On this special episode I am thrilled to be sharing an excerpt from the recent season opener of my podcast with Dr. Sylvain Charlebois, The Food Professor. On one of our most popular episodes this year, Sylvain and I interview very special guest, Serge Boulanger, Senior Vice President Procurement & Corporate Brands at Metro Inc.,
Welcome to the The Voice of Retail , I’m your host Michael LeBlanc, and this podcast is brought to you in conjunction with Retail Council of Canada.
On this special episode I am thrilled to be sharing an excerpt from the recent season opener of my podcast with Dr. Sylvain Charlebois, The Food Professor. On one of our most popular episodes this year, Sylvain and I interview very special guest, Serge Boulanger, Senior Vice President Procurement & Corporate Brands at Metro Inc.,
Serge talks about his rich background in marketing, sourcing and grocery, the brand and banner strategies for Metro, eCommerce expansion, dealing with pandemic and what /how Metro’s experiences during the COVID era has changed the way they operate and approach the business that is relentlessly customer focussed.
Be sure and check out The Food Professor podcast every two weeks, and find us on YouTube for extended bonus content from each and every episode.
Thanks for tuning into today’s episode of The Voice of Retail. Be sure to subscribe to the podcast so you don’t miss out on the latest episodes, industry news, and insights. If you enjoyed this episode please consider leaving a rating and review, as it really helps us grow so that we can continue getting amazing guests on the show.
I’m your host Michael LeBlanc, President of M.E. LeBlanc & Company, and if you’re looking for more content, or want to chat follow me on LinkedIn, or visit my website meleblanc.co!
Until next time, stay safe and have a great week!
Michael LeBlanc is the Founder & President of M.E. LeBlanc & Company Inc and a Senior Advisor to Retail Council of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience, and has been on the front lines of retail industry change for his entire career. Michael is the producer and host of a network of leading podcasts including Canada’s top retail industry podcast, The Voice of Retail, plus Global E-Commerce Tech Talks and The Food Professor with Dr. Sylvain Charlebois. You can learn more about Michael here or on LinkedIn.
Michael LeBlanc
Welcome to The Voice of Retail. I'm your host Michael LeBlanc. This podcast is brought to you in conjunction with Retail Council of Canada.
On this special episode, I'm thrilled to be sharing an excerpt from my recent season opener of my podcast with Dr. Sylvain Charlebois, The Food Professor.
One of our most popular episodes this year, Sylvain and I interview a very special guest, Serge Boulanger, Senior Vice President Procurement and Corporate Brands at Metro Inc. Serge talks about his rich background in marketing sourcing and grocery, the brand and the banner strategies for Metro eCommerce expansion, dealing with the pandemic, and what and how Metro’s experiences during COVID era has changed the way they operate and approach the business that is relentlessly customer focused.
Be sure to check out The Food Professor podcast every two weeks and find us on our YouTube channel for extended bonus content from each and every episode.
Now, let's listen in starting with my podcast partner. Sylvain Charlebois.
Sylvain Charlebois
Serge Boulanger, welcome to The Food Professor podcasts. We're so happy to have you on our program, Michael and I.
Serge Boulanger
Yeah, thank you. Thank you for the invitation. Sylvain and Michael. So, it's a pleasure on behalf of Metro to be with you this morning.
Sylvain Charlebois
Well, before we go into Metro, the company you work for, we want us to, to have you talk about yourself, your journey, your professional journey, your career, how did you end up at Metro?
Serge Boulanger
First of all, I joined Metro almost 25 years ago in 96. You know, previous to that I was working in the advertising, you know, world. But, I'm also a CPA. So, I'm pretty good with numbers. But I joined Metro in in 96. And it was involved I will see almost 13 years in marketing, mostly as VP Marketing for the Quebec and Ontario division, you know, until 2009.
Serge Boulanger
After that, for a period of three years, you know, Eric gave me the opportunity to learn and run our pharmaceutical division called McMahon and (inaudible) banner in Quebec for three years. And since 2012, I'm running all procurement for all food, and a portion of (inaudible) as well.
Serge Boulanger
So and also, I'm managing, you know, some manufacturing activities that we have at Metro, including the Premiere Moisson, which is the artisan bread network of stores, but we also have some manufacturing facility. So,
Sylvain Charlebois
And, you guys bought Premiere Moisson, what in two, three years ago was that correct?
Serge Boulanger
2015. And we bought it from the Colpron family. And they stay with us until 2019. So, it was quite an achievement, you know, to keep them you know, with us for, let say, almost five years. And so far, it's a, it's a good success, and it's a good, it's a good platform to develop the bakery, you know, business, you know, with this, with the small network, as well as the expertise we bought for our own, you know, baking products on their selection and other brands.
Sylvain Charlebois
So, you've been in your current position for almost a decade now.
Serge Boulanger
Yep. Nine years almost 10 yep.
Sylvain Charlebois
That's great. Tell us about Metro our audience, obviously, is, is nationwide and beyond. Some people may not be familiar with, with Metro because it's essentially located in eastern part of the country. What's, what's unique about Metro? What's different at Metro? If you were to describe an experience in one of your stores, what is it like compared to your competitors?
Serge Boulanger
You know, just to give you some, some idea about the size of Metro, you know, we're basically running almost 1000 food store, as you said, mostly in eastern Canada. Quebec is our main market, as well as the Ontario when we bought A&P in 2005. So, so this is obviously the both the biggest two market in Canada that we're involved with. And with the purchase of Cotou in 2018. So, we're scale of the pharmacy number of locations went up now to more than 650 with some location in Ontario under Cotou, and in New Brunswick. So, basically, we are I would say, let's call it the major regional player in Canada, involving food and pharma, we reach out the $18 billion of sales last year, and we have basically an operating you know, results of around 9% you know, of operating incomes, which is obviously best in class I think in Canada.
Serge Boulanger
As for the experience for sure, we have different banner to serve customer. The discount segment is run under the Super C and the Food Basic banner in Ontario. And as for the conventional we have one name, Metro that we introduced in Ontario in 2009, I think. I was involved in this, you know, change of the banner, you know, in 2009 as VP Marketing. And I think what differentiate you know, Metro, it's really the customer focus that we have. We think we have five different customer promises that we're working closely. And each time we're working on a project, on a decision. So, is it deserving, you know, one of the customer promises that we are promising to our customer? If not, we are removing this this project or not focus focusing on it.
Serge Boulanger
So, it's really the focus and this is why you know, we I have so many strong program, if we're talking loyalty with Metro and AirMiles in Ontario. We are investing a lot in the renovation of our stores concept, including and introducing new concepts you know, in sushi counter, Thai counter, HMR product. So, I think what differentiate Metro is, and also, you know, we have been recognized as very good operator. So, as we see in retail, you know, its 10% strategy and 90% execution, and I think part of the Metro formula, success is the operation.
Michael LeBlanc
Talk about, if you would Serge, talk about Adonis, that's your, one of your banners that is in the, it's a great, I have an Adonis close to me, actually, it's a wonderful store, but it's not very well known, but it, talk about that and how that fits into your, your banner strategy of overall, you know, the discount to the full line.
Serge Boulanger
Yeah, as I said, the earlier we are really focusing on customer you know, offers and within the regular banners that we're, we were running at the time, in 2011, you know, we went to a partnership with the Cheaib family, who bought 51% of the share of the Adonis banner in order to address this new segment of Mediterranean customer, Egyptian, Lebanese.
Michael LeBlanc
Yeah,
Serge Boulanger
And there, and the offer, you know, of those stores is amazing, you know,
Michael LeBlanc
It's very differently, very different.
Serge Boulanger
Very different. Usually, as you know, the ratio between grocery and fresh product is really around 50, 50 the ratio of fresh product in those stores are really higher than 50% full service you know, labor wise is asking a lot from our employees. A lot of product are prepared at store level.
Serge Boulanger
And so, it's, it's really a unique and different, you know, offers and experience for the customer. And what we are trying to do, it's how we can import some of those products to make Metro and Super C and Food Basic banners a more of destination having special product on there, the Adonis, Premiere Moisson brands. So, it's, it's part of the formula of the, of Metro and this is what we're going to focus more and more, you know, in the upcoming years,
Michael LeBlanc
Yeah,
Michael LeBlanc
I was, I was gonna say I often see, or I'm seeing more Adonis product in my local Metro. So, it's a nice blend of the two. There's a couple of products I go there specifically for they've started to appear now in the Metro. So, it's a nice. Is that go both ways for you? Is that, that some of the opportunity? And the follow up question to that is how all this fits in, we've talked about physical stores, tell us a little bit about your, 'A' the cross pollination of products between the banners, and then 'B', let's talk about eCommerce for a little bit as well. Tell us about, tell us about that, in addition to the banner.
Serge Boulanger
As for pollination, we also started to introduce some of our private label brands, you know, in, in Adonis as well. So, we're making test and test and learn let's call it this way, you know, especially in the Adonis store we just opened in Quebec City. So, it's, it's, it's, it's as part of our what's the test that we're doing.
Serge Boulanger
And as for you know, your question about eComm, for sure, with the pandemic and the, we, we had at the time, you know, we an eCommerce platform based on picking and packing at store level. But with the surge of the demand, you know, we had to make quick changes. And so, actually, we have, I would say a different type of, of strategy, you know, to address a larger area, suburb or rural area. So, we're trying to leverage our brick-and-mortar, you know, asset putting, you know, the energy on the IT platform, making sure that the customer will find their product very easily. And as for the, the logistic behind that, you know, it's, it's this is the part where we are trying to be more and more efficient every day and trying to reduce, you know, the cost of transportation, which is I would say,
Michael LeBlanc
Yeah,
Serge Boulanger
One of the bottleneck which is not easy, because as you know, the grocery business is low margin. And it's based on the fact that customers are coming, they supply the transport, they supply the manpower to prepare the orders.
Michael LeBlanc
Right,
Serge Boulanger
A little bit different than where New York going into the eCommerce platform.
Sylvain Charlebois
That's, no it's, eCommerce is, is taking more and more space, for sure. And, and many grocers are moving in that direction, including Metro.
Sylvain Charlebois
You've been incredibly successful with your private label. business. We saw with the Canadian Grand Prix, you've won many, many prizes, many awards that, congratulations, by the way,
Serge Boulanger
Thank you,
Sylvain Charlebois
From, from your standpoint, what are some of the trends that you're seeing right now, when you're looking at the market in general? What are some of the things that you’re your, your team is, is taking note of?
Serge Boulanger
Actually, with the portfolio that we have you know, we have four very clear brand addressing, you know I would say different segments, would have this was just Selection for example, which is the, the national brand parity with value Irresistible is addressing, you know, what we call the indul- indulgence segment. Life Smart that we just make a spin of, of the Irresistible brand, because customer were a little bit, you know, not understanding reason, easily what the Life Smart or the (inaudible) brand was, and also, we did a spin off of it, as well as the Personnel, which is the brand of the health and beauty that we bought from Coutu. So, we have, I would say, a clear way to address you know, each segment.
Serge Boulanger
And I would say what we are seeing is that for sure private label, it's not just about value more and more, you know, it's more and more about how we can differentiate ourselves with that, and especially with the new generation, they are less, I would say committed to the national brand, they are more open to buy other brands, you know, other than the national regular one. And what we are seeing, you know, as the, as the market is really a consumer or having two faces, you know, the vortech and the cortex, you know what I mean,
Sylvain Charlebois
That's right.
Serge Boulanger
It's that the people are more and more, I would say, more concerned about their health, and they want to go with plant-based products, less salt, less sugar, less, less, less or more natural, for example, and this is why the Life Smart brand is addressing that. But, at the same time, you know, they want to treat themselves and the Irresistible brand, which is you know, the indul-, the indulgent brand, you know, is doing very well, actually, you know, the chocolate bar at 70 to 95%, you know, cacao percentage is going you know, up and up and up every, every month. So, it's what we're seeing is that people are concerned about their health, but at the same time they will they want to treat themselves and the growth actually,
Sylvain Charlebois
They want to indulge.
Serge Boulanger
Yeah. And the growth we are seeing is really about you know, those two segments that or you know, live, Life Smart and Irresistible for the reason that I just mentioned.
Michael LeBlanc
It's so, it's so interesting, right? I mean, and, and let me continue that thread of discussion. I mean, you, you've been at Metro had a lot of different chairs at a lot of different tables, but you probably, I'm guessing hadn't seen what you experienced in the past 18 months, something all new to all of us. Take me back, and this isn't a history lesson, but take me back to March 2020, when really, for many of you, it was dawning the magnitude of, of the issue is starting to happen. What was running through your and the executive teams’ minds in March 2020? And where I'm going with this, I'm going to say, okay, now we're at the tail end of the pandemic, you know, what, what have we learned and what are you going to take away from it to make the company better?
Serge Boulanger
Actually, it's it was quite a new experience you know, because we used to have you know, pandemic coming, what will happen because, you know, many years ago we will we're talking about the, the bird flus and all that stuff.
Michael LeBlanc
Sure, sure,
Serge Boulanger
Nobody ever think that at one time we had to send, you know, 100% of our people mostly at home, especially on the office side. So, basically in March 2020 the pressure was coming from everywhere, because you know, we started to feel a little bit more in that in Ontario, the pandemic issue because, I don't know if it's because there is more Asian population and they were watching what was going on in China and all that stuff, but that would say 10 to 15 to 14 days before we, we started to fill in Ontario a bit more pressure in the demand from the stores and all that stuff.
Serge Boulanger
And when March 13 happened in Quebec, as well as in Ontario at the same time, that they were basically closing the economy within a few hours there was a boom you know in the stores. Everybody saw you know the, the papergates, the bathroom tissue issues and all that stuff. And when we have a, you have a business that it's, it's based on the 2 to 3% growth rate for years. When we're you're switching 20 to 25% of consumption from within an hour's to this that work. It's puts a lot of pressure and it puts a lot of pressure for sure on the procurement with the supplier that, that will I would say come back. But also, with you know, the network of stores.
Serge Boulanger
How we were able to make sure that the security of our employee and the customer, because going at the grocery store at that time was not funny, you know, you were waiting in line, it was cold outside.
Michael LeBlanc
Yeah,
Serge Boulanger
We were counting people. There were greeter, we were asking questions and all that stuff. So not that an easy job, you know, what store level. So, the operation, people were really focusing on making sure that our employee were showing up, as well as securing the customer. And I think on that side of the customer behavior was quite good, because we didn't have you know, a lot of events that people are aggressive against our employees and stuff like that. So, we were, I think people, Canadians, you know, or had the reputation to be reasonable people. So, I think, with the job we did with our employee and making sure that that our customer were what say, having the wrong, the good, the good behaviour, we, I think we did a good job on that side. At the same time, you know, I remember the basic,
Sylvain Charlebois
Do you think the public actually recognizes that, that grocers actually have done, have done a good job? Probably, I mean, it was a miracle to just to see things happen from say, March to, to May, even June. And so, do you think the public actually appreciates what, what, what happened over the last,
Serge Boulanger
Yeah,
Sylvain Charlebois
The last several months?
Serge Boulanger
I would say I think so. I saw some results of some polls that has been made, you know, across Canada that, that Canadian were trusting their grocers about you know, the, the general way that they were, we are doing business. As well as our own survey that we're doing with our costumer promises. Their place, you know, to do some comments. And when we are seeing that the people were feeling comfortable in our stores, you know, those numbers are went up right. So, I think we did a good job.
Serge Boulanger
And especially in a way to secure the customer that there was, there was no way that we will not have the food available on the shelf. And, and there's a big TV show in Quebec every Sunday night that reach to millions of Quebecers and our CEO, Eric, has been involved, and invited to the show. And the first question, the, the, the anchorman, you know, asked Eric was, will it be you know, a non-availability of food, you know, in our stores, or in stores? And Eric, you know, called me a few hours before and say, 'Hey, do I, am I okay to respond yes?' Yes, you can respond, yes. But at the same time, you know,
Michael LeBlanc
Yeah,
Serge Boulanger
A few minutes after the guy from (inaudible) call me and say I'm closing the plant, you know, when in one of the plant in Quebec, and the supply will, will, will, will be affected for a few days. So,
Sylvain Charlebois
I remember, if I remember it was (inaudible) I think
Serge Boulanger
That's it, was the largest plus (inaudible) of Quebec.
Sylvain Charlebois
Yeah,
Serge Boulanger
So, so it was going all over the place within a few hours. And what I think we were quite successful, you know, it's yes, securing the customer and making sure that there was no more rush to the stores, you know, before the stockpiling from the consumer, I think the industry was good, you know, we were good at doing that. And at the same time, you know, even if the supplier were able to supply 100% of that demand, which was not the case, and we know why, because, you know, switching, you know, large format through small format, it's not an easy task, you know, for a manufacturer, and I know that because we are running some factory ourselves.
Serge Boulanger
But at the same time, there was pressure on the manufacturing side, but it was really also about our own supply chain, you know, for sure, our truck was not fully full, you know, going to the store, but there's no way that our trucks and our infrastructure and truck driver, employees in the DC that we were able, you know, to supply a 30 or 25% more volume within a few days. So, some of the people said many times that the, that the, the food system in Canada is broken. I don't think so. I think we, we did a pretty good job together with the vendors, with the, with our suppliers, you know, partners, because no Canadian, you know, had to stockpile and they, there was no big fear about the food in Canada was not, you know, available for consumer.
Sylvain Charlebois
And I know some, some of my academic colleagues have actually declared that. They've said that the system needs improvement, that it is broken, and I certainly disagreed with them. Actually, in fact, the pandemic showed that the system that we have, the industry that we have in Canada works very well, together. And so, so I just want to thank you, Serge, for all the work you've been doing. Because I know it's been very difficult since March.
Michael LeBlanc
Kept food on our table, kept food
Sylvain Charlebois
Is it getting easier now or where are we at right now?
Serge Boulanger
I would say we're not, we're not back to the same level, okay. Because there is some product that there's lack of, of, of raw material, for example, coming from outside of Canada. And it's, it's not, it's not clear to the customer. And you know, for example, that most of our cereal, for example, are coming from the US right now, you know. So, so there's a, so we're not back for many different reasons. For sure the lack of employees, you know, of labor in some manufacturing area, it's not easy. So, there's many reasons that we're not back. But we're, we're in a way better position.
Serge Boulanger
And it's, it's a pocket of product, let's call it this way that the cleaning industry is not back to the same level, for example.
Michael LeBlanc
Right, right.
Serge Boulanger
And some time, for example, you know, we're private brands, because we were able with our partner to have a better service level than the national brand, sometimes, I would say most of the times. Now, the volumes on the private brand is higher than it was before.
Michael LeBlanc
Interesting,
Serge Boulanger
So, we have to adjust. But I would say we are within 1 to 2%, you know, at the service level, we were before the pandemic,
Michael LeBlanc
Let me ask this question about the organization. I've spoken to many senior leaders like yourself and asked if they, if the pandemic has reoriented in any way, the organization between the sense of agility and building an organization that can move quickly versus an organization that is, you know, planned out to the, to the penny. I mean, large grocers, like yourselves have comprehensive planning to get that food on the shelf, and it's quite comprehensive. Is that mix for Metro changed with the perspectives around, we just don't know what comes next, and something else could come next. So, have you, you know between agility and between planning, do you think that the experience of the pandemic will change that mix a little bit for Metro?
Serge Boulanger
I would say, I think we are more agile than we were when we were before adjusting to peak demand for examples. So, for sure, you know, it's a highly promotional business, you know,
Michael LeBlanc
Yeah,
Serge Boulanger
With flyers and all that stuff, and people are reacting for that. So, we were having, you know, that type of agility during the pandemic, you know, the, the percentage of sales made on the promotion went down, because people were shopping once at a time not going to many different banners, to do their shopping. So, and the lack of availability, you know, on promotional item was sometimes also an issue.
Serge Boulanger
So, as for the offer and managing the volume, you know, that stuff, after, you know, the big surge, you know, we, we were able you know, to, to manage that I would see with, with the vendors, I would see that, you know, in a not a perfect way but I would say an okay way, where we think we develop more agility is how we go in the new normal, how we're going to operate eComm,
Michael LeBlanc
Right, right,
Serge Boulanger
We talked about that a little bit. What will be the percentage of the sale in Canada, going forward? You know, your crystal ball, it's, it's as much good as, as, as mine. The growth, slowdown for sure, people tend to go back to some of their regular behavior. Because I think now people they want to reconnect, and we're seeing that, you know, actually in the consumer, the number of transactions going up, the basket size going a little bit down. Because I think people wants to reconnect in their personal life as well as in their professional life, you know,
Michael LeBlanc
And they're feeling and they're generally feeling safer. I mean, as the percentage of vaccinated
Serge Boulanger
Yeah,
Michael LeBlanc
Goes up there,
Serge Boulanger
Yeah,
Michael LeBlanc
They can linger, they feel like they can linger a little longer in the store and you know, go more often.
Serge Boulanger
And I think there's two major thing that will change you know, I think the enterprise are so (inaudible) about you know, reducing their cost of transportation using video and all that stuff, more and more maybe food shows and all that stuff will be in part virtual or something like that. As well as people will more delay working, you know, it's so
Michael LeBlanc
Yeah,
Serge Boulanger
Will stay more at home not consuming their food at the restaurant or having breakfast, you know, in early in the mall in the morning with, with, with the supplier or with a colleague. So,
Michael LeBlanc
Yeah,
Serge Boulanger
This is the kind of stuff that we're looking at and try to figure it out, you know how the market will stay a little bit more I think in the, in the grocery business instead of the in the hotel and restaurant and institution. So, this 25%,
Michael LeBlanc
Yeah,
Serge Boulanger
That I referred 25 to 30% how long it will pay to go back to a normal level? And which, what will be this normal level? Would it be 20, 25%? We don't know. But, I think down the road, there will be a portion that will stay within the grocery industry. But you know, 9-11 at the time, we were thinking that nobody will, you know, travel,
Michael LeBlanc
Get into travel.
Serge Boulanger
Within 10 years, you know, the,
Sylvain Charlebois
Exactly,
Serge Boulanger
Volume of a flight were going, was even higher than was before 9-11
Michael LeBlanc
Well, let me ask you this question. And I'll pass it to Sylvain for the, for our final question. You know, a lot of your merchants would be on the road traveling around the world going to trade shows everywhere finding the best nicest, unique items, is, are you changing your perspective around doing that virtually versus in person? Or do you see them going back on the road collectively as much as they did before? Like, are you, do you struggle to discover new brands? Or is that kind of adapted itself and you may not go back to the same level of travel for the merchants? What's your perspective on that?
Serge Boulanger
I would say, I think we will go back on the road, maybe not on the same level, but for sure, we you know, food remains the industry that you have to feel the product,
Michael LeBlanc
Yeah, yeah
Serge Boulanger
Taste the product , talk with, with the suppliers, especially in the fresh industry.
Michael LeBlanc
Yeah,
Serge Boulanger
We started a process many years ago during our own importation of produce all over the world. Last year, for example, we, we imported for more than 31 different country direct with the grower from Costa Rica to a different country. And my people are, I would say asking more and more where we're gonna be able you know, where I'm going to, when I'm going to have you know, the authorization to go back and see my grower of pineapple in Costa Rica. So we're going
Michael LeBlanc
Because you can't, it's hard to make those decisions in a hotel room seeing some product right particularly in you food it's
Sylvain Charlebois
Oh yeah,
Michael LeBlanc
Walking the plant floor it's going to
Sylvain Charlebois
Exactly
Michael LeBlanc
The vendor and really seeing their operation right. You really want to get behind the screen so to speak and walk those fields and, and you know the people right. You're in the food business right it's a very personal business, yeah?
Serge Boulanger
Yeah, yeah, it's uh you know, as I said you know during the pandemic the, our private label brand you know, that you know, the development or product was going on, was still going on, but they had to regroup, you know, every so often, usually it's a Monday morning you know to approve packaging because you cannot approve the color and the plastic or the, the packaging you know, material you know, all over a computer.
Michael LeBlanc
Yeah,
Serge Boulanger
So, so people were getting you know, in the, in the office with some rules and they were touching the product and they were approving the color and all that stuff because you know, we, we have to continue to develop our business so, so I think that's why we're so successful with our packaging for example, and we have you know, a good recognition for the market, but in the food business, you know, our people have to show up at the store to serve customer, they have to show up in the DC to, to, to, to prepare the orders and most of our employee have to show up you know, in the, in the office, you know, to develop products, meet suppliers, go on the road, see the factory, how they control you know, their operation even you know, the, the ESG you know, the, the ESG rules that are more and more what see on there, over, you know, people are asking you how we are doing our business. So going in the factory and see how they work, you know, it's, it's pretty
Sylvain Charlebois
Difficult. Yeah, it's
Serge Boulanger
Yeah, it’s very critical. So,
Sylvain Charlebois
I'm having lunch today with Xavier Ponce's, the CEO of Cialis
Serge Boulanger
I know Xavier very well, yeah.
Sylvain Charlebois
Talk, talk about a guy who's frustrated with Zoom and MS Teams and everything else he, I mean at to your point Serge, really to transact, to feel food you can't do it over Zoom. It's impossible. And so, he's certainly looking forward to have people on, on the floor and tasting and experiencing food the next year. It's not going to happen this year, but next year for sure. And hopefully, hopefully I'll see you there at some point.
Serge Boulanger
Oh, yeah.
Sylvain Charlebois
And, and other events as well.
Serge Boulanger
Yeah, for sure. You know, I'm looking forward to bring back you know, a good handshake with, with some of the, of our main supplier as well as going to many food shows that I used to go in Berlin for example, and which is the, the platform Fruit Logistica for produce and all that stuff. We just launched, a few days ago with the participation of the BBC a video showing how we are working at Metro with growers of for example, pineapple that (inaudible) mentioned, and we Maask, which is, you know, way large cargo ship operator.
Michael LeBlanc
Yeah,
Serge Boulanger
So, I'm gonna send you, you know, the, the link of that, then maybe you can share it with your with, with your group of people who are listening to the podcast, but it's, it's showing well, how, you know, the procurement of fresh produce is it's well managed, you know, within our organization.
Sylvain Charlebois
Well, listen., so on behalf of myself, and, Michael, we want to thank you very much for participating coming on onto our podcasts. It was a great talk, great discussion, we learned a lot about Metro and, and hopefully 2021, the rest of the year and 2022 will be less, less eventful for all of us.
Serge Boulanger
Yeah, yeah. Thank you. Thank you, Sylvain for the invitation. And thank you, Michael, as well.
Michael LeBlanc
Thank you, thank you,
Serge Boulanger
Anytime you need to bounce and have some ideas or discussion or anything about, you know, the food industry, I will be happy to talk with you again.
Michael LeBlanc
Thanks for tuning into today's episode of The Voice of Retail. Be sure and follow the podcast on Apple, Spotify or wherever you enjoy podcasts, so you don't miss out on the latest episodes, industry news and insights. If you enjoyed this episode, please consider leaving a rating and review as it really helps us grow so that we continue to get amazing guests onto the show.
I'm your host Michael Loblaw, President of M.E. LeBlanc & Company Inc. And if you're looking for more content or want to chat, follow me on LinkedIn or visit my website at meleblanc.co.
Until next time, stay safe. Have a great week.
SUMMARY KEYWORDS
metro, stores, people, pandemic, food, customer, brand, product, business, supplier, banner, quebec, ontario, sylvain, years, podcast, grocers, canada, employees, industry