April 17, 2025 • 24 mins
For nearly a century, Publix has been a cornerstone of the Southeast’s grocery landscape, earning a level of customer devotion that transcends traditional shopping habits. Founded in 1930 by George Jenkins, the company has grown from a single store in Winter Haven, Florida, to nearly 1,400 stores across eight states, all while remaining true to its founding ethos: take care of your people, and they will take care of your customers.
In a recent episode of Leaders in Customer Loyalty: Brand Stories, Maria Brous, Director of Communications at Publix, offered an inside look at how the grocer cultivates loyalty by investing in associates, elevating the customer experience, and serving communities with integrity and purpose.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Customer loyalty in the grocery industry can be
especially challenging duringtimes of economic uncertainty,
when consumer confidence tendsto decline.
Delivering value not onlythrough quality food offerings
but also through a well-roundedcustomer loyalty approach, stand
out.
What's rare, yet incrediblypowerful, is an approach that
(00:23):
centers both on the employee andthe customer, creating
meaningful touchpoints andexperiences that enhance
engagement and strengthencustomer loyalty.
Publix exemplifies thiscommitment, from corporate
social responsibility andsustainability initiatives like
the Good Food Together fooddonation program to their
(00:46):
employee-owned business model,which empowers team members and
reinforces a customer-firstculture.
Loyalty at Publix isn't justconfined to a single department.
It's embedded across theorganization, driving authentic
experiences that resonate withcustomers.
We welcome back Maria Brus, theDirector of Communications at
(01:07):
Publix, to the Leaders inCustomer Loyalty series and
she's going to discuss what setsPublix apart.
Thank you very much for takingthe time to speak with us today,
maria.
How are you?
Speaker 2 (01:17):
Thanks, mark, great to be with you.
Speaker 1 (01:19):
Great to have you back, as always.
For those who may be unfamiliarwith Publix, can you give us a
short introduction to thecompany?
How did Publix start?
What's the backstory?
Speaker 2 (01:29):
Sure.
So in current day we havealmost 1,400 stores across eight
operating states in the Southand our newest state is Kentucky
.
But we started in 1930.
So it's our 95th anniversarythis year.
George Jenkins started thecompany in 1930 after working
for a competitor, but he wantedassociates to feel valued, and I
(01:51):
said with almost 1,400 stores.
But we are all about customerservice, about quality products
and competitive pricing.
Speaker 1 (02:10):
Okay, perfect.
Can you tell us a little bitabout your role at the company?
How did you get to where youare today?
What positions led to this role?
Speaker 2 (02:18):
Sure.
So I've been with Publix almost35 years in June, so very
excited about that.
But started my career at Publixwhen I was 14, and I started as
a front service clerk, which tomany will be a bagger.
So I started bagging groceriesat Publix, worked in retail for
about nine years, Thought Iwanted to be a public school
teacher, had no idea how hardwork that was and that it took a
(02:44):
very specific personality to dothat and if I wanted to have
kids of my own I had to stopteaching middle school.
So I only did that for a shorttwo years and then came back to
public school time and then wentinto our education and training
development department andtaught workshops to our
management teams for a couple ofyears and discovered that I had
(03:08):
the gift of gab and loved ourcompany and wanted to talk about
it all the time and had anopportunity to become the media
and community relations managerin our Miami office for a few
years and then transferred toour Lakeland office almost 20
years ago it's hard to believe,but to become the director of
the department.
Speaker 1 (03:28):
That's awesome.
So, when you look at your role,what keeps you up at night and
what are the biggest challengesor opportunities that you face
within your position?
Speaker 2 (03:38):
I think I'm very fortunate to work at Publix
Several of my counterparts thatare other companies both in and
out of the grocery industry.
You know we chat and we talkabout the things that keep us up
at night, but for Publix andfor me, I feel very fortunate
that what really keeps me up isjust making sure that we're
always doing the right thing byour associates.
(03:58):
There isn't an issue orsomething internally that
there's a struggle with.
Everything we do is alwaysfocused around the customer
experience and the associateexperience.
So for me it really is abouthow do we continue to provide
value and show value to both ourcustomers and our associates.
But it comes from a place ofwanting to do more and always
(04:20):
wanting to have more fulfillment.
Not from a place of worry Imean, there's always going to be
external factors that areoutside of our control but
really how we operate businessday to day and always doing
what's right and saying whatwe're going to do and then doing
.
It has always been what guidesus and I'm very fortunate for
(04:40):
that.
Speaker 1 (04:40):
Okay, when you look at customer loyalty, it's very
important to brands these days.
You talked about kind ofcustomer experience and how that
.
When you look at customerloyalty, it's very important to
brands these days.
You talked about kind ofcustomer experience and how that
can lead to great customerloyalty outcomes.
But you know what does customerloyalty mean to you and to
Publix.
Speaker 2 (04:53):
Customer loyalty and brand loyalty is everything to
us.
I mean, it's more than you know.
Our founder, george Jenkins,said it probably best.
He always said from thebeginning we're in the people
business, we just happen to sellgroceries, and that really is
always something that I willremember, words that he said and
that we truly live by every day.
Everything we do is aboutbuilding relationships.
(05:15):
Building relationships with ourcustomers, getting to know them
by name, getting to share inthe experiences with them.
We know that everything thatour customers' lives incorporate
, we're with them through thosemilestones and through those
opportunities that food bringseverybody together.
And it really is about buildingthat relationships, knowing
(05:37):
that they can count on us toprovide them with a service, but
even more so, knowing that theyare more than just a number.
They are a part of our extendedfamily.
And for those of you that knowPublix well, we'll always know
that we talk about how we're thelargest family at 255,000
associates, but we have 1,400stores just about, and we think
(05:58):
of everyone as our family inthat extension.
So it is very much aboutbuilding those relationships
that creates that loyalty inturn from customers and
associates.
Speaker 1 (06:09):
Excellent.
What's the biggest driver ofcustomer loyalty for Publix?
Is it the PubSub?
That seems to be kind of aphenomenon all in itself.
Speaker 2 (06:19):
It does, from the PubSubs to fried chicken, our
teas to our birthday cakes.
But really, mark, I'm going tosay that it's always our
associates.
Our associates are what makesthe difference and is the driver
for that loyalty, because ourcustomers are building
relationships with ourassociates.
Like I mentioned earlier, weknow them by name, we know their
(06:40):
children we talk about.
You know birthdays andanniversaries and holiday
traditions, and we are part ofevery fabric of the community.
They see us not only in ourstores, but they see us out in
the community doing good work aswell.
So we're an extension of thecommunity.
So I think all of that workingtogether is really what makes us
(07:00):
unique.
Speaker 1 (07:02):
Excellent, A big push right now around customer
loyalty within organizations.
There seems to be kind ofbifurcation with some brands.
Some focus on it pretty acutelyand some less so.
When you look at customerloyalty within your organization
, how is it prioritized,especially with the senior
marketing and operations leaders?
Speaker 2 (07:22):
Well, for us it's extremely important.
I mean the entire experiencethat our customers and our
associates have with us and thatloyalty we want to create brand
advocates.
We want to create that loyaltywhere Publix is the only place
where our customers want to shopand where our associates want
to work.
It's at the top of each of ourbusiness area plans.
(07:44):
And how do we not only attractand retain talent, but then how
do we attract and retain ourcustomers too, to keep them
coming back?
And that's why we put such anemphasis on our associates
making the difference.
And, quite frankly, mark, whenyou own something, you take
better care of it.
And being an associate ownedcompany, our associates have
skin in the game.
(08:04):
We want to provide that valueand that service to our
customers so that theyunderstand the important role
that they play to us and how wewant to come to work every day
to serve them better.
Speaker 1 (08:15):
Excellent, and one of the topics that is kind of
making the rounds withinLoyalty360 right now is
engagement.
You talked about greatexperiences, engaging the
audiences, engaging theassociates as well, but the
younger audiences can besomewhat of a challenge.
Brands find that it may be alittle more difficult to get
them involved in the customerloyalty program.
They want simplicity in theprogram.
You know what are you seeing inthat regard.
(08:36):
You know how are you creatingengagement with the younger
audiences.
Speaker 2 (08:41):
Well, I think for us it's about personalization and
customization.
So when we make it very simple,so when we think about loyalty
programs for the longest time,you'll remember, we didn't have
a loyalty program.
Every customer, regardless ofwhether you provide your phone
number at checkout on the pinpad or not, you're all going to
get the same great price, thesame great value, the same great
(09:01):
service.
But my customers, regardless ofage, across the spectrum, if
you enter your phone number atcheckout, we can personalize
your shopping experience more.
We can simplify that process.
We can let you know when itemsthat you typically tend to buy
are on sale.
We can tee up offers for youbased on you know what you
typically try to do in yourshopping basket.
(09:24):
So I think, all around, itreally is about engaging with a
brand that you love and know.
For many, their experience withus starts as a child, when they
get their sprinkle or chocolatechip cookie at the bakery, and
continues to work their waythrough.
So it's about building thatlongevity of relationship with
our customers and thencustomizing and personalizing
their experience throughout.
Speaker 1 (09:45):
Okay, when you look at the current macroeconomic
trends, what are you seeingthat's affecting the grocery
industry and how are some ofthese trends potentially
impacting kind of your customerexperience and customer loyalty
efforts?
Speaker 2 (09:59):
Well, I think, regardless of the time and
regardless of the macroeconomicsthat are happening, I mean,
customers always want to findvalue.
They want their dollars tostretch more when they're in the
grocery store and we haveeverything from our BOGO
programs, where it's our buy one, get one freeze that we offer
very aggressively every week inour ad.
We have 60 to 80 offers eachweek on not obscure items but
(10:21):
items that our customers areshopping for on the regular.
We also encourage value packsso our customers can buy and
freeze or buy and eat, dependingon the size of their family.
We also have the customerconvenience factor.
We're all time starved,regardless of whether we live
alone or have an extended family.
We're all rushing and doing.
You know, whether we live aloneor have an extended family,
we're all rushing and doing somany things.
(10:43):
So convenience is anotherdriver for us.
So understanding our customersand meeting them where they're
at helps us continue to offerthem that value that they
continue to look for.
So it really is understandingyour customers, understanding
what drives them and thenmeeting them where they are.
Speaker 1 (10:59):
Excellent.
Now how can an effectivecustomer loyalty program,
customer loyalty orcustomer-centric approach that
you talked about, you knowaddress some of these micro
economic trends?
Speaker 2 (11:08):
Yeah, I mean, I think , first and foremost, it's that
we put ourselves in ourcustomer's shoes and we
understand, you know, thedynamics that are impacting, you
know they're impacting us,they're impacting them, and how
do we continue to solveopportunities and how do we
continue to bring further value?
How do we continue to enhancethat shopping experience?
(11:30):
And whether it's meeting themin our stores or meeting them in
their home, because for many,you know, grocery shopping has
evolved over time.
So we do our, you know, homedelivery, powered by Instacart,
which allows customers to alsoshop how and when they like, and
meeting those trends as well,and continuing to further
(11:50):
develop that platform.
And doing curbside pickup forother customers that want to
place the order and swing by andpick it up, just knowing that
it's not one model for everycustomer.
That continues to build thatbrand.
Loyalty and affirmation that weunderstand them and we're
meeting them where they are bygiving them the different
opportunities that they seek.
Speaker 1 (12:11):
Okay, and when you look at the kind of the push for
value right now it's a bigdiscussion we've heard within
our grocery community, in theCPG community.
They are the grocers themselvesare looking at ways to provide
value to the customer but alsomaking sure the program has
value within the organization, abig push for private label.
You know, when you look at someof kind of the push for value,
(12:36):
what are you seeing in regard tothat whole dynamic right now?
Speaker 2 (12:40):
Well, I think there's a resurgence for sure in
private label products.
I mean for many grocers andpublic specifically.
We've always had a high qualityprivate label program.
You know our private labelprogram either meet or exceeds
the national brand standards forthe items that we offer and
have always been kind of thatguiding light for us.
(13:01):
So for customers that arelooking for private label brands
, you know we try to offersomething in every category to
provide additional value.
Again, our BOGO programcontinues to be another
differentiator for us.
We are very aggressive, workingwith our suppliers and being
able to pass along value to ourcustomers and to drive
(13:24):
innovation at the store shelfand to bring the latest products
at the best prices program orwhether it's added, you know,
advantage buys or if there areadditional opportunities to
coupon.
You know for digital walletsthat they can clip and save to
(13:47):
save additional dollars.
And also inside of our storeswe have communication centers
that have additional couponsthat customers can select from.
So I think it's always looking360 to figure out how we can
bring value to customers,knowing that everyone's looking
for that additional value,whether you're an associate,
whether you're a customer.
We're all looking to stretchour dollar and you can do it
(14:09):
while shopping at your favoritestore.
Speaker 1 (14:12):
Excellent.
I know that you launched theGood Food Together program in, I
think, 2009.
But to date you've donatedalmost one billion pounds of
food product.
You know, when you look at theinception of the program in 2009
, did you ever think you wouldget a billion pounds?
And you know what does thatprogram mean from a corporate
(14:33):
social responsibility,sustainability approach from
Publix.
Speaker 2 (14:38):
Well, for us, you know, being in the food industry
, the biggest impact that we canmake is in food insecurity and
helping feed our neighbors inneed.
I mean that has been our focus.
The unfortunate part is thatthere is such a need, mark, I
mean it's this.
You know the statistics arealarming of how many folks are
in need, and especially even asit touches our younger
(14:59):
generations and our most seniorpopulations.
So we work very closely withFeeding America food banks
across our operating area to beable to provide their clients
with wholesome foods and reallywe've surpassed that 1 billion
mark already.
No, I wouldn't have thought thatwe would have gotten there or
(15:19):
that there would have been suchneed, but I'm so thankful that
we are and that we continue togive back, not only as a company
, but also our customers join usin that effort.
That's why we talk about doinggood together, because we can't
solve this issue on our own.
We need our customers, we needour associates, we need our CPGs
, we need everyone working inthe same direction to help feed
(15:42):
neighbors in need.
But you know, every year we doa biannual twice a year program
where our customers have anopportunity to get back at the
point of sale.
We also, as a company,independently of that, will
provide over 10 million dollarsin fresh fruits, produce items,
fruits and vegetables to ourFeeding America partners, but
(16:04):
also look to continue to findways to keep food out of the
landfills and where it belongsin the bellies of our community.
Speaker 1 (16:14):
So when you look at the Good Food Together food
donation program and its kind ofoverall focus on the community,
you know how does that impactor drive the customer experience
, drive customer loyalty toPublix.
Speaker 2 (16:29):
And I think for many of our associates and customers,
being able to feel good aboutthe place where they shop or the
place that they work is a hugedriver.
The place where they shop orthe place that they work is a
huge driver.
We've always done it becauseit's the right thing to do, but
it does have impact on theothers as well.
But really it is about feelinggood, about knowing that our
(16:49):
dollars are also there.
We are not only walking thewalk, but we're talking the talk
and we're doing the things thatwe say we're going to do and
we're working to alleviatehunger with our customers and
with our associates, and there'spride in that.
There's pride in the fact thatwe're able to give back so much.
Mr George knew the value ofbeing able to give back and he
(17:10):
knew the importance that it wasnot only a privilege but it was
a responsibility to take care ofthe communities in which we
live and work.
And we continue that traditiontoday to take care of the
communities in which we live andwork.
And we continue that traditiontoday, 95 years later, we are
ingrained in the fabric of everycommunity that we serve, Even
(17:31):
as I was talking earlier aboutKentucky being our new estate.
Long before we opened the firststore there last year, we were
already giving back to thatcommunity, establishing roots
there and letting the folks ofKentucky know that we're not
only a grocer but we're theirlocal grocer.
We're there to give back andwe're there to build community
and we're there for the longhaul.
Speaker 1 (17:47):
Okay, excellent.
As you know, there's a big pushright now around data making
sure you have the right data,the right channel that you can
leverage in a way to personalizethe offers you talked about,
but do it in a way that'scustomer-centric, right, and in
a way that shows that you knowthem, but it's not creepy or out
of bounds.
But with privacy, keeping upwith privacy laws and
(18:09):
regulations can be a challenge,and so how do you look at the
holistic approach to data andmaking sure you have the right
data but using it in a veryproactive manner to drive that
proactive engagement youdiscussed earlier?
Speaker 2 (18:24):
Well, I think, first and foremost, I think our
customers trust the brand.
They trust Publix.
We are more than just for manybrands, it's a name, but they
feel like they know us, theyfeel that they trust us, they
feel connected to us.
We have teams from marketingand from legal that keep up with
all of the latest advancementsand processes and procedures,
(18:46):
but really we want to do it in amanner, as you said, that's
thoughtful and insightful andthat benefits our customers most
and really it is about helpingthem.
We don't sell any of their data.
We really use it to customizeand personalize their shopping
experience at Publix, and that'swhat our customers are really
looking for.
Is that personalization, toyour point of you know me, I'm
(19:07):
more than just a number.
I am, you know, maria Browse,customer of Publix and this is
my public store and here's whatI like to shop for, and that is
what we try to create.
Is that seamless process forour customers?
It's not just a transaction,but it's about a meaningful
transaction for the customer,really showing that we know them
and they can opt in through ourclub public's accounts.
(19:29):
They can opt in to receiveinformation about different,
whether it's, you know, sale adsor whether it's knowing more
about our community involvementor whether it's knowing more
about, you know, work in thesustainable fashion that we're
doing.
They get to opt in and out asthey please and knowing that
(19:49):
we're going to tee upinformation that they're looking
to see.
Speaker 1 (19:52):
Excellent and we talked about this a little bit
earlier, but can a well-runcustomer loyalty program or
customer loyalty foundationwithin an organization you know
address or assuage some of thesekind of data challenges?
Speaker 2 (20:04):
Well, I always think it's always about putting that
customer experience first andreally trying to know what's
important to an organization andto a company.
And when you put people first,all of the actions that you take
represent that, and buildingloyalty is extremely important
to both our internal andexternal customers.
It is our foundation.
(20:24):
It is all about thatrelationship building and that
loyalty that's createdthroughout that process.
So, again, it's a greatresponsibility and a privilege
that we're able to servecustomers in that way every day.
Speaker 1 (20:36):
That we're able to serve customers in that way
every day.
Okay, what's the next big thingfor customer loyalty, customer
experience that your brand isfocused on investing in or
bringing to the fore?
Speaker 2 (20:46):
Technology is at the forefront of almost any program
within.
I mean, as you know,technologies change quickly,
whether it's platforms or speed,et cetera.
So we have a technology teamthat's dedicated to the customer
experience, the associateexperience, helping our
associates create moreefficiencies and being able to
(21:09):
serve customers.
So for us, it really is alltechnology behind the scenes
that will help our customerfacing.
Speaker 1 (21:17):
Okay, and what are two or three things that you're
most proud of?
Your customer loyalty program,your customer loyalty approach.
Speaker 2 (21:24):
I think it's always about putting people first.
So I would always say that it'sabout the experience, so the
fact that we put people first inevery decision we make,
including in our loyalty program.
Two, that we're always tryingto provide that convenience and
value ahead of that, so knowingour customers sometimes perhaps
(21:44):
better than they may knowthemselves, or what they need or
what they're looking for, sotrying to stay ahead of that and
being able to serve them.
And then, genuinely, I thinkthe third part is always for me
going to be the part of creatingthat loyalty and that
connection with our customersthrough community involvement.
It's who we are, it's ingrainedin our culture, it's a fabric
(22:05):
of our community and for that Iwill always be very proud.
Speaker 1 (22:10):
Excellent, and now we have our wonderful quick fire
question round.
We like to keep these to oneword or short phrase, and the
first question we have for youis how would you describe your
work life?
Speaker 2 (22:22):
Exciting.
Speaker 1 (22:23):
There we go.
If you have a day off from work, what are you doing?
Football, okay, what kind offootball?
Pro college.
Speaker 2 (22:31):
Actually my son's in high school.
So anything high school sportsright now.
Speaker 1 (22:35):
There you go.
Good, if you could live in anycity, any country, where would
you live?
Greece, okay.
If you could go back to school,what would you study?
Law, excellent.
Is there a facet of your jobthat you would like to know
maybe less about or not be asinvolved in?
Speaker 2 (22:55):
No.
Speaker 1 (22:56):
No, okay, excellent.
Is there a facet of your jobthat you would like to know more
about?
Speaker 2 (23:04):
Everything On one word it's almost so hard to do
but my job is to know a littlebit about everything.
Speaker 1 (23:11):
Okay, what motivates you when tackling challenges at
Publix?
Speaker 2 (23:17):
Pride and work.
Speaker 1 (23:19):
There you go.
What do you draw inspirationfrom?
You know what lights your fire?
Speaker 2 (23:24):
My son.
Speaker 1 (23:26):
There you go.
And what is your favorite sportor hobby?
Football, football again.
And what do you typically thinkabout at the end of the day?
Speaker 2 (23:37):
Did we do our best to serve customers.
Speaker 1 (23:43):
Okay, well, maria, thank you very much for taking
the time to speak with us today.
It was great getting to speakwith you and learn more about
some of the sustainabilityissues you have at Publix, but
also just your customer to theemployee.
It's great to hear, and thepassion you have for what you do
was resounding, so it was apleasure speaking with you today
.
For sure.
Speaker 2 (23:59):
Thanks, mark, I appreciate it Anytime.
Have a great day.
Speaker 1 (24:01):
All right.
Thank you everyone.
Make sure you join us backevery Thursday for a new edition
of our Leaders in CustomerLoyalty series and until then,
have a wonderful day.
Customer loyalty in the grocery industry can be
especially challenging duringtimes of economic uncertainty,
when consumer confidence tendsto decline.
Delivering value not onlythrough quality food offerings
but also through a well-roundedcustomer loyalty approach, stand
out.
What's rare, yet incrediblypowerful, is an approach that
(00:23):
centers both on the employee andthe customer, creating
meaningful touchpoints andexperiences that enhance
engagement and strengthencustomer loyalty.
Publix exemplifies thiscommitment, from corporate
social responsibility andsustainability initiatives like
the Good Food Together fooddonation program to their
(00:46):
employee-owned business model,which empowers team members and
reinforces a customer-firstculture.
Loyalty at Publix isn't justconfined to a single department.
It's embedded across theorganization, driving authentic
experiences that resonate withcustomers.
We welcome back Maria Brus, theDirector of Communications at
(01:07):
Publix, to the Leaders inCustomer Loyalty series and
she's going to discuss what setsPublix apart.
Thank you very much for takingthe time to speak with us today,
maria.
How are you?
Speaker 2 (01:17):
Thanks, mark, great to be with you.
Speaker 1 (01:19):
Great to have you back, as always.
For those who may be unfamiliarwith Publix, can you give us a
short introduction to thecompany?
How did Publix start?
What's the backstory?
Speaker 2 (01:29):
Sure.
So in current day we havealmost 1,400 stores across eight
operating states in the Southand our newest state is Kentucky
.
But we started in 1930.
So it's our 95th anniversarythis year.
George Jenkins started thecompany in 1930 after working
for a competitor, but he wantedassociates to feel valued, and I
(01:51):
said with almost 1,400 stores.
But we are all about customerservice, about quality products
and competitive pricing.
Speaker 1 (02:10):
Okay, perfect.
Can you tell us a little bitabout your role at the company?
How did you get to where youare today?
What positions led to this role?
Speaker 2 (02:18):
Sure.
So I've been with Publix almost35 years in June, so very
excited about that.
But started my career at Publixwhen I was 14, and I started as
a front service clerk, which tomany will be a bagger.
So I started bagging groceriesat Publix, worked in retail for
about nine years, Thought Iwanted to be a public school
teacher, had no idea how hardwork that was and that it took a
(02:44):
very specific personality to dothat and if I wanted to have
kids of my own I had to stopteaching middle school.
So I only did that for a shorttwo years and then came back to
public school time and then wentinto our education and training
development department andtaught workshops to our
management teams for a couple ofyears and discovered that I had
(03:08):
the gift of gab and loved ourcompany and wanted to talk about
it all the time and had anopportunity to become the media
and community relations managerin our Miami office for a few
years and then transferred toour Lakeland office almost 20
years ago it's hard to believe,but to become the director of
the department.
Speaker 1 (03:28):
That's awesome.
So, when you look at your role,what keeps you up at night and
what are the biggest challengesor opportunities that you face
within your position?
Speaker 2 (03:38):
I think I'm very fortunate to work at Publix
Several of my counterparts thatare other companies both in and
out of the grocery industry.
You know we chat and we talkabout the things that keep us up
at night, but for Publix andfor me, I feel very fortunate
that what really keeps me up isjust making sure that we're
always doing the right thing byour associates.
(03:58):
There isn't an issue orsomething internally that
there's a struggle with.
Everything we do is alwaysfocused around the customer
experience and the associateexperience.
So for me it really is abouthow do we continue to provide
value and show value to both ourcustomers and our associates.
But it comes from a place ofwanting to do more and always
(04:20):
wanting to have more fulfillment.
Not from a place of worry Imean, there's always going to be
external factors that areoutside of our control but
really how we operate businessday to day and always doing
what's right and saying whatwe're going to do and then doing
.
It has always been what guidesus and I'm very fortunate for
(04:40):
that.
Speaker 1 (04:40):
Okay, when you look at customer loyalty, it's very
important to brands these days.
You talked about kind ofcustomer experience and how that
.
When you look at customerloyalty, it's very important to
brands these days.
You talked about kind ofcustomer experience and how that
can lead to great customerloyalty outcomes.
But you know what does customerloyalty mean to you and to
Publix.
Speaker 2 (04:53):
Customer loyalty and brand loyalty is everything to
us.
I mean, it's more than you know.
Our founder, george Jenkins,said it probably best.
He always said from thebeginning we're in the people
business, we just happen to sellgroceries, and that really is
always something that I willremember, words that he said and
that we truly live by every day.
Everything we do is aboutbuilding relationships.
(05:15):
Building relationships with ourcustomers, getting to know them
by name, getting to share inthe experiences with them.
We know that everything thatour customers' lives incorporate
, we're with them through thosemilestones and through those
opportunities that food bringseverybody together.
And it really is about buildingthat relationships, knowing
(05:37):
that they can count on us toprovide them with a service, but
even more so, knowing that theyare more than just a number.
They are a part of our extendedfamily.
And for those of you that knowPublix well, we'll always know
that we talk about how we're thelargest family at 255,000
associates, but we have 1,400stores just about, and we think
(05:58):
of everyone as our family inthat extension.
So it is very much aboutbuilding those relationships
that creates that loyalty inturn from customers and
associates.
Speaker 1 (06:09):
Excellent.
What's the biggest driver ofcustomer loyalty for Publix?
Is it the PubSub?
That seems to be kind of aphenomenon all in itself.
Speaker 2 (06:19):
It does, from the PubSubs to fried chicken, our
teas to our birthday cakes.
But really, mark, I'm going tosay that it's always our
associates.
Our associates are what makesthe difference and is the driver
for that loyalty, because ourcustomers are building
relationships with ourassociates.
Like I mentioned earlier, weknow them by name, we know their
(06:40):
children we talk about.
You know birthdays andanniversaries and holiday
traditions, and we are part ofevery fabric of the community.
They see us not only in ourstores, but they see us out in
the community doing good work aswell.
So we're an extension of thecommunity.
So I think all of that workingtogether is really what makes us
(07:00):
unique.
Speaker 1 (07:02):
Excellent, A big push right now around customer
loyalty within organizations.
There seems to be kind ofbifurcation with some brands.
Some focus on it pretty acutelyand some less so.
When you look at customerloyalty within your organization
, how is it prioritized,especially with the senior
marketing and operations leaders?
Speaker 2 (07:22):
Well, for us it's extremely important.
I mean the entire experiencethat our customers and our
associates have with us and thatloyalty we want to create brand
advocates.
We want to create that loyaltywhere Publix is the only place
where our customers want to shopand where our associates want
to work.
It's at the top of each of ourbusiness area plans.
(07:44):
And how do we not only attractand retain talent, but then how
do we attract and retain ourcustomers too, to keep them
coming back?
And that's why we put such anemphasis on our associates
making the difference.
And, quite frankly, mark, whenyou own something, you take
better care of it.
And being an associate ownedcompany, our associates have
skin in the game.
(08:04):
We want to provide that valueand that service to our
customers so that theyunderstand the important role
that they play to us and how wewant to come to work every day
to serve them better.
Speaker 1 (08:15):
Excellent, and one of the topics that is kind of
making the rounds withinLoyalty360 right now is
engagement.
You talked about greatexperiences, engaging the
audiences, engaging theassociates as well, but the
younger audiences can besomewhat of a challenge.
Brands find that it may be alittle more difficult to get
them involved in the customerloyalty program.
They want simplicity in theprogram.
You know what are you seeing inthat regard.
(08:36):
You know how are you creatingengagement with the younger
audiences.
Speaker 2 (08:41):
Well, I think for us it's about personalization and
customization.
So when we make it very simple,so when we think about loyalty
programs for the longest time,you'll remember, we didn't have
a loyalty program.
Every customer, regardless ofwhether you provide your phone
number at checkout on the pinpad or not, you're all going to
get the same great price, thesame great value, the same great
(09:01):
service.
But my customers, regardless ofage, across the spectrum, if
you enter your phone number atcheckout, we can personalize
your shopping experience more.
We can simplify that process.
We can let you know when itemsthat you typically tend to buy
are on sale.
We can tee up offers for youbased on you know what you
typically try to do in yourshopping basket.
(09:24):
So I think, all around, itreally is about engaging with a
brand that you love and know.
For many, their experience withus starts as a child, when they
get their sprinkle or chocolatechip cookie at the bakery, and
continues to work their waythrough.
So it's about building thatlongevity of relationship with
our customers and thencustomizing and personalizing
their experience throughout.
Speaker 1 (09:45):
Okay, when you look at the current macroeconomic
trends, what are you seeingthat's affecting the grocery
industry and how are some ofthese trends potentially
impacting kind of your customerexperience and customer loyalty
efforts?
Speaker 2 (09:59):
Well, I think, regardless of the time and
regardless of the macroeconomicsthat are happening, I mean,
customers always want to findvalue.
They want their dollars tostretch more when they're in the
grocery store and we haveeverything from our BOGO
programs, where it's our buy one, get one freeze that we offer
very aggressively every week inour ad.
We have 60 to 80 offers eachweek on not obscure items but
(10:21):
items that our customers areshopping for on the regular.
We also encourage value packsso our customers can buy and
freeze or buy and eat, dependingon the size of their family.
We also have the customerconvenience factor.
We're all time starved,regardless of whether we live
alone or have an extended family.
We're all rushing and doing.
You know, whether we live aloneor have an extended family,
we're all rushing and doing somany things.
(10:43):
So convenience is anotherdriver for us.
So understanding our customersand meeting them where they're
at helps us continue to offerthem that value that they
continue to look for.
So it really is understandingyour customers, understanding
what drives them and thenmeeting them where they are.
Speaker 1 (10:59):
Excellent.
Now how can an effectivecustomer loyalty program,
customer loyalty orcustomer-centric approach that
you talked about, you knowaddress some of these micro
economic trends?
Speaker 2 (11:08):
Yeah, I mean, I think , first and foremost, it's that
we put ourselves in ourcustomer's shoes and we
understand, you know, thedynamics that are impacting, you
know they're impacting us,they're impacting them, and how
do we continue to solveopportunities and how do we
continue to bring further value?
How do we continue to enhancethat shopping experience?
(11:30):
And whether it's meeting themin our stores or meeting them in
their home, because for many,you know, grocery shopping has
evolved over time.
So we do our, you know, homedelivery, powered by Instacart,
which allows customers to alsoshop how and when they like, and
meeting those trends as well,and continuing to further
(11:50):
develop that platform.
And doing curbside pickup forother customers that want to
place the order and swing by andpick it up, just knowing that
it's not one model for everycustomer.
That continues to build thatbrand.
Loyalty and affirmation that weunderstand them and we're
meeting them where they are bygiving them the different
opportunities that they seek.
Speaker 1 (12:11):
Okay, and when you look at the kind of the push for
value right now it's a bigdiscussion we've heard within
our grocery community, in theCPG community.
They are the grocers themselvesare looking at ways to provide
value to the customer but alsomaking sure the program has
value within the organization, abig push for private label.
You know, when you look at someof kind of the push for value,
(12:36):
what are you seeing in regard tothat whole dynamic right now?
Speaker 2 (12:40):
Well, I think there's a resurgence for sure in
private label products.
I mean for many grocers andpublic specifically.
We've always had a high qualityprivate label program.
You know our private labelprogram either meet or exceeds
the national brand standards forthe items that we offer and
have always been kind of thatguiding light for us.
(13:01):
So for customers that arelooking for private label brands
, you know we try to offersomething in every category to
provide additional value.
Again, our BOGO programcontinues to be another
differentiator for us.
We are very aggressive, workingwith our suppliers and being
able to pass along value to ourcustomers and to drive
(13:24):
innovation at the store shelfand to bring the latest products
at the best prices program orwhether it's added, you know,
advantage buys or if there areadditional opportunities to
coupon.
You know for digital walletsthat they can clip and save to
(13:47):
save additional dollars.
And also inside of our storeswe have communication centers
that have additional couponsthat customers can select from.
So I think it's always looking360 to figure out how we can
bring value to customers,knowing that everyone's looking
for that additional value,whether you're an associate,
whether you're a customer.
We're all looking to stretchour dollar and you can do it
(14:09):
while shopping at your favoritestore.
Speaker 1 (14:12):
Excellent.
I know that you launched theGood Food Together program in, I
think, 2009.
But to date you've donatedalmost one billion pounds of
food product.
You know, when you look at theinception of the program in 2009
, did you ever think you wouldget a billion pounds?
And you know what does thatprogram mean from a corporate
(14:33):
social responsibility,sustainability approach from
Publix.
Speaker 2 (14:38):
Well, for us, you know, being in the food industry
, the biggest impact that we canmake is in food insecurity and
helping feed our neighbors inneed.
I mean that has been our focus.
The unfortunate part is thatthere is such a need, mark, I
mean it's this.
You know the statistics arealarming of how many folks are
in need, and especially even asit touches our younger
(14:59):
generations and our most seniorpopulations.
So we work very closely withFeeding America food banks
across our operating area to beable to provide their clients
with wholesome foods and reallywe've surpassed that 1 billion
mark already.
No, I wouldn't have thought thatwe would have gotten there or
(15:19):
that there would have been suchneed, but I'm so thankful that
we are and that we continue togive back, not only as a company
, but also our customers join usin that effort.
That's why we talk about doinggood together, because we can't
solve this issue on our own.
We need our customers, we needour associates, we need our CPGs
, we need everyone working inthe same direction to help feed
(15:42):
neighbors in need.
But you know, every year we doa biannual twice a year program
where our customers have anopportunity to get back at the
point of sale.
We also, as a company,independently of that, will
provide over 10 million dollarsin fresh fruits, produce items,
fruits and vegetables to ourFeeding America partners, but
(16:04):
also look to continue to findways to keep food out of the
landfills and where it belongsin the bellies of our community.
Speaker 1 (16:14):
So when you look at the Good Food Together food
donation program and its kind ofoverall focus on the community,
you know how does that impactor drive the customer experience
, drive customer loyalty toPublix.
Speaker 2 (16:29):
And I think for many of our associates and customers,
being able to feel good aboutthe place where they shop or the
place that they work is a hugedriver.
The place where they shop orthe place that they work is a
huge driver.
We've always done it becauseit's the right thing to do, but
it does have impact on theothers as well.
But really it is about feelinggood, about knowing that our
(16:49):
dollars are also there.
We are not only walking thewalk, but we're talking the talk
and we're doing the things thatwe say we're going to do and
we're working to alleviatehunger with our customers and
with our associates, and there'spride in that.
There's pride in the fact thatwe're able to give back so much.
Mr George knew the value ofbeing able to give back and he
(17:10):
knew the importance that it wasnot only a privilege but it was
a responsibility to take care ofthe communities in which we
live and work.
And we continue that traditiontoday to take care of the
communities in which we live andwork.
And we continue that traditiontoday, 95 years later, we are
ingrained in the fabric of everycommunity that we serve, Even
(17:31):
as I was talking earlier aboutKentucky being our new estate.
Long before we opened the firststore there last year, we were
already giving back to thatcommunity, establishing roots
there and letting the folks ofKentucky know that we're not
only a grocer but we're theirlocal grocer.
We're there to give back andwe're there to build community
and we're there for the longhaul.
Speaker 1 (17:47):
Okay, excellent.
As you know, there's a big pushright now around data making
sure you have the right data,the right channel that you can
leverage in a way to personalizethe offers you talked about,
but do it in a way that'scustomer-centric, right, and in
a way that shows that you knowthem, but it's not creepy or out
of bounds.
But with privacy, keeping upwith privacy laws and
(18:09):
regulations can be a challenge,and so how do you look at the
holistic approach to data andmaking sure you have the right
data but using it in a veryproactive manner to drive that
proactive engagement youdiscussed earlier?
Speaker 2 (18:24):
Well, I think, first and foremost, I think our
customers trust the brand.
They trust Publix.
We are more than just for manybrands, it's a name, but they
feel like they know us, theyfeel that they trust us, they
feel connected to us.
We have teams from marketingand from legal that keep up with
all of the latest advancementsand processes and procedures,
(18:46):
but really we want to do it in amanner, as you said, that's
thoughtful and insightful andthat benefits our customers most
and really it is about helpingthem.
We don't sell any of their data.
We really use it to customizeand personalize their shopping
experience at Publix, and that'swhat our customers are really
looking for.
Is that personalization, toyour point of you know me, I'm
(19:07):
more than just a number.
I am, you know, maria Browse,customer of Publix and this is
my public store and here's whatI like to shop for, and that is
what we try to create.
Is that seamless process forour customers?
It's not just a transaction,but it's about a meaningful
transaction for the customer,really showing that we know them
and they can opt in through ourclub public's accounts.
(19:29):
They can opt in to receiveinformation about different,
whether it's, you know, sale adsor whether it's knowing more
about our community involvementor whether it's knowing more
about, you know, work in thesustainable fashion that we're
doing.
They get to opt in and out asthey please and knowing that
(19:49):
we're going to tee upinformation that they're looking
to see.
Speaker 1 (19:52):
Excellent and we talked about this a little bit
earlier, but can a well-runcustomer loyalty program or
customer loyalty foundationwithin an organization you know
address or assuage some of thesekind of data challenges?
Speaker 2 (20:04):
Well, I always think it's always about putting that
customer experience first andreally trying to know what's
important to an organization andto a company.
And when you put people first,all of the actions that you take
represent that, and buildingloyalty is extremely important
to both our internal andexternal customers.
It is our foundation.
(20:24):
It is all about thatrelationship building and that
loyalty that's createdthroughout that process.
So, again, it's a greatresponsibility and a privilege
that we're able to servecustomers in that way every day.
Speaker 1 (20:36):
That we're able to serve customers in that way
every day.
Okay, what's the next big thingfor customer loyalty, customer
experience that your brand isfocused on investing in or
bringing to the fore?
Speaker 2 (20:46):
Technology is at the forefront of almost any program
within.
I mean, as you know,technologies change quickly,
whether it's platforms or speed,et cetera.
So we have a technology teamthat's dedicated to the customer
experience, the associateexperience, helping our
associates create moreefficiencies and being able to
(21:09):
serve customers.
So for us, it really is alltechnology behind the scenes
that will help our customerfacing.
Speaker 1 (21:17):
Okay, and what are two or three things that you're
most proud of?
Your customer loyalty program,your customer loyalty approach.
Speaker 2 (21:24):
I think it's always about putting people first.
So I would always say that it'sabout the experience, so the
fact that we put people first inevery decision we make,
including in our loyalty program.
Two, that we're always tryingto provide that convenience and
value ahead of that, so knowingour customers sometimes perhaps
(21:44):
better than they may knowthemselves, or what they need or
what they're looking for, sotrying to stay ahead of that and
being able to serve them.
And then, genuinely, I thinkthe third part is always for me
going to be the part of creatingthat loyalty and that
connection with our customersthrough community involvement.
It's who we are, it's ingrainedin our culture, it's a fabric
(22:05):
of our community and for that Iwill always be very proud.
Speaker 1 (22:10):
Excellent, and now we have our wonderful quick fire
question round.
We like to keep these to oneword or short phrase, and the
first question we have for youis how would you describe your
work life?
Speaker 2 (22:22):
Exciting.
Speaker 1 (22:23):
There we go.
If you have a day off from work, what are you doing?
Football, okay, what kind offootball?
Pro college.
Speaker 2 (22:31):
Actually my son's in high school.
So anything high school sportsright now.
Speaker 1 (22:35):
There you go.
Good, if you could live in anycity, any country, where would
you live?
Greece, okay.
If you could go back to school,what would you study?
Law, excellent.
Is there a facet of your jobthat you would like to know
maybe less about or not be asinvolved in?
Speaker 2 (22:55):
No.
Speaker 1 (22:56):
No, okay, excellent.
Is there a facet of your jobthat you would like to know more
about?
Speaker 2 (23:04):
Everything On one word it's almost so hard to do
but my job is to know a littlebit about everything.
Speaker 1 (23:11):
Okay, what motivates you when tackling challenges at
Publix?
Speaker 2 (23:17):
Pride and work.
Speaker 1 (23:19):
There you go.
What do you draw inspirationfrom?
You know what lights your fire?
Speaker 2 (23:24):
My son.
Speaker 1 (23:26):
There you go.
And what is your favorite sportor hobby?
Football, football again.
And what do you typically thinkabout at the end of the day?
Speaker 2 (23:37):
Did we do our best to serve customers.
Speaker 1 (23:43):
Okay, well, maria, thank you very much for taking
the time to speak with us today.
It was great getting to speakwith you and learn more about
some of the sustainabilityissues you have at Publix, but
also just your customer to theemployee.
It's great to hear, and thepassion you have for what you do
was resounding, so it was apleasure speaking with you today
.
For sure.
Speaker 2 (23:59):
Thanks, mark, I appreciate it Anytime.
Have a great day.
Speaker 1 (24:01):
All right.
Thank you everyone.
Make sure you join us backevery Thursday for a new edition
of our Leaders in CustomerLoyalty series and until then,
have a wonderful day.
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