some 90% of its sales go to Walmart as well) . McLane’s 2011 results in the retail segment were modest--rescued by the company’s April 2010 acquisition of Kahn Ventures

(Empire Distributors and Empire Distributors of North Carolina, a wholesale distributor of distilled spirits, wine and beer, operating eight distribution facilities). At year-end 2010, Kahn acquired Horizon Wine & Spirits with two distribution facilities.) In McLane’s foodservice business, 2011 sales popped upward by 7%. McLane International, which had sold its 100% stake in McLane Polska (Poland), operating three distribution centers and 11 warehouses, to Eurocash, a trading group in that country, continues to operate the IGA franchise in Poland (some 700+ stores). McLane’s Salado Sales division researches, develops and distributes quality control label products, offered at 18 to 40% lower than national brands, delivering equal or better quality products. UPDATE: In May 2012, McLane signed Family Dollar (also in this database) as a retail customer, selling merchandise including refrigerated and frozen foods. July 2012, McLane agreed to acquire Meadowbrook Meats Co., Rocky Mount, NC, one of the country’s largest customized foodservice distributor to national restaurant chains. Meadowbrook, a $6 billion pork processor, operates 35 distribution facilities.

Procurement Contacts: Phil Horton, General Manager.; Kirk Bailey, Category Manager; Laura Moore, Private Label Category Manager at Salado Sales (Tel: 254-742-3699)

MEIJER, INC.

2929 Walker Ave. N.W., Grand Rapids, MI 49504-9428 USA

Tel: (616) 791-2800

Fax: (616) 791-2564

www.meijer.com

Total Fiscal 2013 Sales: $16 Billion + (E)

Percentage of Sales in Exclusive Brands: 30%+ (E)

Principal Business: This family owned and operated grocery and general merchandise retailer has some 387 stores in five Midwest states (Michigan, Illinois, Indiana, Kentucky, and Ohio. There are 204 Meijer stores, described as grocery and general merchandise super centers, feature some 40 different departments, together stocking some 150,000 items. Additonally, there are 183 Meijer gas and convenience stores.

EB Identities: Meijer and Meijer Select (3,900 skus), Meijer Gold (unique ingredients/original recipes),Meijer Naturals, Meijer Organics, Markets of Meijer (fresh foods), Home, Falls Creek (casual fashion wear), MTA Sport, Shop Force, Fun Club, Studio M, Wave Zone, GFM, Baby Beginnings, Simple Pleasures, Lake & Trail, etc.

EB skus: 12,500

Profile: Privately held Meijer credits itself with being one of the pioneers of the superstore concept, opening its first in Grand Rapids, MI, in 1962. Its stores today, called Meijer Thrifty Acres, range from 110,000 to 250,000 square feet. Meijer, privately owned, continues to stay out of the limelight in terms of publicity. Its 28 private label brands cover fashions, hard lines, and groceries. Its larger stores come equipped with restaurants, such as pizza, Chinese, and grilled items. Additionally, many Meijer stores have gasoline pumps. Meijer lately has been beefing up its food department--and with it a stronger “own brand” product selection. Adjusting to changing market conditions, Meijer is now testing a new ‘mini’ supercenter store, which is about half the size of its large outlets (around 96,000 square feet), stocking groceries and general merchandise for local needs and including its private label products. Also, Meijer reportedly is looking to introduce an entry-level private label product range. Plans for 2013 called for opening at least six new stores and expanding its business in Missouri and Winconsin. UPDATE: In June 2014, Meijer broke ground for a new 173,000-square-foot dairy production facility in Tipp, OH. The plant, designed to produce milk, cottage cheese, yogurt, etc. under Meijer's own brand identities, will serve some 100 stores in Ohio, Indiana, Illinois, and Kentucky.

Procurement Contacts: Ralph Fischer, Group VP Foods; Gary Harper, Director DSD Grocery/Dairy/Frozen; Terry Griffith, Group Vice-President-Merchandising/Foods; Tim Calderone, Vice-President, Supermarket Operations; Nikki Johnson, Mercchandise Mgr.; Ed Stormzand, Merchandise Mgr/HBC; Chris Kirkbride, Product Development Manager

MEN'S WAREHOUSE, INC.

6380 Rogerdale Rd., Houston, TX 77072-1624 USA

Tel: (281) 776-7000

Fax: N/A

www.menswarehouse.com

Total Fiscal 2013 Sales: $2.2 Billion + 2.8%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Established in 1973, Men's Warehouse Inc., a specialty men's apparel retailer operates a total of 1,143 stores, including 1,023 stores in the U.S. plus an additional 120 stores under the Moores Clothing for Men banner in Canada. The chain (NYSE: MW) operates under three U.S. store banners: 638 Men's Warehouse stores, 288 Men's Warehouse Tux, and 97 K&G Fashion Superstore. The latter format includes women's apparel and footwear. Also, this retailer owns 86% of the corporate apparel providers, operating under the Dimensions, Alexandra, and Yaffy brands in the United Kingdom plus a Twin Hill operation in the U.S. The company's operating income for the year totaled $198.6 million +7.1%.

EB Identities: Men's Warehouse (men's apparel), Egara (shirts, ties, slacks, accessories), Lucky (jeans), Black by Vera Wang (tuxedos), etc.

EB skus: N/A

Profile: Since October 2013, this retailer has been in a counter bidding war with its competitor, Jos. A. Bank Clothier Inc., Hampstead, MD. The latter firm, in business for 108 years, has established a reputation for its high-quality tailored casual menswear including suits, sportswear, shoes, dress shirts and accessories. Jos. A. Bank Clothier ended its fiscal 2013 year with 602 stores plus 35 outlet factory stores and 15 franchised outlets, operating in 44 states and DC. Its sales had slipped by 18.3% to $1 billion, while net income dipped by 18% to $58.4 million. Its private brands include: Jos. A. Banks plus its sub-brands, Executive collection, Signature Collection, and Signature Gold Collection. In March 2014, this five-month bidding war ended when Men's Warehouse acquired Jos. A. Bank Clothier for $1.8 billion. The combined chains (1,700+ stores), representing about $3.5 billion in sales, now are positioned as the fourth largest men's apparel retailer in the United States. UPDATE: Men's Wearhouse (as reported by PRNewswire, March 19, 2014) has announced a new mobile app, "Find-It," which through the company's website, allows employees in 650 of its retail locations, equipped with iPads, to locate articles in its total inventory across the 900+-store chain and including its distribution center. A located item can be added to a customer's order no matter where it is sold. The shopper can order that item either in-store or online and pick it up at the store of their choice. Online, if the customer finds a desired item, they are notified within an hour about the item being held at the selected store for pick-up. Adam Harris, director of innovation, notes that this service provides an "omni-channel experience for ultimate convenience...(and it's) just the tip of the iceberg...(allowing for) the rollout of a multitude of other apps to increase efficiencies, improve productivity, and continue to provide world-class customer service to our customers."

Procurement Contacts: Joseph Abboud, Chief Creative Director

MERCADONA S.A.

C/Valencia 5, 46016 Tavernes Blanques (Valencia) SPAIN

Tel: +34 963-883-333

Fax: +34 963-883-302

www.mercadona.es Total 2013 Sales: $26.3 Billion ( € 19.8 Billion) +4%; Net Revenues: $23.9 Billion (€ 18 Billion) +2.9%

Percentage of Sales in Exclusive Brands: 36%

Principal Business: Mercadona is the leading Spanish supermarket chain in Spain (a 13.1% market share), operating 1,467 supermarkets in 46 provinces within 15 autonomous regions of the country. Its stores average 1,300-1,500 square meters and emphasize “Always Low Prices.” There are nine distribution centers with three more planned from 2011-14.

EB Identities: Bosque Verde (Green Forest household cleaning products), Hacendado, DeliPlus (health and beauty care), Compy, Hortensia H (perfumes), Euroshopper (plus other exclusive brands from AMS), Matins (bakery products), Sierra Alta (High Mountain deli products), Mercadona (dry fruits), etc.

EB skus: N/A

Profile: While the recession in Spain is over, unemployment continues to be a problem ( representing 25% of the working population). Mercadona has been doing its part to help the economy in 2013 by opening 61 new stores--and channeling some 85% of its purchases of products and services to Spain. Five stores, however, were closed during the year. Its net profits edged upward by 1% to € 515 million. An emphasis on productivity has helped in this area. Net revenues, while ahead by 2.9%, were its lowest since 2009. The retailer has been developing a new model for its fresh product departments, assigning management to each of four sections in its stores; oven, fish, fruits and vegetables, and meat and sausages. Mercadona also is working toward a Sustainable Agrifood Chain operation, generating growth in the country though such areas as horticulture, fisheries, and livestock. Its employee count this year remained at 74,000 people.

Procurement Contacts: Manuel de Juan, Commercial Director, who oversees 100+ different buyers.

METCASH LIMITED

50 Waterloo Road, Macquaire Park NSW 21113 AUSTRALIA

Tel: +62 2-9290-9600

Fax: +61 2-9279-0664 Tel (IGA Dist.):+61-2-9751-8200, +61 2-9741-3055

www.metcash.com

Consolidated Fiscal 2011 Sales: $12.2 Billion (A$ 13.3 Billion) +7.3%; Total Food Distribution Sales: $7.7 Billion (A$ 8.4 Billion) +6.3%; Total Cash & Carry Distribution Sales: $1.6 Billion (A$ 1.7 Billion) +0.6%; Total Liquor Distribution Sales: $2.2 Billion (A$ 2.4 Billion) -12.4%; Total Hardware Distribution Sales: $733.8 Million (A$ 797.6 Million); Total Sales: $8.6 Billion (A$ 10.9 Billion) +7.9%

Percentage of Sales in Exclusive Brands: N/A Principal Business: Metcash, positioned as “the champion of independent retailers,” operates as Australia’s largest grocery wholesale distributor. Its IGA Distribution division, serving more than 1,100 IGA stores (Supa IGA, IGA and IGA X-press formats) plus independents, moving goods out of its six major distribution centers and 8 dedicated produce warehouses. Metcash also operates three other divisions: Australian Liquor Marketers (15 distribution centers) supplying more than 15,000 customers (hotels, liquor stores, restaurants, etc.) in both Australia and New Zealand; Campbells Wholesale, a multi-format distributor of groceries, confections, tobacco, liquor, soft drinks, general merchandise, and foodservice; and its newly acquired Mitre 10, a home improvement and hardware wholesaler. Its Liquor Marketer business (serving the Cellarbrations, IGA Liquor, The Bottle-O and The Bottle-O Neighbourhood chains) operates from 15 distribution centers in Australia and New Zealand, supplying 8,000+ products, Campbells Cash & Carry operates wholesale cash and carry warehouses, supplying 3,000+ products skus (covering confectionery, grocery, dairy, frozen, foodservice, general merchandise, liquor and tobacco) Its convenience store banner, owned and operated by independents, which is called Lucky7, generated some A$380 million in sales from 360 stores.

EB Identities: IGA Brand, IGA Signature (premium quality), IGA Way of Life (dietary & nutritious foods), Black & Gold (value brand), Chef’s Essentials, Body Logic (beauty range), Baker’s Oven, Lenard’s Poultry, Field Fresh pre-packed produce, Retail Ready Meals

EB skus: 2,000+ (E) Profile: Metcash’s performed well despite a sluggish economy. Its after-tax profits advanced by 6.1% to A$241.4 million for the year. IGA Distribution sales climbed by 6% to A$7.6 billion. Some 65 new stores were developed with independents, while another 56 joined the IGA chain from other banners. Also a new meat processing plant was opened in Western Australia. While its liquor business was off, the Campbells C&C Wholesale sales showed a modest gain for the year. In March 2010, the company acquired 50.1% voting power in the Mitre 10 hardware wholesale business, supplying 440 Mitre 10 and True Value branded independent stores plus 400 more non-branded independents After more than a year of opposition from the Australian Competition and Consumer Commission (ACCC), Metcash, in court, won its bid in November 2011 for 80 Franklin supermarkets in Sydney and regional New South Wales plus and 10 franchised stores in Wales. The price, A$215 million for this takeover, promises to add some A$500 million to Metcash’s revenues.

Procurement Contacts: N/A

METCASH TRADING AFRICA (PTY) LTD.

Cnr Crown wood Rd. & Amethyst St., Theta Township, Ext 1, Johnnesburg 2091 SOUTH AFRICA

Tel: +27 11-490-2000

Fax: +27 11-689-2441

www.metro.co.za

Total 2011 Sales: $1 Billion+ (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Metcash Trading Africa (Pty) Ltd., a private company, distributes groceries, liquor, general merchandise, and other FMCG products to some 200 outlets in nine countries in South Africa, Malawi, and Namibia. In South Africa, it operates 61 Metro Cash & Carry outlets (each 1,000 to 8,000 square meters), 8 Metro Hypers (former Trade Centers which are larger than the C&C stores), some 35 Metro Liquor and Liquor World outlets (attached to the Trade Centers and some to the C&C stores). Metcash also operates a 50-50 venture with The Press Corp in Malawi overseeing 101 outlets (43 Peoples supermarkets and superettes, 31 Peoples Cash & Carry, 21 Metro Cash & Carry, and 6 McConnell & Co. no frills stores.

EB Identities: Family Favorite (flagship quality brand); Astor and Golden Circle (both fighting brands or value-for-money brands), White Harvest, Baker’s Choice, E-Tra household cleaning, Snuggles baby diapers, Golden Circle economy line, Valupak, etc.

EB skus: N/A

Profile: In the recent past, Metcash has experienced a rise and fall in its fortunes. The decline began in 2004, when its debts grew and, despite continued growth up until 2008, its cash flow was squeezed. In adopting a hybrid wholesaler/retailer strategy, however, its equity grew. But the store count remained stagnant, prodding IGA of the US (also in this database) to end its partnership with Metcash (acting as an IGA owning wholesaler). In 2011, looking for cash, Metcash sold its franchise unit (some 265 stores involved) to Shoprite OK Franchise Division. This involved store banners such as Friendly, Seven Eleven, Price Club Discount, etc. Also, Metcash announced plans to close down 56 stores starting on April 9, 2011 and including Metro Cash & Carry and Trade Centres as part of its restructuring and rationalization strategy, Its strategy now calls for opening a new range of hybrid stores which are expected to bridge the gap between retail and wholesale.

Procurement Contacts: N/A

METRO AG

Schlüterstrassel, 40235 Dusseldorf, GERMANY

Tel: +49 211-68860

Fax: N/A

www.metrogroup.de Group 2012/13 Net Sales (9 months): $61.6 Billion (€ 46.3 Billion) -2.2%; Sales at Metro Cash & Carry: $30.1 Billion (€ 22.6 Billion) - 2%; Sales at MediaMarkt/Saturn Electronic Chains: $19.2 Billion (€ 14.4 Billion) +0.6%; Sales at Real Hypermarkets: $9.7 Billion (€ 7.3 Billion) -8.2%; and Sales at Galeria Kaufhof Department Stores: $2.8 Billion (€ 2.1 Billion) -0.5%

Percentage of Sales in Exclusive Brands: 16% (E)

Principal Business: Metro Group positions itself as international leader in self-service (Cash & Carry) warehouse stores as well as Europe's top consumer electronics chain under the MediaSaturn store banners. Overall, Metro Group oversees some 2,095 retail stores in 31 countries. They include 700+ Metro/Makro Cash & Carry outlets in 29 countries throughout Europe, Asia and Africa; 948 Media/Saturn stores in15 countries; 322 Real hypermarkets (310 in Germany and 12 in Turkey), and 120 Galeria Kaufhof/Kaufhof department stores (105 in Germany an 15 Galeria Inno outlets in Belgium). Additionally, Metro operates some 17 sports department stores and 60 Dinea restaurants inside department stores). Franz Haniel & Cie, an international trading and services group, holds slightly more than one-third of Metro Group's stock. Franz Haniel, which also owns 50% of the stock in Celesio AG, a leading pharmaceutical wholesaler and retailer, based in Stuttgart, Germany, late in 2013 sold that interest to McKesson Corp., San Francisco (both Celesio and McKesson also listed in this database). Metro Group also has real estate interests.

EB Identities: Six core brands at Metro C&C --Aero (foods), Fine Food, Horeca Select (article for professional kitchens,), Rioba, H-Line (items for hotel operations), and Sigma. At Real hyperarkets--real,-QUALITY, real,-BIO, real, -SELECTION (premium quality foods), and TIP (budget food and nonfood line), Steinbach (household goods), Mauro Ferrini , My little bear (baby textiles), Big & Chic (clothing).. At Media-Saturn, two brands--’ok’ ( budget range) and KOENIC( high quality small and large household appliances); PEAQ (Consumer electronics), Isy.. At Galeria Kaufhof department stores there are 24 brands, including manguum, Rover & Lakes men’s wear, Tarrington House (bedding), etc.

EB skus: 5,000+ (E)

Profile: Metro Group now fondly remembers its strong performance in 2010. Since then, it's been downhill. By 2012, its sales creeped up by only 1.2%. Divestments contributed to the slowdown: 30 MAKRO UK stores sold to Booker Group in the UK, 91 Real hypermarkets (located in Poland, Romania, Russia, and the Ukraine) sold to Auchan Group of France, and 34 Saturn electronics outlets in France sold to HTM Group. Metro's plans to sell its Galeria Kaufhof were suspended in January 2012 because of poor market conditions in Germany. But Metro did dispose of its seven Media Markt electronic outlets in China during 2013. While Metro was getting ready to celebrate its 50th anniversary in 2014 for Metro Cash & Carry, the company founder, Prof. Otto Beisheim passed away in February 2013. Metro's new CEO, Olaf Koch, effective January 2012, inaugurated the divestments mentioned while also putting more emphasis on product assortments in stores, includling development of private labels, online trading, and the supply channel. Metro's C&C operation now has six core own brands, which together represent € 3.8 billion or 17% share of its total C&C sales. In Germany, the C&C stores introduced some 300 new products, starting in July 2013, which helped to pump up their turnover by 19.6%. Its Real hypermarket business also introduced a line of 20 no frills products (identified with yellow packaging) as well as a new label "for more animal welfare" (Für Mehr Tierschutz), carrying the German Animal Protection League seal. Metro's Media-Saturn operation took over the remaining 10% ownership of Redcoon in January 2013, thus owning 100% of the Dixons internet retail operation. This Metro division also operates 24-7 Entertainment, Europe's leading technology provider for digital content. CEO Koch additionally changed the company's fiscal financial report to run from October 2012 through September 2013. So in its latest abbreviated, nine-month 12/13 year (as reported above), Group net sales were off by 2.2% to € 46.3 billion or $61.6 billion. Metro's 12-month calendar 2012 results of € 66.7 billion can be compared to a full-year 2013 report, if the first quarter of its new 2013/14 net sales (€ 18.7 billion -3.6%) are added to the results: versus a comparable 2013 fullyear results, that is, current net sales of € 65 billion or $86.5 billion, off by 2.5% from the 2012 full-year results.)

Procurement Contacts: Heike Fastenrath, International Coordinator (Metro C&C International, Dusseldorf); Sebastien Santangeli, Private label Brand Manager, Food & Non Food Tel: +49-2119690

METRO INC.

11011 Maurice-Duplessis Blvd., Montreal, Quebec H1C 1V6, CANADA

Tel: (514) 643-1055

Fax: (514) 643-1074

www.metro.ca

Total Fiscal 2011 Sales: $ 11.3 Billion (C$11.4 Billion Cana dian) +0.8%

Percentage of Gro cery Sales in Exclusive Brands: 20+%

Principal Business: Metro, traded on the Toronto Stock Exchange (symbol MRU) is the second largest food retailer in both the Quebec and Ontario provinces (Canada’s two largest food markets). The company oversees 821 stores, including 370 supermarkets (Metro and Metro Plus banners), 194 discount stores (79 Super C and 115 Food Basics), and 257 drugstores (179 Brunet/ Clinique/Clini Plus franchised stores in Q uebec and 78 company- owned Pharmacy/Drug Basics in Ontario). Its McMahon Distributeur pharmaceutique Inc. subsidiary operates the Brunet drugstores. Additonally, Metro operates a Food Service Division, suppying dry, fresh and frozen foods to restaurants, convenience stores, and small food stores (who use the company’s store banners, AMI, GEM, and Extra). EB Identities: Selection (brand equivalent), Selection Eco (’green’ household cleaning products), Irresistibles (premium quality, different, innovative or exclusive products), Irresistibles Life Smart (low-fat/ low-carb/low-sodium foods), Irresistibles Bio (nutritious, organic foods), Super C (discount products), Red Grill Angus (meats), Econochoice (staples for smaller stores and cstores), Miches & Delices (breads & pastries freshly baked), Equality, Basics for Less, Body Basics.

EB skus: 4,000

Profile: A modest sales gain for the year coupled with net earnings off -1.4% to C$ 386.3 million reflect the challenging economic environment faced by Metro. The prospects for 2012 are as uncertain: continued cautious consumer spending. During the year, eight new stores were added and 17 major renovations/expansions undertaken. Also 11 affiliated stores were acquired. In October 2011, Metro acquired 55% interest in Marché Adonis (established in 1978), now a fivestore specialty retailer, featuring fresh and Mediterranean foods. Adonis, through its own distributor, Phoenicia Products, also imports exclusive products under its Phoenicia and Cedar brands. Metro hopes to build this chain (a fifth store opened in December 2011), while also bringing in its specialty products into the Metro chains. Metro continues to work with dunnhumby, an international consulting and marketing firm, analyzing data from Metro’s loyalty card and rewards programs in order to transform data into actionable business decisions. One recent development: more of its own brand products now being targeted to health-conscious consumers.

Procurement Contacts: Gilles Caron, VP, Private Labels; Serge Racette, Direct-Manager of Private Brands; Robert Comeau, VP Private Label (Metro Richelieu 2000 Inc.); Marie France Gibson, VP Private Brands.; Francis Courmoyer, Dir of Design & Packaging; Martin Turcotte, Dir. of Business Dev.; Marc Girou, VP Marketing

MIGROS TICARET

Moonlight Perakendecilik e Ticaret A.S., Turgut Ozal Bulari No: 6, 34758 Atasehir, Istanbul TURKEY

Tel: +90 216-579-3000

Fax: +90 216-0456-5909

www.migros.com.tr

Total 2013 Group Sales : $3.7 billion* (Turkish Lira 7.1 Billion) +1.2% (* Estimated based on 2013 the averaged TL 0.52 exchange rate to USD)

Percentage of Sales in Exclusive Brands: 20% (E)

Principal Business: This company (Istanbul Stock Exchange: MGROS), formerly known as Moonlight Perakendecilik ve Ticaret Anonim Þirketi, was founded in 1954, originally as a sourcing point for Swiss Migros Coop (also in this database). In 1971, after Migros stores began to open in Turkey, the KOC Group took control of the company. In 2007, BC Partners Ltd., an equity firm, acquired 50.8% of Migros Tuk’s and eventually took 97.9% control. Migros Ticaret Anonim Þirketi now is a subsidiary of MH Perakendecilik ve Ticaret A.Þ. Turkey. This retailer operates 1,004 stores, 965 of them in Turkey under six formats and 39 Ramstore supermarkets/hypermarkets in Kazakhstan (25) and Macedonia (14). In Turkey, the company operates five banners: 722 Migro and MigrosJet supermarkets (each from 150 to 3,000 square meters/ 3,000 to 18,000 skus), 199 Tansas neighborhood supermarkets (150 to 1,500 square meters,, 23 Macrocenter gourmet supermarkets (400 to 2,500 square meters/10,000 skus), and 21 5M hyperdiscount hypermarkets (4,000 to 7,000 square meters/25,000 skus), the latter mostly located in shopping malls. Migros Ticaret also operates a wholesale and foodservice operation, including two Cash & Carry outlets. Additionally, the company operates two shopping malls, one each in Kazakhstan and Macedonia. Some 18,219 employees make up this company.

EB Identities: M (Man, Kids, Lady, Selection, Life), Value (health and beauty care), Scala (hair care), Tansas, Butcem, etc.

EB skus: N/A

Profile: Migros Ticaret continues its growth via new store openings. In 2013, the retailer added 165 outlets, including 154 supermarkets, three hypermarkets, and eight Ramstores (seven in Macedonia and one in Kazakhstan). Six new Macrocenters were opened, bringing that store count to 26 total. some 66 MigroJet proximity stores were added as well, bringing that chain to 144 outlets. Another development: the introduction of its new Migros concept, implemented in 20 mid/large supermarkets. The company as a result has pushed its market share in Turkey's FMCGs organized sector from 13.6% in 2012 to 14.2% this year. While its gross profits jumped by 11.2% to TL 1,895 million, the retailer's expansion costs resulted in a net loss of TL 463.1 million (versus a gain of TL 88.2 million in 2012). As Turkey's leading e-commerce website, there are now 100 locations in 16 cities for pickup of orders, supported by 158 dedicated vans. UPDATE: Talks in May 2014 about Migros Ticaret merging with Tesco Kipa in Turkey, failed. Tesco plc in the UK, experiencing poor results in Turkey, was looking to strike a deal similar to the one it made with China Resources Enterprises in China.

Procurement Contacts: Omar Bozer, General Manager; M. Ihsan Usel, Assistant General Manager (Marketing); Ali Riza Karaorman, Manager, Outsourcing

MUSGRAVE GROUP

Musgrave House, Ballycurreen, Airport Road, Cork, REPUBLIC OF IRELAND

Tel: +353 21-452-2100

Fax: +353 21-452-2244

www.musgrave.ie Combined 2012 Group Sales: $ 9.2 Billion (€ 7 Billion) +9%; Total Group Turnover: $6.3 Billion (€ 4.9 Billion) +10.5%

Percentage of Sales in Exclusive Brands: 15% (E)

Principal Business: Musgrave, started in 1876, is a family-run wholesaler, commanding an estimated 30% market share in the supermarket business in Ireland. It oversees a total of 3,542 stores of which 1,292 are in Ireland (342 in Northern Ireland); 2,168 in Great Britain, and 66 in Spain. In Ireland, there are six banners: SuperValu (232 independently owned stores), Centra (541 convenience retail stores), Day Today (162), Daybreak (185), MACE (136 stores in Northern Ireland), and Superquinn (24 fresh foods/upscale supermarkets around Dublin). In Great Britain, there are two banners: Budgens (188 supermarkets) and Londis (1,980 stores). In Spain, there are two banners: Dialpax (66 stores) and SupeValu (16 stores). Three banners, Londis, MACE and Daybreak operate as symbol group organizers, servicing local independent retailers. Musgrave also operates 18 MarketPlace Cash & Carry outlets in Ireland and 17 dialsur outlets in Spain, as well as and Musgrave Foodservice. Some 78.6% of Group sales come from the two retail banners, SuperValu (€ 2.4 billion) and Centra (€ 1.7 billion) and the Londis symbol group (€ 1.4 billion).

EB Identities: SuperValu, SuperValu Nice Price, SuperValu Supreme, Musgrave Excellence, Budgens, Good Value, Budgens Best, Londis, MarketPlace, Butcher’s Select, Simply Meat, Daily Basic, Superquinn, SQ Superior Quality (’hand crafted’ meats, desserts, preserves)

EB skus: 4,000+ (E)

Profile: While economic woes still beset Ireland, Musgrave nevertheless has squeezed through 2012 with good results, thanks in part to its acquisition in October 2011 of the 24-store chain Superquinn for € 229 million. Founded in 1960 by entrepreneur Feargal Quinn, an innovator in

the grocery business, Superquinn’s sales had weakened in recent years, forcing the chain into receivership with a € 275 million debt. (In 2005, the chain was taken over by Select Retail Holdings Ltd.) This deal added some 6% to Musgave’s market share of the Irish grocery business, pushing it ahead of Tesco (of the UK) as market leader. Musgrave’s 2011 net income slipped by 1.4% to € 71 million. Growth also was reported in the Londis brand: almost 1,100 new retailers added to the symbol group; while Daybreak symbol group added 36 more stores. To bolster its bottom line--and fill the needs of its money strapped customers, Musgrave, beginning in 2012, inaugurated an ambitious own brand strategy. The firm, in January, rolled out a new SuperValu Daily Basic product range of everyday living and cooking products, promising savings on average of 60% over leading brands. (Shoppers could save € 30 per week with the basics range.) The following month, Musgrave embarked on the biggest product launch in its history: a new SuperValue Range of more than 1,500 everyday essential products, priced at 33% less than equivalent branded products. This range, launched in SuperValu stores throughout Ireland, subsequently spread into Budgens and Londis stores in Great Britain. Musagrave reported that SuperValu chain had been experiencing a 10% year-on-year sales increase in its own brands. The launch of SuperValu as a group-wide own brand strategy was expected, by 2014, to grow to € 1 billion+ in sales. In September 2012, the company reported its new partnership with Boots UK (also in this database), where Musgrave would begin supplying Boots stores with the Supervalu branded products. UPDATE: In January 2013, Musgrave launched Ireland’s first grocery shopping app for Android and iPhone users. Three months later, Musgrave's Centra convenience chain lauched a new own brand range of 900+ products across its network. Some of the new producdts include: fruit pots, granola yogurt pots, steamed veg packs, and a new range of pizzas. In August 2013, Musgrave announced plans to re-brand the 24-store upmarket Superquinn chain to its SuperValu banner, effective February 2014. (Over the past decade, sales at this chain have been in decline.) This will bring the SuperValu chain in Ireland to 222+ stores. Also, only a few Superquinn branded products will remain in the stores.

Procurement Contacts: N/A

NASH-FINCH COMPANY

7600 France Ave. South, P.O. Box 355, Minneapolis, MN 55440-0355 USA

Tel: (952) 832-0534

Fax: (952) 844-1231

www.nashfinch.com

Total 2012 Sales: $4.9 Billion -0.7%; total Military Division Sales: $2.3 Billion -1.8%; Total Food Distribution Sales: $1.8 Billion -9.2%; Total Retail Store Sales.; $666.4 Million +41.8%

Percentage of Sales in Exclusive Brands: 15% (E)

Principal Business: Nash Finch is the second largest publicly traded food wholesalers in the U.S., which through its 13 distribution centers supplies products to 1,500 independent grocery stores and its corporate stores in 13 states, including 95 independent stores under the licensed IGA banner and 42 stores operating under Nash Finch’s proprietary banner, Food Pride. Nash Finch prides itself on being the largest food distributor in the US serving military commissaries and exchanges. In total, the company serves 174 military commissaries plus 400+ exchanges in 37 states, the District of Columbia, Europe, Puerto Rico, Cuba, the Azores, Egypt, and Bahrain. In the Retail sector, the company operates 75 corporate grocery stores in eight upper Midwest states. They operate under 11 different banners: Family Fresh Market, Sun Mart, Econofoods, Bag ‘N Save, No Frills, AVANZA, Family Thrift Center, Pick ‘n Save, Prairie Market, and Wholesale Food Outlet, and Germantown Fresh Market. This company also is a leading wholesale owner in the IGA voluntary supermarket alliance (also in this database).

EB Identities: Our Family, Our Family Pride (premium), Our Family Organics, Value Choice (economy range), Nash Brother Trading Company, FAME, Avanza (Hispanic foods), Signature Program (Ground Central, Cinnfully Good, Bernini, etc.) plus exclusive brands that are licensed or franchised from others—ShurFine, Red & White, Piggly Wiggly, and IGA

EB skus: 3,700+

Profile: Recent fiscal sales results at Nash Finch have been heading in the wrong direction, since its 125th anniversary in 2010: For 2011, sales were down by 3.6% from the previous year, while in 2012, there was a slight 0.7% dip from 2011--this despite its ongoing acquisition strategy in both its Military and the Retail segments. Its net earnings likewise have fallen from a $50.9 million profit in 2010, to a $35.8 million profit in 2011, to a $93.9 million loss in 2012. Nash Finch in 2012 tightened up its Military operations while adding 30 stores to its corporate banner portfolio: 12 Bag ‘N Save supermarkets in Omaha and York, NB, and 18 No Frills supermarkets in Nebraska and west Iowa. This company’s history, which traces back to 1885, has one of the oldest store brand programs in the industry, started under the Our Family label in 1904. Today, that brand covers some 2,000+ products. In August 2009, this retailer introduced a new brand, Nash Brothers Trading Company—Inspired by Simpler Times, which pays tribute to the wholesaler’s founders, The Nash Brothers, Fred, Edgar, and Willis, circa 1885. Starting with some 50 products (steamed vegetables, peanut butter, preserves, waffles, etc.), the line was expected to grow to 420 products by 2011. Nash Finch has segmented this range under natural, organic, and premium products. UPDATE: On July 22, 2013, Nash Finch announced its definitive merger with Spartan Stores, Inc., Grand Rapids, MI (also in this database). The all-stock deal, valued at $1.3 billion, including debt from both companies, will produce an industry leader in the grocery wholesale, retail, and military commissary and exchange channels--its annual sales at $7.5 billion. The joint operation will encompass 22 distribution centers, covering 37 states, and 177 retail stores. Spartan, which operates in Michigan, Indiana, and Ohio, will own 57.7% of the company equity, while Nash Finch shareholders will control 42.3%. The merged operation expects to realize $50 million in annual cost synergies by its third fiscal year. At the May 2014 annual meeting, the company will be officially re-named SpartanNash Co., traded under the SPTN symbol on the Nasdaq stock exchange.

Procurement Contacts: John Paul, VP of Sales & Marketing; Bill Sabol, Marie Francisca Gallegos, Sr. Director Marketing & Merchandising; Product Development Manager of Store Brands; Terry

Pettinger, Sr. Product Development Manager; Christopher Brown, President & COO/Nash Finch Wholesale

NATIONAL ASSOCIATION OF CHAIN DRUG STORES (NACDS)

413 North Lee St., P.O. Box 1417- D49, Alexandria, VA 22313-1480 USA

Tel: (703) 549-3001

Fax: N/A

www.nacds.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: Founded in 1933, the National Association of Chain Drug Stores represents traditional drugstores, supermarkets, and mass merchandisers with pharmacies, together totaling 39,000+ pharmacies and representing $830 billion in annual sales. NADCS counts 137 chains as members in the US, plus 90+ pharmacy and consumer packaged goods suppliers and service providers in addition to 60+ international members from 23 countries.

Procurement Contacts: Larry J. Merlo, Chairman (CVS Caremark)

NATIONAL GROCERS ASSOCIATION (N.G.A.)

1005 North Glebe Road, Suite 250, Arlington, VA 22201 USA

Tel: (703) 516-0700

Fax: (703) 516-0115

www.nationalgrocers.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: This national trade association represents retail and wholesale grocers that comprise the independent sector of the food distribution industry. Its membership covers grocers and as associates, manufacturers and service suppliers. Independent companies are privately owned or controlled and operate in different retail formats.

Procurement Contacts: Peter J. Larken, President & CEO

NATIONAL RETAIL FEDERATION (NRF), THE

325 7th Street NW (Suite 1100), Washington, DC 20004 USA

Tel: (202) 783-7971; (800) 673-4692

Fax: (202) 737-2849

www.nrf.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: The National Retail Federation calls itself the largest retail, trade association worldwide, representing all types and sizes of retailers and including chain restaurants and

industry partners in the US plus more than 45 countries. Together they operate more than 3.6 million US establishments and contribute $2.5 trillion to the annual Gross Domestic Product.

EB Identities: N/A

EB skus: N/A Profile: NRF calls itself the world’s largest retail trade association. It represents 1.6 million US companies (retailers, chain restaurants and industry partners) plus companies from 45 other countries. Its US members represent $ 2.5 trillion in sales (2011) from 3.6 million establishments.

Procurement Contacts: Matthew Shay, President & CEO

NEIMAN MARCUS, INC.

1618 Main St., Dallas, TX USA

Tel: (214) 743-7600

Fax: N/A

www.neimanmarcusgroup.com

Total Fiscal 2012 Sales: $4.3 Billion +17.9%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Neiman Marcus was formed in 1987 with the restructuring of Carter Hawley Hale Stores, its history, through Broadway Hale Stores, tracing back to 1880. Today, the company, as a subsidiary of Newton Holdings, LLC (controlled by investment funds), operates 42 Neiman Marcus full-line stores, two Bergdorf Goodman stores (New York), plus 39 smaller format chains (33 Last Call off price stores and six CUSP stores for younger customers). As an omni-channel retailer, the company’s specialty retail stores (Neiman Marcus and Bergdorf Goodman) account for 79.8% of total revenues; its smaller formats accounts for $3.5 billion +7.7%, while online sales were $878.8 million +16.1%. Most of its merchandise covers women’s couture and design apparel (34% of revenues), women’s shoes & accessories (25%), men’s apparel and shoes (12%), Designer & precious jewelry (11%), cosmetics & fragrances (11%), and home furnishings & decor (6%).

EB Identities: Neiman Marcus (women’s apparel, accessories, etc.), Bergdorf Godman, Horchow (home furnishings)

EB skus: N/A

Profile: This retailer, positioned as a leading luxury retailer and fashion authority, sells many of the world’s most exclusive designer apparel under their brands (limited to select retailers worldwide). Neiman Marcus’ net earnings after pulling out of a $1.8 million net loss in fiscal 2010, climbed to $31.6 million profit in fiscal 2011, then upward by 343.4% to $140.1 million in the current fiscal year. Online sales have contributed to the gains. Online revenues now represent 20.2% of total revenues. All its store banners, Neiman Marcus, Bergdorf Goodman, Last Call, Horchow, and CUSP, each operate their own sites. UPDATE: In June 2013, the company filed for an IPO (initial public offering) reportedly designed to raise up to $100 million. In September 2013, Neiman Marcus agreed to a $6 billion takeover by Ares Management, Los Angeles, and canadian Pension Plan Investment Board, each of the latter taking equal share and Neiman Marcus management holding a minority interest in the company. In 2005, the company was taken private when TPG Capital and Warbug Pincus. These equity firms filed an IPO in June 2013 for the retailer's common stock; but this new buyer emerged in September.

Procurement Contacts: N/A Procurement Contacts: John Surane, Sr. Vice-President, Merchandising, Advertising, Marketing & Paint

NISA RETAIL LIMITED (formerly called NISA-TODAY’S (HOLDINGS) LIMITED

Waldo Way, Normanby Enterprise Park, Scunthorpe, DN15 9GE UNITED KINGDOM

Tel: +44 1724-282028

Fax: +44 1724-292028

www.nisaretail.com

Total Fiscal 2012 Revenues: $ 2.5 Billion (£ 1.6 Billion) +4.2 ; Symbol Group Turnover: $79.5 Million (£ 50.1 Million+) +10.1%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Nisa Retail Limited is the United Kingdom’s leading member-owned organization (1,134 registered shareholders), serving independent retailers and wholesalers in the food and drink markets. They operate some 4,000+ convenience stores (under their own fascia or a Nisa symbol group or an alternative Loco fascia for smaller stores. Its members also operate wholesale depots. It is also Europe’s biggest independent buying group. Founded in 1977, the symbol group covers the United Kingdom (including Northern Ireland), the Channel Islands and the Republic of Ireland. The stores, available in four formats (Extra 3,000+ square feet; Local up to 3,000 square feet, Metro, Express) are comprised of 845 Nisa stores (operated by the retailers). and 240 Today’s stores (operated by the wholesalers). NISA also supports 1,200 retailers in Today’s retail club, comprised of retailers under their own fascia.

EB Identities: Heritage (mid-range chilled & frozen meals), Heritage Select (high quality fine foods)

EB skus: N/A

Profile: In this fiscal period, ending April 2012, Nisa faced a tough trading environment and low consumer confidence. The organization also encountered some major changes in its operation, notably the exit of the Today's Group (as its own request)--after a 30-year partnership. Today's accounted for £ 52 million in revenues of the total NISA-Today's (Holdings) Limited business . (Today's Group is now listed separately in this database.) Repositioned as a smaller but more focused group, Nisa Retail integrated its distribution system, switching to DHL in April 2011. This synchronization of its logistic network resulted in significant savings with profits at year-end (before taxes) of £ 3.8 million, up 124% from the previous year. Nisa also faced the uncertainty of its business with Costcutter, its contract coming up for renewal in 2014. During the year, some of its members were purchased by larger retailers (Mills by Tesco, Sandpiper in the Channel Islands-its second largest volume member sold to Waitrose, and the failure of two members, Haldanes and UGO. Nevertheless, Nisa ended the year with a net gain of 60 stores, bringing the Nisa symbol store count up by 8% to 845 locations--705 of them identified with the Store of the Future fascia. Nisa also re-launched its Heritage own brand range with new packaging and new product categories, including a successful pet care range. The Heritage chilled foods business increased, while the Group conducted a test on Heritage brand pre-packaged fresh produce in 30 stores. The success of this trial, where sales and volume results doubled, has convinced the Group to move into a national initiatve for Heritage brand fresh produce. UPDATE: In March 2013, Costcutter Supermaket Group, abandonded its supply business with Nisa and singed an eight-year wholesale distribution agreement with Palmer & Harvey. Costcutter had joined with kwiksave convenience stores and Palmer & Harvey to form The Buyco buying alliance (now listed in this database

Procurement Contacts: Gordon Robertshaw, International Trading; John Sharpe, Managing Director of Central Distribution; Raj Krishan, Retail Development Director

NORDSTROM

1617 6th Ave., Suite 500, Seattle, WA 98101 USA

Tel: (206 628-2111

Fax: N/A

www.nordstrom.com

Total Fiscal 2011 Company Sales: $9.3 Billion +12.6 %

Percentage of Sales in Exclusive Brands: 13%

Principal Business: Nordstrom (NYSE: JWN) operates 207 specialty fashion stores in 28 states, including 115 Nordstrom full-line stores, 89 Nordstrom Rack discount stores, two Jeffrey boutiques, and one Last Chance clearance outlet. The retailer sells apparel, shoes, cosmetics and accessories.

EB Identities: Nordstrom, Nordstrom Rack, Halogen, John W. Norstrom, Cason, Classiques Entier, BP

EB skus: N/A

Profile: Started as a retail shoe business in 1901, Nordstrom (NYSE: JWN) has become a leading fashion specialty retailer of pricey merchandise. Its record performance this fiscal period is attributed to affluent customers, who have been less impacted by the slow economy. Its increased store count also helped: three new Nordstrom outlets and 17 Nordstrom Rack stores added this period. Plans call for pretty much doubling that growth by early 2012. In February 2011, the company acquired HautoLook Inc., an online private sale marketplace, which will help enhance its online platform and its direct sales to consumers. UPDATE: For Fiscal 2011, ending January 28, 2012, Nordstrom’s sales shot upward by 12.9% to $ 10.5 billion, bolstered by higher sales in handbags, designer clothes, and cosmetics.

Procurement Contacts: N/A

NSF INTERNATIONAL

789 N. Dixboro Rd., Ann Arbor, MI 48105 USA

Tel: (734) 769-8010

Fax: (734) 769-0109

www.nsf.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Founded in 1944, NSF today is a global public health and safety organization providing testing, auditing, and quality assurance support in different industries, including consumer products, food safety quality, Pharma/biotech, water and waste water, dietary supplements, etc. The organization is accredited by the American National Standards Institute and has written more than 80 standards. In 1997 NSF began collaborating with the World Health Organization in water quality and safety, food safety, and indoor environments. NSF operates a 165,000-square-foot lab, providing ISO 17025 certification for customers in North and South America, Europe, and Asia. Its private label services cover specification development, national brand equivalency testing, dietary supplement testing and so on.

EB Identities: N/A

EB skus: N/A Profile: In August 2013, NSF appointed Alan Perlman as Business Development Director – Private Label (Store Brands) and Consumer Home Products Division. More recently, NSF launched a cosmetic and personal care program and has formed a partnership with Inpactiva, the world's leading quality assurance and supply chain optimization producer to leather, footwear, apparel, and other life-style industries. This expands NSF's work in this area to worldwide lab testing for textiles.

Procurement Contacts: Alan Perlman, Business Development Director--Private Label & Consumer Home Products Division

NTUC FAIR PRICE CO-OPERATIVE LTD.

680 Upper Thomson Road, Singapore 787103, CHINA

Tel: +65 6456-0233

Fax: +65 6552-2877

www.fairprice.com.sg

Total Fiscal 2011 Group Sales: $1.8 Billion (SGD $2.4 Billion) +9.1%

Percentage Sales in Exclusive Brands: 20%

Principal Business: FairPrice is a cooperative owned by 460,000+ Singaporeans. Founded in 1973 by the labor movement designed to moderate the cost of living in Singapore, the co-op today is Singapore’s supermarket leader, operating 252 outlets, under five formats: 94 FairPrice supermarkets, 7 FairPrice Finest outlet, 4 FairPrice Xtra outlets, 23 FairPrice Xpress stores, and 124 Cheers convenience stores. NTUC FairPrice also owns a Fresh Food Distribution Center and a centralized warehouse-distribution firm.

EB Identities: FairPrice (everyday essentials), FairPrice Gold (premium), Budget or Yellow Dot (basic items at affordable prices), FairPrice Pasar (fresh foods), FairPrice Home Proud (household goods and general merchandise).

EB skus: 2,000+

Profile: This co-op began in 1973 as NTUC Welcome, then merged with an employees cooperative SEC (Singapore Employees Cooperative in 1983 to form its present identity. During this year, eight new stores opened, including a new FairPrice Xtra hypermarket. Also introduced: the Pasar Indonesian housebrand, covering fresh leafy vegetables from Indonesia plus a new exclusive Brunei Halal range of halali certified products from Brunei Darassalam. Last year, this retailer reported its online sales grew by 25% while its “That’s My FairPrice Facebook page has 34,000 fans. Net profits for the retailer were S$87.8 million. Plans call for increasing the house brand sku count to 3,000+ items in five years.

Procurement Contacts: Tng Ah Yiam, Director, Integrated Purchasing

O’REILLY AUTOMOTIVE, INC.

233 Paterson Ave., Springfield, MO 65802 USA

Tel: (417) 829-5878

Fax: N/A

www.oreillyauto.com

Total 2010 Company Sales: $4.8 Billion +33.3%

Percentage of Sales in Exclusive Brands: 18% (E)

Principal Business: One of the leading specialty retailers of automotive after market parts, tools, supplies, and equipment accessories in the US, this retailer operates 3,570 stores in 38 states. Its stock covers: tools, supplies, equipment, accessories plus includes oil, antifreeze, fluids, filters, wipes, lighting, engine additives, body paint, etc. O’Reilly’s stores average 7,100 square feet and stock 22,000 skus per outlet. O’Reilly’s also operates 23 distribution centers as well as Ozark Automotive Distribution, which sells products to independently owned parts stores (”jobber stores”). The company is traded on NASDAQ under the symbol ORLY. EB Identities: Best Test, Brake Best, Master Pro, Micro-Gard, Murray, Omnispark, O’Reilly’s Auto Parts, Power Torque, Super Start, Ultima, etc.

EB skus: N/A Profile: O’Reillys, which started in 1957 as a wholesaler and auto jobber, stepped into the big leagues in April 2008 via its $ 1 billion acquisition of CSK, a specialty auto parts retailer, operating 1,342 stores in 22 states. The CSK banners included Checkers Auto Parts, Schuck’s, Kragen, and Murray’s, all of which have since been converted to O’Reillys banner. Net income for the year jumped 36.4% to $ 419.4 million. Its recent financial success is attributed to the weakened economy, forcing people to maintain their own vehicles for a longer life. To utilize its private label business, the company has launched an Import Direct service. Also, more emphasis has been placed on marketing to Hispanic consumer.

Procurement Contacts: N/A

OFFICE DEPOT, INC.

6600 North Military Trail, Boca Raton, FL 33445 USA

Tel: (561) 438-4800

Fax: N/A

www.officedepot.com

Total 2012 Company Sales: $10.7 Billion -7%

Percentage of Sales in Exclusive Brands: 30% (E)

Principal Business: Founded in 1986, Office Depot (NYSE:ODP) operates some 1,629 office supply stores. Its North American Division covers 1,112 stores in 46 states, DC, and Puerto Rico. The company also sells to customers in 57 countries (Europe, Asia, Latin America, and Australia) via stores, direct mail, the Internet, etc. Outside the US, the company supplies 517 stores, of which 123 are owned operating in France, South Korea, and Sweden. Office Depot maintains alliances in eight additional countries. The company also is one of the world’s largest e-commerce outlets, having generated some $4.8+ billion in sales online.

EB Identities: Office Depot, Office Depot Value, Foray, Viking Office Products, Niceday, Ativa, Break Escapes, Worklife, Christopher Lowell--covering general office supplies, computer supplies, business machines and related supplies and office furniture

EB skus: N/A

Profile: Competition from other office supply retailers, club membership stores, and online retailers has had an ongoing dismal effect on Office Depot. Its net loss of $77,111 in 2012 compares to a $95,694 profit in 2011. Negative sales were reported in its three divisions: North American Retail at $4.5 billion -8%, North American Business Solutions (catalog & Internet sales) -1%, and International $3 billion -10%. Its 2012 fourth quarter sales were off by 12% versus the comparable period in 2011, while net losses amounted to $17 million. The company has taken measures, such as closing stores (23 shuttered in 2012 in the North America and 29 in the International operation. The company also has decided to downsize its typical retail outlet of 20,000 square feet. Over the next five years, some 500 outlets will be reformatted into a 5,900 square foot or 14,800 square foot stores. UPDATE: In February 2013, Office Depot agreed to acquire competitor, Office Max (another victim of challenging competition--see below) in a tax-free, all stock deal worth $1.2 billion, expected to be completed by year-end. The combined company will yield revenues of about $18 billion and become a close rival to Staples (also in this database), which is said to capture a 40% share of the US office supply market. (Each of the merged retailers claim just under half that market share, according to Euromonitor estimates.

Procurement Contacts: Dennis Cohen, Sr. Director, Private Brands Opns., Office Department

OFFICEMAX, INC.

263 Shuman Blvd., Naperville, IL 60563 USA

Tel: (630) 438-7800

Fax: (630) 864-4420

www.officemax.com

Total 2011 Company Sales: $ 7.1 Billion -0.7%; Contract Sales: $ 3.6 Billion 0%; Retail Sales: $ 3.5 Billion -0.5%

Percentage of Sales in Exclusive Brands: 22% (E)

Principal Business: In November 2004, this company (about a year earlier acquired by Boise Cascade Corp.) sold its paper, forest products and timberland assets to affiliates of the company (who started Madison Dearborn Partners LLC). Based on its office supply business, called Boise Office Solutions, the company continued operating under the OfficeMax banner (NYSE: OMX). (Its first store was initially opened in 1988.) Today, its retail segment cover 978 stores in 47 states, Puerto Rico, Canada the U.S. Virgin Islands, and Mexico. The majority of stores, averaging about 8,000 square feet, are in the US: $5.7 billion sales. Its business-to-business contract business operates through 38 distribution centers and six customer service and outbound telesales centers. In Mexico, it owns 51% in a joint venture with 82 stores.

EB Identities: OfficeMax, TUL pen and writing instruments line; Ascend (high-quality mailing supplies); Canterbury (designer line of stationery, cards, etc.), DiVIGA (trendy, fashionable folders, accordion files, etc.), Infuse (high-quality dry erase cork boards and combination boards). Other premium brands: (IN)PLACE filing products, Inplacer System by Peter Walsh, Brenton Studio, Eastleigh, and Engage

EB skus: N/A

Profile: OfficeMax like its competitors continues to suffer under a poor economic environment. Both sales and gross profit margins declined in both its contract and Retail segments. Net income was $23.8 million down 52.2% for this “challenging year.” The retailer introduced a pilot Radio Shack Mobile service into 18 stores, providing mobile solutions, early in 2012. Also it continues to expand its TechWorld computer repair, installation & security section, adding more Pc, tablets, etc. Additionally, the company has been testing a new sall-format concept, called Ink-PaperScissors, a 1,500 to 2,000 square foot outlet with some 2,000 skus (its most popular items) versus the typical OfficeMax store of with 10,000 skus, which besides office supplies and paper includes technology products and office furniture. UPDATE: OfficeMax 2012 sales slipped by 2.8% to $6.9 billion. Full year operating income was $24.3 million -71.9% versus 2011. Fourth quarter sales were especially brutal, off by 7.4% from the comparable quarter a year earlier. The company jointly announced its merger with Office Depot (see listing above for details) in February 2013.

Procurement Contacts: Mike Kitz, VP Officemax Brands; Heather Vierling, Sr. Brand Manager

ORGANIZACIÓN SORIANA, S.A. de C.V.

Alejandrode Rodas 3102-A, Colonia Cumbres 8 Sector, Monterrey, N.L. MEXICO C.P. 64610

Tel: +52 (81) 8329-9014

Fax: +52 (81) 8329-9000

www.soriana.com.mx

Total 2010 Sales: $7.5 Billion (Pesos 93.7 Billion) +5.8%

Percentage of Sales in Exclusive Brands: 20% (E)

Principal Business: Formed in 1968 under the Simbolo banner, this retailer in 2000 was renamed Soriana and publicly traded (Mexican Stock Exchange under “Soriana”). The company today oversees 508 stores in 32 Mexican states, covering 160 cities. Its six store formats are: 227 Soriana Hiper hypermarkets (averaging 8,500 square feet), 105 Soriana Super supermarkets (average 2,500 square meters), 121 Soriana Mercado markets (average 5,000 square meters), 30 City Club membership stores (averaging 8,000 square feet), 21 Soriana Express (average 1,500 square meters), 137 Super City convenience stores (including franchised stores). There also are 14 distribution centers.

EB Identities: Soriana (food and non-food groceries), Soriana Premium, Nodrim (medicine), Valley Foods (healthy foods), Trainer’s Choice (pet food), Hipermart, plus numerous identities in family apparel and general merchandise. In City Club stores: Member’s Choice, Menu Solutions, Big Solutions, etc.

EB skus: N/A

Profile: Soriana, on Dec. 5, 2007, took a giant step, acquiring 205 self-service units from Grupo Gigante (also in this database). For 2010, Soriana’s theme has been growth, adding 38 new stores: 2 Hiper, 8 Mercado, 20 Express, and 8 Super outlets. The Soriana Express chain is new, stocking some 8,200 skus. Early reports show Soriana's 2011 sales up by 4.9% to Pesos 98.3 billion; but net earnings dipped by 6.7% to Pesos 3.1 billion.

Procurement Contacts: Liliana Diaz Cantu, Private Label Manager

PANTRY, INC., THE

305 Gregson Dr., Cary, NC 27511 USA

Tel: (919) 774-6700

Fax: N/A

www.thepantry.com

Total Fiscal 2012 Sales: $8.3 Billion +1.4%; Merchandise Revenues: $ 1.8 Billion +1.7%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: The Pantry (NASDAQ-GS: PTRY) is a convenience store/gasoline station operator of 1,578 stores in 13 Southeast states (mostly in Florida and North and South Carolina), the majority of which sell gasoline (either the Kangaroo Express brand or under major brand banners—BP, CITGO, Shell, etc.), with those revenues up 0.6% to $6.4 billion. The company also operates some 240 quick-service restaurants within its locations, using its proprietary banner, Aunt M’s or different licensed brands: Subway, Dairy Queen, Quizno, Hardee’s, Krystal, Church’s, etc. More than 50% of its store merchandise is purchased from wholesaler, McLane (under the manufacturer’s database). Cigarettes account for 31.5% of total merchandise sales, while grocery and other tobacco products take 23.6% of sales, packaged beverages 16.1%, beer & wine 14.8%, foodservice 10.6%. packaged beverages are 15.5% and beer & wine 15%.

EB Identities: The Pantry, Worth, Golden Gallon, The Chill Zone, Bean Street Coffee Company, Kangaroo, Aunt M’s (fast food, home-style foodservice), Kangaroo Express (fuel), etc.

EB skus: 850+ Profile: For this third largest independent convenience store chain in the US, it’s belt-tightening time. During the year, the company closed or sold 42 stores, while converting 29 of its units. This resulted in weak revenue growth for the year. Also, it has reflected negatively on profits: The Pantry reported a net loss of $2.5 million for the year versus profits of $9.8 million in the previous year. (In 2010, its net loss was $165.6 million.) For fiscal 2013, expect up to 40 more store closings. The company continues to upgrade its stores with open-air refrigeration units, offering pastries, breakfast and lunch items plus healthy fruits and vegetable snacks, sandwiches, and salads. Additionally, its “Program Fresh” initiative continues, offering on-the-go meals and snacks.

Procurement Contacts: N/A

PERFORMANCE FOOD GROUP CO.

12500 West Creek Parkway, Richmond, VA 23238 USA

Tel: (804) 484-7700

Fax: (804) 484-7701

www.pfgc.com

Total 2010 Sales: $9 Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: When Pocahontas Food Group (established in 1987 as a holding company) joined with Pochontas Foods USA, the distributor group, PFG, was formed in 1992 and went public the following year. Today, Performance Food Group operates in two business segments: Broadline Distribution to some 41,000 foodservice customers (independent restaurants, corporateowned and franchised chains, and noncommercial customers); Customized Distribution serves family and casual restaurant chains plus exports to 41 foreign countries.

EB Identities: Pocahontas (lst quality), Mount Sterling (2d quality), Wigwam (3d quality), plus specialty brands— AFFLAB, Bay Winds, Brilliance (frying shortening), Colonial Tradition (center-of-plate items), Empire’s Treasure (frozen seafood), First Mark, Fresh Advantage (produce), Gourmet Table, Guest House (teas), Healthy USA (health-conscious foods), Heritage Ovens, PFG Custom Meats, Pochantas, Raffinato (Italian foods), Redi-Cut (produce) Roasters Exchange, Silver Source, Sonero (coffee), Village Garden, Village Meat, West Creek.

EB skus: 6,000+ products

Profile: In May 2008, the private equity firms acquired PFG, an affiliate of Blackstone Group and Wellspring Capital Management in a deal worth $ 1.3 billion. PFG is considered the third largest foodservice distributor in the U.S. Late in 2008, PFG agreed to have its independent purchasing organization, Progressive Group Alliance, outsource all of its foodservice business and group purchasing function to UniPro Foodservice (also in this database).

Procurement Contacts: Dick Blackwell, Procurement & Category Management; Don Hughes, Purchasing

PETSMART, INC.

19601 N. 27th Ave., Phoenix, AZ 85027 USA

Tel: (623) 580-6100; (800) 738-1385

Fax: N/A

www.petsmart.com

Total Fiscal 2012 Sales: $6.1 Billion +7.2%; Merchandise Sales: $5.4 Billion +8%; Service Sales: $674.9 Million +9.1%

Percentage of Sales in Exclusive Brands: 22%

Principal Business: PetSmart is the leading specialty retailer of products, services, and solutions for the lifetime needs of pets. Started in 1987, the company today operates 1,232 stores, of which 1,154 are in 49 states, 5 in Puerto Rico, and 73 in Canada. Its merchandise (some 10,000 items) includes consumables, hard goods, and pets (fish, birds, reptiles, and small animals). Additionally, PetSmart provides pet services (training, grooming, boarding, day care, adoption). It has 192 pet boarding accommodations (PetSmart Pets Hotels and PetsHotels) plus 799 full-service veterinary services, including hospitals. This retailer offers a broad range of pet products, including food, treats, pet supplies and accessories (beds, collars, aquariums, bird cages, etc.), health care, grooming beauty aids, apparel, etc. The company is traded on NASDAQ under the symbol PETM.

EB Identities: Authority (dog and cat premium nutrition food), Grreat Choice (dog food), Sophista-Cat (grocery cat food), Exquisicut (cat litter), Toy Shop (pet toys), Simply Nourish (natural dog and cat food), Top Paw (toys, beds, etc.), Top Fin (fish food aquariums, accessories)), Top Wing (bird cages, toys, accessories), plus two licensed collections, Martha Steward Pets line (toys, apparel, bowls, beds, and other accessories), GNC Pets (vitamins and nutritional supplements for dogs and cats)

EB skus: N/A

Profile: Not very long ago, private label was a rarity at PetSmart. That has all changed in recent years; and the goal now is to push its proprietary brand business to 40% of total sales. This initiative started in 2010 with a joint venture with GNC (also in this database) introducing GNC Pets, a new line of dietary supplements for dogs and cats, followed in June by the debut of Martha Stewart Pets, a line of toys, apparel, bowls, beds, etc. In 2012, the retailer added two more exclusively licensed brands: Marvel Entertainment (items with a super hero theme) with Marvel Comics and The Bret Michaels Pets Rock collection of beds, clothes, collars, toys, etc.), which is scheduled for launch in the summer). In May 2012, the Toys “R” Us Pets collection rolled out, covering whimsical toys that engage and entertain pets. The line, developed with the help of Dr. Sophia Yin, a veterinarian and applied animal behaviorist, is being displayed in a new Toy Chest in the dog toy aisle in its stores. This strategy appears to be working: Its net income for the year shot upward by 20% + to $290.2 million. The chain, too, is growing at a faster pace: some 45 net new stores opened (8 stores closed).

Procurement Contacts: N/A

PICARD SURGELÉS

37b rue Royale, Fontainebleau, FRANCE

Tel: +33 1-64-45-14-00

Fax: +33 1-64-69-80-65

www.picard.fr Total Fiscal 2010 Sales: $1.5 Billion (€ 1.1 Billion)

Percentage of Sales in Exclusive Brands: 98%

Principal Business: Picard Surgelés, which was established in 1962, opened its first store in 1974. Today, it is a leading specialized retailer in the French frozen food market, operating some 820 stores in France, which sell a wide range of foods: 40 varieties of vegetables, 30 of fruits and fruit salads, 130 seafood, 150 entrees, 200 dishes, 70 pastries, and 200 ice and frozen desserts. Some 98% of its products are produced in-house. The company also operates about 28 Picard stores in Italy and operates a home delivery service. That service is available in Barcelona, Spain, and in three cities in Belgium (Brussels, Mons, and Charleroi) as well.

EB Identities: Picard

EB skus: 1,000+ (under nine product categories)

Profile: Ownership of Picard has varied over the years. In 1973, Armand Decelle bought the company from the Picard family. By 1994, Carrefour controlled 79% of Picard, operated as its frozen food division (managed by Mr. Decelle); but in 2001,Picard was then sold to Candover Investments in the UK. In 2004, BC Partners took control of the company. New investors entered in October 2010, led by Lion Capital of London, purchasing the chain for € 1.5 billion, including debt. The chain of stores has grown rapidly in this Century, up from about 440 outlets in 2000 to its present store count well above 800.

Procurement Contacts: Delphine Courtier

PICK ‘N PAY Pick ‘n Pay Office Park, 101 Rosmead Ave., Kenilworth, Cape Town 7708 SOUTH AFRICA

Tel: +27 (021) 658-1000

Fax:+27 (021) 797-0314

www.pnp.co.za

Total Fiscal 2011 Group Sales: $7.1 Billion (R 51.9 Billion) +5.9%

Percentage of Sales in Exclusive Brands: 29% Principal Business: The Group divides its business into three divisions: Pick ‘N Pay Retail, Group Enterprise, and Franklins Australia. Overall, the company operates a total of 869 stores. Under the Pick n Pay banner, there are 20 corporate hypermarkets, 159 supermarkets, 293 franchised Express and Daily food stores, 149 liquor stores (66 franchised), 1 stand-alone pharmacy; and under the Boxer banner--94 supermarkets and Punch outlets and 15 hardware and liquor stores. The 77 Franklins stores in Australia are considered discontinued: Metcash of Australia (also in this database) acquired them in November 2011). Additionally, Pick ‘n Pay works with 53 associated TM supermarkets in Zimbabwe. EB Identities: PnP (Pick ‘n Pay), No Name (no frills packaging on basic, lower priced products), Pick ‘n Pay Choice (outstanding quality products), Pick ‘n Pay Fresh (meal solutions with topquality ingredients, produce, meats, organic foods), Finest (premium quality)

EB skus: 2,000+ (E) Profile: The “toughest year in our history” best describes 2011 for this retailer. Profits plunged by 33.9% to Rand 784.9 million ($107.3 million). High unemployment, a more expensive Rand, plus a labor strike which hit just before the big Christmas selling season. Pick ‘n Pay consolidated its three inland regions, but nevertheless managed some expansion: two stores opened in Zambia, plus 57 new stores added to the Group--4 corporate and 13 Pick ‘n Pay franchise stores, 343 liquor stores (corporate and franchised), 11 clothing stores, and 6 Boxer stores. In July 2010, its Frankilins stores in Australia were put up for sale. The retailer did show strong growth in liquor and clothing, while its private label business continued growing: up 15% in 2010 and up another 10% in 2011. By year-end, the company introduced a new private brand, Finest, representing premium quality products.

Procurement Contacts: N/A

PIGGLY WIGGLY COMPANY

7 Corporate Drive, Keene, NH 03431 USA

Tel: (603) 354-7000

Fax: (603) 354-4690

wwwcswg.com

Total 2011 Systemwide Sales: $4 Billion+ (E) Total Piggly Wiggly Co. Sales: N/A

Percentage of Sales in Exclusive Brands: 4.3% (E)

Principal Business: Piggly Wiggly is a voluntary group of franchised independent retailers, who operate 600+ stores under the Piggly Wiggly banner. These stores are located in 17 states, throughout the South, into Sunbelt states, and in the Midwest. The company, formerly owned by food wholesaler, Fleming Companies (now bankrupt), is now a subsidiary of C&S Wholesale Grocers (also in this database). Piggly Wiggly has moved its headquarters from Lewisville, TX, to C&S’s base in Keene, NH.

EB Identities: Piggly Wiggly

EB skus: 850+ Profile: There’s growth underway for the Piggly Wiggly brand, as independent retailers, operating under this store banner, start pushing more with point-of-sale materials, backing up Piggly Wiggly’s aggressive national TV campaign, Also, retailers are using more shelf tags to highlight their store brand, such as compare-and-save signage. A two-cent private label redemption program is available to nonprofit organizations in participating communities. In 2009, a complete design change for its private label packaging was introduced.

Procurement Contacts: C&S Headquarters (Tel: 603-354-7000)

PPR (KERING)

10 avenue Hoche-75381 Paris Cedex 08, 552 075 020 R.C.S. Paris, FRANCE

Tel: +33 1-45-64-6100

Fax: +33 1-45-64-6000

www.ppr.com

Total Fiscal 2014 Group Sales: $13 Billion (€ 9.8 Billion) +0.1%; Luxury Division Sales: $8.6 Billion (€ 6.5 Billion) +4.2%; Sports & Lifestyle Division Sales: $4.2 Billion (€ 3.2 Billion) 8.1%

Percentage of Sales in Exclusive Brands: 100% (E)

Principal Business: Eight years after its last company identity change, PPR, now in June 2013 has renamed itself Kering. In May 2005, Pinault-Printemps-Redoute had changed its name to PPR. The company began in 1963, established by Francois Pinault as a timber and building materials business; it wasn’t until the mid-1990s, however, that the company entered the retail business, culminating in 1999 with a controlling interest taken in the Gucci Group N.V—raised to 99% in 2004. Today, PPR/Kering operates as a family controlled, listed company positioned as a world leader in apparel and accessories. It designs, manufactures and markets 22 brands, 17 of them in its Luxury Division (leather goods, ready-to-wear fashion apparel, jewelry and watches) and five in its Sport-Lifestyle Division (equipment and clothing). Its marketing reach extends to 120 countries. Kering operates some 1,149 stores: 304 in Western Europe, 197 in North America, 249 in Japan, and 399 in emerging markets. Specifically, there are 474 Gucci stores, 221 Bottega Veneta stores, and 115 Puma stores plus another 339 outlets selling its other luxury brands. The company also licenses its brands to other retailers. Among its brand portfolio are a number of powerful brand identities, including a couple of billion-dollar brands, € 3.6 billion Gucci leather goods and € 1 billion+ Bottega Veneta leather goods. Divided into two major divisions, this retailer now realizes 67% of its revenues from its Luxury Division ( €6.5 billion +4.2%); and 33% (€ 3.2 billion -8.1%) from its Sport and Lifestyle division.

EB Identities: Gucci (leather goods, shoes, ready-to-wear apparel, watches, and jewelry), Bottega Veneta (mostly leather goods), Yves Saint Laurent (fashion apparel), Puma (footwear and apparel), Balenciago (ready to wear apparel), Boucheron (jewelry and watches), Giard-Perregaux (watches), Jean Richard time pieces) Sergio Rossi (footwear and accessories), Alexander McQueen (men's fashionwear), Stella McCartney (lifestyle ready to wear apparel and accessorieso), Tretorn (leisure wear), Cobra Puma Golf (gold equipment and apparel), etc.

EB skus: N/A

Profile: In its recent transformation strategy, Kering has moved away from its diversified interests and more toward designing, manufacturing and marketing apparel and accessories under its own powerful brands. This started in 2010 with the sale of its Conforma operation, the second largest furniture retailer in France (186 stores) plus other stores in total some eight other countries. At that time, PPR also began selling off pieces of its Redcat business, including its US sports and leisure business in December 2012, For 2013, PPR sold the Redcat children's and family division (the Cyrillus and Vertbaudet bands), its OneStopPlus large size clothing and in the Nordic region, its Ellos and Jotex brands. A significant divestment came in October 2012, when PPR demerged its 'fnac' distribution business (cultural, leisure and technological products such as books, music, and personal computers) encompassing some 152 stores ( € 4.2 billion revenues). Meantime, besides extending its existing brands into other categories, Kering' brand acquisition activity has picked up: the Volcom action sports brand, an increased stake in the Sowind Group (the Girard-Perregaux and Jean Richard brands) a high-end watch movement producer, a maor stake in France Croco (crocodile skins),, a porcelin producer, in addition to the Qeelin brand (Chinese fine jewelry) sold in seven stores, a 51% stake in the Christopher Kane (fashion ready to wear apparel), and the Pomellato Italian jewelry brands, Pomellato and Dodo, sold in 53 stores. In the current year, Kering reported its net profits from continuing operations at € 861.1 million versus 2012's € 1.4

billion. PPR slowly is becoming less reliant on the weak Western European economy, as its two major divisions now report 69% of revenues outside that zone.

Procurement Contacts: N/A

PRICE CHOPPER SUPERMARKETS/ THE GOLUB CORP.

501 Duanesburg Rd., Schenectady, NY 12306 USA

Tel: (518) 355-5000; (800) 666-7667

Fax: (518) 379-3390

www.pricechopper.com

Total 2010 Systemwide Sales: $3.6 Billion (E)

Percentage of Sales in Exclusive Brands: 29%

Principal Business: This family owned supermarket chain operates some 128 stores in six states New York, Pennsylvania, Connecticut, (Massachusetts, New Hampshire, and Vermont). Started in 1932 as Central Market, the store banner identity changed to Price Chopper in 1973 and two years later the Price Chopper private brand was launched. The company, still operated by the Golub family (based in Rotterdam, NY) but 55% owned by its associates, also operates Mini Chopper service stations and convenience stores.

EB Identities: Price Chopper (flagship brand), Price Chopper Natural (natural and organic foods), Central Market Classics (premium foods), Clear Value (entry price point), Wild Oats (licensed), and a range of brands from Topco (also this database), such as TopCare, World Classics Trading Co., Always Save (economy), etc.

EB skus: 4,000+

Profile: The Golub family for decades has been a pioneering force in the US grocery trade and its influence carries over to the Price Chopper supermarket chain, where innovations come every year. Recent examples in private label include co-branding two Price Chopper cereals with Paul Newman’s picture, child-friendly cereals with educational messages (Koo-Kies & Peanut Butter Cocoa Spheres), licensed Wild Oats private label products (now owned by Whole Foods), etc. Price Chopper also is now building a 67,000 square food “Green” supermarket, with LEED certification. Additionally, the chain is designing new small-format, urban-concept food and grocery stores targeted to urban neighborhoods. Instead of its 24,000 to 60,000+ plus outlets, the

new format will be about 15,000 square feet. The retailer celebrated its 75th anniversary in 2010. In March 2010, Price Chopper purchased six Tops markets, pushing its total store count to 125.

Procurement Contacts: Mike DeJulio, Director Corporate Brands

PRICESMART, INC.

9740 Scranton Rd., San Diego, CA 92121 USA

Tel: (858) 404-8800

Fax: N/A

www.pricesmart.com

Total Fiscal 2011 Revenues: $1.7 Billion +21.4%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Started in 1996 in Panama, PriceSmart has developed a chain of US-style membership warehouse club stores in Central America, the Caribbean, and Colombia. Operating 29 club stores in 12 countries plus the US Virgin Islands, this public company (NASDAQ: PSMT) caters to small businesses and consumers, selling food (52% of net sales), sundries (26%), hard goods (14%), etc. Its stores range from 50,000 to 75,000 square feet, stocking about 2,200 skus. Its primary distribution facility is in Miami.

EB Identities: Members Selection, Select Club

EB skus: N/A

Profile: PriceSmart opened its 29th and first outlet in Colombia in August 2011. Another outlet opened earlier during this period in the Dominican Republic (November 2010). More emphasis is now placed on fresh food departments: meat, fish, produce, and bakery. Its membership grew by 15.6% to 832,500 members in fiscal 2011. Net income leaped upward by 25.2% to $ 61.8 million, capping off a successful year.

Procurement Contacts: N/A

PRIMARK STORES LIMITED)

Primark House, 41 Wit St., Reading Berkshire, RTG1 1TZ UNITED KINGDOM

Tel: +44 207-323-9620

Fax: N/A www.primark.co.uk

Total 2012 Sales: $ 5.6 Billion (£3.5 Billion +16.7% Billion) +10.5%

Percentage of Sales in Exclusive Brands: 100%

Principal Business: The first Penneys store opened in Dublin in 1969 and as the concept grew, its banner identity changed to Primark. Owned by Associated British Foods Plc, London (listed in the Manufacturers Section of this database), Primark now operates 242 stores in eight countries (47 of them in Continental Europe: United Kingdom, Republic of Ireland, Spain, Portugal, Germany, the Netherlands, Belgium, and Austria.

EB Identities: Atmosphere, Denim Co, Rebel (boys wear), Secret Possessions (lingerie), YD, cedarwood state, early days, Penneys

EB skus: N/A Profile: The Primark store concept emphasizes affordable prices and high fashion, covering men’s, women’s and children’s wear, lingerie, footwear, accessories, hosiery, and homewares. Lately its new stores decor emphasis visual merchandising including video screens, promoting its ad campaigns. Its products are sourced from some 37 countries. The chain continues its international expansion, having entered Austria in 2012, while building its chain in Spain (11 stores added during the year). Overall, 19 new stores were added in this period.

Procurement Contacts: N/A)

PRIVATE LABEL MANUFACTURERS ASSOCIATION (PLMA)

630 Third Ave. New York, NY 10017, USA

Tel: (212) 972-3131

Fax: (212) 983-1382 www.plma.com www.plmainternational.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: PLMA is the only international trade organization devoted entirely to promoting store brands. Founded in 1979, its membership now totals 3,472 companies (including 2,220 international), composed of manufacturers, suppliers, and service providers, all serving industry retailers, wholesalers, brokers, and suppliers to the private label industry. The association conducts annual trade shows in Chicago, Amsterdam, and Shanghai. Also, PLMA supports Executive Education programs with St. Joseph’s University, Philadelphia, and Nyenrode Business Universiteit in Amsterdam, the Netherlands, and conducts regional roundtable meetings during the year in different countries. Recently, PLMA has begun reaching out to the trade with video presentations, PLMA Live interviews with industry representatives and including on-floor news videos during its Chicago trade show. Additionally, a new online information resource, www.askplma.com, developed by Wisner Marketing Group, Libertyville, IL, was launched early in 2013, allowing retailers and manufacturers access to thousands of articles, studies, statistics, and publications. For consumers, PLMA also has just launched www.storebrandsusa.com, which identifies store brands, locates retailers who sell store brands, presents recipe ideas using store brands by “Chef Diane,” and offers hints for home and health. UPDATE: PLMA reports its 2013 Private Label Trade Show, staged in Rosemont, IL in November 2013, was the biggest in the organization's 33-year history: 2,535 booths or 10% more than the 2012 show, 1,229 exhibitors up by 14% over last year, and pre-registration of some 9,500 up 12% over 2012 (non-member registration 35% higher than the previous year). The November 2014 trade show, dubbed the "PLMA's Store Brands Reality Trade Show," is schedued for Nov.

16-18 in Rosemond, IL. PLMA's two-day European Trade Show, World of Private Labels, was staged in May 2014, reportedly attracting 11,000+ buyers and visitors from 115 countries. The exhibit featured nearly 4,000 stands with 2,250 exhibitors from 70 countries (including 53 national and regional pavilions). PLMA's 2015 Amsterdam show is scheduled for May 19-20.

Officer Contacts: Howard Kirschenbaun (VP Sales, Trinity Plastics), PLMA Chairman; Dean Erstad (Sr. VP Sales, Seneca Foods), PLMA 1st Vice Chairman; Bill Lucia (General Manager, Inter-American Products), PLMA 2nd vice chairman; and Brian Sharoff, PLMA President. PLMA International Council, World Trade Center, Strawinskylaan 671, 1077 XX, Amsterdam, The Netherlands (tel: +31 20-5753032. www.plma.nl)

PUBLIX SUPERMARKETS, INC.

3300 Airport Rd., Lakeland, FL 33811 USA

Tel: (863) 688-1188 or (863) 688-7407

Fax: (863) 284-5532

www.publix.com

Total 2014 Sales: $30.6 Billion +5.7%

Percentage of Sales in Exclusive Brands: 20% (E)

Principal Business: Publix, founded in 1930, today is the largest employee-owned US supermarket chain, operating 1,095 supermarkets (ranging between 28,000 to 61,000 square feet) in six states: mostly in Florida (760), as well as Georgia (182), Alabama (58), South Carolina (51), Tennessee (38), and North Carolina (6). The company has eight distribution centers and operates manufacturing facilities in five locations, covering three dairies, two bakeries, two fresh foods facilities, a deli, and a printing facility. Additionally, Publix operates 10 Pix convenience stores and 73 liquor stores in Florida. Publix has 175,000 employees. They along with board members are the only people who can buy Publix stock.

EB Identities: Publix, Publix Premium, Breakfast Club, Dairy Fresh, GreenWise (100% natural products), GreenWise Market, Sabor (Hispanic foods)

EB skus: 1,500+

Profile: Publix's consistent sales growth repeated again this year, mainly from same-store sales growth. The supermarket chain opened 32 supermarkets (14 of them replacements) and closed 16 stores. Its 2-14 net earnings rose to $1.7 billion from $1.65 the previous year. Its fourth quarter

was especially strong: sales up 6.9% to $7.9 billion and net earning up 7.4% to $453.3 million. The chain has two new specialty brands, Sabor Hispanic foods and GreenWise natural foods, the latter developed from its GreenWise department concept in most of its stores. These products, carrying the USDA organic seal, cover such categories as: canned vegetables, dairy, juice, and paper goods. Also, GreenWise Markets, a stand-alone food store that features GreenWise brand products, also is being tested in three locations. This retailer also has opened at least two Publix Sabor stores, featuring products from the Caribbean, Central and South America, all targeted to Hispanic consumers. Publix recently expanded into North Carolina. Merchandising and upgraded packaging support has boosted its private label program. Packaging now is targeted to product categories with high-end photography and a simple category design--unlike its lookalike national brand packaging strategy of the past. Publix also has promoted certain private label products, challenging the leading brand in each category. Customes buy the brand leader and get the Publix branded item free. It's been estimated that Publix's private label sales in 2014 reached $6.6 billion.

Procurement Contacts: Dave Bornmann, VP of Purchasing; David Bridges, VP of Fresh Product; Steve Kintz, Manager, Store Brand Business Development; James Lebinsky, Vice-President of Purchasing; Mark Irby, VP Marketing; Connie DuBois, private label specialist

QUALITY ASSURANCE ASSOCIATION (QAA)

N/A

Tel: N/A

Fax: N/A

www.qualityassuranceassociation.org

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: QAA, founded in 1988 as a nonprofit organization, provides a networking form for information and training related to private label product quality. Its membership covers some 80plus active companies, representing wholesalers, retailers, foodservice distributors, manufacturers, testing laboratories, brokers, suppliers, government, and others.

Procurement Contacts: Mark R. Pearson, President (Tel: 952- 469-7433; [email protected])

QUIKTRIP CORP.

4705 South 129th East Ave., Tulsa, OK 74134 USA

Tel: (918) 615-7900

Fax: (918) 615-7377

www.quiktrip.com

Total Fiscal 2011 Sales: $9 Billion+

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Started in 1958, this privately held, combination convenience store-gasoline station chain operates 590 stores in 10 states. The stores provide sandwiches, hot dogs, taquitos, drinks, etc. It also provides QT 15-plus travel center services for truckers) (scales, food, fuel, showers, etc.). Its self-service stores average about 4,300 square feet.

EB Identities: QuickTrip, QT (foods), QT Kitchens (fresh sandwiches, salads, wraps), Hotzi (breakfast sandwiches), Rooster Booster and Donkey Kick (energy drinks), Freezoni (frozen beverages), Hydr8 (sports drinks), Quik’n Tasty.

EB skus: N/A

Profile: Quick Trip continues to test its larger Generation 3 prototype units of about 5,700 square feet. They include a bakery and more freshly prepared foods. This company also experiments with different products: horchata flavored frozen drinks, pineapple-papaya iced tea, etc. Some 21 new stores were opened in fiscal 2011 and that number may well double in fiscal 2012. The company has expanded into South Carolina (northern part) and into North Carolina.

Procurement Contacts: N/A

RAIA DROGASIL SA

Av Corifeu de Azevedo Marques, No 3097 Butana, São Paulo, BRAZIL 05339-900

Tel: +55 11-3769-5678

Fax: +55 11-3769-5707

www.raiadrogasil.com.br

Total 2012 Sales: $2.9 Billion (R$ 5.6 billion) +18.2%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Raia Drogasil (registered on the São Paulo State Stock Exchange) is the largest pharmacy retailer in Brazil, overseeing 864 outlets in five Brazilian states plus the Federal District. The company structure changed in November 2011, when Drogasil SA, established in 1935, merged with Raia, established in 1905, combining about an equal number of drugstores from each operation.

EB Identities: Pluii (premium hair and body care), Needs (value brand covering multi over-thecounter products), and B-Well (vitamins and supplements)

EB skus: N/A

Profile: In a market that remains relatively fragmented, Rai Drogasil has adopted a consolidation strategy within its operation. The Brazilian pharmaceutical market reportedly has grown by 16% since 2007. Up until November 2011, Drogasil’s growth came mostly from organic expansion. That month, Drogasil merged with Raia, bringing together four generations of experience and commitment to the Brazilian drugstore industry. Some 101 Drogasil stores were opened during 2012, surpassing the 99 store openings in 2011, while the company also acquired 26 more stores, scheduled for opening in 2013. (Only 13 store closing were reported in 2012.) The company also opened two new distribution centrs in the states of Rio de Janeiro and São Paulo. Additionally, its proprietary brands were consolidated, bringing Pluii and Needs (introduced in 2011), both at Raia, together with Drogasil’s B.Well range (launched in 2012). Plans call for expanding this proprietary brands business, because of its high margins, sales growth potential, its product variety, and its consumer loyalty draw.

Procurement Contacts: Renato Cepollina Maduan, Director of Operations & Retail

RADIOSHACK CORP.

Mail Stop CF-201, 300 Radio Shack Circle, Ft. Worth, TX 76102 USA

Tel: (817) 415-3011

Fax: N/A

www.radioshackcorportation.com

Total 2013 Revenues: $3.4 Billion -10.5%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: RadioShack (NYSE: RSH) is a retail chain of some 5,524 stores specializing in mobile technology products and services plus other personal and home technology products. Some 4,300+ stores are company owned in the U.S, Puerto Rico and the US Virgin Islands; another 274 RadioShack stores are company owned in Mexico; while the company licenses 950 dealers and other outlets in the world market. RadioShack traces its history back to 1919, first as a leather shoe repair shop and two years later as RadioShack selling radio equipment and “ham” radios. The company, formally called Tandy Corp., has struggled over the decades, attempting to keep pace with technology changes in the industry, its stock mainly private label. The chain nearly went bankrupt in the early 1960. Its stock market rose to $78.50 per share in the late 1990s; but then big box retailers like Best Buy, Walmart, Kmart, and others entered its business sector, eroding its market share.

EB Identities: RadioShack, Auvio (headphones), Enercell (portable power), Antenna Craft, PointMobl, Gigaware, etc.

EB skus: N/A

Profile: For RadioShack, 2012 was forgettable. Chalk up 2013 in that category as well as comparable store sales for the year fell by 8.8%. For 2012 the retailer's net loss was $139.4 million; for 2013 the loss climbed to $400.2 million. During the current year, the company reported decreased sales of laptop computers, batteries, internet telephone devices, home entertainment accessories, digital music players, headphones, and GPS devices. As its red ink continued spilling into 2013, RadioShack in February 2013, hired Joseph Magnacca, formerly of Walgreen (also in this database), as CEO. Since then, Magnacca has been reducing and consolidating store merchandise, introducing new concept stores that appeal to a younger customers, which offer more interactive features and more trendy products. The concept stores, mostly situated in New York City, have been joined by pop-up stores, modeled after the new concept format but on a smaller scale (2,000 square feet) and operational for a limited time. They,

too, feature such displays such as an iconic speaker wall allowing customers to try some 13 different speakers, using music installed on in-store tables; headphone demo stations where customers listen to the latest music, new mobile device displays, and RC Toy centers for shoppers to play with new RC cars, trucks and helicopters inside the store. By year-end, the company expects to have some 100 concept and brand-oriented stores in operation. In November 2013, the first international concept store was opened in Kuala Lumpur, in cooperation with its franchise partner in Malaysia.This turnaround strategy also included the introduction of new products to help differentiate RadioShack, including high-margin private brands items as well as the development of partnerships. Two of them were established, one with Quirky, a product development company, the other with PCH International, a hardware manufacturer and accelerator working on product innovations in support of inventors and startup companies. By the end of 2014, the Radio Shack Labs will be in full swing. Meantime, RadioShack has had to make adjustments. In 2013, the retailer opened 52 retail locations, but also closed 1,713 retail locations. RadioShack previously had established Target Mobile centers, a 16 square foot area located in Target stores. Their number increased from 1,496 in 2011 to 1,522 centers in 2012. Unfortunately, RadioShack was unable to renew this licensing deal and had to terminate the arrangement, effective April 2013, as Target took over the wireless kiosks (Target Mobile Center). At year-end, the retailer established a five-year, $585 million asset-based credit agreement, which will expire in December 2018. UPDATE: In 2014, RadioShack's first quarter report, ending in May 3, was so dismal--net sales off 13.2% to $736.7 million, comparable store sale off by 14%, and gross profits off 21.2% to $268.7 million, that one financial analyst cut his stock price on RadioShack from $1 a share to zero. The company stock was down 40% in 2014. RadioShack had announced plans early in March to close 1,100 underperforming stores. CEO Magnacca blamed the poor shoring on an industry-side decline in consumer electronics and a soft mobility market. He planned to stick to the company turnaround strategy. In February 2015, RadioShack filed for Chapter 11 bankruptcy protection and three months later, the hedge fund Standard General LP won an auction bid of $26.2 million, which virtualy saved the remaining 1,723 RadioShack stores from liquidation. Standard General's affiliate, General Wireless, now owns RadioShack, which also has formed a partnership with Sprint cell phones. Most of the RadioShack stores today are branded with the Sprint logo.

Procurement Contacts: Paul Rutenis, Sr. VP & chief Merchandise Officer

RALEY'S SUPERMARKETS

45551 Mack Rd., Sacramento, CA 95823 USA

Tel: (916) 421-4523

Fax: N/A

www.raleys.com

Total 2012 Sales: $3 Billion

Percentage of Sales in Exclusive Brands: N/A

Principal Business: In 1935, Tom Raley founded this chain of supermarkets, which now operates 128 outlets (115 in California) and 13 in Nevada. Joyce Raley Teel, who took control of the family business when her father died in 1991, today is considered a billionaire. Raley’s operates four chains: 78 Raley’s, 22 Nob Hill Foods, 20 Bel Air stores, and 8 Food Source warehouse format outlets. Raley’s also is a partner in Superstores Industries, a grocery distributor located in Lathrop, CA (also listed in this database). EB Identities: Raley’s, Sunny Select, Nob Hill Trading company (premium line), Bayview Farms

EB skus: N/A Profile: Raley’s in 2012 faced tough competition--not on the product sales side, but on the labor front, as its fights against a possible strike by its workers who belong to the UFCW (United Food and Commercial Workers) union. Competition is stiff, especially against non-unionized Walmart in that market. Recent reports indicate Raley’s plans to close two of its stores as a result of weak sales. In January 2014, the union workers went on strike.

Procurement Contacts: Barry Bounds, VP of Neighborhood Merchandising & Private Brands

REINHART FOODSERVICE

1500 Saint James St., La Crosse, WI 56602-2859 USA

Tel: (608) 782-2660

Fax: (608) 782-2167

www.reinhartfoodservice.com

Total 2010 Sales: $4+ billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Started in 1972, Reinhart has grown on its own through acquisitions up until 2005 when it was acquired by Reyes Holding Co., a $13 billion privately owned company, owner of Martin Brower company (a McDonald’s distributor) and Reyes Beverages. This wholesale grocery distributor operates 27 distribution centers and two meat-processing plants. The distributor supplies some 53,500 skus to some 40,000+ customers, including chain and independent restaurants, sporting venues, schools, hospitals, etc.

EB Identities: Reinhard (meat, seafood, produce, dairy, bakery items), Eagle Ridge (fine meats and provisions)

EB skus: N/A

Profile: Reinhart Foodservice continues its acquisition strategy, recently acquiring Valley Food Service in Virginia in August 2010 and, in January 2011, CONCO in Louisiana, the nation’s 12th largest foodservice distributor.

Procurement Contacts: N/A

REWEHANDELS GRUPPE

Domstrasse 20, 50668 Köln, GERMANY

Tel: +49 221-149-1050

Fax: +49 211-138-898

www.rewe-group.com/en Total 2012 Turnover: $64.1 Billion (€ 49.7 Billion) +2.7%; Trading Sales in Germany: $46.1 Billion (€ 35.7 Billion) +2.4%; Trading Sales Abroad: $17.9 Billion (€ 13.9 Billion) +3.6%

Percentage Sales in Exclusive Brands: 20% (E)

Principal Business: Rewe, established in 1927, is a cooperative group out of which some 1,200 independent retailers form its base. The group represents the second largest food seller in Germany and the third largest food trading company in Europe. Rewe oversees a total of 15,538 stores under some dozen different store banners, covering supermarkets, discount stores, selfservice stores, specialist stores, across 13 European countries—Germany hosting 10,842 outlets, the remaining 4,696 stores located mostly in Central and Eastern European countries: Italy, Austria, Hungary, the Czech Republic, Slovakia, the Ukraine, Romania, Bulgaria, Croatia, and Russia. Excluding independent retailer sales turnover of € 10.6 billion +6.6% (7,229 stores mostly in Germany or at-equity investments,), Rewe reported its own 2012 revenues of € 41.6 billion +3.1%. Those sales divide into five business segments: 1,770 national full-range stores (€ 15.9 billion +5%), 2,241 national discount stores (€ 6.8 billion +1.7%), and 363 national specialist stores (€ 2.4 billion -3%)--all in Germany; while abroad, there were 2,604 full-range stores (€ 9 billion +2%), 1,320 discount stores (€ 3.9 billion +6.2%). Rewe also holds a 50% stake

(with partner Atlas Reiseburo GmbH) in the travel and tourism business (€ 3.1 billion +2.6%). Rewe additionally operates a butcher’s business (Wilhelm Brandenburg (meat and sausage processing), Glocken Bäckerei bakery (producing self-service baked goods, including private label products for Rewe and Penny stores), plus logistics and IT services. This retailer has three supermarket and hypermarket banners: REWE, REWE CENTER, and REWE CITY. Also there are four ‘REWE to go’ pilot convenience stores. Its discount stores operate under the PENNY banner (3,561 outlets of which 1,320 are outside Germany, while its consumer-market and beverage shops carry the toom banner. Rewe also operates an organic supermarket chain under the TEMMA banner. Its specialist outlets appear under the toom Baumarkt DIY, B1 Discount Baumarkt, and ProMart (consumer electronics) banners. Abroad, Austria is Rewe’s strongest market, comprised of BILLA supermarkets, MERKUR consumer markets, PENNY discount and BIPA drug stores; also the ADEG independent retailers, which number 415 sites in Austria. The BILLA banner also operates in eight other countries; while the PENNY discount stores appear as well in Bulgaria, the Czech Republic, Hungary, Itally and Romania; and the BIPA drug stores also in Croatia. Through the Coopernic Buying Group, Rewe partners with its members in operating 286 IKI supermarkets in Latvia and Lithuania (€ 659 million turnover +3.7%). Rewe’s businessto-business operation, oHG Fegro/Selgros Gesellschaft für Großhandel GmbH & Co., include its cash-and-carry and foodservice subsidiaries. The Group’s employee count: 327,600.

EB Identities: Rewe, Rewe Bio (organic foods), Rewe Regional, Rewe Feine Welt (Fine World-fresh & ambient foods), Feine Kust (exquisite specialty foods); ProPlanet, Vivess (Onon foods), toom Tex (textiles, electronics); Ja! (entry level products); Genius (enironmentally friendly paints and lacquers), Penny and the Penny Market brands—Naturgut (organic foods), Granola (cereals), Paradiso (fruit juices), Louis d’Or (milk products); Yes! Na B!O, turally (Si!, Ja!, etc.), JaNaturlich (organic), Quality Line, Clever, Billa, Chef Menu, Honneurs (Rewe- GroserbraucherService premium brand), Mühlenhof (meat), and at BIPA drug stores (Look By BIPA, iQ Cosmetics & MY make-up/fragrances/body care/home care, etc.

EB skus: 10,000+ (E)

Profile: Rewe reported its 2012 results as one of the most successful in its history for its supermarkets in Germany, this coupled with positive results from its restructuring of the PENNY chain in Germany. Rewe’s national full-range stores, its largest segment, pushed revenues ahead by 5%, despite a difficult business climate. Also, Rewe’s work in introducing a new PENNY store format, which resulted in an average week-long closure for 600 converted stores in Germany, still showed this segment turnover up by 1.7% for the year. Internationally, PENNY stores showed the largest turnover gain of all its business segments. Behind the PENNY refurbished stores, a new marketing campaign, Erstmal zu Penny (Penny First), was launched. Rewe’s full-range stores in Austria produced a 3.4% gain in turnover; while its operations in Eastern Europe were up by 6.8% for the year. On the other side of the coin, its DIY business showed only a slight gain; while the consumer electronics chain ProMarkt closed 15 outlets. Overall, the Group showed its store count in Germany down by 1.7% and abroad up only by 0.6%. Rewe recently has been consolidating its store brands under fewer identities, while introducing new product ranges. Some new identities debuted. The PENNY chain for the first time introduced its own banner name on a range of 200 products (staples like milk, cream, jam and preserves) in Germany. In the third quarter of the year, Rewe introduced a new store brand, REWE Regional, covering fresh fruits and vegetables, ranging from 10 up to 30 products, depending on the season availability. Previously, these regional products, including more than 1,000 products had been labeled Landmarkt and Aus unsever Region. Rewe’s toom Baumarkt DIY stosres expanded their range of toom Quality Brand to include 7,000 new products (garden furniture, barbecue, irrigation, plant, soil, and seed ranges). During 2012, Rewe took control of 12 City supermarkets in the Moscow, Russia market from ENKA Group, converting them over to the BILLA format. Rewe also opened its first office for procurement in Asia: REWE Far East Ltd. Rewe now has online food business pickup service and

delivery service in 12 stores in 10 cities in Germany. Rewe also repositioned 55 toom consumer market stores in Germany under the REWE umbrella. UPDATE: In September 2013, a dispute surfaced between Rewe and Leclerc (also in this database) resulting in “irreconcilable difference” about the future of the Coopernic buying alliance and its strategic direction. Leclerc and its four other members of the Coopernic buying alliance jointly announce the termination of the alliance, effective Dec. 31, 2103; after which four of the members (Rewe of Germany, Colruyt of Belgium, Migros of Switzerland, and Conad of Italy) will form a new alliance—excluding Leclerc. Some partnerships related to the Alliance also will have to be reconciled, such as Leclerc and Conad sharing store concepts and the Alliance members owning 80% of IKI, a major retailer in the Balkin states. Also, Coopernic reportedly recently was developing a common private brand for the alliance members. Coopernic as of now represents a combined sales turnover of € 95 billion from the 17,500 stores operated by its five members in 17 European countries.

Procurement Contacts: Katja Gliem, Marketing Director REWE International AG, Heath Place South, Road 3, item 16, A-2355 Wiener Neudorf, Austria. Tel: +43 2236-600-0. Frank Heusel, CEO (Austria & Italy), Janusz Kulok, CEO (Central & Eastern Europe).

RITE AID CORPORATION

30 Hunter Lane, Camp Hill, PA 17011-2404 USA

Tel: (717) 761-2633

Fax: (717) 975-2591

www.riteaid.com/

Total Fiscal 2015 Sales (ending Feb. 28): $26.5 Billion +3.9%

Percentage of Total Sales in Exclusive Brands: 5.8%

Principal Business: Rite Aid (NYSE: RAD), which started in 1962 as Thrif D Discount Center and was renamed Rite Aid in 1968, today is the third largest retail drugstore chain in the US in terms of its 4,570 stores in 31 states (plus DC) and its sales volume. The company’s stores average 12,600 square feet, out of which 68.8% of sales are generated by prescription drugs, and 31.2 % by front-end merchandise (OTC, health and beauty, personal care, cosmetics, household items, beverages, convenience foods, greeting cards, seasonal items, etc.). Its private brand sales

represent 18.5% of total front end sales (up from 16% in fiscal 2011). The company operates 17distribution centers, six of them satellite locations. Rite Aid also owns a 55,800-square-foot Thrifty ice cream plant in El Monte, CA. As a result of The Jean Coutu Group (also in this database) selling its US drug store business to Rite Aid in June 2007, this Canadian retail chain now holds 25.2% voting power in Rite Aid. Rite Aid also has some 2,200 GNC stores within a Rite Aid store. They sell a co-branded PharmAssured line of vitamins and mineral supplements sourced by General Nutrition Centers. GNC also supplies Rite Aid brand vitamins and mineral supplements. Another 300 GNC sections are scheduled to be added to Rite Aid stores, according to the company.

EB Identities: Rite Aid, Simplify (price fighter brand), Spring Garden Natural Spa Collection (premium bath and body products), Pure Spring (upscale bath and body with therapeutic effects), Elsewhere (traditional bath products), Soaked in Tickles (children’s bath line), Big Fizz (soft drinks), Kids Stuff (toys) PharmAssured (co-branded vitamin and mineral supplement products with GNC), GNC (branded vitamins and mineral supplements),mod spa (luxury bath & creams), Vextra (home electronics); Spa Swami, (a tween bath and body line); also added to its Soaked range, Soaked in Cuddles and Soaked in Giggles; and expanded into hair care with such brands as Salon Plus, Style Masters, 411 Info, Umberto Giannini Garden Rite, Crystal Lake, Thrifty (ice cream).

EB skus: 3,500+

Profile: Rite Aid has pegged most of its future growth prospects on prescription usage in the United States, the increase in life expectancy, 'baby boomers' becoming eligible for the federally funded Medicare prescription program plus new drug therapies. Additionally, rising healthcare costs and the shortage of primary care physicians promise to open business for pharmacists and drugstores. It goes beyond filling prescriptions, expanding into more services: immunizations, medication therapy management, chronic condition management, clinics, health coaching and medication compliance counseling. At Rite Aid, proof of its interest in those areas shows in its recent acquisitions. In April 2014, the company acquired Health Dialog, Boston, a health counseling service for medical decisions, chronic conditions, and wellness. That same month, Rite Aid acquired RediClinic, Houston, an operator of retail clinics (34 clinics located in leased space in HEB stores in the Texas market). Rite Aid then began opening RediClinics in its stores in other markets: 24 in this fiscal period and continuing on an ongoing basis. At the end of fiscal 2015, Rite Aid announced its agreement to pay $2 billion to acquire Envision Pharmaceutical Services, Twinsburg, OH, a pharmacy benefits manager (PBM), known as Envision RX. That company, which is a third party administator of prescription drug programs, is projected to generate $5 billion in 2015 revenues. The addition will push Rite Aid's revenues past the $30 billion mark. It's all part of Rite Aid's strategy of building a retail health care company. Its same store pharmacy sales grew by 5.8% in fiscal 2015; while front end same store sales advanced by 1.2%. During the year, Rite Aid reported its net income at $2.1 billion, up by 743% over the previous year, thanks to a $1.7 billion income tax benefit. The retailer remodeled and expanded 445 of its stores, while closing 28 units. Rite Aid attributes its sales growth to the success of its wellness+ loyalty program (launched in 2010), which now has 25 million active members. The company says these members account for 78% of front end sales and 67% of prescriptions filled. UPDATE: In January 2015, Rite Aid announced plans to build a 900,000-square-foot distribution center in Spartanburg, SC, to consolidate its operational distribution centers in Charlotte, NC; tuscloosa, AL; and Poca, W. VA, serving some 1,000 stores in Southeastern states. The following month, Rite Aid introduced the Receutics Active Skin Repair brand, a new 10-piece line of OTC dermatological-tested skincare products formulated exclusively for Rite Aid. The products help treat such conditions as acne and eczema while helping also to promote the skin's own repair and renewal processes. About nine months later (October 2014), Rite Aid Corp. became the target of a merger announced by Walgreens Boots Alliance (also in this database). The latter pharmacy

company, second largest in the U.S. proposed a $17.2 billion deal (including Rite Aid's debt), which is now subject to FTC approval and endorsement by Rite Aid stockholders.

Procurement Contacts: Bill Bergin, VP Health Care & Private Label; Greg Axtman, PL Category Manager, Rite Aid Brands; Kathy Horton, Sr. Director Rite Aid Brand

RONA INC.

20 chemin du Tremblau Boucherille, Quebec J4B 8H7 CANADA

Tel: (514) 599-5100

Fax: (514) 599-5110

www.rona.ca

Totat 2014 Chainwide Sales: $6.6 Billion ( Estimated C$ 6 Billion); Total Com pany Sales: $4.5 Billion (C$ 4.1 Billion) -2.3%

Percentage of Sales in Exclusive Brands: 24%

Principal Business: RONA (established in 1939) today is a major Canadian distributor and retailer of hardware, building materials, and home renovation products. The Corporation operates a network of 511 total stores, including 216 corporate outlets, 20 franchised, and 275 independent affiliate stores of complementary formats. Its corporate stores include: 19 RONA-Depot outlets, 43 Big Box, and 133 proximity stores. With its 9 distribution centers, RONA serves its own network as well as many independent dealers operating under different banners, including Ace for which RONA owns the licensing rights and is the exclusive distributor in Canada. Traded on the Toronto Stock Exchange, RONA has nearly 24,000 employees. Canada’s largest distributor and retailer of hardware, renovation, and gardening products. The company serves 1,343 stores nationwide from 17 distribution centers. There are 911 banner stores, of which 246 are corporateowned (168 proximity outlets and 78 big box stores), 387 are non-banner distribution customers, and 45 are commercial and professional hardware and lumber yard specialty branches and boutiques. The big box format appears under three banners: RONA Home & Garden, RONA L’entrepôt, and Rona-Dépôt. The five proximity banners cover: RONA, TOTEM, Reno Depot, Dick’s Lumber, Matériau Coupal, and Studio by RONA. Dealer-owned banners are: RONA, TruServ Canada, and Botanix. The commercial & professional specialty outlets operate under: Noble, Don Park, Boutiques Eaudace, MPH Supply, and Better Bathrooms.

EB Identities: RONA, Uberhaus controlled brand, and Haussmann tools and garden power tools, all better quality; Facto controlled brand and Pro-Pulse tools and garden power tools, both good quality; and five best quality brands--X-Pert, Rona Collection, Uberhaus Design, Uberhaus Pro, and Haussmann power tools; plus Rona Eco (453 eco-responsible products)

EB skus: 4,000+

Profile: Celebrating its 75th year in this current fiscal period, RONA can finally report positive results: Positive growth in organic sales, which for the first time since 2006 are up 1.2%, including 1.1% in the retail segment. This marks a major turnaround since June 2013, when RONA’s new president and chief executive officer, Robert Sawyer, announced new restructuring and reorganization measures to ramp up the recovery and improve profitability, which represented annualized cost savings of $110 million. These measures included: Closing 11 stores by year end; reducing administrative, marketing, merchandising, and distribution expenses; and job cuts (325 administeative positions). Sawyer also called for improving the positioning of its store banners and a recovery plan for underperforming stores, as well as organizational changes in merchandising and store operations for better efficiency and synergies. In October 2013, the company completed the sale of its assets from the Commercial and Professional Market division (specialists in plumbing, heating, ventilation, and air conditioning systems). In January 2014, RONA introduced a new concept for its Réno-Dépôt banner to better serve its primary customers, professional contractors and expert do-it-yourselfers. Some 16 stores were converted. In July, RONA announced its agreement for the long-term master license for Ace Hardware brand products in Canada, to consolidate its network of affiliate dealer-owners across the country. RONA also has adopted an ongoing strategy lowering prices, cutting the number of available products and introducing new categories of products (consumer goods, pet food, auto, etc.) to attract more customers to the stores. UPDATE: In July 2015, RONA agreed to acquire 20 of its franchised stores (17 big-box and three proximity stores, operating under the banners, RONA, RONA L entrepot, and RONA Home & Garden., which together generate more than $500 million in retail sales.

Procurement Contacts: Paul Jovian, Sr. VP, Supply Chain; Dave Carr, Executive VP, Retail

ROSS STORES, INC.

4440 Rosewood Drive, Pleasanton, CA 94588 USA

Tel: (925) 965-4400

Fax: N/A

www.rossstores.com

Total Fiscal 2012 Sales: $8.6 Billion +9%

Percentage of Sales in Exclusive Brands: 0%

Principal Business: Founded in 1982, Ross Dress For Less stores (Nasdaq: ROST) has emerged as a major off-price apparel and home fashion retailer, operating 1,125 stores, 26% of them in California. Ross Dress For Less stores number 1,037, located in 29 states and the District of Columbia (plus one in Guam). These outlets are stocked with name brand and designer apparel, accessories, footwear, and home furnishings. The company also operates 88 dd’s DISCOUNTS outlets, located in seven states, which offer the same product mix, but moderately priced and discounted from 20 up to 70%. The retailer targets ladies goods at 29% of sales, home accessories and bed & bath items at 25%, accessories/lingerie/fine jewelry/fragrances at 13%, shoes at 12%, children’s goods at 8%, plus other items: small furniture, furniture accents, education toys and games, luggage, gourmet foods and cookware, watches, sporting goods, etc. Its Ross stores average about 29,900 square feet, while the dd's DISCOUNTS average about 23,900 square feet.

EB Identities: N/A

EB skus: N/A

Profile: Ross does not stock private label merchandise; nevertheless its off-price goods, discounted from 20 to 60% lower than department and specialty stores, have attracted value-conscious consumers in these troubling economic times, resulting in “robust sales and earnings” growth. In this period, the company opened 59 new Ross stores and closed 10 outlets; while its dd’s DISCOUNTS chain added 21 new stores. Also, a new market opened in the Midwest, as a dozen stores debuted in Chicago. Net earnings for the year soared by 18% to $ 657.2 million.

Procurement Contacts: N/A

ROUNDY’S SUPERMARKETS, INC.

875 East Wisconsin Ave., Ste. 100, Milwaukee, WI 53202 USA

Tel: (414) 231-5000

Fax: N/A

www.roundys.com

Total Fiscal 2012 Sales: $3.9 Billion +1.3%

Percentage of Sales in Exclusive Brands: 21.2% (E)

Principal Business: : Roundy’s, founded in 1872, is the Midwest’s leading food retailer and wholesaler, now owned by Willis Stein & Partners, a Chicago private equity investment firm. Roundy’s wholesale business, operating through 3 distribution centers, supplies 800+ retail grocery stores in 14 states. The company also owns 161 stores, operating under five banners: 93 Pick ‘n Save, 32 Rainbow, 25 Copps Food Center, 3 Metro Markets (small gourmet food outlets with in-store cafes), and 8 Mariano’s. Some 121 stores operate in Wisconsin, while the 32 Rainbow stores operate in Minneapolis-St. Paul, MN;. While the 8 Mariano’s are locate in Illinois. Also, Roundy’s operates three distribution centers and a 116,000-square-foot commissary, providing perishables, such as sausage, cheeses, deli items, bakery products, as well as bottled water. The company has more than 20,000 employees. EB Identities: Roundy’s, Roundy’s Select (premium foods), Old Time (secondary label), Clear Value (entry level products), IGA (licensed)

EB skus: 5,700 Profile: Up until June 2002, Roundy’s operated as a wholesaler co-op, owned by some 50-plus member retailers. Then the company was taken over by Willis Stein & Partners. Roundy’s continues to operate as a food wholesaler, having added “Supermarkets” to its identity in June 2005, as part of a repositioning strategy, from wholesaler to retailer. Since 2005, Roundy’s has expanded its own brand portfolio from 1,600 skus to the present 5,700 skus, while boosting their share of total sales from 8.4% to 21.2%. Net income for the year was a loss of $69.2 million versus profits of $48 milllion in fiscal 2011. During the year, the company exited from its third party wholesale distribution business. UPDATE: Roundy’s has been done in by competition. Its owner, the private equity firm Willis Stein & Partners in 2011 has put the chain up for sale, asking price about $1.2 billion. In February 2012, Roundy’s made an initial public offer of 19 million shares of its stock ($8.50 per share), looking to gain $111.15 million from the offering and to list itself on the NYSE under the RNDY symbol, starting on Feb. 8. Proceeds from that offering were used to pay down its indebtedness. In an October 2013 presentation, Roundy’s was more optimistic, looking to boost its sales with more store openings and its own brand portfolio to 6,300 skus., while predicting their share of total sales would rise to 22.8% for the year.

Procurement Contacts: Bridget Lehrke, Director of Own Brands; Mark Mrowiec, VP Grocery Merchandise Procurement; Daymon International (also listed in this database).

SAFEWAY INC.

5918 Stoneridge Mall Road, Pleasanton, CA 94588 USA

Tel: (925) 467-3000

Fax: (925) 944-4278

www.safeway.com

Total Fiscal 2012 Sales: $44.2 Billion +1.3%; US Sales: $37.5 billion +1.6%; Canadian Sales: $6.7 billion -0.4%

Percentage of Sales in Exclusive Brands: 26% (E)

Principal Business: As one of the largest food and drugstore retailer in North America, Safeway (NYSE; SWY), founded in 1926, for this reporting year operated a total of 1,641 stores, of which 1,415 are in 21 states & the DC, and 223 stores in five western Canadian provinces, all supplied by its 17 distribution centers (four of them in Canada). Its store banners, which average about 46,700 square feet, include: Safeway, Pak ‘n Save Foods, Vons (227 stores), Pavilions, Dominick’s (72 stores), Carrs (Canada), Randall’s (110 stores), Tom Thumb, and Genuardis’s Family Markets. In terms of dollar sales, 13% of Safeway’s private label merchandise is manufactured in company-owned plants: 32 manufacturing and processing facilities, which include 12 in Canada. (Also see Lucerne Foods in the Manufacturers’ Section of this database). Its Canadian subsidiary, Canada Safeway Limited, operates a wholesale business, distributing both national brands and private labels to independent grocery stores and institutional customers. Additionally, Safeway holds a 49% interest in Casa Ley, S.A. de C.V., an operator of 195 food and general merchandise stores in western Mexico. The company also operates GroceryWorks Holdings, Inc., an Internet grocer launched in 2002 (safeway.com, vons.com, genuardis.com). Safeway holds a majority interest in its Blackhawk subsidiary, which provides third party gift cards, prepaid cards, telecom cards, and sports and entertainment cards to other retailers in the US and to 18 other countries.

EB Identities: Safeway markets 14 top brands in four key areas. Its health & wellness brands include: O Organic (certified organic foods and beverages), O Organic for Toddler/Baby/Kids, Eating Right (low-fat/low-carb foods), Open Nature (100% natural items), Eating Right, and Bright Green (home care). Its premium brands are: Safeway SELECT, Signature Cafe (deli/foodservice items), Rancher’s Reserve (beef), Primo Taglio (meats and cheeses), Waterfront BISTRO (seafood entrees and complementary items), mom to mom (baby care), In-Kind (natural hair and body care) and Debi Lilly (unique bouquets, candles, vases, gifts). Its core brands: Safe way (sub-categories--Farms, Kitchens, Home, Care); Lucerne (dairy products), Refreshe (beverages), the Snack Artist (snack foods including chips, nuts, cakes, and frozen items), Pantry Essentials (value line covering dairy, meats, canned vegetables, paper goods), and its first-tier store banners identities— Safeway (including Mrs. Wright bakery items), Vons (including Jerseymaid dairy items), Pavilions, Dominick’s , Remarkable (at Randall/Tom Thumb stores), and Genuardi’s. In Canada, Macdonalds Consolidated and Family Foods--sold to independent grocers. The retailer operates 17 distribution/warehouse centers 94 of them in Canada).

EB skus: 6,800+

Profile: Another modest sales gain, Safeway reported its net income up by 9.3% to $566.2 million. During the year, the company opened 9 stores and closed or sold 46 stores,. The retailer concentrates more on remodeling its stores to its Lifestyle format. In January 2012, Safeway announced its closure of the Genuardi’s chain of some 177 stores operating on the East Coast. Safeway’s rollout of the Open Nature natural foods line (meats, poultry, bakery, dairy, groceries,

etc.) proved to be its fastest growing brand in its stores during the year. Also, Safeway formed fuel partnerships with Chevron (including its Texaco banner) and Exxon Mobile during the year. The company operates 407 fuel stations, generating sales of $4.9 billion +6.5%. Pharmacy sales were off by 0.8% to $3.4 billion. UPDATE: For calendar 2013, Safeway reported its continuing operation sales at $36.1 billion, remaining flat from 2012. Income, however, slumped by 16.4% to $246.3 million. The year saw its chairman and CEO Steven Burd, after a 20-year tenure, retire, succeeded by Robert Edwards as CEO. Edwards the following month, June 2013, announced plans to sell Safeway's Canadian business to Sobeys Inc. of Canada (also in this database). The deal was completed late in the year, netting Safeway $5.7 billion in cash, which will be used to pay down its debt and buy back company stock. This represented a divestment of 213 Safeway full service grocery stores and 62 co-located fuel stations, plus its 12 manufacturing facilities and 10 liquor stores—together generating revenues of $6.7 billion. Safeway also announced plans to sell a minority interest in Blackhawk, its gift card and prepaid cards subsidiary. A new private brand was introduced: Marcela Valladolid, covering Mexican refrigerated radly to cook meals, chips and tortillas, carry the image of Mr. Valladolid, a Food Network host. In October 2013, Safeway, after selling four Dominick's Finer Foods supermarkets to Jewel-Osco in the metro Chicago market, decided (weighing its losses) to sell the remaining 68. The Dominick's banner very likely will disappear by 2014--and with it numerous Safeway private brands stocked on its shelves. Dominick's has served the metro Chicago market since 1918, started as a deli by Dominick DiMatteo. Safeway took over in 1988, when the Dominick's chain numbered 116 stores, generating $2.6 billion in sales. The big news, however, came in March 2014, when Safeway agreed to the stock sale of its business worth $9.2 billion to one of the world's largest private equity firm, Cerberus Capital Management (the private equity firm involved in the takeover of grocery chains, including Albertsons from SUPERVALU in January 2013). LATEST UPDATE: AB Acquisitions LLC, owner of Albertsons, acquired Safeway Inc. on Jan. 30, 2015 in a transaction valued at approximately $8 billion at the time. As a result, Safeway stock was no longer traded on the NYSE. Its focus continued on its local supermarket business, as part of Albertsons Companies, Inc., Boise, ID (also listed in this database). As part of this merger, the FTC required the divestment of 168 stores in December 2014, sold to four separated buyers, Haggen, Inc. (also in this database) taking control of 164 supermarkets within the Safeway business.

Procurement Contacts: Stephanie Stephan, Group Procurement Manager (tel: 925-944-5000); David Pullar, VP of Consumer Brands ; Joseph Ennen, Sr. VP of Consumer Brands; Nancy Cota, VP of Innovation, Consumer Brands; Diane Dietz, Chief Marketing Officer; Mariela Oetinger, Strategic Sourcing Group Director

SAVE MART SUPERMARKETS

1800 Standiford Ave., Modesto, CA 95350 USA

Tel: 209- 577-1600

Fax: 209-577-3857

www.savemart.com

Total 2010 Sales: $4.5 billion+

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Family owned and operated, Save Mart was started in 1952. Today, it operates some 254+ stores in northern California and Nevada. It also owns Yosemite Wholesale, a wholesale distributor in Merced, CA, SMART Refrigerated Transport in Lathrop, CA, and is a partner in Superstores Industries (also listed in this database).

EB Identities: Sunny Select (juices and foods), Sunnyside Farms (dairy), Bayview Farms (dairy), Fresh Favorites (salads), Topco brands (World Classics – packaged foods, ValuTime – packaged foods and general merchandise, Full Circle – organic packaged foods, etc). Also: Pacific Coast Selections (fresh packaged foods), MasterCut (meats), Master Catch (fish and seafood), Today’s Health (OTC drugs), Pacific Coast Cafe (coffee), and Maxx Value (frozen foods)

EB skus: N/A

Profile: Save Mart, since its founding in 1952, grew into a 124 food retail chain, operating some 124 stores in 2006: 75 Save Mart and Lucky supermarkets, 5 S-Marts, and 44 Food Maxx price impact warehouse stores. Early in 2007, the company added 130 supermarkets in the same market (plus two distribution centers) , which were acquired from Albertson’s and converted over to the Save Mart and Lucky banners--raising its total store count to 254 outlets.

Procurement Contacts: N/A

SCHNUCK MARKETS, INC.

11420 Lakland Rd., St. Louis, MO 63146 USA

Tel: (314) 994-9900

Fax: (314) 994-4465

www.schnucks.com

Total Fiscal 2010 Sales: $2.5 Billion (E)

Percentage of Sales in Exclusive Brands: 20% (E)

Principal Business: Schnuck Markets operates some 100+ supermarkets in seven states (Missouri, Illinois, Indiana, Iowa, Wisconsin, Tennessee and Mississippi) mostly operated under Schnucks banner, six under Logli supermarkets brand, and one upscale, urban Culinaria store in St. Louis. Founded in 1939, the company is owned by the Schnuck family and run by CEO Scott Schnuck. EB Identities: Schnuck’s Premium/Select, Schnuck’s, Culinaria (gourmet and prepared offerings), Topco’s Food Club, Full Circle (organic and natural foods), Dining In (Italian frozen and refrigerated dishes and entrees), Brookville Farms (dairy)

EB skus: 1.400+ (E)

Profile: Schnucks opened a 21,000 square foot full-service, urban supermarket, called Culinaria in August 2009. The store included a range of unique, ultra premium foods under the Culinaria. Their success has led to a rollout of that brand into Schnucks’ other stores. Culinaria also offers valet and delivery service. Overall, private label sales growth registered a double-digit gain. Facing stiff competition in certain markets, Schnucks reportedly has had to adjust, selling nine grocery stores and eight fuel centers in Memphis, TN, to Kroger Company in September 2011; but then in the same month purchasing 11 supermarkets and one fuel center from Kroger in the Rockford, IL, market, and continuing to operated them under the Logli and Hilander store banners.

Procurement Contacts: Randy Wedel, Sr. VP Marketing & Merchandising; Tom McMunn, Director of Private Brands

SCHWARZ GROUP (KAUFLAND STIFTUNG & CO. KG)

Rotelstr. 35, 74172 Neckarsulm, GERMANY

Tel: +49 7132-9400

Fax: +49 7132-94-0200

www.kaufland.de

www.lidl.de

Total Fiscal 2012 Group Sales: $81.8 Billion (€ 63.4 Billion) +6%; Lidl Group Sales: $58.6 Billion+ (€ 45.4 Billion); Kaufland Sales:$23.2 Billion+ (€ 18 Billion ( all estimated by Retail Week)

Percentage of Sales in Exclusive Brands: 60% (E-PlanetRetail)

Principal Business: Privately owned Schwarz Group is a subsidiary of Dieter Schwarz Stifung geneinnutzige GmbH. Privately owned, the company does not disclose its sales. Its founder and owner Dieter Schwarz started this business in 1930 as a grocery wholesaler and in 1973 opened its first Lidl discount store. The Kaufland hypermarket chain was launched in 1984. Today, the company is identified as the largest grocery retailer in Europe, overseeing 11,000+ stores. Schwarz is composed of three businesses: 9,800 Lidl discount stores in 26 European countries, 1,070 Kaufland hypermarkets in seven European countries (Germany, Czech Republic, Slovakia, Poland, Croatia, Romania, and Bulgaria), and about 15 Handelshof Cash & Carry stores in Germany. Kaufland also operates restaurants and catering operations. Lidl discount stores stock mostly private label products, competing with a similar store format against Aldi (also in this database). The Kaufland concept stocks ome 60,000 products, fouced on fresh fruits and vegetables, dairy products, meats, sausage, cheeses and fish, as well as numerous household products, electronic goods, textiles, stationery, toys, etc.

EB Identities: : There are some 30+ brands owned by this retailer. At Lidl, the product ranges include: Linessa healthy foods, Piratinos (Germany) children’s health foods, etc. At Kaufland: KClassic (discount range), classic CONCEPT K+ (Over-the counter medicines, vitamins and nutrients), K-Classic WellYou (healthy foods), K-Bio (organic foods), K-Purland (meats), Cultura Vin (wines), plus different labels for liquors/spirits.

EB skus: N/A

Profile: There are reports that the Group is now looking to expand outside of Europe, studying its prospects in the United States in particular, given the success of Aldi in that country. The Lidl chain in the UK also has aggressive expansion plans for 2013: up to 50 new stores. The Group continues to improve its store services and reportedly is considering online marketing for its Kaufland chain.

Procurement Contacts: N/A

SEARS HOLDINGS CORP.

3333 Beverly Rd., Hoffman Estates, IL 60179 USA

Tel: (847) 286-2500

Fax: (847) 286-3700

www.searsholdings.com

Total Fiscal 2011 Sales: $43.3 Billion -1.6%; Sears Domestic Sales: $22.9 Billion -3.4%; Kmart Sales: $15.6 Billion -0.6%; Sears Canada Sales: $4.8 Billion +4.3%

Percentage of Sales in Exclusive Brands: 42% (E)

Principal Business: Sears Holdings is the parent of Kmart Holdings Co. and Sears, Roebuck and Company--the result of a merger on March 24, 2005. The company oversees a total of 4,038 stores, dividing its business into three segments. (1) Kmart with 1,307 discount general merchandise stores in 49 states, Guam, Puerto Rico, and the U.S. Virgin Islands. Some 981 Kmart stores have pharmacies, while 20 have Sears Auto Centers. (2) Sears Domestic with 894 Sears broad-line stores, including 842 Sears full-line stores (average 133,000 square feet) in 50 states and Puerto Rico, primarily located in shopping malls; 52 Sears Essentials/Grand free-standing stores (average 117,000 square feet and some 22 with pharmacies) in 24 states; 938 Sears Hometown stores (7,700 square feet average & independently owned); 59 Sears Home Appliance showrooms (average 5,100 square feet), 106 Sears Hardware stores & 89 Orchard Supply Hardware stores (average 42,000 square feet); 134 Kenmore home appliance stores, 12 The Great Indoors Stores (home decorating/remodeling superstores averaging 143,000 square feet), and 102 outlet (overstock/distressed merchandise) stores. (3) Sears Auto Centers, totaling 768 are mostly associated with its full-line stores, while 19 are in its Sears Essential/Grand stores and 30 are feestanding. Additionally, Sears operates Lands’ End, a direct sales merchant (website, catalog mailings, international business), which sells clothing accessories, footwear, home products, and soft luggage. There are some 292 store-within-a-store Lands’ End departments plus 14 retail stores (average 8,600 square feet). Sears also conducts commercial sales of appliances and provides home services (repairs of appliances, etc.). Sears is traded on NASDAQ under the SHLD symbol. (3) Sears Canada (a 92% owned subsidiary--increased from 73% last year), there are now 122 Sears full-line stores, 361 Sears specialty outlets (including furniture and appliance stores), 20 floor covering stores, 1,822 catalog pickup locations, and 108 travel offices. Sears, Roebuck and Company began in 1886 as a mail order house, opened its first retail store in 1925 and became the largest US retailer by the mid- 20th Century. Kmart was formed in 1962 as a discount store chain. EB Identities: At Sears--Kenmore, Craftsman (tools), Lands’ End (apparel), Kenmore (appliances), DieHard (car batteries), The Great Indoors, NTB, OSH Orchard Supply Hardware, Canyon River Blues, Apostrophe, TKS Basics, Covington, A&E Factory Service, Athletech, and Sears. At Kmart--Martha Steward Everyday Rooms (home furnishings, dish ware, etc.), Jaclyn Smith (licensed women’s clothing and accessories), Disney (licensed apparel), Joe Boxer (men’s fun apparel and home decor), Route 66 (high-style clothing), Essential Home (home furnishings/fireplace fixtures/bathroom sets, etc.), Image Essentials (bath & body products, cotton balls), Concourse (luggage), Attention, Small Wonder, Basic Editions (apparel), Knightsbridge (pajamas), Northwest Territory (sporting goods-air beds, portable fireplace, lanterns, etc.), BenchTop, Fresh & Easy (paints, spry enamel), Small Wonders (baby sheets, blankets, layette), Wonder Kids (apparel), VitaSmart (vitamins, supplements, nutritional drinks), Smart Cents (economy paper towels, nuts, cookies), Champion Breed (dog food), and Smart Sense, which replaces American Fare Choice (its flagship grocery food/nonfood items, health & beauty care).

EB skus: N/A

Profile: Since the 2005 merger of Sears and Kmart, bringing together two ranked as among the oldest existing retailers in the US, it’s been downhill ever since: Revenues of $ 53 billion in 2006 have eroded by $10 billion to $ 43.3 billion; net income has improved only modestly up until this recent year when it dropped by 49.5% to $ 150 million. The company closed 1,307 Kmart stores (1,278 discount, 28 Super Centers, and 894 broad-line stores. Chairman Edward S. Lampert has

been trying to reinvent the company. In 2009, a new innovative collection of Kenmore laundry products was introduced plus the new Canvas collection from Lands’ End. Also, new footwear brands, including Protégé, were introduced as well as a complete product line for the home, using the Cannon and Jaclyn Smith brands. Kmart recently introduced the 1,000+ sku Smart Sense grocery brand to replace its American Fare brand in that category. For 2010, Sears planned to extend the Kenmore brand further into new cooking and refrigeration categories. Working his Wall Street expertise, Lampert in May 2006 endorsed the creation of KCD IP, LLC, “a wholly owned, bankruptcy-remote subsidiary,” which issued $1.8 billion worth of (Sears brand) bonds, backed by the intellectual property of its three biggest brands: Kenmore, Craftsman, and DieHard. The bonds are held by its insurance subsidiary and do not have to be disclosed unless sold to outside investors for cash. KCD began charging Sears royalty fees to license those brands and use the royalties to pay off interest on the bonds. Since then, other licensees have been added. In February 2010, Ace Hardware stores began selling Craftsman tools and in August 2011, Costco club warehouse stores in the US also began selling Craftsman tools. Additionally, Sears in June 2011 agreed to license Dorcy International, Columbus, OH, a marketer of flashlight products, to sell Sears DieHard brand alkaline/rechargeable batteries and flashlights to its retail customers (department stores) in the US, Puerto Rico and the Caribbean. UPDATE: In December 2011, Sears spun off its 89-store home improvement unit in California, Orchard Supply Hardware (owned since 1996), as a separate publicly traded company. OSH reported a profit of $8.7 million on $660.7 million in revenue in fiscal 2010. The stand-alone chain will trade as OSHS on the NASDAQ exchange. Later in 2012, Sears announced plans to spin off its 1,238 Hometown, Outlet and hardware stores, as it did OSH. Reports also indicate that Sears plans to sell about one-half of its Canadian stores. The Kmart operation lately has introduced some new exclusive brand collections, starting in 2011 with the Gordon Ramsay Everyday Kitchen Collection (cookware, dinnerware, cooking utensils, and small appliances), using the name of the noted Michelin star chef, Gordon Ramsay. In the fall of 2011, Kmart unveiled the Sofia Collection of apparel, endorsed by celebrity actress-model Sophia Vergara. The line has since been extended into accessories, shoes, jewelry, and intimate wear. In 2012, Kmart called on this star for another endorsement: a new line of home products, under the Sofia by Sofia Vergara brand, covering decorative pillows, 400 thread-count sheets, three-piece bed sets, fashion towels, rugs, shower curtains, and other bath accessories. The products feature vibrant colors, rich details and, according to a joint announcement by the partners behind this collection—Kmart, LF USAsubsidiary of Li & Fung Limited(also in this database) and Latin World Entertainment Licensing, “special attention to quality.” LATEST UPDATE: Since 2010, Sears has shrunk in size, its revenues decreasing every year. Its fiscal 2016 report, ending Jan. 30, 2016, showed revenues of $25.1 billion or 19.6% below fiscal 29015.

Procurement Contacts: Kim Coovert, Brand Manager-Own Brand Food & Drug; Steve Nelson, Division Merchandise Manager).

SEVEN & I HOLDINGS CO., LTD.

8-8, Nibancho, Chiyoda-ku, Tokyo 102-8452 JAPAN

Tel: +81 (03) 6238-3000

Fax: +81 (03) 3263-0232

www.7andi.com

www.7- eleven.com

Total Fiscal 2011 Group Sales: $ 99 Billion (¥ 8.7 Trillion); Consolidated Revenues: $58.3 Billion (¥ 5,119.7 Billion) +0.2%; Total Revenues in Convenience Stores: $23.2 Billion (¥ 2,036.5 Billion) +3.4%; Total Revenues in Super stores: $22.6 Billion (¥ 1,981.6 Billion) -1.7%; Total Revenues in Department Stores (Seibu/Sogo): $10.4 Billion (¥ 915.1 Billion) -0.8%; Revenues in Seven-Eleven Japan Co.: $21.9 Billion (¥ 3,552.7 Billion) -1.4%; Revenues in 7-Eleven Inc.: $15.6 Billion (¥ 1,484.4 Billion) +3.7%; Revenues in other C- Stores (licensed): $ 979.7 Million (¥ 86 Bil ion) +6.7%; Total Revenues in Superstore/Super markets (Ito- Yokado/York): $15.4 Billion (¥ 1,373.7 Billion) -1%

Percentage of Retail Sales in Exclusive Brands: 28% (E-PlanetRetail)

Principal Business: Seven & I Holdings was established on Sept. 1, 2005, when three companies, Ito-Yokado Co., Ltd., Seven-Eleven Japan Co., Ltd., and Denny’s Japan Co., Ltd., by means of a stock transfer became owned subsidiaries of Seven & I. This entity, now traded on the Tokyo Stock Exchange, is now comprised of the consolidation of 100 operating companies, mostly in retail (convenience stores, superstores, supermarkets, department stores, and foodservice outlets), covering 41,800 stores worldwide (including licensed outlets) in 17 countries and regions). Of that number, 14,700 retail outlets are located in Japan, of which some 13,232 are c-stores, 170 superstores and 170 department stores, all in Japan. In North America, there are 6,610 convenience stores in the 7-Eleven, Inc. operation (plus another 20,296 stores under areas licenses). Back in Japan, Ito-Yakado operates 170 superstores and York-Benimaura 170 supermarkets. The company also oversees a foodservice business, consisting of Denny’s and Famil family restaurants plus POPPO fast food outlets. The company operates its c-stores and superstores in Japan and China, as well as c-stores in North America, which worldwide licensing is centered. The Loft Co., Ltd, making it a subsidiary. The Group oversees 33 miscellaneousgoods specialty stores under Loft brand. The Group also operates mall-type shopping centers, financial services (IY Bank and IY Credit Card Services), as well as electronic commerce, meal delivery service (Seven Meal Services), IY Foods, a processing facility, and a publishing house. Exclusive Brand Identities: Seven Premium, Seven Gold, 7-Eleven, Ito-Yokado, IY Basics (casual fashionwear for women, men and children, accessories, underwear), L&B (Life and Beauty line of adult fashions for customers in their 30s and 40s), Made in Japan (apparel, shoes, bags, purses), Bimi Hyakusen (food plus beverages and sweets), Jeaning Garage (denim apparel), and in North America, 7 Select, etc.

EB Identities: Seven Premium, Seven Gold, 7-Eleven, Ito-Yokado, IY Basics (casual fashion wear for women, men and children, accessories, underwear), L&B (Life and Beauty line of adult fashions for customers in their 30s and 40s), Made in Japan (apparel, shoes, bags, purses), Bimi Hyakusen (food plus beverages and sweets), Jeaning Garage (denim apparel), and in North America, 7 Select, etc.

EB skus: N/A

Profile: A sluggish economy, especially in its domestic superstore and department store business, coupled with an appreciation of the yen, depressed Group sales. Higher gasoline prices in North America, however, boosted its c-store sales. The company is working efficiencies into its operation, which have helped boost net income up by 149.5% to ¥ 111.9 billion. One significant strategy adopted has been the creation of the Seven Premium private brand product range, where

instead of outsourcing to a specialized suppliers, the company uses a team merchandising approach, collecting all information and know-how cultivated by each operation company and sharing this in a joint development effort with outside manufacturer. Also, the company’s SevenEleven Japan’s advance product development know-how is shared, thus gaining leverage within the Group. As a result, since launching the Seven Premium program in 2007, its sales have climbed to ¥ 380 billion ( $4.3 billion), and now represents the Group’s core line of private brand merchandise. Also, the first global merchandise product, wine, launched in November 2009, has so far sold 4.5 million bottles. The Seven Premium product range has grown to more than 1,000 skus and a new range, Seven Gold, , set a quality level above, has been launched. The earthquake in 2011 in Japan represented a ¥ 26 billion loss for the Group, and its effects continue. Nevertheless, plans call for opening 1,200 stores in fiscal 2012 and in the US another 500 more stores. Ito-Yokado’s fiscal 2012 plans call for three more stores, while closing seven stores’ while six stores were opened in fiscal 2011. Over the past three years, the Group has closed 286 locations in its foodservice business.

Procurement Contacts: At 7-Eleven (Dallas, TX) Tel: (972) 828-7011) Tom Gerrity, Sr. Product Director (Private Label); Keven Elliott, Senior VP Merchandising & Logistics (U.S.). At Seven & I: N/A

SHANGHAI BAILIAN GROUP COMPANY LTD.

No 800 Nanjing East Road, Shanghai City, Shanghai 200001, CHINA

Tel: +86 21-6322-9537

Fax: +86 21-6360-32-98

URL: N/A

Total 2010 Sales: $1.9 Billion +29.2%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: This group was formed in April 2003 with the combination of the parent companies of Shanghai Number 1 Department Store, Hualian Department Store, Hualian and Lianhua Supermarket Company. Subsequently, Shanghai number 1 Department Store Company merged with Shanghai Hualian Company in May 2004, changing its name to Shanghai Brilliance Company Ltd., operator of 14 department stores and three shopping malls. The Hualian and Lianhua Supermarkets merged under a single brand, Lianhua, becoming China’s largest supermarket chain. This latter business, C Lianhua Supermarket Holdings Company Ltd. is now the largest retail chain operator in the Peoples Republic of China. Bailian Group today operates as a state-owned company. It has interest in six public companies: ShanghaiBailian Group Cjo., Shanghai Friendship Group Incorporated Co., Shanghai Material Trading, Shanghai No. 1 Pharmacy Co., and Lianhua Supermarket Holdings. Its holdings encompass 7,180 outlets in 25

provinces and municipalities in China: department stores, supermarkets, convenience stores, and shopping malls.

EB Identities: N/A

EB skus: N/A

Profile: Recently, the Chinese government has made moves to consolidate these operations to ensure better competition in the market. In November 2010, Shanghai Friendship Group executed a stock swap with Shanghai Bailian Group for 16 billion yuan ($2.4 billion). The new company formed is called Shanghai Baililan Group Ltd. Friendship owns 34% of Hong Kong listed Lianhua Supermarkets Holdings Ltd. (listed separately). Also, Friendship has agreed to pay 4.7 billion yuan for a stake in Nextage Department Stores, thus boosting its stake to 55%.

Procurement Contacts: N/A

SHEETZ, INC.

5700 Sixth Ave., Altoona, PA 16602 USA

Tel: (814) 946-3611; (800) 487-5444

Fax: (814) 946-4375

www.sheetz.com

Total Fiscal 2011 Sales: $5 Billion+ (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Sheetz is a family owned combination convenience store and gasoline stations chain of 419+ stores, operating in six states (Pennsylvania, Maryland, Ohio, Virginia, W. Virginia, Ohio, and North Carolina). Its stores average about 4,200 square feet and sell groceries, fountain drinks, baked goods, sandwich/salads, etc. Plus feature self-service car wash units as well as fuel stations, which draw customer traffic.

EB Identities: Jacks (cigarettes), Nova Blue (bottled water), Sheetz, and various foodservice proprietary brands--M-T-O (Made to Order subs), Burg z & Fryz, bagetz, Shmuffin, Dot’Z Bakery, Gobbz (donuts), Dot’z (cinamon rolls and turnovers, Coffeez and Cupo’ccino

EB skus: N/A

Profile: Started in 1952 as a dairy store (Sheetz Kwik Shopper), Sheetz evolved into a take-home deli and dairy retailer, then into proprietary sandwiches, self-service gasoline, and also an aggressive retailer of tobacco products (500 skus). Its M-T-O program began with hot and cold subs in 1986 and has been expanded into salads (10 entrees), burgers and fries, nachos, bagels, breakfast foods, and low fat items. Its latest concept is a Convenience Restaurant (100 seats), serving as a quick-service eatery with brick oven pizza, hand-carved roast beef and turkey sandwiches, toasted salads or subs, and grilled paninis, plus an espresso bar with barrister-made latte, cappuccinos and fruit smoothies. It’s been on an accelerated growth course in recent years, opening new stores at a clip of 25 per year. Expanding southward, the company looks to build another warehouse in North Caroline, as the chain expands.

Procurement Contacts: Louis Sheetz, Executive Vice-President, Marketing

SHERWIN-WILLIAMS CO., THE

101 Prospect Ave. N.W., Cleveland, OH 44115 USA

Tel: (216) 566-2000

Fax: N/A

www.sherwin.com

Total Fiscal 2012 Sales: $9.5 Billion +8.8%; Paint Store Group Sales: $5.4 billion +13.2%; Consumer Group Sales: $1.3 billion +3.7%;Global Finishes Group Sales: $5.4 billion +13.2%

Percentage of Paint Store Group Sales in Exclusive Brands: 100%

Principal Business: By sales volume, Sherwin-Williams (NYSE:SHW), established in 1866, is primarily a retailer (56.8% of sales). The company is the largest producer of paints and coatings in the US and one of the largest producers in the world. It commands market leadership in the US with its brands: Sherwin-Williams architectural paints, Minwax stain and protective finish, Krylon aerosol paint, Dupli-Color auto specialty paint, Purdy tool paint, and Thompson’s Water Seal sealer. Throughout its organization, Sherwin-Williams operates more than 4,000 company operated stores and facilities. Its Paint Store Group (third quarter 2012) consisted of 3,450 specialty paint stores in the U.S., Canada, Puerto Rico, the Virgin Islands, Trinidad and Toga, St. Marten, Jamaica, and Curacao. Its Consumer Group operates 32 manufacturing sites and 7 distribution centers. Its Global Finishes Group operates more than 300 stores in North and South America, Europe and Asia with subsidiaries in 36 countries plus licensing in another 15 countries-selling to some 109 countries. Its Latin America Coatings Group oversees 255 stores plus nine foreign subsidiaries. The company sells its own brands exclusively in its stores. Its Consumer Group (also listed in the Manufacturers database) sells branded and private label products to

retailers in North America. The company is the largest supplier of custom paints for the private label market.

EB Identities: Exclusivity of its brands (listed above) found in its company owned stores. Otherwise, these labels are marketed as brands through its Consumer Group.Sherwin-Williams (Harmony, ProMar 200XP, and Resilience)

EB skus: N/A

Profile: Sherwin-Williams painted a bright financial report in 2012 thanks to the higher paint sales volume in its company stores, the higher price increases on products, as well as higher price increases and acquisitions throughout its other Group operations. In November 2012, the company agreed to acquire Consorcio Comex, S.A. De C., Mexico City, a leader in the Mexican paint and coatings market. UPDATE: In September 2013, Sherwin-Williams completed its cash purchase totaling $2.4 billion for Comex, including about $75 million of its liabilities. Comex’s 2012 sales were about $1.5 billion, more than 60% generated in Mexico. The company, which markets to professionals and DIY customers, operates 314 paint stores (234 in the US and 80 in Canada plus some eight manufacturing plants (five in the US and three in Canada). Additionally, Comex supplies paints and coatings to more than 1,500 independent retailers in Canada. In Mexico, it supplies 3,300 points of sale operated by 750 concessionaires. In the US, Comex operates stores under different banners (Color Wheel, Frazee, Parker, etc.) in different geographic regions. Comex also sells products under its Comex brand as well as its own Ultratech and Master Choice brands.

Procurement Contacts: N/A

SHINSEGAE CO., LTD.

52-5 Chungmuro 1-Ga, Chung-GU, Seoul 100011 SOUTH KOREA

Tel: +822 7271234

Fax: +822 7271889

www.singegae.co.kr

Total 2012 Sales: $3.9 Billion (2,296.7 Billion KRW) +5.1%

Percentage of Sales in Exclusive Brands: N/A Principal Business: Started in 1930 as Korea’s first department store, this operation in 1993 introduced the country to the discount store concept as well, under the Emart hypermarket logo.

The Group today operates 10 Shinsegae regional department stores in South Korea and 146 Emart discount stores in the country as well as 16 other Emart outlets in China. Under its retail business, Shinsege also operates two premium market stores, including SSG Food Market and BOON THE SHOP for avant-garde fashions. Additionally, the company oversees seven Emart Traders hypermarket warehouse stores and, under different specialty store banners, Boons health & beauty stores, Molly’s Pet Shop, Sports Big Ten (clothing and equipment), Payless Shoes, What a Toy, and Matrex electronics stores. Besides retail, the Shinsegae Group is comprised of four other businesses. In Fashion, the company’s Shinsegae International Co., Ltd. imports some 30 premium fashion brands and manufacturers its own fashion brands, both distributed in its 260 department stores. Its Hospitality operation oversees Shinsegae Chosun Hotel Co., Ltd. Its Food & Beverage operation, Shinsegae Food Co., Ltd. handles foodservice and catering services, the Starbuck’s Korea Co., Ltd., as a licensee of the Starbuck’s franchise; the Shinsegaw SVN Co., Ltd. operates some 144 bakeries and pizza stations in Shinsegae stores, as well as supplying restaurants; and Shinsegae L&B handles liquor and beverage distribution. In its infrastructure operation, there are services for IT and in engineering and construction.

EB Identities: Emart, Emmart, Fresh, Smart Eating, Best Emart (premium foods), Save Emart (no frills), ‘loving home’ household goods and appliances, Plusmate (small appliances), Patina (travel and party items), Urbang (leather accessories), Jean Holic, Daiz (casual wear), Daiz Kids, Daiz Baby, and The Sports Big Ten. The retailer’s own fashion brands (VOV, G-Cut, and Tomboy) and the Jaju household and consumer goods brand

EB skus: N/A

Profile: In 2006, this retailer took over Walmart stores in Korea, which extended its business into China as well. The big news really came in May 2011, when the company spun off its Emart Discount Stores as a separate, public company. (Shinsegae Group continues to be traded on the Korean Stock Exchange.) In this calendar year, the company saw its net income plunge by 95.4% to 161,605.5 million South Korean wons. This was attributed in part to a drop in overall consumer spending and strict government regulations. The latter rules are designed to protect small retailers and vendors. Large retailers have been forced to close twice a month and have been reviewed by the government for their labor policies, internal trading among affiliates, etc. Shinsegae’s joint partnership with Simon Properties Group, started in 2005 with Yeoju Premium Outlets, then in in March 2011 the Paju Premium Outlets mall; plans now call for its third mall, Busan Premium Outlets in 2013. In March 2012, the company established Everyday Retail Co., Ltd., a chain of neighborhood supermarkets, under the Emart everyday banner. The year closed with 127 stores in this chain. Shinsegae predicts by 2016, it will have 236 Emart hypermarket stores (50 of them outside of Korea). In March 2012, the company announced its collaboration with The John Lewis Partnership of the United Kingdom (also in this database), where the latter would establish its own store-within-a-store (some 850 square feet) in two Shinsegae department stores, selling some 100 own brand houseware products (towels, sheets, accessories, etc.). Also during the year, the company opened its 500th Starbucks shop.

Procurement Contacts: N/A

SHOPKO STORES OPERATING CO., LLC

700 Pilgrim Way, Green Bay, WI 54307-9060 USA

Tel: (920) 429- 7693; (800) 869-5810

Fax: N/A

www.shopko.com

Total 2011 Consolidated Sales: $3 Billion

Percentage of Sales in Exclusive Brands: N/A

Principal Business: On January 4, 2012. Shopko Stores announced its plans to merge with Pamida, Omaha, NB, bringing its $2.2 billion business, comprised of more than 149 Shopko multidepartment stores in 13 states, together with the Pamida discount general merchandise chain of 193 stores in 17 states. (Both chains are owned by affiliates of a private equity firm, Sun Capital Partners. This will result in a chain of nearly 350 stores in 22 states. Shopko also produces eyeglasses. EB Identities: Shopko’s Baiuley’s Point (kid’s apparel), Energy Zone (apparel accessories), Soft Sensations, Northcrest (men’s apparel and kitchenware), Willow Bay (woman’s apparel), and Green Soda (girl’s apparel)

EB skus: N/A

Profile: Shopko, started in 1961, was spun off by SUPERVALU in 1991. More than 10 years ago, (2001) Shopko’s sales topped $3.5 billion; but competition has since produced a smaller chain which, in 2005, was acquired by Sun Capital Partners, private investment firm. Shopko’s growth vehicle had been a large store, but in the past three years it has rolled out the Shopko Hometown smaller format (between 15,000 to 35,000 square feet or about half the size of the typical Shopko. There are now about 10 of these smaller units along with 135 Shopko stores and 6 Shopko Express Rx stores in the operation. The success of the Hometown format located in rural communities (catering to local needs) has led to this merger. Pamida, founded in 1963 as a discount general merchandise chain, was owned by Shopko since 1999, but was separated by the private equity firm in 2005. Pamida is now back in the fold and being re-branded under the Shopko banner-selling convenience food items, consumable goods, home products, and apparel, including private brand stock. The larger Shopko stores rely heavily on national brand apparel, while emphasizing health care.

Procurement Contacts: N/A

SHOPPERS DRUG MART/PHARMAPRIX

243 Consumers Rd., North York, Ontario, M2J 4W8, CANADA

Tel: (416) 493-1220

Fax: (416) 490-2897

www.shoppersdrugmart.ca

Total 2012 Systemwide Shoppers Drug Mart Sales: $10.7 Billion (C$10.8 Billion) +3.1%

Percentage of SDM Systemwide Sales in Exclusive Brands: 12% (E)

Principal Business: Shoppers Drug Mart, a public company traded on the Toronto Stock Exchange (Symbol “SC”), oversees 1,295+ stores operated by associate owners in Canada, including 1,240 full-service drugstores, all under the Shoppers Drug Mart or Pharmaprix store banners. Additionally, SDM owns and operates 62 Shoppers Home Health Care stores (assisted living devices and equipment sold to institutional and retail customers). SDM also licenses or owns 55 medical clinic pharmacies under the Shoppers Simply Pharmacy or Pharmaprix Simplement Santé banners, as well as six luxury beauty destinations, identified under the Murale banner. This company owns as well Shoppers Drug Mart Specialty Health Network, Inc., a provider of specialty drug distribution, pharmacy and comprehensive patient support services plus MediSystem Technologies, Inc., a provider of pharmaceutical products and services for long-term care facilities. SDM operates its own manufacturing subsidiary, Sanis Health Inc., Diepe, New Brunswick, for its SANIS proprietary line of generic prescription drugs. Exclusive Brand Identities: Life Brand (OTC products, beauty, baby, household, food/beverage, paper), Quo (cosmetics), Everyday Market (food staples), Bio-Life (environmentally friendly cleaning products), Nativa (organic foods), GET (stationery), Decora (candles, frames, etc.), Stylize (hair accessories), Le Chocolat (Belgian chocolates), Allude/Sox Sense (hosiery), Etival Laboratorie (dermatological skin care products), Baby Life (diapers, wipes, toiletries and accessories), Baléa (health and beauty lifestyle products), Easypix; plus exclusive licensed brands-Boots No 7 and Botanics (UK), GOSH (cosmetics/hair care from Denmark), Sally Hershberger (hair care), Soap & Glory (bath/skin products from Maria Kilgore of London), and Organic Surge (environmentally friendly health and beauty items).

EB Identities: Life Brand (health, beauty, baby, household, food/beverage, paper), Quo (cosmetics), Everyday Market (food staples), Bio-Life (environmentally friendly cleaning products), Nativa (organic foods), GET (stationery), Decora (candles, frames, etc.), Stylize (hair accessories), Le Chocolat (Belgian chocolates), Allude/Sox Sense (hosiery), Etival Laboratorie (dermatological skin care products), Baby Life (diapers, wipes, toiletries and accessories), Balea (health and beauty lifestyle products), Easypix; plus exclusive licensed brands--Boots No 7 and Botanics (UK), GOSH (cosmetics/hair care from Denmark), Sally Hershberger (hair care), Soap & Glory (bath/skin products from Macria Kilgore of London), and Organic Surge (environmentally friendly health and beauty items)

EB skus: 9,300+

Profile: SDM opened 41 new drugstores (including 23 relocations) during the year, Additionally, the company acquired 33 drugstores, including 19 retail pharmacies plus three central fill locations in Western Canada, operated as Paragon Pharmacies Limited. This now opens a platform for SDM’s MediSystem in the Colombia and Manitoba markets. The company’s overall net earnings slipped 0.9% to C$ 608.5 million. SDM’s front of the store sales outpaced its pharmacy sales growth, the latter up by 2.1% over 2011, while front end sales advanced by 4% to $5.7 billion or 47.2% of total sales. Cosmetics, OTC medications, and food and convenience products paced this growth. During 2012, SDM also launched two new websites. Shoppers Healthcare Portal for Canada’s health care professionals, giving them access to drug reimbursement information and clinical tools to help improve patient care. Also new: murale.ca, a consumer website featuring more than 6,000 beauty items, allowing visitors to share favorite products and reviews via social networks. In 2011, the company began reviewing its private label products for the presence of dibutyl phthalate, looking to eliminate that harmful ingredient: Its goal for products produced after Dec. 31, 1013, discontinue those with the ingredient or find an alternate ingredient in its cosmetic and personal care products. Plans for 2013 call for a re-launch of the Life Brand packaging to emphasize the messages: “get well” and “stay well.” SDM lately has been rolling out new exclusive brands, such as the Etial Laboratoire dermatological skin care line, Baby Life diapers, wipes, toiletries and accessories, and Baléa health and beauty lifestyle products. Its newest brand, Carnaby Sweet, is line of national brand equivalent sweets and treats plus premier favorites. UPDATE: SDM, addressing growing competition, has begun testing a small discount store format, The Box by No Frills, a 10,000-square-foot outlet in Calgary, where its No Frills stores typically occupy 25,000 square feet. In early summer, the company announced plans to test a new pilot store in Toronto in the fall, called Nutshell Live Life Well, featuring foods, prescription pharmacy, and natural health and beauty products as well as vitamins and supplements. Then came its bombshell announcement on July 5, 2013--its agreement to merge with Loblaw Companies (also in this database) in one of the largest retail takeovers in the recent past. The combined operation, its completion expected by January 2014, will produce a $42 billion operation. (See Loblaw listing for details.)

Procurement Contacts: Beth Stiller, Director of Private Label; Lulchien Hoving, Vice-President of Corporate Brands; Trina Farr, Product Development Manager

SHOPRITE HOLDINGS LTD.

Cnr William Dabs and Old Paarl Roads, Brackenfelol 7560, Western Cape, SOUTH AFRICA

Tel: +27 (0) 21-980-4000

Fax: +27 (0) 21-980-4050

www.shopriteholdings.co.za

Total Fiscal 2011 Sales: $9.9 Billion (R 72.3 Billion) +7.3%; Total Supermarket Sales: $8.3 Billion (R 60.6 Billion) +9.8% in RSA, +4.5% in Non-RSA

Percentage of Sales in Exclusive Brands: 10% (E)

Principal Business: This 30+-year-old retailer has become the largest FMCG retail operation on the African continent. Shoprite oversees 2,196 stores (189 non-RSA) in 17 African countries. Its supermarket sales derive primarily from its core business, three supermarket chains, representing 816 stores: 409 Shoprite (78 Non RSA), 223 U$ave no frills stores (34 non RSA), and 184 Checkers (4 non RSA). Checkers addresses higher income consumers with specialized product ranges and includes 26 hypermarkets. Its other chains include three furniture chains: 232 OK Furniture stores (27 non-RSA), 18 OK Power Express smaller format stores (1 non-RSA), and 50 House & Home outlets, selling furniture, appliances, home entertainment, and floor covering (2 non-RSA), and its OK Franchise Division of 269 stores (43 non-RSA). The latter covers supermarkets, liquor stores and wholesale outlets: OK Foods, OK Garocer, OK Minimark, OK Value, Sentra, Megasave, and Enjoy. The retailer also manages MediRite pharmacies/wholesale business: 121 (1 non-RSA) which is South Africa’s second largest pharmacy chain.

EB Identities: Ritebrand, Steakhouse Classic, Championship Boerewors, Checkers, etc.

EB skus: 800+

Profile: With the country in a fragile stage of recovery unemployment is still pegged at 25.7%--the highest of 61 countries tracked by international agencies. Shoprite did post higher earnings up by 12% to Rand 2.6 billion. During the year, the firm introduced in-store MediRite pharmacies, bringing the count to 121 outlets, plus liquor outlets, called Liquor Shop, also with a count totaling 120. Shoprite plans to continue expanding, in 2011 into the Democratic Republic of Congo and looking toward Nigeria, Angola, Botswana, Ghana, Madagascar and Uganda. Its U$ave stores are earmarked for expansion into Zambia. The economy weighed heavily on its furniture business (sales up only 4%), helped by the opening of 20 new stores, bringing the total count to 300 (30 outside Africa). Meantime, Shoprite is carefully watching US-based Walmart’s entry into South Africa with its recent purchase of a 51% stake in the $7.2 billion Massmart Holdings business.

Procurement Contacts: B.R. Weyers, General Manager, Marketing & Product Development

SHUFERSAL LTD. (53% owned by IDB Group)

30 Shmotkin Benyamin Street, Rishon Le-Zion 75363, ISRAEL

Tel: +972 3-9481727

Fax:+972 3-9505824

www.shufersal.co.il

Total 2010 Sales: $3 Billion (NIS 11 Billion) +0.7%

Percentage of Sales in Exclusive Brands: 10%+(E)

Principal Business: Established in 1958, formerly called Super-Sol, this company is now traded under the SAE symbol on the Tel Aviv Stock Exchange (TASE). As Israel’s leading retail food chain, Shufersal operates 266 outlets that command a 37% market share. Its four banners are: 105 Shufersal Sheli (My Shufersal) neighborhood retail stores, 32 Shufersal Big hypermarkets, 75 Shufersal Deal discount stores, 57 Yesh discount stores (catering to Orthodox, religious & Arab customers featuring Kosher foods), and 16 Shufersal Express convenience stores. Its Shufersal Yashir operation provides home and office services (online or by phone/fax). Additionally, the company operates four distribution centers and a production facility for frozen and fresh baked foods. Its other main business is rental real estate. Investors include Nochi Dankner’s IDB Holdings Corp. Ltd (45.9%) and Isralona Properties Ltd. (18.6%)..

EB Identities: Shufersal

EB skus: 1,400+ Profile: When Clubmarket, Israel’s third largest supermarket retailer, filed for bankruptcy in July 2005, Supersol followed up with a bid to purchase Clubmarket’s 114 stores in Israel, thus triggering its re-branding strategy over to Shufesal plus a new private label identity, Shufersal, featuring new, upgraded packaging design. Its private label range has since grown to be the largest in Israel. Shufersal also has picked up an exclusive license to sell Cherokee brand apparel products in Israel (This brand is licensed in more than 30 countries). During 2009, this retailer introduced a new format, Shufersal Express, a convenience store concept including franchised stores. Expansion of its stores plus closure of unprofitable outlets continues. Net income for the year was $90 million +3.4%. In January 2011, the company upgraded 30 Shufersal Big stores over to the Shufersal Deal format. A bid for control of the company by Bronfman Fisher Investment ended in November 2011. This was followed by Isralona Properties and British Leo Noe looking to acquired 46% interest in the retail operation.

Procurement Contacts: N/A

SIGMA COMPANY LIMITED

1408 Centre Road, Clayton Melbourne, Vic 3168, AUSTRALIA

Tel: +61 (03) 9542 -9511

Fax: +61 (03) 9542-9769

www.sigmaco.com.au

www.am cal.com.au

Total Fiscal 2011 Sales: $ 2.4 Billion ($2.9 Billion Australian) +9.9% Total Healthcare Sales: $2 Billion ($2.4 Billion Australian) +13.6% Total Pharmaceutical Sales: $517.3 Million ($615.8 Million Australian) +2.1%

Percentage of Front of the Store Sales in Ex clu sive Brands: 11% (E)

Principal Business: Sigma, which serves AMCAL, the Allied Master Chemists of Australia Limited & Guardian Pharmacy Banner Groups, is a drug maker and wholesaler, based in Melboourne. Some 75% of its revenues are in prescription drugs and the balance in over-thecounter, nonprescription medicines, etc. As a wholesaler and distributor, the company serves 4,000+ pharmacies mostly in Australia and in New Zealand from its 15 distribution centers (12,000+ products handled). The firm also manages Amcal Pharmacies (550+ pharmacy members) and Guardian Pharmacies (250+ pharmacy members), and Amcal Max super pharmacies, together representing the largest community pharmacy banner groups in the country. Additionally, Healthcare develops and provides private labels (home brands) products for the two groups. Besides health care products, the Amcal outlets serve as a specialist beauty retailer. Its core business is balanced with a range of skin care, sun care, personal care, vitamins, analgesics, cough-cold remedies, eye care, baby care, cosmetics, and fragrances. EB Identities: Amcal, Guardian, Guardian Be Good to Yourself, Chemists’ Own, Pharmacy Care

EB skus: 400+ (E) Profile: In 2012, Sigma’s 100th anniversary celebration very likely will be subdued, since the company has faced some “challenging times” recently. To pay down its debt, Sigma was forced to sell its Pharmaceutical Division to Aspen, effective Jan. 31, 2011. Sigma, however remains as the preferred wholesaler for Aspen, while Aspen will be Sigma’s preferred manufacturer. Also in 2010, PBS reforms called for reducing the price of generic drugs in February 2011 and April 2012, which will impact on Sigma’s wholesale revenues. Another blow came in February 2011, when Pfizer Australia moved exclusively to a purchasing model that bypasses the full-line wholesaler: This is expected to dent Sigma’s sales by 15%. In response, Sigma has reduced its operational costs and wound down its customer trading deals and discounts, while at the same time boosting its support services and increasing its private label product ranges. Amcal (including Amcal Max) and Guardian are the largest and third largest retailer pharmacy brands in the country. Their stores also now exclusively stock Boots No 7 Colour cosmetics and skin care products, supplied by Boots of the United Kingdom (also in this database).

Procurement Contacts: Tony McWilliams, Retail Brand (Sigma) Private Label Product Manager; Jenny Graham and Jan Stanes, Private Label Coordinators

SMART & FINAL INC.

600 Citadel Drive, City of Commerce, CA 90040 USA

Tel: (323) 869-7500

Fax: (323) 869-7858

www.smartandfinal.com

Total 2012 Sales: $2 Billion (E)

Percentage of Store Sales in Exclusive Brands: 30%+ (E)

Principal Business: Smart & Final, a chain of 235 so-called smaller store, warehouse-style, no membership fee, multi-formats, operates under three banners, Smart & Final, Smart & Final Extra, and Cash & Carry. Its market crosses six western states: California, Nevada, Arizona, Oregon, Idaho, and Washington. Additionally, the company operates a joint venture with partner Calimax of Mexico (Smart & Final de Noroeste, S.A. De C.V.), for 13 Smart & Final format stores in northwest Mexico. The Smart & Final stores, which have evolved from strictly Cash & Carry into a hybrid wholesale-retail operation, average about 17,890 square feet, stocking up to 8,000 items (institutional size foods and related supplies for foodservice professionals, business, and household customers). The Cash & Carry outlets average about 19,695 square feet, catering exclusively to foodservice customers in the Pacific Northwest and northern California. Its newer Extra stores range up to 29,000 square feet.

EB Identities: Smart & Final recently has consolidated upwards of nearly 20 signature brands-most of the grocery food and non-food items now under First Street (its flagship brand), Simply Value (a price entry tier), Sun Harvest (natural and organic products), Iris (personal care and bath and body items), Smarty (pet foods, Also, a number of S&F’s signature brands have been retained: The Montecito (Hispanic foods), La Romanella (Italian foods), Cattleman’s Finest (hand-cut and trimmed, corn-fed fresh beef), Tradewinds (spices and specialty seasonings), Bay Harbor (frozen fish and seafood), and Ambiance (100% Colombian coffee, 100% Arabic specialty blends, teas, and coffee service supplies) and hot beverages), etc.

EB skus: 2,400+

Profile: Started in 1871, Smart & Final, which was formerly owned by Casino, GuichardPerrachon of France (also in this database), in February 2007 partnership. Its fortune since then has been mixed. With Apollo’s support, Smart & Final acquired 27 Southern California Henry’s Farmer Markets and eight Texas Sun Harvest stores. Early in 2001, however, those chains were sold to another Apollo equity investment, Sprouts. Smart & Final began rolling out larger stores, Smart & Final Extra, stocking some 4,500 more products, and hybrid, combination supermarketwarehouse formats; but its expansion into Denver fizzled. Its chain count was cut to about 235 stores, when another private equity firm, Ares Management, Los Angeles, in October 2012 paid $975 million for a majority stake in Smart & Final. UPDATE: In 2013, Smart & Final began revamping its corporate brands, including an upgraded look to its Simply Value range of standardgrade products, covering canned goods, cleaning supplies, paper products, frozen and deli foods, etc.

Procurement Contacts: Todd Fryer, Director Corp. Brands Marketing; Raymond Swain, Director, Corporate Brands

SOBEYS INC.

115 King Street, Stellarton, Nova Scotia B0K 1S0, CANADA

Tel: (902) 752-8371

Fax: (902) 928-1101

www.sobeyscorporate.ca

Total Fiscal 2012 Sales: $15.9 Billion (C$16.1 Billion) +1.8%

Percentage of Sales in Exclusive Brands: 21% Principal Business: Becoming privatized in April 2007, Sobey’s is now 100% owned by Empire Company Limited (C$ 16.3 Billion +3%), a diversified company with minority interests in real estate (food anchor shopping plazas and commercial properties) and corporate investment activities. Sobeys, established in 1907, is the second largest food distribution company in Canada. It oversees 1,575 stores (839 franchised) across all 10 Canadian provinces. There are 11 banners, including its six major chains: Sobeys full-service grocery (290 stores--69 franchised), IGA grocery (210--203 franchised), IGA extra full service (108--95 franchised), Foodland full service (210--164 franchised), and FreshCo fresh food discount (68--59 franchised). Additionally, there are: Thrifty Foods (27 stores), Price Chopper (15--6 franchised), Lawtons Drug Stores (79--4 franchised), Rachelle-Béry health foods (20 stores), Needs convenience (127), Marché Bonichoix small community (88 all franchised), and Les Marchés Tradition community format (28--27 franchised), and Sobeys Fast Fuel gas/convenience (29). Sobey’s also operates nine Cash & Carry outlets, 35 Sobeys wine & spirit shops, and 260 gas stations (124 franchised) The company also has 23 distribution centers.

EB Identities: Compliments (signature brand, Sensations by Compliments and three sub-brands, Complements Organic, Complements Balance, and Compliments Greencare; Gourmet Minute (ready-to-eat meals); Big 8 (Atlantic Canada), IGA, and FreshCo (perishable foods).

EB skus: 4,300

Profile: Fiscal 2012 resulted in modest growth, while company net earning slipped by 15.3% to C$ 339.4 million. Some 324 banners were opened, replaced, expanded, renovated, acquired, or converted during the year; while 44 stores were closed. Sobeys initiated an organizational realignment, forming Sobeys Multi-Format Operations and Sobeys IGA Operations for better integration of its national footprint. In September 2011, the company established a long-term wholesale distribution arrangement to support Target Canada with food and grocery items, including its private brands. (Target, also in this database, recently expanded into Canada.) Also

helping to boost its wholesale side, Sobeys, during the fourth quarter, acquired 236 retail gas locations and related convenience stores (189 in Quebec and 47 in Atlantic Canada) from Shell Canada for C$ 214.9 million. The company continues to convert its Price Chopper stores over to FreshCo, its new discount, fresh food concept featuring low prices. UPDATE: In June 2013, Sobeys annouced its agreement to purchase 223 stores and 12 manufacturing plants from Safeway Inc. of the US (also in this database). The C$ 5.8 billion cash deal, representing Safeway’s sales of $6.7 billion from its operations in Western Canada, includes 213 Safeway full service grocery stores, 199 in-store pharmacies, 62 co-located fuel stations, a dozen manufacturing facilities and 10 liquor stores. Once approved by Canadian regulatory authorities, the deal is expected to close late in 2013. It will push Sobeys’ consolidated sales up close to C$ 24 billion. The deal also includes picking up licensing rights to Safeway’s Lucerne dairy and Eating Right healthy food brands. Sobeys indicted its intensions to sell $1 billion of its non-core asseets, once deal is completed. Since Sobeys’ core business is retailing and associated real estate, it’s likely that the 12 plants will be identified as non-core business.

Procurement Contacts: Nancy Hall, VP, Retail Brands; Deleo Deleonardis, VP of Private Labels; Kristine Ramezani, Dir. Packaging Brand & Dev.; John Hale, Dir of Product Appraisal & Dev.; Linda Hodgkinson, director Prod. Dev.; Paul Flinton, VP, Brand & Product Marketing; Mike Quartermain, Director of Procurement; (Sobeys National Merchandise Group, Mississauga, Ontario, Tel: 905-671-1995)

SONAE, SGPS, SA

Lugar do Espio, Via Norte, 4471-909 Maia, PORTUGAL

Tel: +351 22 010-4000

Fax: +351 2294-04634

www.sonae.pt Total 2014 Company Sales: $6.4 Billion+ (€ 4.8 Billion+) +2.8%; Sonae MC Sales: $4.7 Billion+ (€ 3.5 Billion+) +1.8%; Sonae SR Sales: $ 1.7 Billion+ (€ 1.3 Billion+) +7.5%; Sonae RP Sales: $ 167.9 Million+ (€ 126.3 Million+) +1.9%

Percentage Sales in Exclusive Brands: 23% in FMCG

Principal Business: Founded in 1959, the conglomerate Sonae (Sociedade Nacional de Estratficados) is now traded on the Lisbon Stock Exchange. In March 2009, Sonae reorganized and since then has evolved into two core businesses (Sonae MC. i.e., Modelo Continente covering food retailing) and Sonae SR (Specialized Retail) and two related businesses, Sonae RP (real estate) and Sonae IM (investments). Altogether, Sonae oversees a total of 1,304 stores. In MC, there are 640 stores (162 franchised). As the market leader in Portugal, operating only in that country, MC covers about 10 banners: Bom Bocado (cafeterias/restaurants), Note! (book/stationery/gift shops) Continente (hypermarkets), Continente Modelo (proximity stores),

Dom Dia (convenience supermarkets), MCU Super (franchised supermarkets), Well's (health/well being/eye care), ZU (dog and cat products and services), and Pet & Planto (garden and domestic pets). Sonae SR encompases 595 stores (73 franchised), under five banners: MO (clothing, footwear and accessories), Sport Zone (clothing, footwear and equipment), Worten (consumer electronics and entertainment), Área Saúd pharmacies, Worten Mobile (mobile telecommunications), and Zippy (clothing, footwear and accessories for babies and children). These chains operate in 13 countries: Azerbajan, Dominican Republic, EUA, Jordan, Kazakhstan, Lebanon, Malta, Morocco, Portugal, Qatar, Saudi Arabia, St. Maarten, and Venezuela. Sonae IM a mix of different businesses operating in 50+ countries: DIY retailing (Maxnat), MDS insurance brokers, travel agency (Geostar), softwear and IF technology services operating with such identities as: Bizderect, Saphetly, Wedo, Movvo, and S21sec (cyber security services); as well as Tilantic (retail technology), Publico (media), and NOS (communications and entertainment). Sonae RP, operating in Portugal and Spain, handles real estate. The retailer also has two major partnerships spread across 12 countries: 50% ownerhsip in Sonae Sierra, which owns 46 shopping centers and manages 92 others, along with its partner, Grosvnor in tthe UK

EB Identities: Continente, Modelo

EB skus: N/A

Profile: Operating in more than 60 countries on five continents, Sonae recalculated its 2014 net profits to be up by 11% to € 144 million. This result was not comparable to the €319 million reported in 2013, since the conglomerate had a large one-off gain from a merger between Optimus, the telecom unit of Sonaecom and ZON, into NOS. Also helping its bottom line: Sonae Sierra, international shopping center specialist, which as a result of improving economies in Europe reported net profits of €96.3 million versus € 3.6 million in 2013. During 2014, Sonae developed and implemented a number of innovations, including a new Continente app, the YuMi automated kitchen robot, refinements in its logistics support, etc. (The YuMI robot, by ABB Robotics, handles small parts assembly tasks, using two arms like a human.) Sonae's strategy continues toward entering new markets, exploring alternative growth formats such as partnerships, franchising and wholesale. In April 2015, for example, Sonae opened its first Sport Zone store outside of Portugal and Spain, entering India in a partnership with the Tata Group there. Sonae MC has begun exporting national produce. The Sport Zone also is developing new store concepts as are Worten, MO, and Zippy in Portugal and Spain. New e-commerce platforms have been launched by Continente, Worten, and Sport Zone.

Procurement Contacts: Patricia Lagarinhoe, Private Label Director, Sonae MC

SPARTANNASH COMPANY

850 76th St. SW, P.O. Box 8700, Grand Rapids, MI 49518 USA

Tel: (616) 878-2000

Fax: (616) 878-8925

www.spartannash .com

Total Consolidated Fiscal 2015 Net Sales: $7.9 Billion +148.1%

Percentage of Sales in Exclusive Brands: 20%+ (E)

Principal Business: The merger of Spartan Stores and Nash Finch (also in this database) on Nov. 19, 2013 created the fifth largest food distributor in the U.S. and the largest food distributor serving U.S. military commissaries and exchanges in the world. Renamed SpartanNash Company, the firm for fiscal 2015 (ending Jan. 30, 2015) reported consolidated military sales of $2.3 billion +820%, food distribution sales of $3.4 billion +209%, and retail sales of $2.3 billion +76.9%. The merged operation covers 162 owned stores and 29 fuel centers. Its supermarkets carry 68 Family Fare banners, 17 No Frills banners, 11 VG's Food and Pharmacy banners, plus other identities: Bag 'N Save, Family Fresh Markets, D&W Fresh Markets, Sun Mart, and Econo Foods. Some 79 of its stores have pharmacy service. Besides its corporate stores, the firm's food distribution business operates from 12 distribution centers, supplying 2,100 independent superrmarkets in 42 states with 55,000 skus of product. Its 29 fuel centers operate under the Quick Stop and other names. Its military customers besides the U.S. are located in: Europe, Cuba, Puerto Rico, the Azores, Bahrain, and Egypt. The company is traded on the NASDAQ exchange (SPTN).

EB Identities: Spartan; Spartan Fresh Selections, Aroma Store Bakery, Nash Brothers Trading Co., Our Family; and numerous private brands licensed from the Topco co-op--TopCare health & beauty, Valu Time value brand, Full Circle natural and organic range, PAWS Premium, me too!, World Classics, and b-leve (premium bath and body products).

EB skus: 7,400+

Profile: Established in 1917 as a co-op grocery distributor, Spartan in 1973 converted to a forprofit business company and began acquiring supermarkets in 1999. That activity increased over the past few of years. Its net earnings for fiscal 2015 were $58.6 million, versus the previous fiscal period with $8.4 million. SpartanNash has consolidated under the merger, closing unprofitable stores, re-naming some outlets acquired from Nash Finch, and opening some stores. During the year, the company introduced 450 new unique private brand products, bringing the total to 4,500 unique items in stock.

Procurement Contacts: Tom Berg, Director of Corporate Brands (e-mail: [email protected]); Ken Kurzyniec, Corporate Brands Retail Marketing Supervisor

SPECIALTY FOOD ASSOCIATION

136 Madison Ave. (12th floor), New York, NY 10016 USA

Tel: (212) 482-6640

Fax: (212) 482-6659

www.specialtyfoods.com

Total Fiscal Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: N/A

EB Identities: N/A

EB skus: N/A

Profile: In 2012, this group celebrated its 60th anniversary, established in 1952 as The National Association of Specialty Food Trade Inc. Today, the organization serves some 3,040 companies involved in the $75 billion specialty food industry. Membership includes: manufacturers, importers, allied professionals (consultants, suppliers, buyers in retail & foodservice, designers, etc.) in the US and abroad. In early 2013, the group renamed itself, Specialty Food Association. The group sponsors two Fancy Food Shows each year. .

Procurement Contacts: Ann Daw, President: Ron Tanner, VP Communications, Education, Government & Industry Relations

SPROUTS FARMER'S MARKET, INC.

11811 N. Tatum Blvd., Ste. 2400, Phoenix, AZ 85028 USA

Tel: (r80) 814-8016

Fax: N/A

www.sprouts.com

Total Fiscal 2012 Sales: $1.9 Billion +15.7%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Sprouts (Nasdaq: SFM) sprouted as a family own business, started by entrepreneur Henry Boney in the 1940s. Among the Boney family’s retail ventures was Henry’s Marketplace, which in 1999 was sold to Wild Oats Markets, Inc. When the latter retailer was sold to Whole Foods in 2007, Henry’s stores were sold to Smart & Final Holdings, which in turn was acquired by Apollo Global Management, New York, an private equity investor. Apollo in 2011 purchased a 58.5% interest in Sprouts, then a 63-store chain. Smart & Final sold Henry’s to Sprouts, thus merging the two chain originally started by the Boney family. That added some 35+ stores to Sprouts, which in the following year (May 2012) acquired 35 Sunflower stores, sponsored by Apollo. Sunflower added four new states (Nevada, New Mexico, Oklahoma, and Utah) to the Sprouts chain, already operating in California, Arizona, Colorado, and Texas. EB Identities: Sprouts, Sun Harvest (from the Henry’s takeover), and Sunflower

EB skus: N/A

Profile: Sprouts conducted an IPO in the summer of 2013, netting $344 million to help pay down its debt. The company recently reported its chain had grown to 163 stores in eight states. It now looks to expand into Washington and Oregon as well as into Southeaster states in its quest for national exposure. Sprouts is positioned as one of the largest specialty retailers of natural and organic foods. Familiar national brands in certain product categories are not stock, the emphasis on fresh and health foods. It stores average 27,500 square feet and projects a family market decor. Its fiscal 2012 net income was $19.5 million versus a net loss of $27.4 million in fiscal 2011. UPDATE: For 2013, Sprouts' revenues soared by 36% to $2.4 billion, driven by its takeover of the Sunflower stores; net income for the year also soared by 163% to $51.3 million. The company opened 19 new stores, brining its chain to 167 stores in eight states.

Procurement Contacts: Susan Welsh, Director of Private Label

STAPLES, INC.

500 Staples Drive, Framingham, MA 01702 USA

Tel: (508) 253-5000

Fax: N/A

www.staples.com

Total Fiscal 2012 Consolidated Sales: $25 Billion +1.9%; North American Delivery Sales: $10.1 Billion +2.1%; North American Retail Sales: $9.7 Billion +1.4%; International Sales: $5.3 Billion +5.3%

Percentage of Sales in Exclusive Brands: 27%

Principal Business: Staples claims to have invented the office supplies superstore. Started in 1986, this retailer is now the world’s largest office products retailer, operating 2,295 stores in 26 countries: 1,583 in the US, 334 in Canada, and 378 other countries (331 the UK, Germany, the Netherlands, and Portugal). Stores range from 4,000 up to 14,600 square feet, stocking 8,000 skus. Its catalog business covers 15 countries with some 15,000 skus. Its stock breaks out to: office supplies 43.9% of sales, services 6%, office machines and related products 30%, computers and related products 15%, and office furniture 5%. The company also claims to rank second in world eComerce sales. Staples stock trades on the NASDAQ under the SPLS symbol..

EB Identities: Staples, Quill, and other proprietary brands (M by Staples higher quality products, Better Binder, etc.)

EB skus: 2,000+

Profile: Celebrating its 25th anniversary in 2011, Staples reported weaker sales growth, while its net income jumped by 11.7% to $984.7 million. Its store portfolio closed the year with 14 more stores over 2010. The company has been reducing its store size from the typical 24,000 square foot space to 15,000 square feet. Also some 26 stand-alone copy and print stores each occupy 3,000 to 4,000 square feet. In 2010, Staples increase its 59% ownership in the Australia operation to 100%. The retailer also has been putting more emphasis on its proprietary brands, which command 27% of store sales; plans call for pushing that share to 30%. Many of these new products are innovative and exclusive to the Staples chain. Recently, the company introduced an exclusive line of Martha Stewart home office products.

Procurement Contacts: Brad Young, Director Own Brands Facilities Production

STATER BROS.

301 South Tippercano Ave. San Bernadino, CA 92324 USA

Tel: (909) 783-5000

Fax: N/A

www.staterbros.com

Total Fiscal 2013 Sales: $3.9 Billion -0.3%

Percentage of Sales in Exclusive Brands: 19% (E)

Principal Business: Stater Bros, founded by the twin brothers Cleo and Leo Stater as a small grocery store in 1936, has evolved into the largest privately owned supermarket chain in Southern California, operating 167 supermarkets in six of its counties.

EB Identities: Stater Bros., Country Harvest, La Cadena, plus Topco brands-- Full Circle (natural and organic foods), Top Care (health and beauty), Dining In (meals), Valu Time (secondary economy line), Best Choice, Best Value

EB skus: N/A

Profile: Stater Bros. now operates from its new $ 350 million, 2.1-million-square-foot facility encompassing corporate offices and a new distribution center (replacing eight distribution locations) in San Bernardino, opened in 2007. In April 2009, this retailer agreed in principal to sell its Santee Dairies to Dean Foods (also in this database). Its recent yearly results have been bumpy. Operating profit in fiscal 2013 dropped 12.8% to $97.1 million, primarily because fiscal 2012 had an extra week of trading. This retailer celebrated its 75th year in 2011. Stater Bros. is one of Daymon Worldwide’s longest-term clients. Daymon is a dedicated private brands services company (also in this database).

Procurement Contacts: Octavio Ruvalcaba, Procurement Supervisor; Kevin Dickens, Buyer/Category Manager

STEINHOFF INTERNATIONAL HOLDINGS LTD.

28 Sixth Street, Wynberg, Sandton 2090 (P.O. Box 1955, Bramley 018), SOUTH AFRICA

Tel: N/A

Fax: N/A

www.steinoffinternational.com

Total Fiscal 2015 Sales: $7.4Billion (R 134.9 Billion) +15%; Household Goods: $5.7 Billion (R 104.7 Billion ) +4.2%; General Merchandise: $ 669.6 Million (R 12.2 Billion) N/A %; Auto: $982.4 Million (R 17.9 Billion) +6.2%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Steinhoff is an integrated retailer that manufactures, sources, and retails furniture, household goods, and general merchandise. The business is listed on teh Johannesburg Stock Exchange. Some 40% of its revenues are generated in Africa, while 79% comes from

Continental Europe. Its holding cover 30 countries and more than 40 retail banners, representing 6,462 stores. They are located in Europe, Australasia, and Africa. Its household goods business blankets 20 countries and 24 retail brands for a total of 2,218 stores (1,153 of them in South Africa). The banners include Conforama (273 stores selling furniture and household goods, homeware appliances and electronics), 111 Poco stores. 22 Lipo stores. 97 Abra stores and 7 emmezeta.hr outlets; ERM discount formats, mostly in Germany and Switzerland (under such banners as RM, Lipo, Abra, and Poco. Additionally in the United Kingdom there are 262 Bensons Beds outlets and 157 Harveys, both selling beds furniture, homewares, mattresses and bedding, etc. Also includes l76 Snooze stores, 61 Freedom stores, and 1,152 JD Gray furniture and household goods. Steinhoff's general merchandise business covers 4,111 stores (2,804 of them in South Africa). They sell clothing, footwear, and home products. the Auto business, selling and servicing motor vehicles and car rentals (under the Unitrans and Hertz banners) involves 87 dealerships and 133 stores plus 46 rental outlets. This division also sells insurance and car accessories. Steinhoff's 21 manufacturing facilities, producing household goods and furniture, are located in five countries.

EB Identities: Numerous identities including its store banner names.

EB skus: N/A

Profile: In March 2015, Steinhoff embarked on its general merchandise business paying cash and stock worth R 62.8 billion for 92.3% interest in Pepkor Holdings (Proprietary) Ltd., a fellow South African enterprise. Pepkor's holdings include 4,169 stores (selling clothing, footwear, and home products), under three merchandising strategies: Discount (the Pep, Pepco and MacDan banners), Value (the Ackermans, Best & Less, Harris Scarfe, and Postie Plus banners), and Specialty (the Dunns, Hohn Craig, Mozi, Shoe City, and Store & Order banners). These stores are located in Africa, Continental Europe, and Australasia. On an annualized basis, the company estimates its combined revenues (Steinhoff and Pepkor) now total € 11.3 billion or $15 billion, placing it among the top 12 European discounters. During the year, Steinhoff also acquired the Select-OPedic bedding brand as well as two other store banners, MacDan in France and Postie in New Zealand. Since most of its revenues are now outside Africa, the company in December 2015 became listed on the Frankfurt Stock Exchange. UPDATE: In February 2016, Steinhoff made a ₤1.3 billion cash offer to purchase Argos from Home Retail Group (also in this database). The bid was a counter offer made earlier by J. Sainsbury's (also in this database), a cash and stock deal worth ₤1.3 billion. Steinhoff looks to build its general merchandise business. Argos is the leading digital retailer in the United Kingdom, selling more than 33,000 products via mobile channel, stores (some 800), by phone, and uniquely by Argos TV. Both bidders have until March 18 to decide on the purchase.

Procurement Contacts: N/A

SUPER STORES INDUSTRIES

2800 W. March Lane, Suite 201, Stockton, CA 95219 USA

Tel: (209) 473-1800

Fax: N/A

www.ssica.com

Total 2011 Sales: $3 billion+

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Privately held SSI is a leading grocery distributor, maintaining the Lathrop, CA 750,000-square-foot grocery distribution facility and a 150,000-square-foot frozen foods/ice cream warehouse, stocking more than 8,600 food and nonfood items and more than 1,500 frozen food items. SSI supplies both branded and private label products to its partner owners, two independent supermarket chains, Raley’s, West Sacramento, CA, and Save Mart Supermarkets, Modesto, CA, who both own SSI as well as Mid Valley Dairy (Sunnyside Farm and Bayview Farm). This unique partnership between two families has begun to expand into newer areas of procurement, sales and technology, including export sales. Its customer base covers a network of 370+ stores, totaling nearly $8 billion in sales, including the $ 3.2 billion+ (E) Raley’s Supermarkets and the $4.5 billion+ (E) Save Mart Supermarkets--both also listed in this database.

EB Identities: Sunny Select (850+ first-tier groceries and frozen foods), Sunnyside Farms (200+ eggs, milk, cheeses, yogurts, and ice cream products), and Bayview Farms (second-tier basic everyday products, NuPet (50+ canned and dry pet foods)

EB skus: 1,500+

Profile: SSI traces its history to the WestPac/SSI startup in late 1989, which resulted in the introduction of the Sunny Select private label, while stocking more than 8,500 grocery items and more than 1,500 frozen food items, under different brand names. The company also manages a private label program in those two areas, under its Sunny Select private label, covering more than 720 grocery items and 120+ frozen food items (including Family/Valu Packs). Additionally, this wholesaler handles its own Sunnyside Farms label, covering more than 180 dairy items, including ice cream, yogurt, cheese, butter, and other dairy-related products. The Sunny Select wholesale sales now top $ 75 million ($ 100 million in retail sales). SSI’s marketing department covers such disciplines as new item development, package design, product management, quality assurance, setting product specs, audits, plant visits/inspections, etc.

Procurement Contacts: Mark Nelson, Export Manager, Marketing/Merchandising Division; Jim Dimataris, Director, Marketing

CIV SUPERUNIE B.A

Industrieweg 22B, PO Box 80, 4153 ZH, Beesd, THE NETHERLANDS

Tel: +31 345o-686-666

Fax: +31 345-686-600

www.superunie.nl

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Superunie, which started in 1956, is a Dutch cooperative wholesaler, representing some 16 independent supermarket retailers in The Netherlands. Together, they operate more than 1,800 stores and command a 30% market share in this country. Some of the members include: Coop (200+ stores), Spar (300 affiliated stores), and Silgro Food Group (130 stores). Superunie is a member of EMD AG (European Marketing Distribution), a European purchasing and marketing organization (also in this database).

EB Identities: There are multiple brands sold by its members, such as First Choice, Markant, Tsjakka!, Melkan (dairy), Perfekt, Bonbébé (baby food), Top Vit (functional food), Archer (beer), Bumblies (baby care), Derlon, Daily Chef (ready-to-eat meals), Excellent 1 Bat, Plus, Spar, etc.

EB skus: 3,800+

Profile: In February 2013, Superunie introduced an entry-level private label line under the OK € brand.

Procurement Contacts: Thomas Douqué, Sr. Buyer, Private Label

SUPERVALU INC.

11840 Valley View Rd., Eden Prairie, MN 55344 USA

Tel: (952) 828-4000

Fax: (952) 294-7495

www.supervalu.com

Total Fiscal 2013 Net Sales: $17.1 Billion -1.4%; Food Distribution Sales: $8.2 Billion -0.2%; Retail Food Sales: $4.7 Billion -4.1%; Save-A-Lot Sales: $4.2 billion -0.7%

Percentage of Retail Sales in Exclusive Brands: 19% (E)

Principal Business: SUPERVALU (NYSE: SVU) traces its roots back to 1870-71 as Newell and Massey, a food wholesaler, which in 1925 organized as the successor to two wholesale grocery distributors. Over the decades and through name and ownership changes, its Super Valu identity was established in 1954. From there, the company grew and expanded into store chain ownership-eventually to become one of the country’s largest food wholesale distributors to independent retailers in the US. As a result of recent spinoffs and discontinued operations (see profile), SUPERVALU has diminished in size, now positioned primarily as a wholesale distributor to approximately 1,900 independent stores as well as its own outlets and operator of five regional grocery retail chains comprised of 191 stores under the banners: Cub Foods, Farm Fresh, Shoppers, Shop 'n Save, and Hornbacher's, as well as the Save-A-Lot hard discount chain of 1,331 stores (950 licensed and 381 owned). As a primary supplier, operating through 18 distribution centers, SUPERVALU covers 43 states and as a secondary grocery supplier the company serves some 400+ independent retail customers. The company also is an owning distributor of IGA (also in this database).

EB Identities: Supervalu organizes its own brands under three tiers: Premium, first tier, and value brands. They include Culinary Circle (premium, restaurant-inspired entrees, dishes and soups), Wild Harvest (premium organic and natural foods), Stockman & Dakota (hand-cared premium USDA Choice Angus beef), and Java Delight (premium coffee). Its first tier brands include: Flavorite, Richfood, equaline, plus its franchised or licensed trademarks: Cub Foods, Save-A-Lot, Sentry, Festive Foods, Jubilee, Foodland, New Market, Shop ‘n Save, County Market, Supervalu. Finally, its first tier range under the Essential Everyday brand covers more than 100 product categories.

EB skus: 20,000+ (E)

Profile: This company's performance since 2009 has steadily declined from a total sales volume of $44.6 billion to 2012's $36.1 billion results; while its bottom line profits have been weak or negative. Fiscal 2013’s net income dipped to a loss of $1.5 billion from 2012’s loss of $1.3 billion. The writing on its ledger sheets called for change, which came in January 2013, when SUPERVALU agreed to the $3.3 billion sale of five of its regional chains--Albertsons, Acme, Jewel-Osco, Shaw’s and Star Market stores plus related Osco and Sav-on in-store pharmacies to an investors group, AB Acquisition LLC, affiliated with a private equity Cerberus Capital Management L.P.-led consortium. (In 2006, Cerberus acquired some 650 Albertsons stores from SUPERVALU and continued to pay a license fee for use of that trademark.) This takeover of 877 stores in the new deal reunited the Albertsons stores. Albertson LLC (also in this database), based in Boise, ID, currently operates 192 stores in Texas, Florida, Louisiana, New Mexico, Arkansas, Arizona and Colorado. This deal also calls for SUPERVALU to provide services to AB

Acquisitions for 2.5 years. The deal was consummated in March 2013. During fiscal 2013, the Save-A-Lot chain added 69 stores, but closed 70 other outlets.

Procurement Contacts: Sam Mayberry, VP, Private Brands; Bob Olson, Director Sourcing Our Own Brands; Ryan Briggs, Director Product Development, Private Brands; Keith Winters, Sourcing Manager, Our Own Brands; Sanford Bemel, Brand Manager Our Own Brands; Jon Hussey, International Div., Import Food Manager (tel: 253-593-3198 in Tacoma, WA); David McDaniel, Save-A-Lot Ltd., VP, Grocery Procurement (tel: 314-592-9100 in Earth City, MO)

SYSCO CORP.

1390 Enclave Parkway, Houston, TX 77077-2099 USA

Tel: (281) 584-1390

Fax: (281) 584-2524

www.sysco.com

Total Fiscal 2013 Sales: $44.4 Billion +4.8%; Broadline Sales: $36.1 Billion +4.9%; US Sales: $39.9 billion +6.1%

Percentage of Broad Line Sales in Exclusive Brands: 45.5%

Principal Business: Established in 19969, Sysco (NYSE: SYY) today is the largest North American distributor of food and related products primarily to the foodservice or food-preparedaway-from-home industry. Net earnings were off by 11.1% to $992.4 million for the year. Its base of some 425,000 customers covers restaurants, healthcare and educational facilities, lodging establishments, and other foodservice customers. They are served from 193 Sysco distribution centers, of which 42 are outside the US: the Bahamas, Canada, Ireland, and Northern Ireland. Sysco’s core broadline distribution business covers a full line of food products plus nonfood items sold to traditional and chain restaurant customers. sjome 61% of its sales derive from the restaurant trade. The company also operates SYGMA as a division serving certain chain restaurant customers. The company additionally operates Fresh Point produce, meat-cutting operations and other services. Sysco’s portfolio covers more than 400,000 products systemwide, including a full line of products (frozen foods, canned and dry goods, fresh meats, imported specialties, and fresh products; as well as nonfood items, such as paper products, tableware, restaurant and kitchen equipment and supplies; medical and surgical supplies; and cleaning supplies). The company’s customers include restaurants, hotels, motels, schools, colleges, cruise

ships, summer camps, sports stadiums, theme parks, and other foodservice units. Sysco oversees some 48,1000 associates.

EB Identities: There are four-quality tiers for Sysco brands--Supreme, Imperial, Classic, and Reliance. Some 50% of the distributor's private brands appear under the SYSCO name and include: SYSCO (Supreme-Gold, Imperial-Blue, Classic-Red) 1st quality; Reliance Green 2d quality; Value Line Brown 3d quality, plus numerous specialty or segment brands—Arrezzio (domestic and imported Italian foods), Pasta laBella (lemon pepper, chili pepper or tomato basil), Casa Solano (Mexican foods), Jade Mountain (Asian foods), Block & Barrrel (deli program), House Recipe (premium quality tabletop condiments, signature teas, and gourmet cocoas), SYSCO Brandables (a complete menu concept package incorporating segment brand products, signage, menus, uniforms, how-to manuals, etc.), SYSCO Earth Plus (disposable napkins and towels), Hidden Cove (fresh seafood), Serene (paper and disposable cups, plates, bags, boxes), etc.

EB skus: 40,000

Profile: A modest sales gain of 4.8% came mostly from product cost inflation and higher prices. The company's net earnings dipped by 11.1% to $992.4 million. Sysco continues its growth through acquistions: some 14 deals in this fiscal period, adding about $1 billion in new business. The foodservice industry continues to recover slowly from the recession that started in 2008. UPDATE: In what is described as the largest transaction of its kind in the food wholesale distribution industry since the 2006 sale of Albertsons LLC to different buyers for $16 billion, Sysco announced its intention to buy US Food, Rosemont, IL (also in this database) for $8.2 billion, which includes $4.7 billion in debt carried by US Food plus $500 million in cash. In addition, the owners of US Food also will pick up $3 billion worth of Sysco's common stock, giving them 13% ownership in Sysco's equity. The deal, which is subject to antitrust regulation review, would push Sysco's market share in the US foodservice sector from its present 18% up to 25% share. The deal was thwarted in June 2015, ruled by a judge as being anti-competitive. It would have given the merged companies 75% control of the U.S. foodservice industry. In February 2016, Sysco turned its sights to Europe, agreeing to acquire Brakes Group, a leading European foodservice distributor, owned by Bain Capital Preivate Equity. The deal is valued at $3.1 billion, which includes repayment of some $2.3 billion of Brakes Group's financial debt. London-based Brakes reported fiscal 2015 revenues of nearly $5 billion (₤ 3.3 billion) up 6.5% from the previous comparable year. Brakes, which will stand alone within Sysco, supplies fresh, refrigerated and frozen products and non-food products and supplies to more than 50,000 foodservice customers. Its portfolio covers more than 4,000 own-brand products. Its customers include: pubs, restaurants and hotels, schools, hospitals and contract caterers.

Procurement Contacts: Scott Yelle, VP of Merchandising & Marketing

SYSTEME-U CENTRALE NATIONALE S.A.

LP - 44 478 Carquefou, Cedex Centrale Nationale S.A FRANCE

Tel: +33 1-53-63-35-55

Fax: N/A

www.systeme-u.fr

Total Fiscal 2012 Group Sales (including fuel): $29.3 Billion (€ 21.1 Billion) +8.8%; Group Sales (excluding fuel): $22.4 Billion+ (€ 16.1 Billion+) +5.6%

Percentage Sales in Exclusive Brands: N/A

Principal Business: Established in 1920, this privately owned retailer cooperative today is divided into four independent regional branches, which together draw from a centralized purchasing service. The co-op services some 800+ independent retailers who operate “big small town stores” in country and urban regions of France and other areas. In total, they operate 1,423 stores under five banners, which include: Hyper U hypermarkets (average 4,500 square meters), Super U supermarkets (average 2,000 square meters), Marché U neighborhood (average 900 square meters), U Express convenience stores, and Useful.

EB Identities: U, (Ecological, Freshness, Bio, Les Saveurs), U énergie, By U (hygiene & beauty), U Freshness, Bien Vu! (Economic foods and nonfoods), U Looney Tunes Active

EB skus: 8,000+

Profile: This company, which now enjoys a 9% market share in France, looks to expand its store count to 2,000, while increasing its market share to about 12%. The firm operates through its supermarkets and hypermarkets located in France, as well as Guyana, Guadeloupe, Martinique, Reunion, Mauritius, New Caledonia, Mayotte and Tahiti. This retailer lately has developed some regional product ranges: Ude Poitou-Charentes, U d’Alsace, Udu Sud-Ouest, and U de Savoie. UPDATE: For 2013, System U reported its group sales up by 3.5% to € 18.5 billion; while its total network sales reached € 23.7 billion. The company serves some 844 Hyper U and Super U independent ret ailers and another 715 Marche U, U Express, and Utiley outlets. In May 2014, the company agreed to leave the buying group AMS (also in this database) and effective January 2015 join the buying alliance CORE, Brussels. The latter strategic alliance was formed recently when Leclerc of France, because of "irreconcible differences," decided to leave the group, then known as Coopernic. That left four members, Colruyt of Belgium, Conad of Italy, Coop Suisse of Switzerland, and Rewe of Germany, who formed CORE. This alliance in 2013 realized total turnover of €106 billion from 13,000 stores in 18 countries

Procurement Contacts: Guillaume Darasse, Director of Commercial Deals

TAKASHIMAYA CO., LTD.

1-5, Namba 5-chome, Chuo-ku, Osaka 542-8510 JAPAN

Tel: (81) 6- 6631-1101

Fax: (81) 6- 6631-9850

www.takashimaya.co.jp

Total Fiscal 2011 Consolidated Group Sales: $9.9 Billion (¥ 869.5 Billion) -0.9%; Total Department Store Sales: $8.9 Billion (¥ 777.5 Billion) -1.2%

Percentage of Sales in Exclusive Brands: 10% (E)

Principal Business: Takashimaya operates in six areas: department stores, contract & design, real estate, finance/leasing, auto parts/products, plus other businesses. The group works with 38 domestic affiliates plus 17 more overseas. Some 80% of its revenues derive from its 20 Takashimaya high-end department stores, all operated in Japan, plus two other stores in Singapore and Taiwan. Its real estate sales (¥ 29.4 billion) help bolster this company. EB Identities: Voice File (original fashions) T-OWN, raffiner h (menswear), Rosenese women’s apparel, etc.

EB skus: N/A Profile: Takashimaya is one of the world’s oldest retailers, celebrating its 180th anniversary in fiscal 2011. The business began as a kimono shop in Kyoto, but didn’t develop into a department store retailer until the 1930’s onward. Its recent financial profile, however, has been dismal in terms of store sales and operating revenues, dipping from ¥ 2,042.7 billion in 2008 downward to ¥ 869.5 in 2011. But its operating net income in that period has recovered after decreasing from ¥ 18.7 billion in 2008 to ¥ 7.7 billion in 2010: The current fiscal results show a 34.1% increase to ¥ 13.9 billion. While the Japanese economy has been weak, Takashimaya has taken steps to remodel its stores and focus more on regional consumer interest plus local preferences. New private brands have been introduced recently. Also, its food sales as a percent of total sales have increased from 25.2% to 29% in the current year. More food and specialty fashions have been introduced into its stores. Looking outside Japan, the retailer has begun concentrating on developing department stores and shopping centers in China and Singapore. Plans call for opening its first store in China in August 2012.

Procurement Contacts: N/A

TALBOTS, INC., THE

One Talbots Drive, Hingham, MA 02043-1586 USA

Tel: (781) 749-7600; (800) 825-2687

Fax: (781) 741-7734

www.talbots.com

Total Fiscal 2011 Sales: $1.2 Billion -1.8%

Percentage of Sales in Exclusive Brands: 95%

Principal Business: Talbots (NYSE: TLB), founded in 1947, is a leading specialty retailer and direct marketer of women’s classical clothing, shoes, and accessories. The firm operates some 568 stores, including 551 in 46 US states and the District of Colombia, plus 17 in Canada (including 1 surplus store).

EB Identities: Talbots

EB skus: N/A Profile: In April 2010, Talbot’s owner since 1988, the Japanese holding company, Aeon Group (also in this database), sold its 54% stake in Talbots to a special purpose acquisition company, BPW Acquisition Corp. (BPW), after which merged with Talbots. BPW raised the cash for Aeon’s interest through an IPO. Talbots itself has been under pressure: its net store sales plunged by 36.5% to $ 991.4 million; while its direct marketing business gained 14% to $ 221.7 million for the year. Overall its net profits reached $ 31.4 million versus an $8.9 million loss in fiscal 2010. In 2009, Talbots introduced its upscale Talbots stores, which now number 28 outlets. The chain also operates 18 surplus outlets in the US.

Procurement Contacts: N/A

TARGET CORP.

1000 Nicolet Mall, Minneapolis, MN 55403 (P.O. Box 1392), Private Label, 16th Floor, Minneapolis, MN 55440-1392) USA

Tel: (612) 304-6073

Fax: (612) 696-0415

www.targetcorp.com

Total Fiscal 2014 Sales: $72.6 Billion +1.9%

Percentage of Sales in Exclusive Brands: 50% (E)

Principal Business: Founded in 1902, Target (NYSE: TGT) today operates under a single store banner, Target, comprised of 1,790 stores in 49 states and DC. This banner is divided into five formats: 1,292 Target with expanded food assortment, 249 SuperTarget stores, 240 Target general merchandise stores, 8 CityTarget outlets, and 1 Target Express. Also, the company, which operates 38 distribution centers (including four in food), oversees one of the world’s largest global resource organizations, Associated Merchandising Corp. (AMC), operating in some 50 countries. The merchandise mix covers: 25% of sales in household essentials, 18% in hardlines, 29% in apparel & accessories, 21% in food & pet supplies, and 17% in home furnishings.

EB Identities: Archer Farms (premium quality foods and beverages) and Market Pantry® (national brand equivalent groceries), up & up™ (health & beauty products), Simply Balanced™, Boots & Barkley® (all natural dog treats), Choxie® (gourmet chocolates), Circo®, Durabuilt®, Embark®, Gilligan & O’Malley®, itso™, Kaori®, Market Pantry®, Merona®, Play Wonder®, Room Essentials®, Smith & Hawken®, Sutton and Dodge®, Target Home, Vroom®, Wine Cube®, and Xhilaration®, Smith & Hawken (garden accessories), Sonia Kashuk (makeup line), Thomas O’Brien home collection of decorative furniture lighting), Waverly (home textiles, stationery, home decor) and Woolrich,Tru-tech (electronics), etc. Its exclusive licensed and designer brands include: C9 by Champion®, Chefmate®, Cherokee® (women’s and girl’s clothing, accessories and shoes), Eddie Bauer® (camping gear), Kitchen Essentials® by Calphalon®, Liz Lange® for Target®, Michael Graves Design™, Mossimo® (men’s and women’s apparel), Nick & Nora®, Sean Conway™, Simply Shabby Chic®, Sonia Kashuk®, and Thomas O’Brien®. Other exclusive brands: Assets® by Sarah Blakely, Ava & Viv®, C9 by Champion®, Carlton®, Chefmate®, Converse One Star®, dENiZen from Levi's®, Fieldcrest®, Genuine Kids from OshKosh®, Just One You made by Carter's®, Kid Made Modern®, Liz Lange® for Target, Mossimo Supply Company®, Nate Berkus for Target®, Nick & Nora®, Paprus®, Shaun White, Simply Shabby Chic®.

EB skus: N/A

Profile: Over the past five years, Target has been adjusting to market changes, early on expanding into food and more recently testing urban store formats, the CityTarget concept and TargetExpress outlets. Early in 2011, Target for $1.8 billion agreed to take over the leases of up to 220 Zellers discount stores, own by Hudson Bay Co. (also in this database). Unfortunately those plans subsequently turned sour, as Target began suffering losses, although its 2014 sales in Canada rose to $1.9 billion from $1.3 billion the year earlier. Target sufered a loss of $4.1 billion on that operation in 2004, which followed a $723 million loss in 2013. On Jan. 15, 2015 Target announced its exit from the Canadian market, overall suffering a pretax loss on its disconsolidated Canadian businss of $5.1 billion. Another financial setback came in March 2013, when Target

sold its consumer credit card portfolio to TD Bank Group for a $391 million gain. The company suffered another blow in the fourth quarter of 2013 from a data breach by a hacker of its payment card network and other guest information, affecting 70 million individuals. In efforts to improve its bottom line, Target announced plans to buy Chefs Catalog and Cooking.com, owner of online stores for the Food Network, Rachael Ray, and Calphalon. Chefs Catalog sells bakeware, cutlery, kitchen tools and cooking utensils directly to consumers; while Cooking.com opers online stores. Starting on June 9, 2013, Target began rolling out its newest private brand, Simply Balanced, a line of some 250 food-and-beverage products, which will replace and expand upon its Archer Farms Simply Balanced and Archer Farms Organic ranges. Target’s goals are ambitious with this product line: (1) avoid around 150 common food additive ingredients; (2) increase its organic food offering by 25% by the end of 2014—40% of its products certified organic; and (3) eliminate artificial flavors, colors and preservatives; cut out trans fats; avoid high fructose corn syrup; be “mindful” of the product sodium content; and erase all GMO products by the end of 2014. Based on “purity, simplicity…and tastiness,” Simply Balanced range, priced from $1 (water) up to $14.99 (seafood), will include products like: organic blue corn flax tortilla chips, gluten-free pastas, wild caught Alaskan salmon, muesli cereals, etc. The package design is simple and straightforward, picturing the product contents with the nutritional attributes spelled out on the front panel. UPDATE: In March 2015, Target announced it planned to reduce its headquarters workforce. Three months later, Target agreed to sell its more than 1,660 pharmacies in 47 states with about $4 billion in annual sales to CVS Health Corp. (also in this database). The $1.9 billion deal also includes Target's nearly 80 health clinics. Target gains by no longer managing a business that has not been that profitable. The pharmacies will remain in the Target stores but be re-branded under the CVS/pharmacy logo while the clinics will be renamed MinuteClinic (CVS's identity). In April 2015, Target introduced its latest fashion collaboration: Lilly Pulitzer for Target collection, an affordable line of brightly printed women’s wear, children’s wear, home goods and matching makeup.

Procurement Contacts: Rick Gomez, Sr. VP of Brands & Category Marketing; Bruce Tominello, Archer Farms Brand Manager; Mike Riehle, Target Brand Sr. Buyer; Mike Savage, Sr. Buyer Dry Grocery; Les Haughton, Vice President, Merchandise Manager; Annie Zipfel, director of Owned Brands; Bob Hickey, Private Label Sourcing; Casey Carl, Private Label Senior Buyer; James Walser, Sr. Buyer Target Brand; Tanya Carlson, Own Brand Buyer

TESCO PLC

Tesco House, Delamare Road, Cheshunt, Hertfordshire EN8 9SL, UNITED KINGDOM

Tel: +44 1992-632222

Fax: +44 1992-6495158

www.tesco.com

Total Fiscal 2013 Group Sales (before taxes): $115.1 Billion (£72.4 Billion) +1.3%; UK Sales : $68 Billion (£43.6 Billion) +1.8%; Asia Sales : $18.3 Billion (£11.5 Billion) +6%; Europe Sales : $14.8 Billion (£9.3 Billion) -5.5%;

Percentage of Tesco Group Sales in Exclusive Brands: 38% Principal Business: Tesco (LSE: TSCO.L) is the UK’s leading grocer and the second largest grocery retailer in the world. Its store count totals 6,784 outlets in 13 countries, covering the United Kingdom, six countries in Europe (Republic of Ireland, Poland, Hungary, Czech Republic, Slovakia, and Turkey), five countries in Asia (China, India, Malaysia, South Korea, and Thailand), and the United States. Tesco’s store formats worldwide include: Tesco Express neighborhood stores, Tesco Metro town/city center stores, Tesco Extra convenience stores, and Tesco Extra superstores or hypermarkets. In the UK, Tesco operates 3,146 stores, in Asia 2,131 stores, and in Europe 1,507 stores. In the US, Tesco operates 199 stores under the Fresh & Easy banner (sold in August 2013--see below). Additionally, Tesco has a franchise agreement with Tata Group in India, for development of Star Bazaar hypermarkets. Internationally, the company operates mostly hypermarkets (50% of space allocated to non-foods). Tesco additionally runs the UK’s number one Internet business for groceries, backed by store-based service; and also Tesco Bank, which it took over in October 2008. Additionally, Tesco Mobile now is supported with 194+ phone shops. .

EB Identities: Tesco, Tesco finest* (premium convenience foods), Tesco Healthy Eating, Tesco Everyday Value (value range), Tesco Ingredients, Tesco Kids, Free-From (gluten, milk or wheat), Tesco Goodness (healthy foods for children), Nature’s Choice (healthy and beauty care items), Healthyliving (healthy foods), Wholefoods (natural nutritious and healthy foods), Items (clothing), F& F (Florence + Fred clothing range), make up (cosmetics), Technika (electronics), Go Cook (kitchenware), Lighter Choices (healthy foods), Supersave, Kipa Value (Turkey) Legou Value (China), Cherokee (a licensed clothing brand). Fresh & Easy (U.S.)—fresh & easy, EatWell (lowcalorie ready meals), fresh & easy Goodness, Mother’s Jo’y (breakfast cereals), retreal (nonfoods), Big Kahuana (wine), Taurino (beer).

EB skus: 7,000+ (excluding textiles)

Profile: Only because of a not-too-stellar 2012 performance at Carrefour of France, Tesco despite it tepid results in this fiscal period still was able to edge into the number two position in the world (by our sales tally). The previous fiscal year was one of transition and change for Tesco, especially in its biggest market, the United Kingdom, where trading profit in fiscal 2013 plunged by 8.3%. It was just as bad in its other geographic regions: Asia trading profits dipped by 10.3% and in Europe by 37.8%. Tesco cites economic conditions and austerity as reasons for the slowdown in Europe; while recent South Korean Government restrictions on store operating hours have hurt its bottom line. In response, Tesco has put more emphasis on home shopping, having launched online grocery business in Thailand and Malaysia; while in Europe, its online grocery business is now active in all its Central European markets. Overall, online sales for the Group rose by 12.8% for the year. In fiscal 2012, Tesco sold 129 stores in Japan. Its divestment phase-out didn’t end there. After closing this fiscal year, Tesco in August merged some 131 Tesco stores in China into the Vanguard hypermarket chain operated by China Resources Enterprises Ltd, Hong Kong (also in this database). That happened in August, followed in September by the sale of 150 Fresh& Easy stores in the United States, sold to Yucaipa Companies LLC, investors located in Los Angeles; while another 50 Fresh & Easy stores were closed. Tesco worked hard to make these ventures work in the world’s two largest economies: the China venture started in 2004 and the US venture in 2007. Worries on its home turf, however, were more pressing, calling for a transition in its management with a new Executive Committee formed under Philip Clarke, chief officer. Tesco’s

in-the-trenches reaction: An investment of some £ 1 billion to reinvent the Tesco banner. The emphasis now is less on large stores expansion and more on its multi-channel retailing strategy (encompassing home shopping) and on smaller store formats. Also, Tesco stores in the larger store formats now make clothing more prominent. Additionally, Tesco is beefing up its store service personnel numbers, while upgrading its in-store dining. Tesco recently purchased the UK restaurant chain, Giraffe and invested in Harris + Hoots coffee shops and Euphorium bakeries. Since pioneering online grocery shopping service in 1997, Tesco has emerged as the world’s largest and most profitable online grocer retailer, realizing sales now at more than £ 3 billion per year (up 46.5% for the year). Tesco now has grocery home shopping in eight international markets. Tesco’s ‘Click & Collect’ option strategy for customers has picked up steam as well: Consumers order online and pick up their purchases in the store parking areas. There are some 150 of these units in the UK now offering this service. Since own brand is a critical factor to Tesco’s success (its UK stores stocking up to 50% of sales in own brand), the retailer has already embarked on a two-year program to refresh more than 8,000 Tesco brand products in terms of their quality plus brighter packaging. In fiscal 2012, Tesco Value brand was re-launched as Everyday Value with improved product quality. Tesco additionally launched premium line of Venture Brands in the UK and its European markets, different product categories carrying exclusive brand identities without any reference to the Tesco name: Chokablok chocolate and ice cream, Carousel children’s toys, Parioli Italian foods, Lathams and Nutricat pet food brands etc. Also, Tesco debuted a Goodness brand for healthy and nutritious foods into the UK market. Early in 2013, Tesco re-launched its Baby and Toddler Club brand as Tesco Loves Baby club, focused on products for children up to three years of age. Tesco’s success with the F&F clothing own brand in the UK (£ 1 billion +9% over the previous year) has pushed forward plans to expand F&F’s international market, now in 12 countries. There are F&F stand-alone stores in Poland and the Czech Republic as well. Tesco plans to build F&F franchise stores, the first opened in May 2012 in Saudi Arabia. Plans call for 50 more franchise stores within five years, targeting the Middle East: Armenia, Kazakhstan, Georgia, and Azerbaijan. UPDATE: In October 2013, Tesco announced the re-launch of its finest* up-market flagship brand, which calls for introducing 500 new products, eliminating 200 product, which affects (new or reformulated) three-quarters of the 1,500 product line. Major TV advertising and a multi-media campaign will back the rollout effort. Tesco says the costs supporting this line amount to “tens of millions” of pounds. Yearly sales for the Tesco finest* range are estimated at close to £1.5 billion. According to some reports, Tesco’s successful re-branding of the Tesco Value brand to the Everyday Value line now draws about half that sales volume per year. Tesco reported having invested in improving 3,500 core Tesco own label lines, emphasizing fresh foods. In January 2014, Tesco replaced its Tesco Light choices and Tesco Eat Live Enjoy ranges with a new wellness own brand, Tesco Healthy Living (including two sub-ranges, Big On Taste with lower calories and Beautifully Balanced featuring less salt/sugar/fat content). The 230-product range, across multiple product categories (dry groceries, refrigerated foods, desserts, etc.) includes mostly new and reformulated products from the other two ranges. Colorful package designs project the product quality.

Procurement Contacts: John Gildersleeve, Commercial and Trading Director; Andrew Batty (meat & poultry), Steve Ager (bakery, beer/wine/spirits, frozen foods, convenience foods, snacks, sweets, soft drinks), Simon Uwins (non-foods), Sandra Turner (groceries, teas, coffee) all commercial directors; Oleg Pisklov, Senior Buying Manager Procurement Contacts: Guillaume Darasse, Director of Commercial Deals

TODAY’S WHOLESALE SERVICES LTD. (Formerly called Nisa-Today’s Holdings Limited)

3 Caroline Court, Wisconsin Drive, Doncaster, South Yorkshire DN4 5RA UNITED KINGDOM

Tel: +44 844-247-0700

Fax: N/A

www.todays.co.uk

Total Fiscal 2013 Sales: $8.7 billion (£ 5.5 Billion)

Percentage of Sales in Exclusive Brands: N/A Principal Business: In January 2012, the wholesale business of Nisa-Today’s Holdings Limited divested itself from the organization, forming Today’s Wholesale Services Ltd., while still calling itself the UK’s largest independent buying group. The retail portion continued under the Nisa Retail Limited identity (now listed separately in this database). Today’s Wholesale Services operates with nearly 200 wholesale depots and 1,600 independent retailers under its Retail Club stores. Its symbol group, under the Today’s fascia, continues with 360 Today’s or Day today fascia stores. EB Identities: Today’s Select (exceptional quality foods and drinks) and ESSENTIALS (household products positioned as price fighters), Bluestone Spring, and Kitchen King Brand (foodservice).

EB skus: 100+ Profile: Unhappy under the Nisa-Today’s organization, citing difficulties over focusing more intently focus on its channels of business (because of retailer directors managing the business), Today’s, on the 25th anniversary of its partnership with Nisa, separated from the organization. It then proceeded to create within six months (from concept to distribution) its own brand offering, under the Select and ESSENTIALS brands, starting with some 20 economy and 20 mainstream products and building up to more than 100 items. Today’s reported its symbol stores grew by 12% and its Retail Club stores by 14% during this fiscal period. Its expectations are that by the close of 2014, there will be some 500 Today’s stores and 2,000 Retail Club stores. The company has emphasized price, introducing more £ 1 zones, bulk packs, and broadening its selection of goods and services. Also, there will be more emphasis placed on technology support for the group: wholesalers offering internet-based ordering for their delivered customers, click-and-collect for its cash and carry business, in-depot Wi-Fi backup, and continued implementation of EPOS into the retail stores and SMS texting and daily e-messaging.

Procurement Contacts: Bill Laird, Managing Director

TJX COMPANIES, INC., THE

770 Cochituate Road, Framingham, MA 01701-4672 USA

Tel: (508) 390-1000

(508) 390-2828

www.tjx.com

Total Fiscal 2012 Sales: $23.2 Billion + 6%

Percentage of Sales in Exclusive Brands: 5% (E) Principal Business: TJX (NYSE: TJX) is the world’s largest off-price apparel and home fashion retailer, operating 2,905 stores, of which 2,241 are in the US (49 states plus the District of Columbia), 308 in Canada, and 356 are in four European countries: United Kingdom, Ireland, Germany and Poland. Some 76% of its sales originate in the US, 12% in Canada, and 11% in Europe. About 60% of sales are in clothing, 27% in home fashions, and 13% in jewelry and accessories. TJX divides its business into four divisions: the Marmaxx Group (983 TJ. Maxx stores and 884 Marshalls stores) and the HomeGoods chain (374 home fashion stores), both in the US; TJX Canada (216 Winners stores, 86 HomeSense stores, and six Marshalls); and TJX Europe (332 T.K. Maxx stores and 24 HomeSense stores). The T.J. Max outlets sell family apparel, accessories, and an expanded selection of fine jewelry and accessories, home fashions, women’s shoes, and lingerie, plus feature The Runway designer section. Marshalls offers a similar merchandise mix but with a full line of home furnishings (basics, furniture, lamps, rugs, etc.), and a broad men’s apparel selection, plus its juniors department, called The Cube. The HomeGods stores carry basic home furnishings, giftware, lamps, rugs, decor items, etc. The Canadian Winners stores are similar to the Marmaxx stores. The European off-price stores also adopt the US store strategy. The company, which traces its roots to 1956, starting as the Zayre discount store, adopted its TJX identity in 1976. Its store formats feature no walls inside, allowing for more flexibility in merchandising displays. The company operates 12 buying offices in nine countries, dealing with some 15,000 vendors, who supply brand name and designer goods, often from their overruns, surplus stock, or canceled orders. TJX in turn sells these products at discounts from 20 to 60% below what they would retail in department or specialty stores. The company also sells a small percentage of goods under its private labels, produced by third parties.

EB Identities: N/A

EB skus: N/A

Profile: In March 2011, TJX introduced its Marshalls store concept in Canada, ending the year with six stores. Its profit-draining chain, A.J. Wright since December 2010 has been consolidated, some 90 stores converted over to T.J. Maxx, Marshalls or HomeGoods stores, the remaining 72 outlets closed. The recent, weak global economy has helped bolster TJX’s sales, while income from its continuing operations climbed by 11.2% to $ 1.5 billion for the year. In total, 188 stores were added during this fiscal period.

Procurement Contacts: Procurement Contacts: N/A

TOPCO ASSOCIATES LLC

150 Northwest point Blvd., Elk Grove Village, IL 60007 USA

Tel: (847) 676-3030

Fax: (847) 673-6352

www.topco.com

Total 2015 Sales: $14 Billion

Percentage of Sales in Exclusive Brands: 50% (E)

Principal Business: Topco, a privately held, member-owned cooperative, provides procurement, quality assurance, packaging and other services exclusively for its members, which include independent supermarket retailers, wholesalers, and foodservice companies, and who in total represent more than $ 150 billion in retail sales. Total membership (including associates) now includes 50 food industry members, representing more than 8,400 stores, which carry the Topco brands. Overall, Topco handles some 65,000+ products and deals with 1,700 supplier facilities. Topco serves as a vehicle to leverage its members’ collective volume to drive down product costs and to obtain economies of scale in support areas, enabling its members to effectively compete against national companies. Its “corporate brands” cover Topco’s arsenal of 30+ brands (including members' managed brands), spread over more than 10,000 skus and ranging through four defined quality tiers (premium, natural & organic, national brand equivalend, and value), including: grocery, frozen foods, regional dairy/bakery items, health and beauty care, general merchandise and pharmacy. Its perishable products cover branded meats, fresh meats, produce and floral items. Additionally, the co-op provides its members with equipment, supplies and business services, mostly national brand items. Bilingual labels also are provided. Topco also manages its memberowned store brands, now at more than 20 brands, helping to develop their own store brands. The Topco members (most listed separately in this database) include: Associated Grocers, Bashas’, BiLo, Giant Eagle, Goldbon (foodservice), Harris Teeter, Hy-Vee, Meijer, Piggly Wiggly, Raley’s, Save Mart, Schnucks, SpartanNash, Stater, Tops, UniPro Foodservice, United Supermarkets, etc.

EB Identities: Topco manages some 20+ of its own private brands. It iconic brand, Food Club, now covers more than 4,000 products across many different product categories. Other key brands: Shurfine, tippy toes (baby items), Paws Premium (dog and cat food and cat litter plus toys and accessories), Domestix (household cleaners and laundry products, plastic bags/wraps, paper owels, etc.), {@ease} (meals, snacks, side dishes), sweet p's (bake shop items, desserts), Buckle Farms (refrigerated meats, deli, chicken wings, whole turkey), Harvest Club (fresh fruits and vegetables), Over the Top (decorating and bakery supplies), Cape Corele Seafood Market, Pape Enzo's (pizza). Under Basic items, Topco offers Valu Time (groceries), Chuck Wagon (pet food),

and Clear Value (foods and non-foods). In the Premium category, there are: Wide Awake Coffee Co. (ground, whole bean and single-serve cups), Cow Belle Creamery (ice cream and novelties), .

Nostimo Greek Yogurt, b lḕve (beauty, hair and skin care), World Classics Trading Company (cuisine foods, beverages, breakfast and bakery, deli, etc.). Other brands that have been part of the Topco own brand program: Top Care (health and beauty), Full Circle (natural and organic product), GreeMark (environmental line), Sensibles (low-fat foods), Shurfresh (perishable foods), PHARM (OTC drugs), etc.

EB skus: 33,000 (approximate)

Profile: Topco began as a small cooperative in 1944, supplying its independent food retailer members with dairy products and paper goods, which were in short supply during WWII. The coop merged with Top Frost Foods in the early 1950s. On October 29, 2001,Topco Associates, Inc. joined with Shurfine International, Inc., Northlake, IL, to announce that the latter firm would be merged into Topco, forming a new company, Topco Associates LLC. Effective in November of that year, all operations were to be conducted through Topco, while the existing companies, Topco Associates Inc. and Shurfine International, Inc. became holding companies, initially with 85.7% and 14.3% ownership interests, respectively. The co-op initially relied on the Food Club private label to carry its business. Over the years, through expansion, Topco developed alternative labels at different quality levels to prevent marketing conflicts and maintain brand exclusivity for its customers. Its Kingston label served as an alternative to the Food Club label. In secondary quality, the Mega label was developed to complement the ValuTime label. In the late 1980s, health-andbeauty-care products were added, making Topco “the largest source of store brand and private label health and beauty care products in the US,” supplying more than 7,000 items to its membership. Shurfine International began as a cooperative in 1948, serving primarily food distributors, who were cooperatives. In the mid-1980s voluntary wholesalers were added and more recently supermarket chains, foodservice distributors and other customers. In 2010, Topco reported that Amber Pharmacy, Omaha, NB, and The Grocers Supply Co., Inc., Houston, TX, joined , In 2012, Topco added two new members; Associated Food Stores, Salt Lake City, UT; ; while Houston-based McLane Global began participating in Topco’s Frozen, Dairy/Bakery, HBC/GM and Not-for-Resale programs. McLane, which is an international trading group and global sourcing and logistics company, plans to develop its Lady Liberty food brand as well as its not-for-resale products and services through Topco. Over this decade, Topco has expanded its own brand offering: In 2001, its Full Circle range of natural and organic products. Followed in 2002, with Dining In ready meals range, covering frozen entrees/pizzas, refrigerated meats/pasta and sauce dinners/barbecue items, etc. Topco more recently has been busy with other innovative extensions, such as adding Paw’s Professional and Paw’s Premium pet foods to its Pet Club range. Its old World Classic brand has been recast as World Classics Trading Company, featuring products from around the world; and Power One (ultra laundry detergent). A selection of so-called X-brands: Academix (school and office supplies), Easyclix (disposable cameras, film, photo paper), Domestix (cleaning and household nonfood items), and Electrix (batteries, light bulbs, and electrical supplies). UPDATE: Late in May 2013, Topco appointed Paul Matthews executive VP and chief supply chain officer, heading up corporate brands, perishable products, logistics, supply chain management, and quality assurance. One year later (May 2014) Topco hired Linda Severin, formerly of Kroger as VP of corporate brands, appointed VP of marketing at Topco.

Procurement Contacts: Procurement Contacts: Frank Muschetto, Executive VP & Chief Procurement Officer (Corporate Brands & Perishables); Jeff Posner, Executive Vice-President & Chief Procurement Officer; Dennis Dangerfield, VP Groceryl alue-Added Purchasing; Maryruth Wilson, VP Brand & Product Innovation; Christine Heffernan, Food Club Brand Manager; Christine Hefferman, Brand Manager of Topco brands (its largest brand)--a new post.

TOPS FRIENDLY MARKETS

6363 Main St., Williamsville, NY 2030 USA

Tel: (716) 635-5000

Fax: (716) 635-0898

www.topsmarkets.com

Total Fiscal 2012 Sales: $2.6 Billion + (E)

Percentage of Total Sales in Exclusive Brands: N/A

Principal Business: Tops Markets operates 159 full-service supermarkets, five of them franchised. Its owned stores appear under the Tops and Orchard Fresh banners.

EB Identities: Tops Markets operates 159 full-service supermarkets, five of them franchised. Its owned stores appear under the Tops and Orchard Fresh banners. Its reach extends to three states: New York, Pennsylvania, and Vermont. Exclusive Brand Identities: Besides the Tops flagshlip brand across major product categories, Tops Markets as a member of Topco (also in this database), stocks its brands, including Full Circle (natural and organic foods), Valu Time (entry level price brand), Top Care (health and beauty care), Paws Pet Care, b-leve (specialty hair/skin/body care)

EB skus: N/A

Profile: In 2012, Tops Markets celebrated its 50th anniversary. Change is an understatement for this retailer. Five years earlier, Tops was sold by Ahold USA (also in this database). At that time, Morgan Stanley Private Equity purchased the retailer for $310 million. Tops then represented 71 stores. Since then, Tops has grown mostly through acquisitions, buying out the bankrupt 79-store chain operated by Penn Traffic, Syracuse, NY. In 2012, Tops took control of 21 Grand Union stores and since then picked up at least seven more supermarkets, under the Big M banner. Tops moved to convert all these stores over to its Tops banner. Also, the company launched a new concept, Orchard Fresh, an upscale natural and organic retail store. UPDATE: In November 2013, Morgan Stanley Capital sold its 66% interest in Tops to its top management, led by president and CEO Frank Curci and five other executives. They also purchased the remaining stock held by other investors. Terms of the deal, expected to close at year-end, were not disclosed. Reports indicate that Tops sales for the 28 weeks ending in July 2013 were up by 6%, while the company suffered a $9.5 million loss versus 2012’s comparable period where profits hilt $10 million.

Procurement Contacts: N/A

TOYS “R” US, INC.

One Geoffrey Way, Wayne, NJ 07470-2030 USA

Tel: (973) 617-3500

Fax: N/A

www.toysrusinc.com

Total Fiscal 2013 Sales: $13.5 Billion -2.6%

Percentage of Total Sales in Exclusive Brands: N/A Principal Business: Toys “R” Us is the number one specialty retailer of toys, baby products and children’s apparel, operating 873 Toys “R” Us and Babies “R” Us stores in the U.S., Puerto Rico, and internationally (660 outside the U.S.). In addition, there are more than 160 licensed stores, which altogether cover 35 countries and jurisdictions. The company also operates the FAO Schwarz toy store in New York City. Three investors own equal shares in the company: Bain Capital Partners LLC, Kohlberg, Krais Roberts & Co, and Vornado Realty Trust. The Toys “R” Us stores stock toys, games, sporting goods, electronics, software, baby products, children’s apparel and Juvenile furniture. Babies “R” Us stocks products for newborns and infants, including cribs and furniture, strollers, formula, diapers, bedding, clothing, toys, etc. ToysRUS.com is an online specialty store for toys, video games and baby merchandise. The company operates other online domains as well. EB Identities: Toys ‘R’ Us (toys), Babies ‘R’ Us (infant formula, snacks, diapers, wipes, laundry detergent, purified water), Avigo (bicycles), Bruin (toys for infants and pre-schoolers), Edu Science, FAO Schwarz (toys, gifts and collectibles), Imaginarium (specialty and learning toys), Koala Baby, Fasst Lane (toy cars, trucks and remote control vehicles), You & Me (soft baby dolls), JourneyGirl (dolls to dress), Magforce (vehicles and play sets), F Just Like Home, The Amy Coe Collection, Wendy Bellissimo line, Koala baby and Especially for Baby/Especially for Kids/Especially for Moms, etc.

EB skus: 350+ Profile: Established in 1948, Toys ‘R’ Us now also has exclusive rights to operate the FAO Schwarz toy store in New York City—one of the world’s most famous toy retailers. In 2011, the company took over its licensee operations in Southeast Asia and China, representing 90 stores. In 2012, the company began acquiring stores in that region. In June 2010, Toys “R” Us began

opening a total of 600+ Express locations nationwide. These smaller stores with a limited product selection are often located in malls. This retailer continues to expand its exclusive brand product portfolio. The company now operates sourcing office in Shenzhen, China, looking to develop its own brand merchandise in apparel, sporting goods, furniture, and toys. In 2011, the company acquired a majority interest in a joint venture with li & Fung Retailing for bvusiness in Southeast Asia and greater China. It followeid up with a dedicate online store in China: www.toyrrus.com.cn. In 2012, this retailer opened 55 new stand-alone stores, while converting 37 of its toy stores to an integrated toy and baby format, plus adding 10 of these new format stores to that chain of 376 outlets. Additionally. there are some 100 augumented Babies ‘R’ Us Express and Juvenile stores. The company saw its 2012 net earnings sink 74% to $38 million, due to weaker comparable store sales versus 2011. While its juvenile product sales advanced by 2.6% and its learning products increased by 1.4%, there was a general weakness in its entertainment merchandise, such as electronics and video games (including softwear). During 2012, FAO Schwarz celebrated its 150th anniversary. UPDATE: In late March 2013, Toys ‘R’ Us canceled its plans for an IPO, because of “unfavorable market conditions.” Several key executives, including its CEO, reportedly have left the company.

Procurement Contacts: Procurement Contacts: N/A

TRACTOR SUPPLY CO.

200 Powell Place, Brentwood, TN 37027 USA

Tel: (615) 440-4000

Fax: N/A

www.tractorsupply.com

Total 2011 Net Sales: $4.2 Billion +16.7%

Percentage of Total Sales in Exclusive Brands: 24% Principal Business: This niche specialty retailer is the country’s largest farm and ranch retail chain, catering to recreational farmers and ranchers as well as tradesmen in that business. It operates 1,085 stores in 45 states, its three biggest markets: Texas (129 stores), Ohio (71 stores), and Michigan and New York (each with 65 stores). Some 40% of its merchandise is in livestock and pet, 23% in hardware, tools, and truck, 21% seasonal, gifts and toy products, 10% in clothing and footwear, and 6% in agriculture.

EB Identities: There are some 17 brands this retailer owns, including Producers Pride and Dumor, both livestock feed; Retriever, Paws ‘n Claws, and 4health, all in pet foods; CountyLine

(livestock, farm, and ranch equipment); C. E. Schimdt (apparel and footwear); Bit, Bridle, Mountain (all apparel); Groundwood (lawn and garden supplies); and Royal Wing (bird feeding supplies)

N/A

Profile: In 1938, Charles E. Schmidt Sr. of Chicago, established a mail order tractor parts business and the following year opened a store in Minot, ND. Part-time and full-time farmers and ranchers, including homeowners, have made this niche retailer a success story. Over the past five years, it has enjoyed a compounded annual growth rate of 12.3%. Its 2011, net income jumped by 32.6% to $222.7 million. Some 85 new stores were opened during the year. The company operates seven distribution centers, having completed a new 834,000 square foot facility in Kentucky in 2011. Tractor Supply puts great stock in its own exclusive brands, which rose by 150 basis points from the fourth quarter of 2010. Early in 2012, the retailer introduced EquiStages, a value-priced store brand for equine feed. UPDATE: For 2012, Tractor Supply pushed its net sales up by 10.2% to $4.7 billion, while net income advanced by 22.4% to $276.5 million. Some 93 new stores opened, two were closed. The company sees its sales passing the $5 billion level in 2013 with plans to open some 110 new stores (adding to its 2012 count of 1,176 store).

Procurement Contacts: N/A

TRADER JOE’S

800 Shamrock Ave., Monrovia, CA 90040-3270 USA

Tel: (626) 441-1177

Fax: N/A

www.traderjoes.com

Total Fiscal 2014 Sales: $9.4 Billion

Percentage of Total Sales in Exclusive Brands: 80%

Principal Business: Started in 1958 as the Pronto Markets convenience store, founder Joe Coulombe in 1966 opened his first Trader Joe’s outlet in Pasadena, CA. The concept of a quirky, upscale, specialty grocery store featuring gourmet, organic, and vegetarian foods proved successful. Today, there are some 415+ Trader Joe’s stores in more than 25 states plus DC, Its stores average about 10,000 square feet. EB Identities: Trader Joe’s, Trader Jose (Mexican food), Trader Ming’s (Asian food), Trader Giotto’s (Italian food), Trader Darwin’s (vitamins), Baker Josef, Charles Shaw (wines), etc.

EB skus: 2,000+ Profile: Privately-held Trader Joe’s, owned by Theo Albrecht, one of the two brothers behind Aldi (also in this database) of Germany, lately has expanded from its West Coast base (strongest in California) along the East Coast. Its latest target market: Texas. New stores, new product offerings, new markets (expansion into other states), earmark this chain’s success. Some Trader Joe’s branded products are now being introduced into Aldi stores in Germany. Interestingly, Karl Albrecht, who owns Aldi Sud (South) in Germany, also oversees Aldi stores in the US. Theo, unable to operate Aldi in the US, opted to start up Trader Joe’s. Theo also had a stake in Albertson’s, which in 2006 was sold to Supervalu. Theo now has stock in Supervalu. More interesting: Supervalu oversees Save-A-Lot limited assortment stores, which copy the Aldi concept. Both chains are competitors, while the Albrecht brothers are in the background. In July 2010, Theo Albrecht passed away. UPDATE: In 2014, this retailer opened its first stores in Idaho and Colorado. In June 2015, expresident of Trader Joe's, Doug Rauch, opened a non-profit grocery store, Daily Table, featuring wholesome, nutritious foods at low, low prices. The store, located in the Boston metro area, is located in a poor neighborhood. Its food supply comes from excess foods either donated or sold at cheap prices, to Daily Table. Some products also may be stocked with expiration dates beyond their sell date. This outlet also has its own kitchen, where foods are prepared as well as in salads, soups, entrees, and sandwiches. The store decor looks upscale.

Procurement Contacts: Procurement Contacts: Kathryn Bernstein and Richard Baltierra, both Directors Product Development (Tel: 781-43300234 in Needham, MA)

TRUE VALUE COMPANY

8600 W. Bryn Mawr Ave., Chicago, IL 60631-3505 USA

Tel: (773) 695-5000

Fax: N/A

www.truevaluecompany.com

Total 2012 System-wide Retail Sales: $5.5 Billion; Gross Billings: $1.9 Billion +1.1%; Net Revenues: $1.4 Billion +0.4%

Percentage of Sales in Exclusive Brands: 20% Principal Business: True Value’s history began in 1910 when a group of hardware dealers in Pittsburgh, PA, established the American Hardware and Supply Company. Decades later, their business was renamed ServiStar, headquartered in Minneapolis. In 1996, the business was merged with the Coast to Coast, a dealer-owned hardware chain (founded in 1928) and, the following year, their operation joined forces with Cotter & Co., a dealer-owned cooperative, in operation since 1948. This produced one of the largest dealer-owned buying groups in the US, called TruServe Corp. When this business acquired another wholesaler, using the name True Value, dealers in the co-op began adopting that identity as their store banner. (Cotter in 1992 helped Canadian hardware dealers to form Cotter Canada separately, as an independent co-op. They followed the lead their U.S. counterpart in the US, in 1999 by renaming themselves TruServe Canada Cooperative Inc. Subsequently, their business, growing to some 650 independent dealers, operating more than 725 stores in Canada and based in Winnipeg, Manitoba, was acquired by RONA, Inc. (also listed in this database), Canada’s largest distributor and retailer of hardware, renovation, and gardening products in November 2010.) Today, True Value oversees a network of some 4,500+ independent retailers (including 2,500 associates), operating 54 countries, under six retail banners; True Value, Grand Rental Station, Taylor Rental, Party Control, Home & Garden Showplace, and Induserve Supply. They have access, through 12 distribution centers, to more than 60,000 items. Thousands of those products appear under the co-op’s own brands.

EB Identities: True Value, EasyCare, Baypointe, Master Mechanic, Master Tradesman, Green Thumb (lawn fertilizer), Master Plumber, Painter’s Select (paint), Sterling Fasteners (fasteners), etc..

EB skus: N/A

Profile: True Value remains on course, building and improving its stores with the recently introduced Destination True Value (DTV) contemporary store format. During the year, the cooperative opened or converted 45 stores. Its private brand sales jumped 5% during 2012. True Value’s net margin improved over last year’s 0.7% dip, rising by 24.2% to $74.9 million.

Procurement Contacts: Rita Kessell, Private Label Brand Manager

US FOODS

9399 W. Higgins Rd., Suite 500, Rosemont, IL 60018 USA

Tel: (847) 720-8000

Fax: (847) 720-8099

www.usfoods.com

Total 2015 Sales: $23 billion

Percentage of Sales in Exclusive Brands: 24%

Principal Business: US Food, formerly called U.S. Foodservice, is the 2d largest U.S. broadline foodservice distributor for food and related products (43,000+ national, private label and signature brand items), providing more than 350,000 products primarily to independent and multi-market restaurants, hotels, health care facilities, government cafeterias, schools, business and industry. Some of its predecessor companies, such as Monarch Foods and John Sexton and Co., trace their histories back to the 19th Century.

EB Identities: Registered identities listed managed by its Monarch Foods Division, including: Chef’s Line, Cross Valley Farms (fresh fruits, vegetables and herbs), Glenview Farms (foods from the farm), Harbor Banks (frozen fish and seafood)Harvest Value (recipe essentials), Metro Deli, Molly’s Kitchen, Patuxent Farms, etc. Cross Valley Farms Del Pasado (Mexican ingredients and foods), Devonshire (fine dining foods), Hilltop Hearth (baked goods), Metro Deli (deli items, Mollly's Kitchen (wholesome and real ingredients), (Monarch (food provisions. Monogram (disposable products- paper dinnerware and cups, etc., Pacific Jade (Asian ingredients and prepared entrees, Patuxent Farms (natural ingredients), Rituals (coffee beans), Roseli (Italian foods), Rykoff Sexton (premium ingredients, Stock Yards (steaks)

EB skus: 10,000+

Profile: Formed from the 1997 merger of JP Foodservice, Inc. and Rykoff-Sexton, Inc., this company followed up with four more acquisitions, until in April 2000, Royal Ahold of The Netherlands (also in this database) took over, while also adding PYA/Monarch. Via resolutions of an account scandal at U.S. Foodservice, that business in July 2007 was sold by Ahold (a belttightening measure) for $ 7.1 billion to two private equity firms, Clayton, Dubilier & Rice Fund VII, L.P. (“CD&R”) and Kohlberg Kravis Roberts & Co L.P. (“KKR”) . Recently, U.S. Foodservice’s Monarch Food Group cut its portfolio of 60 exclusive brands down to 25. In 2015, the firm reported a loss of $73 million. In December 2015, US foods agreed to acquire Dierkis Waukesha, Waukesha, WI. a broadline distributor serving some 3,000 customers in Wisconsin, northern Illinois, upper Michigan, and Eastern Minnesota. UPDATE: In December 2013, US Food agreed to a merger with Sysco Corp., Houston, TX (also in this database) which, once approved by government regulators, will result in a $65 billion business. Sysco has agreed to pay $3 billion worth of its common stock, $500 million cash, and assume US Food's debt of $4.7 billion. The private equity firm owners of US Food will end up with 13% ownership in Sysco. The deal was thwarted in June 2015, ruled by a judge as being anticompetitve: It would have given the merged firms 75% control of the U.S. foodservice indusry. US Foods in February 2016 announced its IPO filing designed to raise $100 million.

Procurement Contacts: Ken Falk, VP of Sales & Marketing; Dave Haworth, Corp. Dir. of Customer MarketsMark Kaiser, Executive Vice-President, Marketing & Procurement

ULTA SALON, COSMETICS & FRAGRANCE CO., INC.

1000 Remington Blvd., Ste. 120, Bolingbrook, IL 60440 USA

Tel: (630) 410-4800

Fax: N/A

www.ulta.com

Total Fiscal 2011 Consollidated Sales: $1.5 Billion +18.9%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Ulta Salon calls itself the largest beauty retailer in the US, providing more than 21,000 prestige, mass, and salon products and salon services. Some 19,000 products are basic items and 2,000 promotional. Its 389 stores in 40 states, average about 10,000 square feet (including about 950 square feet dedicated to a full-service salon). The stores are staffed with a manager, six stylists, and one to two estheticians. The company is traded on the NASDAQ under the Ulta symbol.

EB Identities: Ulta

EB skus: N/A

Profile: Another good year for this retailer, its net income soaring by 80.4% to $ 71 million. Only four stores were closed, while 47 units opened. New products are a key strategy, as well as new brand introductions, notably in its prestige product category, considered the industry’s highest growth category. Private label remains a key strategy with cosmetics and bath brands attracting a strong customer following. Its possible this retailer will expand private label into other categories besides its cosmetics, skin care, bath and body products, and hair care items.

Procurement Contacts: Lori Koontz, Brand Manager, Ulta Private Label

UNIFIED GROCERS, INC.

5200 Sheila St.,City of Commerce, CA 90040 USA

Tel: (323) 264-5200

Fax: (323) 268-3432

www.uwgrocers.com

www.unifiedgrocers.com

Net Fiscal 2012 Sales: $3.8 Billion -1.6%

Percentage of Total Sales in Exclusive Brands: 18% (E)

Principal Business: Unified Grocers is the largest retailer-owned wholesale grocery cooperative in the West. Its roots trace back to 1922 with the formation of three separate co-op: United Grocers in Portland, OR, Certified Grocers of California in Los Angeles, and Associated Grocers in Seattle, OR. In 1999, Certified merged with United to create Unified Western Grocers, a $3 billion wholesale grocery co-op, based in Los Angeles. Eight years later (2007), Unified acquired Associated Grocers, then a $1 billion co-op. The co-op, today is made up of between 450 and 500 members, supplying 2,700+ retail stores in California, Arizona, Nevada, Oregon, western Washington, Hawaii, and some countries in the South Pacific. Unified Western Grocers also operates a bakery and milk, water and juice bottling manufacturing facilities. Exclusive Brand Identities: Springfield (flagship brand covering 1,600+ skus), Golden Creme (high quality dairy, ice cream, and novelties), Cottage Hearth (bakery), Special Value (some 350 skus of grocery, deli, frozen foods), Western Family (flagship brand covering 2,600+ skus), IGA, Natural Directions (natural, organic foods, and earth friendly products), etc.

EB Identities: Springfield (flagship brand covering 1,600+ skus), Golden Creme (high quality dairy, ice cream, and novelties), Cottage Hearth (bakery), Special Value (some 350 skus of grocery, deli, frozen foods), Western Family (flagship brand covering 2,600+ skus), IGA, Natural Directions (natural, organic foods, and earth friendly products), etc.

EB skus: 5,000+ Profile: This may be Unified Grocers’ 90th anniversary year, but the poor economy continues to plague this cooperative under clouds of uncertainty. The company saw its net earnings plunge by 73.6% to $1.9 million for fiscal 2012. Its slipping sales have forced the company to launch a “U2” company-wide sales growth campaign, soliciting ideas and suggestions from its associates and employees. A new “Uspace” internal website plus a mobile app now help to facilitate this effort. The co-op’s perishable food sales hit the $1 billion mark this year. Its independent member retailers opened 17 stores during the year. Also a new private brand debuted: Natural Directions, covering natural, organic and earth friendly products. Its Los Angeles Bakery lately has emphasized new product development, a number of items now being sold to Trader Joe’s (also in this database). Unified Grocer’s international export business has attracted new customers in

Malaysia, Russia, and South Korea. Also, a new partnership has been formed with IGA, covering some 42 IGA independent stores. UPDATE: In July 2013, Unified Grocers, through refinance, secured a $316 million, five-year credit facility.

Procurement Contacts: Susan M. Klug, Sr. Vice-President & Chief Marketing Officer; Joanne Murdock, Executive Director of Corporate Brands; Jan Tiel, Exe. Director, Corporate Brands; Barry Jaynes, Manager of Private Label (grocery, deli, frozen foods); Randy Delgaldo, Manager of Sales (health and beauty care, general merchandise) Robert Lutz, Vice-President of Procurement; John Coan, Manager of Corporate Brands

UNIQLO CO., LTD.

Midtown Tower, Akasaka, 9-chrome, Minato, Tokyo, JAPAN

Tel: +81 3 5456-9311

Fax: N/A

www.uniqlo.com/jp

Net Fiscal 2003 Sales: $11.7 Billion (¥ 1,143 Billion) +23.1%

Percentage of Total Sales in Exclusive Brands: 100%

Principal Business: Since November 2005, Uniqlo, including all of its own brands, has been a subsidiary of Fast Retailing Co., Ltd., listed on the Tokyo Stock Exchange. This business began in 1949 as a men's shop, then developed into a chain of suburban roadside outlets. The first Uniqlo store opened in 1984. Four years later, Uniglo entered urban markets and expanded into shopping malls and eventually began opening flagship stores in major cities. The company, which is Asia's largest apparel retailer, now claims a 6.2% market share of the apparel business in Japan. Its first international store opened in London in 2001. For fiscal 2013, the company operated 1,299 stores of which 853 (including 19 franchised) are in Japan and 446 abroad, its strongest growth markets: 280 in China, Hong Kong, Taiwan, 105 in South Korea, and other Asian countries. Its business also extends into France, Russia, the United Kingdom, and the U.S. In 2006, Uniglo opened its first store in New York City and has been expanding this market since then: some 17 outlets so far. Since 2006, this retailer has been developing the GU low-price casual wear brand, which has grown to 214 outlets in Japan. The company operates production facilities in Shanghai, Ho ChiMinh City, Dhakan and Jakarta. The company's online sales in Japan represent 3.5% of total sales there, while its operates online service in China, Hong Kong, Taiwan and the U.S. as well.

EB Identities: GU (casual apparel), Theory (contemporary life-style fashionwear) COMPTOIR DES COTONNIERS (fashion brand), PRINCESSE TAM.TAM (corsetry, loungewear, swimwear sold in Europe), J Brand (denim and casual wear fashion), HeatTech (heat-generating apparel).

EB skus:

Profile: In this fiscal period, Uniqlo hit ¥ 1 trillion in sales for the first time and recorded net profits by 26.1% to ¥ 990.4 billion over fiscal 2012. Some 227 stores were added to the operation during the year. Uniqlo aspires to become the world's number one fashion retailer by 2020. Late in 2012, Uniqlo acquired a majority ownership in J Brand Holdings, Los Angeles, an apparel line that specializes in denim, which is available in some 2,000 specialty boutiques and luxury retail outlets, mostly in the U.S. Uniqlo is now opening J Brand stores in Japan with plans to expand this concept in its Asian markets as well. Uniqlo's global expansion plans continues with plans to open stores in Germany and Australia. For its next fiscal year (2014), Uniglo plans to open 70 more GU stores and push GU sales from ¥83.7 billion ($857.6 million) in 2013 to ¥100 billion or $1 billion+ . Its own brand business obviously is a priority. In March 2013, the company initiated a global rollout of its AIRism underwear line and more recently established a collaboration with model-fashion designer, Ines de la Furesanju, noted for her Parisian chic fashion styling. In November 2013, a clothing line debut was staged for LifeWear, a concept in clothing that solves problems, such as combining cutting-edge fabric technology with fashion wear. The line features innovative dresses with built-in bras, different styled jeans, shirts for all occasions, etc.

Procurement Contacts: N/A

UNIPRO FOODSERVICE

2500 Cumberland Parkway, Atlanta, GA 30339 USA

Tel: (770) 952-0871

Fax: (770) 952-0872

www.uniprofoodservice.com

Total Co-op Group Fiscal 2012 Sales: $60 Billion; UniPro Revenues: $620 Million+ (E)

Percentage of Sales in Exclusive Brands: N/A Principal Business: UniPro Foodservice calls itself “the largest foodservice distribution cooperative in the United States.” Comprising of 650 independent shareholder companies (food

and nonfood), and operating in more than 900 locations, they collectively market the products and services provided by UniPro. In the co-op, there also are 38 international shareholders, including 32 in Japan as well as members in Canada, Australia, Mexico, Puerto Rico, and Guam. With its members’ collective sales volume of $60 billion+ from 650+ independent shareholder companies (900+ locations) and more than 550 approved suppliers 800,000+ foodservice operations, the company is positioned as a broadline and systems cooperative distribution group. Unipro serves (restaurants, colleges, universities, health care, elementary schools, recreation facilities, business & industry, and lodging).

EB Identities: ComSource NIFDA, NIFDA Prime Pak, Chef Pak; CODE (Elite, Regal, Majestic); ComSource (Medallion, Merit, Traditional); Red, Medallion), Embassy Black, CODE-Red, CODE-Orange, all 1st quality; ComSource-Traditional (NIFDA-Green), Three Castles Blue, CODE-Blue (all 2d quality); and ComSource-Citation, Econo-Pak Brown, and Emco Red, CODEGreen (all 3d quality), Reflections (coffee, tea, cappuccino), Companions (disposable cutlery and service-ware); Nugget (black label 1st quality fancy grade, Nugget red label 2d quality extrastandard grade, Nugget green label 3d quality standard grade), Oro Fino (specialty, upscale Italian foods), Nugget Nutri-Gold (low-sodium, low-fat, low-cholesterol foods.

EB skus: N/A

Profile: The August 1997 merger of the two largest buying groups in the world, EMCO TS Systems and ComSource independent Food Service Companies, Inc., formed one “supergroup.” Its 200 diverse, independently owned and operated food and nonfood distributor members serviced 300,000+ products in all market segments: restaurants, colleges & universities, health care, schools, recreation, business & industry, and so on. In 2009, UniPro acquired Progressive Group Alliance LLC of Richmond, VA, from Performance Food Group company or PFG (also in this database). This deal made PFG a member-owner of UniPro. In effect, PFG outsourced its purchasing functions to UniPro and joined the latter’s network, thus pushing UniPro’s total yearly revenues from $ 31 billion up to $ 48 billion and upward from that time--pushing UniPro ahead of the foodservice segment leader, Sysco (also in this database). UPDATE: In July 2013, UniPro Foodservice formed a multifaceted strategic alliance with Technomic, the foodservice industry’s leading research and consulting firm. Their goal: to enhance the competitive position and effectiveness of UniPro’s member companies in North America and abroad. The alliance will focus on developing and executing high-impact programs to demonstrably improve assortment, pricing, operating efficiency, vendor relationships and customer engagement.

Procurement Contacts: Keith Dumell, Don Gilligan, and Scott Strull, all Sr. VPs of Sales; Jack Carlson, Sr. VP Procurement; Bob Caswick, Vice-President of Procurement

UNITED NATURAL FOODS, INC.

313 Iron Horse Way, Providence, RI 02908 USA

Tel: (401) 528-8634

Fax: N/A

www.unfi.com

Total fiscal 2013 Sales: $6.1 Billion +15.8%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Tracing its roots back to 1976, United Natural Foods (Nasdaq: UNFI) today has emerged as the largest distributor of natural, organic, and specialty foods in the U.S. and Canada. From some 27 distribution centers, it distributes more than 65,000 products to 27,000 customers (retailers, including chains and independents, and foodservice accounts). Its inventory covers : grocery and general merchandise, produce, perishable foods, frozen foods, nutritional supplements and sports nutrition, bulk and foodservice products, and personal care items. The company purchases its products from The company's subsidiary, Woodstock Farms Manufacturing, serves an an international importer, roaster, packager, and distributor of nuts, drided fruit, seeds, trail mixes, granola, natural and organic snack items, and confections. Additionally, United Natural Foods operates 13 Earth Orgins Markets as retail outlets, located mostly in Florida.

EB Identities: Field Day (serving independent retailers as a private label line of natural products)

EB skus: N/A

Profile: Since 2000, this wholesale distributor has acquired 13 distributors, manufacturers, and supliers; two retail stores, and 11 branded product lines. Its Blue Marble Brand portfolio encjompassess 15 brands, featuring some 650 unique products. The company is the first organic food distributor in the U.S. to be designated "Certified Organic Distributor" by the Quality Association International, Inc.. United Natural Foods for fiscal 2013 reported its net income up by 18.1% to $107.9 million. For some 15+ years, the company has served as a primary distributor to Whole Foods (also in this database). Its contract with Whole Foods, representing some 36% of United Natural Foods' net sales, was recently extended to 2020, thus becoming that retailer's primary wholesaler for natural grocery items systemwide. (In 2010, the company purchased certain assets of that retailer's subsidiary, Whole Foods Market Distribution.). During 2012, the company sold its non-foods and general merchandise lines to L&R Distribution, looking to focus on foods. . UPDATE: Following this fiscal year, the company in its strategy to grow market share agreed to acquire from Arbor Invesors II, LP, Trudeau Foods LLC, the largest Minnesota-based wholesaler and meatmarkets provider, serving more than 600 customers in Minnesota, North Dakota, Wisconsin, and Michigan's Upper Pennsula, with gourmet meats, frozen foods, dairy items, deli items, seafood, etc. In May 2014, United Natural Foods announced plans to acquire Tony's Fine Foods, a distributor of perishable food products: specialty protein, cheeses, deli items, frozen foods, and bakery goods. tony's fiscal 2013 sales totaled $714 million.

Procurement Contacts: N/A

UNITED SUPERMARKETS LLC

7830 Orlando Ave., Lubbock, TX 79423 USA

Tel: (806) 791-7457

Fax: (806) 791-7476

www.unitedtexas.com

Total 2012 Sales: $1.3 Billion (E)

Percentage of Sales in Exclusive Brands: 20% (E)

Principal Business: Family owned United Supermarkets operates 72 retail outlets, under three food banners (37 United Supermarkets, 10 Market Street, and three Amigo) plus 22 United Express fuel and convenience stores. Additionally, the company operates R. C. Taylor Distribution and Praters Foods (specialty cooked meats, side dishes, etc.).

EB Identities: Topco private labels--Food Club, Top Crest, etc.; Arriba! Coffee; United Express fuel

EB skus: N/A

Profile: H.D. Snell started his grocery business in 1916, selling goods for cash instead of adopting the more popular credit transactions at that time. Today, his great grandsons manage this successful regional, family owned supermarket business: In 2010, the company opened a 200,000square-foot distribution center in Roanoke, TX, complementing the Lubbock distribution center. Also, the company is now testing in-store Red Mango counters in two stores, selling the #1 Zagatrated frozen yogurt and smoothies found in the Red Mango chain of 140+ stores. The food retailer also has partnered with a local winery, Llano Estacado, to sell private label wines in the United Supermarket stores. UPDATE: In June 2013, this retailer acquired Llano Logistics Inc., as a third support subsidiary. Its Prater Foods operation that same month added tortilla production to its operation, producing Mi Pueblo and Tijano-style tortillas. In August 2013, the company, because of its retail format diversity, changed its name to The United Family. The following month, the company agreed to being taken over by Albertson's LLC., Lubbock, TX. The latter retail business evolved from Albertsons Inc., which was formed in 2006 when the company was sold and divided into three different companies. Supervalu (also in this database) acquired most of its food stores; but in 2013, all of the Albertsons stores, some 600+ operated in 16 states, were brought togethe againr and separated from Supervalue. Albertsons LLC with this latest acquisition now ovesees 650 stores in 16 states with 11 distribution centers for support.

Procurement Contacts: Wes Jackson, Chief Merchandising Officer; Monica Schierbaum, Sr. Marketing Director

UNTERNEHMENSGRUPPETENGELMANN

Wissollstrasse 5-43, 45478 Mülheim an der Ruhr, GERMANY

Tel: +49 208-581-300

Fax: +49 208-581-302

www.tengelmann.de Total 2009 Turnover:$15.7 Billion (€ 11.3 Billion) +2.6%; Turnover in Germany: $10.4 Billion (€ 7.5 Billion)

Percentage of Sales in Exclusive Brands: 12% (E)

Principal Business: Tengelmann Group, founded 1867, now oversees some 4,519 stores, including 3,427 in Germany and the balance of stores in 15 other European countries. Its business divides into three main areas. The Kaiser’s Tengelmann supermarkets consisting of 660 stores in Germany, generating € 2.6 billion; the KIK textile discount chain of 2,887 stores (€ 1.6 billion +7%), operating in Germany, Austria, Slovakia, Slovenia, the Czech Republic, and Hungary; and the OBI chain of DIY stores, some 537 outlets (330 in Germany and the others in 12 European countries), which together produce € 5.9 billion in sales +2.1%. Its majority interest in a number of companies has recently been diminished to minority holdings (see profile below for most recent examples). Tengelmann also has e-commerce interests as well as meat processing and bakery facilities plus plant nurseries. Additionally, there is a printing and packaging facility.

EB Identities: A&P (Attractive & Price Worthy—covering some 250 good quality items at rockbottom prices), Plus (100 items sold in Plus stores), Master Product (45 excellent quality products, matching the top brands, but priced lower), Kaiser’s (coffee), Naturkind (natural/healthy products), Birkenhof, Royal Comfort (paper and hygiene products), LeDi, Tengelmann, Ergee (hosiery, Selilna Collection (teen apparel, Pokito (children’s apparel)

EB skus: N/A

Profile: When this database first appeared in its printed format, started early in the 1990s, it reported on Tengelmann for fiscal 1993 as the world’s largest food retailer, generating some $28 billion in sales and operating more than 6,800 stores in nine countries. Fast forward 16 years to its results in 2009 and you witness a humbling profile for this 142-year-old European industry icon now overseeing some 4,519 stores in 16 European countries, its total sales at $15.7 billion. In the recent past, Tengelmann has been forced to sell off its subsidiaries and retrench its operations.

Deals with different European retailers have loosened it control of operations both in Europe and the United States. In January 2009, Netto Marken-Discount GmbH & Co. KG took over 2,300 Plus discount stores, leaving Tenglemann with only a 15% interest in that business. At year-end, Netto reported its sales at € 9.9 from a total of 3,881 discount outlets. Tenglemann held onto about 435 Plus stores in Eastern Europe, but that business in Bulgaria and Romania was sold in February 2010 and in May 2010, the remaining subsidiary in Austria was sold. Tengelmann was also forced to sell 65 Kaiser’s Tengelmann stores to Rewe of Germany. Tengelmann’s strength nevertheless continues in Germany, where it operates the Kaiser’s Tengelmann chain of supermarkets, now being converted to a more holistic strategy, including fresh foods and more services—called the Black, Red, Gold concept. The company prides itself on their performance; despite no appreciable sales gain over 2009, having weather the global economic crisis better than the Group’s foreign subsidiaries. The KIK textile discount business shows sales up by 7% to € 1.6 billion for the year. The OBI chain of 537 DIY stores added 24 new outlets for the year, producing sales of € 5.9 billion, up by 2.1%. In July 2009, Tengelmann negotiated an investment agreement with Yucaipa Companies in the US, where the latter was able to boost its interest in the US supermarket chain, A&P, from 4.5% to 27.6%, leaving Tengelmann with a 38.6% interest in A&P. That capita investment, worth about $175 million, helped A&P. Tengelmann now is regrouping. In January 2011, it purchased a 30% stake in Otto Gourmet GmbH, a mail order firm for meat and seafood products worldwide. Tengelmann also has directed its interests into new areas, purchasing ecommerce properties in fashions and baby products: Zalando.de, brands4friends.de, babymarkt.de, and yourtailor.de. Also, managing director and general partner Karl-Erian W. Haub is a co-owner of TEDi, a discount chain that was started in 2004. TEDi sells products (mostly general merchandise as well as cosmetics, laundry products and food items) at € 1 each. This chain, which locates its stores near Tengelmann outlets, has recently surpassed 1,000 units. UPDATE: In fiscal 2011 (ending December 31), the group generated sales of € 10.78 billion +2.4% of which 32% was outside Germany. In total, the Group oversees 4,256 stores in 15 European countries.

Procurement Contacts: The company deals with more than 5,500 suppliers. At headquarters, purchasing is controlled by H. Meier, Senior Executive for Purchasing; and Fritz Teelen, Senior Executive of Sales Operations

WAKEFERN FOOD CORP. (WHOLESALE SERVICES DIVISION)

600 York St., P.O. Box 506, Elizabeth, NJ 07207

Tel: (908) 527-3300

Fax: (908) 527-3397

www.shoprite.com

Total Fiscal 2015Sales: $15.7 Billion +6.7%; Wholesale Sales: $12.8 Billion

Percentage of Sales in Exclusive Brands: 35%+ (E)

Principal Business: Wakefern claims to be the largest retailer-owned cooperative in the US, supplying 260 member-owned ShopRite stores—by itself representing one of the largest supermarket chains in the Northeast. There are 50 independent grocer members, who operate ShopRite or The Fresh Grocer supermarkets in six states: New Jersey, New York, Connecticut, Pennsylvania, Maryland, and Delaware. Through its ShopRite Supermarkets Inc. subsidiary, Wakefern also operates 70+ corporate owned stores, including 60 PriceRite discount stores in eight Northeast states with the balance under the ShopRite banner. Besides the states mentioned, the PriceRite stores operated in Rhode Island, Massachusetts, and Virgina. Its PriceRite limited assortment grocery stores averages 35,000 square feet and stocks some 500 products under the PriceRite brand. Its Wholesale Services Division, while primarily supplying products to the ShopRite chain, also offers assistance to domestic as well as international customers. All of its more than 3,000 private label products are available to companies outside the cooperative. The business estimates its ShopRite and PriceRite private brands represent more than $1 billion in sales. Wakefern also distributes products to other retailers in the United States and Bermuda.

EB Identities: ShopRite, ShopRite Premium, ShopRite Kitchen (refrigerated, chef-inspired homemade meals and soups), ShopRite Imported, ShopRite Organic, ShopRite Kosher, ShopRite Auténtico (Hispanic foods), PriceRite, Farm Flavor (secondary quality canned goods), Flavor King (ice cream), Very Best, Value Pak, Chef’s Express, Black Bear (deli meats), Reddington Farms (fresh poultry), Classic; PriceRite

EB skus: 3,500+

Profile: Wakefern was started in 1946 by eight independent grocers in the Newark, NJ area. Pooling their resources, they set up a 5,000-square-foot warehouse under the cooperative plan. Since then, the group has grown into almost a 3-million-square-foot warehouse capacity, supplying more than 20,000 national brand products, as well as its private label range, offering a tremendous variety of products, available through its facilities—one of the industry’s largest assortments. During fiscal 2012, Wakefern opened 10 new ShopRite stores and one PriceRite store. Early in January 2012, the company added Food Bazaar Supermarkets, New York, as a customer with 16 stores in New York, New Jersey, and Connecticut. In August 2013, Wakefern announced signing its 50th member, The Fresh Grocer, Philadelphia, operator of six stores in Pennsylvania, one in Delaware, and one in New Jersey. The Fresh Grocer will continue under the ownership of Patrick Burns, but Wakefern will assume ownership of its banner trademark. Established in 1996, this independent chain operates full-service, high-quality fresh perishable stores, which specialize in urban retailing--the emphasis on healthy foods. The Fresh Grocer, which now sells the Everyday Essentials private brand from SUPERVALU, officially became a Wakefern member in October 2013. In April 2014, Wakefern opened a 524,000-square-foot warehouse, replacing its former grocery warehouse on the same site, while increasing storage capacity by 58%. During fiscal 2015, the co-op opened five ShopRite stores and four PriceRite outlets.

Procurement Contacts: Loren Weinstein, Director of Private Label/Branding; Dave Baer, Director PL Branding; Liz Mysak, Category Manager, PL Branding; Nancy Alibrando, Wholesale Service Buyer). Wholesale Services Division, 355 Davidson’s Mill Rd., Jamesburg, NJ 08831-3014 USA. Tel: 732-521-8614; Fax: 732-521-8620: Ron Haselmann, HBC Category Manager.

WALGREEN CO.

200 Wilmot Road, Deerfield, IL 60015-4616 USA

Tel: (847) 315-2500

Fax: N/A

www.walgreensbootsalliance.com; www.walgreens.com; drugstore.com; and Beauty.com

Total Fiscal 2014 (Aug.31) Sales: $76.4 Billion +5.8%; Prescription Drug Sales: $49 Billion +7.9%; Front End Sales: $27.4 Billion +2.1%

Percentage of Front End Sales in Exclusive Brands: 20% (E)

Principal Business: Walgreens (NYSE: WAG), the largest drugstore chain in the US, operates a total of 8,309 locations in 50 states, DC, Puerto Rico, and the U.S. Virgin Islands, served by 19 major distribution centers. They consist of 8,207 Walgreens drugstores, 91 infusion & respiratory facilities, 9 specialty pharmacies, and two mail facilities. There are some 427 Healthcare Clinics inside Walgreens stores.Also, Walgreens owns 32 strip shopping malls.

EB Identities: Walgreens (OTC drugs, vitamins, health & beauty items), Nice! (grocery and household products), W (flagship brand covering commodity items, personal care), good & deLISH (premium foods, snacks, beverages), Finest Nutrition (vitamins and supplements), PetShoppe (pet supplies), Studio 35 Beauty (cotton balls, personal care, professional beauty tools, hair dryers, etc.), Living Solutions (general merchandise), ology (laundry detergent, fabric softener, household cleaners, CFL bulbs, paper products, personal care, etc.--all free from harmful chemical), Prevail (department store quality beauty care items at Duane Reade), Boots brands (No. 7 cosmetic and skincare, Boots Pharmaceuticals, Botanics skin/hair/bath/body products, Soap & Glory bathing and beauty products, and 'only at Boots' exclusive products, the Soltan suncare products, the Champneys Collection of spa-quality body and skincare products, and Almus generic brand drug line).

EB skus: 2,500+

Profile: On the sales front, Walgreens is making progress, thanks to new store sales and the increasing sales of prescripion drugs. For fiscal 2014, the company opened or acquired 268 locations, including 76 Kerr Drug, Raleigh, NC, outlets for $173 million. (Walgreens in fiscal 2013 purchased 141 stores in seven states, which generated 2011 sales of $825 million, from

Stephen LaFrance Holdings, Inc. The $438 million deal includes: USA Drug, Super D Drug, May’s Drug, Med-X, and Drug Warehouse stores in Arkansas, Kansas, Mississippi, Missouri, New Jersey, Oklahoma and Tennessee. The deal also includes a distribution center in Pine Bluff, Ark., and a wholesale and private brand business, Walgreens looks to expand its pharmacy business into those markets, reaching into smaller communities. Short-term plans call for continuing that business under its current banner brands. Walgreens is expected eventually to convert them over to its Walgreens logo.) The company closed 67 locations. Its fiscal 2014 prescription sales jumped by 7.9%, helping Walgreens to nudge its market share up from 18.7% to 19% of U.S. retail prescription drug sales. Those sales now represent 64.2% of total sales versus 62.9% of fiscal 2013 sales. As of the fiscal period end, all of Walgreen's branded and generic pharmaceutical products were being distributed by Amerisource Bergen (also in this database). In March 2013, the retailer teamed up with its strategic partner, Alliance Boots, together forming a 10-year partnership with AmerisourceBergen (also in this database), where together they will develop their pharmaceutical distribution business and explore global supply chain opportunities. This partnership allows Walgreens and AllianceBoots to exercise an option to buy 23% equity interest in AmerisourceBergen. For its bottom line results, however, the company reported its fiscal 2014 net earnings off by 24% to $1.9 billion. (In fiscal 2013, Walgreens acquired 80% interest in Cystic Fibrosis Foundation Pharmacy LLC, a specialty pharmacy organization. UPDATE: The big news for this company, however, is its merger with Alliance Boots, effective Dec. 31, 2014 when Walgreens Boots Alliance became the successor of Walgreen Co. Thus Walgreens became a wholly-owned subsidiary of the newly-formed Walgreens Boots Alliance, whose Nasdaq stock symbol is now WBA. (Previously, its combined sales were estimated at $130 billion.) Upon completion of a reorganization of Walgreens into a holding company and the combination of the two companies, Alliance Boots became a consolidated subsidiary of Walgreens Boots Alliance. The new company is now positioned as "the world's first global, pharmacy-led health and wellbeing enterprise." In effect, this strategic alliance spans more than 25 countries, employs more than 370,0000 people, and provides health and wellbeing products through 12,800 health and beauty stores, while also managing 340 distribution centers. The alliance combines three pioneering enterprises, Walgreens (started in 1901), Boots The Chemist (founded in 1849), and Alliance Healthcare (its wholesale business begun in France, The Netherlands and Germany in the 19th century and expanded into the United Kingdom and Spain early in the 20th century). The company operates under three segments: (1) Retail Pharmacy USA, (2) Retail Pharmacy International, and (3) Pharmaceutical Wholesale. The Retail Pharmacy USA is comprised of 8,232 drugstores operating in 50 states, the District of Colombia, Puerto Rico, and the US Virgin Islands, as of Feb. 28, 2015. The Retail Pharmacy International oversees 4,559 retail stores: 2,511 in the UK, 2,019 in Mexico, 444 in Chile, 255 in Thailand, 157 in Norway, 80 in the Republic of Ireland, 67 in The Netherlands, and 26 in Lithuania. In the UK, there are 633 Boots drugstores (180 franchised), operating under an omni-channel strategy. The Pharmaceutical Wholesale business, recognized under the Alliance Healthcare brand, sells medicines and other healthcare products plus related services to 140,000+ customers, including pharmacies, doctors, health care centers, and hospitals, utilizing some 299 distribution centers in 12 countries. This wholesaler also is a member of the Alphega Pharmacy, a pan-European network of independent pharmacies. In addition, this segment provides services to pharmaceutical manufacturers looking to outsource non-core activities. The services provided cover pre-wholesale and contact logistics (mainly under the Alloga brand), direct deliveries to pharmacies, and innovative and specialized healthcare services such as clinical homecare, medicine support, dispensing services, medicine prep, and clinical trial support (manly under the Alcura brand). The Walgreens Boot Alliance has put new emphasis on its Global Brands function, which encompasses brands like No 7 cosmetic and skincare line, Boots Pharmaceuticals, Botanics skin/hair/bath/body products, Soap & Glory bathing and beauty products, and 'only at Boots' exclusive products. Additionally, this function has begun support the front-of-store transformation strategy at Walgreens drugstores, introducing new and inspiring products. Walgreen stores has begun selling Boots’ own brand products including its No7, Botanics, the Soltan suncare products, the Champneys Collection of spa-quality body and skincare products, Soap & Glory, and its Almus generic brand drug line. The Boots Laboratories beauty range, in collaboration with Procter & Gamble, also is now being sold to independent

pharmacies in five European countries. Alliance Boots has been diligently internationalizing its key brands and the US market promises to expand rapidly with Walgreens as its partner. In October 2015, Walgreens Boots Alliance announced its proposed $17.2 billion buyout (including debt) of Rite Aid Corp. (also in this database), subject to approval by the FTC (overseeing anti-trust issues) and stockholders at Rite Aid. If consummated, the deal would join the second and third largest pharmacy firms in the U.S., joining Walgrees' som 8,2900 stores with Rite Aid's 4,600 stores in 31 states.

Procurement Contacts: Linda Severin, Divisional VP, Private Brands; Bryan Pugh, VP Merchandising; Maurice (Moe) Alkemade, Group VP, GMM-Consumables, Sundries & Seasonal products; Robert Tompkins, GMM-Health & Wellness; Shannon Cartin, GMM-Beauty & Fashion; Division VP; David Van Howe, VP Purchasing; Kristen Abreu, Director of Private Brands; Beth Stiller, Group VP of Category Planning, Formats & Innovation (including Private Brands); Brad Barbera, Director Private Brand Product Dev.; Laura Sturdevant and Jon Rudden, both directors Private Brands

WAL-MART STORES, INC.

702 S.W. Eight St., Bentonville, AR 72716 USA

Tel: (479) 273-4000

Fax: (479) 273-8863

www.walmartstores.com

Total Fiscal 2015 Revenues (Jan. 31, 2015): $485.7 Billion +2%; Total Net Sales: $482.2 Billion +1.9%; Total US (Discount, Supercenters & Neighborhood Market including fuel) Store Sales: $288 Billion +3.1%; Total International Sales (Supermarkets, Discount, Supercenters, Hypermarkets, and others: $136.2 Billion -0.3%; Total SAM’s (membership) Club US Sales: $58 Billion +12%

Percentage of Sales in Exclusive Brands: 40% (E) Principal Business: Walmart (NYSE: WMT), the world’s largest retailer (and largest private label retailer) operates under three segments (U.S., International, and Sam's Club), overseeing a total number of 11,453 retail units under some 72 different banners in 27 countries as well as ecommerce websites in 11 countries. The United States segment, representing 60% of net sales and covering 50 states, DC and Puerto Rico, encompasses 4,516 stores, including 3,407 Walmart supercenters (averaging 178,000 square feet) and 470 Walmart discount stores, (averaging 105,000 square feet), and 639 Neighborhood Markets & other small formats (averaging 37,000 square feet). In this segment, Walmart owns and operates 102 out of a total 134 distribution facilities. The International segment, representing 6,290 units (5,816 retail outlets, 365 wholesale facilities and 109 other units) encompasses different formats; supercenters, supermarkets,

hypermarkets, warehouse club stores, cash & carry outlets, home improvement units, speciality electronic units, restaurants, apparel stores, drugstores, convenience stores, etc. By leading countries, these figures break down as follows: 2,290 in Mexico, 690 in Central America (Costa Rica, Guatemala, El Salvador, Nicaragua, and Honduras), 592 in the United Kingdom, 557 in Brazil, 431 in Japan, 411 in China, 404 in Chile, 396 in Africa, 394 in Canada, 105 in Argentina, and 20 in India. Out of 156 distribution centers internatinally, 41 are owned and operated by the company. Outside the US, its stores include: ASDA supercenters, ASDA Living (nonfoods) and George apparel outlets, all in the UK; Bodega Aurrera discount, Superama supermarkets, Suburbia apparel, all in Mexico; Todo Dia, Bompreco (hypermarkets, supermarkets and mini-markets), BIG hypermarkets, Nactional supermarkets, Maxxi Atacada membership clubs, all in Brazil; and Seiyu in Japan. In Chile, there are D&S stores, shopping centers and Presto financial service branches. There also is a chain of Vips restaurants in Mexico. The third segment, Sam's Club membership stores covers 647 outlets as well as 24 distribution facilities (3 owned and operated by the company). In the U.S. segment, the merchandise mix in its supercenters focues most ly on groceries (56 of units), followed by health & wellness (11%), Entertainment (10%), hardlines (9%), apparel (7%), and home goods (7%). The Walmart discount stores feature general merchandise and limited groceries. The merchandise mix in Sam's Club skews toward grocery consumables (57%), followed by fuel, home goods, technology/office/entertainment, and health and wellness. The company's employee roles represent a veritable nation: 2.2 million people of which 1.4 are employed in the U.S. The Walmart discount store chain is being replaced by supercenters, as some 79 were converted in fiscal 2012. Outside the US, its stores include: ASDA supercenters, ASDA Living (nonfoods) and George apparel outlets, all in the UK; Bodega Aurrera discount, Superama supermarkets, Suburbia apparel, all in Mexico; Todo Dia, Bompreco (hypermarkets, supermarkets and mini-markets), BIG hypermarkets, Nactional supermarkets, Maxxi Atacada membership clubs, all in Brazil; and Seiyu in Japan. In Chile, there are D&S stores, shopping centers and Presto financial service branches. There also is a chain of Vips restaurants in Mexico. In October 2013, Walmart announced the termination of its six-year partnership with Bharti Enterprises in India. New India Government laws were cited as the primary reason. They require foreign retailers to buy 30% of their products from local small and medium-size businesses in India. The law also restricts Walmart to 51% ownership of its multibranded stores; but the law does allow for 100% foreign ownership of wholesale stores. Bottom line: Walmart hands over its stake in some 210 Easyday neighborhood stores in India (each stocking some 3,000 products) to Bharti. The later in turn walks away from its stake in Best Price Modern Wholesale cash and carry business, giving Walmart complete control. There are some 20 Best Price stores in India, selling some 350 products, including private brands: Right Buy, Member’s Mark (premium quality), and Baker’s & Chefs (goods for catering, restaurants, etc.). Easyday outlets have stocked numerous Walmart private brands. Walmart for now has no plans to open its own stores in India. In June 2014, @WalmartLabs completed its 13th acquisition: the fashion app, Stylr, which helps consumers locate clothing in nearby stores. Reports, however, indicate that Walmart was less interested in adopting this technology and more attracted to hiring the engineering expertise of Stylr's founders, Eytan Daniyalzade and Berk Atikoglu, in order to combined the digital capabilities of their app with the Walmart store experience. In other words, to more closely tie together the online experience with the store experience in new ways.

EB Identities: Great Value (food and nonfood grocery items), Great Value Organic, Equate (health and beauty care), Ol’ Roy (dog food), Special Kitty (cat food), Spring Valley (vitamins and supplements), Price First, Parent’s Choice (baby foods, diapers, wipes), Marketside (fresh packaged foods), Oak Leaf, Prima Della, Everstart, Faded Glory (apparel), No Boundaries (youth apparel), George (apparel/footwear), Athletic Works, Dr Thunder (soft drinks), Secret Treasures, Puritan, Hometrends (home furnishings), Mainstays (blankets, toilet seats, ceiling fans, garden hoses, chair cushions, etc.), Ozark Trail (outdoor gear), White Stag (apparel, footwear, jewelry), Canopy (home goods), plus many other brands in specific product categories (Alcott Ridge Vineyards California wines, EverActive (alkaline batteries, SuperTech anti-freeze & motor oil, Sam's Choice, Holiday Time, etc. The company also markets lines of merchandise under licensed brands, including General Electric, Black & Decker, Rival, Disney, Better Homes & Gardens, OP,

Starter, Danskin Now, and Just My Size.” At Sam’s Club stores: Member’s Mark premium range, Bakers & Chefs, Artisan Fresh, Daily Chef, Simply Right, Sportsman’s Choice professional formulation, and Sam’s Club. At ASDA stores in the UK: ASDA Play and Learn (toys), ASDA Home (cleaning), ASDA Extra Special (premium), ASDA Good For Your (healthy foods), ASDA (organic foods), George (clothing), George Baby Organic (cotton clothing), George Essentials (entry level pricing), Smart Price (no frills), Metro 7 women’s fashion apparel and accessories, and Pacific (electrical). In Mexico: Aurrea and Viva Verde organic foods, etc. In Seiyu (Japan): Shoku-no-Sachi (Food Delights), Kankyo Yusen (products focused on the environment), Clothing (everyday fashion wear). In international markets: Aurrera, Cambridge, Chosen by You, Extra Special.

EB skus: 15,000+ (E)

Profile: In fiscal 2015,Walmart reported a "solid" net sales growth of 1.9% (or $9 billion) systemwide, thanks primarily to its increased store portfolio--511 total units added worldwide--as well as to its global e-commerce sales gain of 22% generated from websites in 11 countries. In Brazil, for example, its online product assortment grew tenfold during the year. In the U.S, net sales climbed by 3.1%, international sales slipped by 0.3%, while the Sam's Club sector (16 clubs added) jumped by 12% in sales. On a constant currency basis, international sales rose by 3.6%. The retailer's overall sales increase was partially offset by $5.3 billion of negative impact from fluctuations in currency exchange rates for fiscal 2015. Also contributing to the international slip was the "fiercely competitive" UK market, where ASDA faced pressure from discount chains (Aldi and Lidl) and a "stagnant consumer demand." In reporting quarterly sales declines, including a record slump during one quarter, ASDA has since reacted by investing ₤500 million ($726 million) on cutting product prices at retail. The company opened a total of 316 U.S. stores, 183 new units in international makets, and 16 Sam's Club outlets during this period. In the U.S., its largest segment, the store count included: 79 supercenters, bringing the count to 3,407 stores. Walmart discount stores, which continue to be converted to supercenters (only two opened and 40 converted during the year), the total count is 470 stores. The retailer's smaller units, mostly Neighborhood Markets, total 639, of which 235 were opened during the year, while three were closed. In the Sam's Club segment, 16 clubs were opened and one closed. The retailer indicated that 75% of its sales on walmart.com come from non-store inventory. Its online inventory, which shot upward by 60% during the year, now totals some 8 million items. Walmart's Charles M. Holley, Jr., executive VP and CFO, reported the company generated more than $16 billion in free cash flow--its best performance in over a decade, adding: "our return on investment was 16.9%, as we continue to invest in store growth and e-commerce initiatives." Plans for fiscal 2016, Holley disclosed, include adding "between 26 and 30 million square feet of retail space, which will include a continued investment in Neighborhood Markets and a moderation of Supercenter growth in the U.S. compared to recent fiscal years. In addition, we plan to accelerate the growth of our digital retail capabilities by investing $1.2 billion to $1.5 billion in e-commerce websites and mobile commerce applications that will include technology, infrastructure and other areas to better serve our customers and support our stores and clubs." The e-commerce investments worldwide are directed toward four priorities; a global technology platform, a next generation fulfillment network, talent, and the integration of digital and physical retail. In September 2013, Walmex, a majority-owned subsidiary of the Company, entered into a definitive agreement with Alsea S.A.B. de C.V. to sell the Vips restaurant business ("Vips") in Mexico. The sale of Vips was completed on May 12, 2014 in which Walmart received $671 million of cash and recognized a net gain of $262 million. In February-March 2014, Walmart increased its ownership in Walmart Chile to 100%. UPDATE: In October 2015, Walmart announced its third e-commerce fulfillment center near Atlanta. In January 2016, the retailer reported its plans to close 269 stores throughout its different formats in the United States and in Latin American countries. In the U.S., some 154 stores are affected, while 115 are in Latin America. Walmart attributed the shutdowns to financial reasons. Many of the stores reportedly are in smaller communities.

Procurement Contacts: Andrea Thomas, Sr. VP of Private Brands; Tony Airoso, Sr. VP of Global Food Sourcing; Andy Ruben, VP Private Brand Strategies; Adonai Leiva, Walmart Director of Sourcing, Private Brands; Diana Ramos, Private Brand Team Leader; Randy Reeves and Les Shafelt, both buyers for Great Value; Peter Scoppa, director Private Brand Sourcing; Sanelle Kearsley, director Private Brand Supply Chain Devel.; Deborah Wright, Sr. Director Private Brand Quality; Sandra Farwell, Dir. Private Label Food & Consumables; Dan Engdahl, Dir. Private Label Sourcing; Maurice Markey, VP Proprietary Brands-Sam’s Club; Brent Tininenko, Director International Private Brands; Cyndi Handley, Manager Global Supply Chain Dev; Tom Leech, Global Sourcing & Private Brand Development; Jack Pestello, VP of Private Brands & Purchase Leverage (Walmart International); Kim Brandner, Sr. Director of Sourcing; Joe Gammon, Sr. Buyer (Sam’s Club) John Adam, Private Label Manager and Alison Terryll, PL Label Devel. (Canada) (tel: 905-821-2111); Sergio Guillini, PL Director in Mexico (tel: +52 552629-6000); Johnny S.C. Fung, Director of Private Brands Development (China (tel: +86-7552562-3288); Manuel Marrero, Private Brands Director in Puerto Rico (Tel: 787-653-7777)

WAWA, INC.

Red Roof, Baltimore Pike, Wawa, PA 19063 USA

Tel: (610) 358- 8000; (800) 444-9292

Fax: N/A

www.wawa.com

Total 2010 Sales: $4.5 Billion+ (E)

Percentage of Sales in Exclusive Brands: 7% (E)

Principal Business: With a history that traces back to 1803, starting as an iron foundry, the owners eventually diversified into milk processing and in 1964 opened the first Wawa Food Market, serving dairy products plus deli meats. The privately held company also conducted a wholesale dairy business. Today, there are more than 576 convenience stores (200+ with gasoline service) in five East Coast states (Pennsylvania, New Jersey, Delaware, Maryland, and Virginia). Its employees own about 28% of the company stock. The company also operates the Wawa Dairy, which besides supplying the chain also sells milk and juices to institutional customers. EB Identities: Wawa, Built-to-Order hoagies, Sizzli hot breakfast sandwiches, F’Real milk shakes

EB skus: N/A

Profile: Wawa has recently expanded its private label offering including both shelf-stable products and foodservice items. The company now works with Daymon Worldwide (also in this database). Its product offering covers some 6,000 items.

Procurement Contacts: N/A

WEGMANS FOOD MARKETS, INC.

Box 844, 1500 Brooks Avenue, Rochester, NY 14692 USA

Tel: (585) 328-2550

Fax: (978) 443-2785

www.wegmans.com

Total 2014 Sales: $7.4 Billion

Percentage of Sales in Exclusive Brands: 40% (E)

Principal Business: Privately held, family-owned Wegmans operates some 86 supermarkets (or emporiums) in New York (46), Pennsylvania (16), Maryland (7), New Jersey (7), Virginia (7), and Massachusetts (3). It history began in 1916. The stores today range in size from 80,000 to 130,000 square feet; some include Market Cafes for take-out or in-store dining (100 to 300 seats). The stores generously stock more than 70,000 products. In addition, this company owns its own centralized meat distribution and bakery facilities, plus its own egg farm. In 2009, its $36 million Culinary Innovation Center opened, offering ideas on production, and research and development for meat and prepared foods. EB Identities: Wegman’s, Wegman’s The Ultimate (cookies), Wegman’s Food You Feel Good About ( some 200+ foods featuring no artificial colors, flavors or preservatives; low fat or lean), Wegman’s Market Café (Fresh To Go deli dinners, salads, sandwiches, pizza, Chinese Wokery, food accompaniments), Wegman’s Organic, Italian Classics, Wegmans Simply from Nature pet foods, Wegmans 'better for you' natural cleaning products, The Ultimate Coffee Adventure, Fisherman’s Wharf, W-Kids, Discover the Orient

EB skus: 7,500+ (E)

Profile: Wegmans in planning to celebrate its 100th anniversary in 2016 rolled out a new golden logo (see above). The company keeps expanding its store count, 2015 openings include Virginia, Massachusetts, and Pennsylvania. Plans reportedly call for a new store in Brooklyn, NY. This retailer is respected and recognized for its merchandising excellence in stores that offer shoppers an exciting shopping experience (including foodservice options). Its highly trained store employees, such as wine professionals, deliver on that experience. Some work in special sections of the store, such as its Meal Station, which offers customers a sampling option of the featured meal of the week. Another department, Nature’s Markeplace, stocks organic, natural and vegetarian foods. Usually, no more than two to three stores are added to this chain each year in order to maintain its overriding quality control. That control extends to ownership under the Wegmans family. This retail prides itself on its private brand program. Recent additions include: Webmans Simply from Nature pet food (focused on health and wellness), Wegmans 'better for you' natural cleaning products, such as detergents, soap, cleaners, fabric softener, etc., all featuring active ingredients from plant and mineral sources. Additionally, the retailer has introduced organic eggs, whole grain breads and cookies, and other healthier foods. Wegmans also operates a 50-acre organic farm.

Procurement Contacts: Mike Decory, Dir. Wegmans Brand; Terry Kurzawa, Category Specialist; Kevin Courteau, Executive Account Manager, both in charge of Wegman Brand Program; Dave Arezzo, Sr. Director Grocery/Dairy/Frozen

WEIS MARKETS, INC.

1000 S. Second Street, Sunbury, PA 17801 USA

Tel: (570) 286- 4571

Fax: (570) 286- 3625

www.weismarkets.com

Total 2012 Sales: $2.7 Billion -1.9%

Percentage of Sales in Exclusive Brands: 22%

Principal Business: Weis Markets (NYSE: WMK), 65% owned by the Weis family, was started in 1912. Today, it is traded on the NYSE under the WMK symbol. The company operates 161 Weis supermarkets in six states (Pennsylvania, Maryland, New Jersey, New York, Virginia, and West Virginia). Also, the company operates a Save-A-Lot licensed discount store from Supervalu). Weis distributes product from its 1.2 million square foot warehouse. The company also operates an ice cream plant, a meat processing plant, an ice plant, and a milk processing plant.

EB Identities: Weis, Weis Choice, Weis 5 Star (premium), Express Cafe (entrees like ready-tocook chicken and beef dishes), Carnival,The Way It Was, From the Field (produce), Market Street (deli items), Big Top

EB skus: 2,600 Profile: While 2012 marked Weis Markets’ 100th anniversary, there was little to celebrate with its sales off nearly 2% from 2011, while when excluding fuel sales, the dip was closer to 2.3%. In 2011, the company closed its 18 SuperPetz pet supply stores (80% ownership), left with just seven units. Also a Scot’s Lo-Cost store was closed. In 2012, Weis purchased three Genuardi stores from Safeway (also in this database). For the year, four stores were opened and two were closed. Its 2012 net income increased by 9.2% over 2011. A tough economy and stiff market competition has forced Weis Markets to strategize since 2009 with price reduction programs, so-called Price Freeze promotions (encompassing 1,000 up to 2,000 brand and private label products across grocery, frozen, dairy, meat, health and beauty, and general merchandise categories), two of them in 2012, a Get Grillin’ promotion of reduced prices on top seasonal items, and a gas rewards program. The tough economy has forced Weis to get tough on pricing. Two “Price Freeze” programs (one affecting 1,600, the other 3,000 staple products) were conducted during the year. Another 90-day “freeze” promotion kicked off in January 2011, covering 2,400 products. Weak economic conditions and stiffer competition forced Weis to close 18 of its SuperPetz pet supply stores, leaving just seen in operation. Also, a Scot’s Lo-Cost store was closed. (The company held 80% interest in the SuperPetz chain, acquired in 1993.) Net income for the year climbed by 8.8% to $68.3 million.

Procurement Contacts: Daniel Kessler, VP Procurement & Private Label; Bruno Garisto, Director of Sales/Merchandising

WESFARMERS LIMITED

11th Floor, Wesfarmers House, 40, The Esplanade, Perth 6000, WESTERN AUSTRALIA

Tel: +61 (8) 9327-4211

Fax: +61 (8) 9327-4216

www.wesfarmers.com.au

Total Fiscal 2015 Revenues from Continuing Operations: $56.3 Billion (A$ 62.5 Billion) +3.8%; Total Retail Revenues: $51.7 Billion (A$ 57.4 Billion) +3.9%; Total Coles Sales: $34.4 Billion (A$ 38.2 Billion) +2.1%; Total Target Department Store Sales: $ 3.1 Billion (A$ 3.4 Billion) 2.9%; Total Home Improvement/Office Supplies Sales: $10.1 Billion (A$ 11.2 Billion) +10.9%; Total Kmart Department Store Sales: $ 4.1 Billion (A$ 4.6 Billion) +9.5%;

Percentage of Coles Sales in Exclusive Brands: 30% (E)

Principal Business: Started as a farmer's cooperative in Western Australia in 1914, Wesfarmers Ltd. has evolved into a conglomerate, overseeing diverse businesses mostly in retail stores: 3,252 total, operating in Australia and New Zealand. They comprise 776 Coles Supermarkets, 858 Liquorland/Vintage Cellars/First Choice liquor stores, 662 Coles Express fuel and convenience stores, 236 Bunnings home improvement warehouse stores, 65 smaller formats, 150 Officeworks outlets, 192 Kmart discount department stores & 240 Kmart Tyre and Auto Service, and more than 300 Target fashion department stores. In August 2015, Wesfarmers announced an organizational restructure to cluster its three industrial businesses, Chemicals, Energy and Fertilisers (WesCEF); Resources; and Industrial and Safety (WIS) into a single, new Industrials division. Some 205,000 employees work for the company. The Group also owns 90 Spirit Hotels. Wesfarmers is traded on the Australian Securities Exchange: WES symbol. . EB Identities: Coles, Coles Organic, Coles Finest, You’ll love Coles; $mart Buy, Farmland, Savings, Bi-Lo, Esse Design (homewares), Red Rooster (foodservice), Little Red Rooster (children’s meals), Campagna (Mediterranean foods at Coles), Fresca (ready-to-eat Italian pasta and pizza range), Chicken Choice (value-added and take-away chicken meals), Cappuccino Cafe (patisserie foods), Liquorland, Vintage Cellars, Mix (apparel); Target (apparel and softgoods), World 4 Kids’ Brand, 1626 (larger sizes in women’s fashion), Myer Grace Bros. BIB (“Big is Beautiful”) Innovare Man, Anna Sui (cosmetics), CK color, Kerry McGee and Mirror—women’s wardrobe ranges —casual and day dressing, evening wear, lingerie, sleepwear, and accessories, plus MAC (cosmetics). At Kmart: Living with Deborah Hutton, Patio by Jamie Durie, Jackeroo, Now, Girl Xpress, Alpha, and Homemaker. Also, Bannings and OfficeWorks. At Target: Limited Editions fashion apparel, Jenny Kee apparel and homewares, and Napoleon Perdis apparel and cosmetics.

EB skus: N/A

Profile: Fiscal 2015 represents the company's 101st year in business. The current year closed with sound financial results and a positive and strong balance sheet. Its market capitalization totals A$ 45 billion. Its net profit after taxes (excluding discontinued operations and non-trading items) jumped by 8.3% to A$2.4 billion. For the past 20 years, Wesfarmers has reported compound sales growth of 16.1% per annum. The Group reported "extremely positive" growth for Bunnings--the market leader of home improvement and outdoor living products in Australia and New Zealand and a major supplier to project builders, commercial trades people, and the housing industry. Its network consists of 236 large warehouse stores, 65 smaller format stores, 33 trade centers, and three frame and truss manufacturing sites. During fiscal 2015, some 29 trading locations were opened; plans call for upwards of 18 new warehouse stores in each of the following two fiscal periods. Investment plans also are earmarked for Officeworks, the country's leading retailer and supplier of office products and solutions for home, business, and education. Seven new stores opened during the current fiscal year. Expansion at its other retail concepts continues: 11 new Kmart stores (plus 29 refurbished stores) and 25 new Coles supermarkets added ( while 11 outlets were closed). The emphasis continues on more fresh product offerings. Additionally, 68 new scratch bakeries were installed, bringing the total to 371 in the chain. Another strategy for the company is its expansion plans beyond its present markets. Late in 2014, the company paid A$180 million for the Workwear business of Pacific Brands. This included the production and supply of industrial workwear, corporate wear, uniforms throughout Australia, New Zealand, and into the

United Kingdom and the United Arab Emirates. This business was integrated into Wesfarmer's Industrial, Supply and Workwear products: Sales of A$1.8 billion in fiscal 2015. UPDATE: On Jan. 18, 2016, Wesfarmers acquired the Homebase DIY chain of home improvement stores (265 outlets) paying A$705 million ($485.2 million) to acquire the Homebase Do-It-Yourself chain of 265 outlets in the United Kingdom. In fiscal 2015, Homebase generated ₤ 1.5 billion as the UK's second largest DIY retailer. Homebase stores, owned by the Home Retail Group (also in our database), are now scheduled to be re-branded and upgraded under the Bunnings banner over the next few years.

Procurement Contacts: N/A

WESTERN FAMILY FOODS, INC.

6700 S.W. Sandburg Street, Tigard, OR 97223, USA

Tel: (503) 639-6300

Fax: (503) 684-3469

www.westernfamily.com

Total 2010 Sales: $700 Million+

Percentage of Sales in Exclusive Brands: 100%

Principal Business: This firm was organized in 1934 as a grocery wholesaler (Pacific Mercantile Corp.) by a group of retailers. It has since evolved into a full-service private label procurement and marketing company, distributing its products through wholesale grocers, who in turn supply some 3,500 stores in up to 30 states as well as to export markets (primarily Pacific Rim countries). Its product mix includes: canned and frozen fruits, vegetables and juices, condiments and sauces, baking needs and mixes, cleaning aids and household supplies, paper products, health and beauty care, general merchandise, deli meats and cheeses, dried beans and pasta, jams, jellies, syrups, oils and shortenings, frozen dinners, canned fish and meats.

EB Identities: Western Family (2,500 SKUs), Shurfine (2,000 SKUs), and 1,500 SKUs in secondary brands. Other identities include: Better Buy, Market Choice, Shur Savings (all secondary labels), plus the new Distinct Selection (upscale foods). Its Shurfine brand is not connected with the Shurfine brand of Topco Associates (also listed in this database), but is partly owned by the Shurfine Eastern Corp., managed by Western Family, which extends its Shurfine program to states beyond its eastern marketing region.

EB skus: 6,000+

Profile: From basically a regional operation in the Pacific Northwest, Western Family has grown to a distribution network, across the US (from Washington, to California, to Texas, to California, to Alaska and Hawaii). It also distributes to Asia and Europe. Its stock covers 6,000+ items for export under such names as: Western Family, Shurfine, Better Buy, Shur Savings, and Market Choice. It now exports to the Pacific Rim countries, Mexico, South America, and the Middle East. The company represents 11 wholesaler associates active on both coasts of the US, among them, Associated Food Stores (also in this database), Salt Lake City, UT, which owns about 20% of Western Family.

Procurement Contacts: Charlie Rotta, Group Vice-President-International(e-mail: [email protected]); Bob Cutler, Sr. VP Procurement; Steen Hauke, VP of Sales; Dick Gardiner, VP Marketing; Dave Hayden, Sr. VP, Sales/Marketing

WHOLE FOODS MARKET, INC.

550 Bowie St., Austin, TX 78703 USA

Tel: (512) 542-0405

Fax: (512) 482-7405

www.wholefoodsmarket.com

Total Fiscal 2015 Sales: $15.4 Billion +8.5%

Percentage of Sales in Exclusive Brands: 13.6% Principal Business: Whole Foods Market (NASDAQ: WFMI) calls itself the world’s leading natural and organic foods supermarket and, in the US, the first national “Certified Organic” grocer. The company, which started in 1980, now operates a total of 431 stores, of which 412 are in 42 states plus D.C., 10 in Canada and 9 Fresh & Wild stores in the United Kingdom. This retailer, which sell 66.5% of its stock in perishables, also operates: two produce procurement centers, four seafood processing and distribution facilities, a specialty coffee and tea procurement and roasting operation, 10 regional distribution centers, five regional commissary kitchens, and seven bake house facilities. Its Allegro Coffee Co. subsidiary produces specialty and organic coffees; while its Select Fish processes and distributes seafood.

EB Identities: 365 Everyday Value, 365 Organic, Whole Foods Market (store-made and regionally made fresh foods), Allegro (coffee, tea, drinking chocolate), Whole Paws (pet food), Engine 2 Plant-Strong (foods with no animal products or added oil, 100% whole grain, and minimum sugar), and the Whole Brands family--Whole Kitchen prepackaged fresh & frozen groceries; Whole Treat frozen desserts, cookies, and candies; Whole Catch fresh and frozen seafood; Whole Fields produces and support items; Whole Pantry herbs, spices and condiments; Whole Creamery cheeses; Whole Ranch prepackaged fresh and frozen meats.

EB skus: 5,300+

Profile: A slump in performance continues, as overall sales increases per year slow down, while comparable store sales diminish (down from an 8.8% increase in 2012 to a 2.5% increase in fiscal 2015). Net income in 2015 dipped by 7.4% to $536 million. In 2015, Whole Foods Market opened 38 stores and closed six outlets. During the year, the retailer launched more than 100 new and rebranded dietary supplements, pollinator-friendly almonds and almond butter, organic barbecue sauces (each with a unique regional flavor), a collection of body care products for baby, and more holiday seasonal items. In late 2014, the retailer launched its first ever national brand campaign to distinguish itself as 'America's Healthiest Grocery Store," carrying the message: "Values Matter" for Whole Foods Market, shown to be concerned over where food comes from. The multi-media campaign drew mostly negative response in social media. News reports also accused the grocer of overcharging its customers. In 2015, for example, comedian John Oliver on his HBO TV show, "Last Week Tonight," commented on Whole Foods Markets sale of $6 asparagus, which really was only "artisanally moistened asparagus." The water, he said was free; the asparagus, which sells in its stores at $5 a pound, was missing from the product. In a skit about a bear shopping in Whole Foods Markets, Oliver also poked fun at the retailer for selling $79.99 specialty honey. UPDATE: Whole Foods Market, accused as the store where people had to spend their whole paycheck to shop, took action by announcing its launch of a second store format, called '365 by Whole Foods Market.' In a smaller footprint versus its standard store, these outlets would sell fresh, healthy, affordable foods, and address value as a quality proposition with a curated product selection, while offering convenience and technology to its shoppers. The concept, which borrows on the value inherent in its exclusive brand identity, 365 Everyday Value, reportedly will stock a representative selection of those products. Eventually, the company expects that these new, smaller stores will help expand the company's overall store count to upwards of 2,200 stores. It will be, however, a slow rollout: Plans for 2012 call for the company to open 30 new stores, of which only three will be under the new format.

Procurement Contacts: Betsy Foster, Vice-President of Purchasing & Distribution; Jake Fontenot, National Grocery Buyer; Kavita Patel, Private Label Marketing Director; Chris Slick, Sr. Global Coord. Exclusive/Store Brands; Erin Revtlyak, Store Brands Buyer

WINCO FOODS

650 North Armstrong Place, Boise, ID 83704 USA

Tel: (208) 377-0110

Fax: (208) 377-0474

www.wincofoods.com

Total Fiscal 2011 Sales: $4+ Billion (E)

Percentage of Sales in Exclusive Brands: N/A

Principal Business: In 1967, this business began as a discount warehouse grocery store. The owner subsequently sold out to the employees and WinCo has since been employee-owned. In 1999, its two store banners (Waremart Food Centers and Cub Foods) were renamed WinCo Food Stores. Today, the company operates some 78 large food stores (between 90,000 and 100,000 square feet) in five western states: Washington, Idaho, Nevada, California, and Oregon. Winco’s low-pricing strategy is similar to Walmart Supercenters. Its two warehouse facilities are located in Oregon, a new 900,000 square foot food center in Woodburn, and a 100,000 square foot nonfood facility in Myrtle Creek. In 2009, the company extended its business into Utah, opening three stores.

EB Identities: Cascade Pride

EB skus: N/A

Profile: Employee-owned Winco has just extended its business into Utah, opening three of its stores, which average 94,000 square feet.

Procurement Contacts: Steen Goddard, President & CEO

WINN-DIXIE STORES, INC.

5050 Edgewood Court, Jacksonville, FL 32254-3699 USA

Tel: (904) 783-5000

Fax: (904) 370-6751

www.winn-dixie.com

Net Fiscal 2011 Sales: $6.9 Billion -1.4%

Percentage of Sales in Exclusive Brands: 21.8%

Principal Business: This retail food chain, founded in 1925, now operates 483 grocery stores in five states: Florida, Alabama, Georgia, Louisiana, and Mississippi. In this Century, Winn-Dixie has consolidated and reduced its size significantly. Its total sales in 2002 were $ 12.3 billion--up by only 4.2% since 1995. Its store count numbered 1,000+, its manufacturing support was impressive, too, at nearly 20 manufacturing facilities. Also its private label portfolio listed some 60 brands, most being produced by those company plants. Its store banners today include: WinnDixie Marketplace and Save Rite supermarkets. Its three remaining manufacturing facilities cover dairy and grocery—most products under Winn-Dixie’s corporate brands program.

EB Identities: From a recent portfolio of more than 30 brands and 80 trademarks, Winn-Dixie has significantly consolidated this program down to three-quality tiers: Winn-Dixie (national brand equivalent), Thrifty Maid (value brand), and the new Winn & Lovett (300 premium products).

EB skus: 3,300

Profile: Since emerging from Chapter 11 on November 21, 2006, Winn-Dixie has refocused and remodeled its chain, under the leadership of president & CEO Peter L. Lynch. Its latest financial results, however, showed a net loss of $ 70.1 million versus a $ 28.9 million profit in the previous year. Stiff competition from Walmart and Publix hurt the company. In July 2010, Winn-Dixie exited from 30 stores and let 120 people (corporate and field) go. Finally, Winn-Dixie in December 2011 agreed to be acquired by BI-LO LLC, Mauldin, SC, (also in this database), a 207supermarket chain, in effect, making Winn-Dixie a subsidiary of BI-LO Holdings LLC which, in turn, will be relocated to the Jacksonville, FL headquarters. The deal was consummated in March 2012, producing a combined retail operation of 688 grocery stores (493 of them with in-store pharmacies) in eight states and generating sales in excess of $ 9 billion. BI-LO and Winn-Dixie will be operated separately as subsidiaries. As a result, Winn-Dixie was de-listed from the NASDAQ exchange, under the symbol WINN.

Procurement Contacts: Don Breen, Vice-President, Corporate Brands & Manufacturing; John Opasinski, Director of Corporate Brands; Patrice Leannais, Sr. Director, Corporate Brands; Mary Kellmanson, Group VP, Non Persh., Procurement Contacts: Corporate Brands; Matt Gutermuth, Group VP, Center Store/Pricing/Own Brands; Wesley Bean, P, Own Brand Strategyl & Innovation

WM MORRISON SUPERMARKETS PLC

Hilmore House, Gain Lane, Bradford, West Yorkshire BD3 7DL UNITED KINGDOM

Tel: +44 845-611-5000

Fax: N/A

www.morrisons.co.uk

Total Fiscal 2012 Group Sales (excluding VAT): $ 28.3 Billion (£ 17.7 Billion) +7%

Percentage of Sales in Exclusive Brands: 55%

Principal Business: William Morrison (established in 1899 as an egg-and-butter merchant) ended fiscal 2012 with 475 supermarkets in the UK. The company, which is traded on the London Stock Exchange, under the MRW symbol, also operates 11 distribution centers and 13 manufacturing sites, including one in the Netherlands, among them: 3 abattoirs, 6 fruit and vegetable pack houses, 3 bakeries, and 1 food prep factory, which rank the company as the fifth largest food producer in the UK. Additionally, Morrisons is regarded as the fourth largest food retail chain in the United Kingdom with a market share of 12.8%.

EB Identities: Morrisons, Market Street, M Saver (price-entry range), M Kitchen, Bettabuy, Eat Smart, Organics, The Best (premium range), Kids Smart, Wholefood.

EB skus: 6,500+

Profile: Does Morrisons try harder? You bet? It provides more butchers, bakers, and fishmongers, who prepare food in its stores, than any of its rivals. (Also, starting in January 2014, the retailer opened its morrisons.com website, featuring virtual butchers, bakers and fishmongers as well.) Its own label ranges continue to undergo both new line launches and a re-launch strategy. Recently, its bread range re-launched with new products; while new ranges have emerged, such as in October 2011, some 600+ products were introduced under the new M Kitchen brand. Chefs, including Pierre Koffman and Aldo Zilli, inspire its recipes. To help its customers, the retailer in January 2012 rolled out the new M savers brand, an entry price-point range of some 500 lines. Morrisons additionally has embarked on a three-year product development program, calling for 5,000 new products in 2012 and 10,000 product relaunches by Christmas 2013. More recently, Morrisons petrol filling stations (300 in total) copied rival Tesco's fuel 10-pence discount promotion, but with a more attractive 15 pence off each liter of petrol purchased (it averages 143.05 pence per liter), when customers purchase £ 60 worth of merchandise in a Morrisons store. Its fuels sales for this fiscal year, in fact, grew by 17.6% to £ 4 billion; this compares to store sales in that period growing by 3.9% to £ 13.4 billion for the year. Fiscal 2011/12 overall sales were strong; while profits before taxes climbed by 8% to £ 947 million. Morrisons added 37 stores during the year plus launched a new suburban convenience store format, M local. This 4,250square-foot store features more than 50% of its products in fresh foods and scratch cooking-encompassing some 2,500 product lines overall. Three M local outlets were opened, but plans call for 20 more in 2012/13. Expect Morrisons to try even harder. The company secured an additional £ 654 million to £ 1.5 billion for the year. Its recent strategy called for this funding. In February 2011, the company acquired Kiddiecare.com Limited, a baby and infant online retailer for £ 70 million, and another £ 6 million went toward acquisition of Flower World Limited, an independent flower importer. In January 2012, Morrisons agreed to buy a pork and lamb retail meat packing facility; then in March, plans were announced to establish a seafood processing capability by yearend. Plans also call for opening an abattoir in 2012/13, followed by two more in 2013/14. To investigate the potential for its e-commerce grocery business in the UK, Morrisons in March 2011 acquired about a 10% interest in FreshDirect LLC, Long Island City, NY, an online food and grocery retailer, serving New York and New Jersey. That company also gets a minority interest in Morrisons’ online business in London. In May 2012, Morrisons began replacing its Eat Smart range with a new identity, NuMe, consisting of some 315 healthy food choices--chilled, frozen, and ambient products.

UPDATE: Lately, Morrisons has been house-cleaning its own brand lines, including brands acquired in its takeover of Safeway Plc in March 2004. The latter Eat Smart line was replaced in May 2012 with the NuMe healthy eating range, consisting of some 315 healthy food choices (chilled, frozen, and ambient products). In September 2012, the company replaced The Best premium range (also from Safeway) with the new M Signature brand, comprised of some 700 items. This new brand drops the dark green design of the latter for a "more ornate look and feel," including an embossed design with colors: pinks, greens and purples on the ambient product packaging and more hues on the fresh products. Morrisons in October 2011 introduced M Kitchen, a range of ready meals, and earlier replaced its M Value range with the new M Saver identity. For fiscal 2013, Morrison's reported its turnover down by 2% to £ 17.7 billion; while its underlying profits before taxes dropped by 13% to £ 785 million. Trade reports indicate the retailers has been hurt by competition from discounters like Lidl and Aldi, as well as its slow progress in online retailing and the convenience store sector. Plans call for a restructuring of operations, including the sale of its Kiddiecare online business and its interest in FreshDirect. During the year, Morrisons opened 100+ M local convenience stores and 18 new supermarkets. Also, it launched some 6,500 own brand products and completed its own label conversion strategy.

Procurement Contacts: Belinda Youngs, Private Brand Director; Eleanor Scott, Simon Mitchell

WOMEN IMPACTING STORE BRAND EXCELLENCE

627 South Dorchester Ave., Wheaton, IL 60187 USA

Tel: (630) 857-4422

Fax: N/A

www.wommeninstorebrands.com

Total Sales: N/A

Percentage of Sales in Exclusive Brands: N/A

Principal Business: WISE was formally organized at the 2012 PLMA Chicago Trade show in November 2012, as a non-profit professional development organization within the store brands industry. Created and led by women in that industry, its membership includes women and men active as manufacturers, retailers, brokers, consultants, and suppliers. Its goal: to develop and advance women leaders across the store brands industry, serving as a platform and resource to influence and accelerate leadership diversity. Its plans call for offering educational opportunities, coordinating business-networking events, and advocating informal mentorship for its members.

EB Identities: N/A

EB skus: N/A

Profile: N/A

Procurement Contacts: Peggy Davies, Chairperson

WOOLWORTHS LIM ITED

1 Woolworths Way, Bella Vista NSW 2153 AUSTRALIA

Tel: +61 (2) 8885-0000

Fax: N/A

www.woolworthslimited.com.au

Total Fiscal 2011 Group Sales: $49.8 Billion (A$ 54.1 Billion) +4.6%; Total Supermarket Division Sales (including Petrol and Liquor): $42.6 Billion (A$46.3 Billion) +4.5%; Total General Merchandise Division Sales (including electronics): $5.5 Billion (A$ 6 Billion) +1.7%

Percentage of Sales in Exclusive Brands: 18%

Principal Business: As the leading retailer in Australia (commanding a 30% market share in the food retail sector), Woolworths operates 2,959 retail outlets, consisting of 840 supermarkets in Australia (mostly Woolworths and Safeway brands) and 207 supermarkets (51 franchised) in New Zealand (under the Woolworths, Foodtown, and Countdown brands); 559 outlets in general merchandise (165 Big W discount department stores, 390 Dick Smith Electronics, and 4 Tandy stores; and 19 Danks Home Improvement stores. Also in partnership with Caltex (petrol sales of A$ 6 billion +9.9%), there are 581 petrol stations, of which 132 are Wolworths/Caltex alliance sites. Its liquor business, comprised of 1,250 outlets, includes 140 Dan Murphy big box stores and neighborhood retail outlets under BWS identity. Woolworths additionally operates 282 hotels and

clubs (A$ 1.2 billion +9,1%). Woolworths also has a meat processing plant. The company is traded on the Australian Securities Exchange under the symbol: WOW. EB Identities: Homebrand (price point range--Australia’s largest selling grocery brand), Woolworths Select (premium range), Naytura (health and wellbeing food products--low in salt, sugar, fat and additives), Organics (organically certified fresh foods and grocery products), Macro Wholefood Market (”good for you” foods), Mambo (clothing), etc.

EB skus: N/A Profile: The big news at Woolworths is its formal entry into Australia’s A$42 billion home improvement sector. In May 2011, the company announced its new Masters banner, the first store to open in September in Melbourne--a 13,500 square meter outlet. Masters is a joint venture between Woolworths and the home improvement chain Lowe’s in the U.S. (also in this database). During fiscal 2010, Woolworths began its entry into this sector by completing the purchase of Danks Holdings Ltd, the second largest hardware distributor in Australia (supplying 581 Home Timber & Hardware, Thrifty-Link Hardware, and Plants Plus Garden Centre stores plus more than 900 independent hardware stores). Also, Woolworths acquired Gunns Retail Division in Tasmania, operator of five hardware stores, a timber joinery center, and a truss manufacturing plant. Woolworths also purchased the Becks Timber and Hardware operation in Tasmania. In the supermarket sector, the company has converted more than half its stores in Australia and New Zealand to new formats, including the Countdown banner in New Zealand where 88% of the stores are re-branded. The company also has put more emphasis behind its exclusive brands, including the new Woolworth Select brand in grocery products as well as a new package design for its Homebrand range. In fiscal 2011, some 70+ new products were introduced. Also, last year, the retailer acquired Macro Wholefoods (seven store leases) and launched the Macro Wholefood Market range in its supermarkets, now being expanded. Additionally, Woolworths acquired a 25% stake in Gage Roads Brewery, which has since introduced a number new exclusive brands: Dry Dock full strength, Sail & Anchor Clipper light, and Bolt low-carb beer, as well as Castaway cider launched during the year. The Big W chain has added the optical products category in its stores and introduced the new Mambo clothing and accessories range. In consumer electronics, the Dick Smith stores are revamping their exclusive brand offering, as the company plans to exit the Tandy store brand in fiscal 2012. Dan Murphy’s liquor outlets added 19 new stores, bringing the total to 140 in the chain. While Woolworths has had to deal with “macro economic circumstances” resulting inh adverse effects on retailing, the company has continued to grow during fiscal 2011: 21 new supermarkets, 20 new Caltex alliance stores, and its acquisition in May 2011 of the Cellarmasters group. The Christchurch earthquake in New Zealand forced the closing of seven stores, burdening the company with A$38 million in added costs. Overall, Woolworths reported a 5.1% increase to A$2.1 billion in net profits after taxes. In January 2012, the company announced plans to sell its Dick Smith electronics business, while its Big W discount outets would take over the sales of electronics. Woolworths plans to focus more on its supermarkets, building its profitable fresh produce offering, while also doubling its private label business.

Procurement Contacts: Greg Foran, General Manager, Merchandise Logistics, General Merchandise & Private Label; Richard Umbers, General Manager, Buying & Marketing; Delwyn Oliver, Sr. Brand Manager; Via Sfetsas, Own Brand Development Manager

WU-MART GROUP

4th Ring North Road, No. 158-1 West, Haidian District, Beijing, P.R. CHINA 100142

Tel: +86 10-88259488

Fax: N/A

www.wumart.com

Total 2012 Revenues: $2.7 Billion (RMB 15.4 Billion) +5.5%

Percentage of Sales in Exclusive Brands: N/A

Principal Business: Established in 1994, this non-state-owned enterprise operates retail stores mostly in Beijing as well as in Tianjin, Hebei, and the Northwest region of mainland China. In total, there are 538 stores, consisting of 141 superstores and 397 mini-marts (convenience stores). Of these, Wu-Mart directly owns 420, comprised of 138 superstores (hypermarkets) and 282 minmarts. There also are 80 mini-mart franchised stores and 38 managed stores--3 superstores and 35 mini-marts. The store banners include: Wumart Hypermarket, Wumart Mini-Mart, Merry Mart, and others. Wu-Mart also holds 75% equity interest in Beijing MerryMart Chainstore Development Co and 29.24% interest in Yinchuan Yinhua Department Store Co..

EB Identities: Sheng (Savings--a value line), and five premium lines, LiangShiJi, DongFangXZhi, Prime of Nature, NaShiHou, UNID

EB skus: N/A

Profile: Revenue growth through store openings continues in 2012 with some 19 directly owned superstores and 32 min-marts opened; while 3 superstores and 32 mini-marts were closed. Additionally, 10 franchised mini-marts were closed. With the economy weak in China and growing competition, this business has concentrating on strengthening its offering of fresh foods (fruits and vegetables) as well as meats, seafood, prepared foods, and bakery items. Its net income was up by 2.7% to 602 million yuan ($95.4 million) for the year. Wu-Mart, during the year, also set up direct trading bases between farms and its supermarkets; and the company has continued to standardize its operation, while also building new distribution and processing centers. The retailer’s strategy basically is to tailor its stores to the local market interests. UPDATE: In October 2013, Wu-Mart announced plans to purchase 36 stores in Bijing from the Taiwanese firm, CP Lotus. The latter has 57 stores in China, operating in Beijing, Shanghai and various provinces.

The stock deal, valued at HK$ 2.3 billion ($302 million), gives CP Lotus a 10% interest in WuMart.

Procurement Contacts: N/A

X5 RETAIL GROUP

28 Srednyaya Kalitnikovskaya st. Bld. 4, Moscow 109029 RUSSIA

Tel: +7 495-662-8888

Fax: +7 495-662-8888 (Ext. 41-265)

www.x5.ru/en

Net 2012 Retail Sales: $15.8 Billion +2.2%; Pyaterochka Soft Discounter Sales: $10.2 Billion +2.4%; Perekrestok Supermarket Sales: $3.4 Billion -0.1%; Karusel Hypermarket Sales: $1.9 Billion -12.8%; Convenience Stores: $156.9 Million +54.1%

Percentage Sales in Exclusive Brands: 10.5%+

Principal Business: Established in the mid-1990s, the Perekrestok and Pyaterochka banners were merged in May 2006 to become the X5 Group. The Group is now one of Russia’s largest food retailers, overseeing 3,802 retail stores (some 400+ franchised) in three formats: the Pyaterochka soft discount chain (3,220 stores), Perekrestok supermarkets (370 stores), and its re-launched Karusel hypermarket chain (78 stores). In addition, there 134 convenience stores under different banners, including Perekrestok Express and Kopeyka. Some 48% of its shares are owned by the Alpha Group Consortium, a $16.6 billion privately owned investment group. The company operates as a Dutch public liability firm, traded on the London Stock Exchange: FIVE. Its three primary store banners sell mostly food items. Its recent growth has been attributed to new store openings and acquisitions. The Group operates 29 distribution centers and employes some 109,000 people.

EB Identities: Red Price (price leader), Five Pluses (mainstream products), and a premium line (under development)

EB skus: 1,600+

Profile: X5 Retail Group suffered through some bumps within its operation, managing only a 2.2% overall net sales gain for the year. Dips in sales at its supermarket and hypermarket chains

contributed to a company net loss of $126.5 million versus profits of $302.2 million in 2011. This pioneer in private label in Russia--its first own brand item, bottled water, was introduced in 2001-lately has grown private label share of sales within its chains: 12.6% in Pyaterochka, 6.8% in Perekrestok, and 5.6% in Kausel. Its takeover strategy was halted in 2012, following a more active 2011, when the Group purchased the remaining 40% shares of Retail Express Ltd., thus now owning 100% and acquired 000 Pic, a group of Narodny banner stores as well as the Ostrof Invest chain, owned by ZAO. Early in 2012, the Group launched E5.RU, an online retail channel, offering some 1,500,000 non-food skus in numerous product categories. Those sales for the year rose by 107.2% to $16 million. During the year, the Group launched a direct food import business. UPDATE: Calendar 2013 preliminary results show solid growth especially in the last quarter. The overall store count climbed by 742 stores to 4,544 outlets, adding 662 Pyaterocka discount, 20 Perekrestok supermarkets, 5 Karusel hypermarkets, and 55 convenience stores. Also, a new Pyaterocka store format is now being rolled out.

Procurement Contacts: Dmitry Ishevskly, Supply Chain Director; Stephen Kreeger, Purchasing Director