Despite having a low profile outside the trade, the prolific producer, which supplies every retailer in Europe, not only won the household category, but pulled in the most votes from buyers across all 10 categories for the third consecutive year.
Chief executive Mike Handley says his company's success has been achieved by focusing on what retailers need to develop their own brand. "We try to prioritise the best strategy to maximise sales, with a view to developing the category."
The survey's criteria for the categories were the same as last year: account management skills, reliability of deliveries, consistency of product quality, value for money, ability to work with the retailer to develop the own label brand, new product development skills and crisis management skills.
This year buyers were asked to vote for their top three suppliers and points were awarded for first, second and third places.
Buyers from top retailers, symbol groups and wholesalers all took part. Nisa's trading controller Catherine Gardner is full of praise for McBride, which she says, "does everything you wish every supplier would do". She adds: "They're exceptional in servicing accounts we seldom have shortages or issues with them and they're good at communication."
Nisa has worked with the company for years and Gardner says: "They're also pro-active and suggest upgrades to products so that we can compete in the marketplace."
McBride is an innovative company with a willingness to progress own label as far as possible, according to the Co-op's category buyer for household and laundry, David Hall.
"They are very competitive in the marketplace and work with the customer to ensure that its own label offering is tailored to requirements," he says.
"They strive to achieve better, which is a plus, and come forward with innovations rather than wait for us to come up with ideas."
Handley agrees that this innovation is key and being the first to launch liquid caplets, ahead of the big brands, proves his point. "We're not copycats," he says. "We never trade on our competitors' intellectual property. We compete with them and develop our own products."
Innovation is increasingly a benchmark by which own label suppliers succeed or fail.
Robert Wiseman, the cream of the crop in dairy, has pushed last year's category champions Yeo Valley and Dairy Crest down the pecking order, which commercial director David Dobbins says shows that its ever increasing levels of investment and commitment to developing new products is paying dividends. "Through this commitment the business has grown into one of the UK's biggest dairy companies and, as we continue to move forward, it will remain at the forefront of all our activities, whether we're working with a small independent retailer or one of the biggest multiples."
But most own label suppliers have brands of their own and need to find a balance between promoting these and the retailers'.
RHM Frozen Foods, which won best in frozen, is a case in point. However md Bernard Spring insists there is no conflict of interest. "We approach own label the same way we do our brands and put the same effort into both. But if we believe our brand is stronger than the retailer's own label we work hard to convince them that's the way it should go."
Heinz, which took the frozen crown for the last two years, was off the radar screen this time, because own label is no longer such a big part of the business. Meanwhile McVitie's pipped Hazlewood to first place in the grocery category, although last year it didn't get a mention.
It was objectivity that helped Western Wines bag the top spot in the alcoholic beverages category another winner which stormed in from nowhere.
MD Mike Paul believes that if a supplier is keen to help build a retailer's own label brand and invest in its business, the retailer is more likely to help build the supplier's brand. "It's quid pro quo," says Paul.
But it can mean extra work. "You have to understand their business and the category better than if you were just supplying them with brands. But if your company is having a debate about whether you should do it, or you're not committed don't bother."
The firm supplies Sainsbury with own label and branded wines and its philosophy prompted Sainsbury's BWS general manager Alan Webb to give it his vote. Says Webb: "Across the whole business, Western Wines is one of the best. They're good in terms of operations housekeeping, deliveries, invoicing and quality control and they are proactive in terms of category growth."
Western Wines supplies the Co-op with mainly Italian and South African wines and recently launched two own label Fair Trade varieties for the chain. Its buyer adds: "It is efficient and reliable and the products we have launched in the past year from them have done really well. And the fact that it could source these from South Africa was impressive."
Princes Soft Drinks marketing director David Patmore takes his responsibilities as an own label supplier to an even loftier platform, saying the role is one of guardian of the retailer's own label fixture.
The supplier took second place in the non-alcoholic drinks category, running a close race with Gerber, which took top honours.
Patmore says: "Our success comes from recognising and meeting the retailer's individual needs, and not being afraid to invest in what we believe are good ideas.
"It's our role to constantly challenge the fixture and the role of soft drinks. We also strive to drive sales recognising what works and doing more of it."
By doing this Patmore aims to increase customer loyalty to the retailer brand as well as bring them across from rival retailers.
He does not believe there is any conflict between the Princes' brand and own label work. "We find we have as much success with own label particularly when we're introducing new ideas own label is gaining a greater share."
One of the buyers we polled agrees that Princes is a great supplier: "They're responsive and react to questions and information requirements, and give value for money with good breadth on a range of products. They also provide good analysis on range recommendations."
Understanding the category and working in its best interests is clearly key for building a good relationship with retailers. RHM Frozen Foods' Spring says it's about knowing the market and driving forward what's right even taking your own product off the shelf if necessary.
"Building up that level of trust is important in a culture where buyers can remain in a category for only nine to12 months. If they can hit the ground running it saves a lot of work for both," he says.
Young's Bluecrest stepped onto the podium because it provided exactly that quality of service in the meat, fish and poultry category. And it was a tough category to compete in, ultimately won by Dawn Meats.
Young's came out well in Somerfield's recent supplier performance review and head of meat, and chilled convenience, Andy Johnson, says: "They're particularly strong in category management the resources they give to the account are over and above their fish competitors."
Commercial director Jim Cane works hard to find category growth drivers. "We operate across foodservice as well as retail and we see what's happening in foodservice and if it works we can bring it through."
Big investment in data analysis allows the company to understand what drives the category and exploit it. Kids are a good example and Cane says: "There's an opportunity to develop new kids products using fish and we've been doing that with the multiples."
Use of data also helped Kerry Foods triumph in the fresh and chilled category. "Own label is a key constituent in our value added offer. We've invested heavily in knowledge of the consumer and through a strong customer focus we've gained this strong position," says a company spokesman.
Speed is another plus point for buyers and it gave Toms Confectionery gold in its category, closely followed by Monkhill and Red Mill in joint second place.
Maryanne Parnell, assistant confectionery buyer at Somerfield, likes to work with the company because the account manager is always available and responds quickly. She says this speed is also apparent when getting new product into stores. "It's ready on time you don't wait for months." Parnell adds that the firm's products are really good quality in comparison to some of its competitors and the support package is equally impressive. "They link in products to our promotions, which other firms don't always do," she says.
Flexibility is another valued quality and Inter Link won what was a tough bakery category based on this approach. The firm produces a wide range of products from loaves to celebration cakes and was chosen by Co-op category marketing manager Sarah Lewis.
She described the company's level of flexibility as outstanding. "They can deliver direct to store or through our distribution system, they can give us the promotions we want 90% of the time and are quick on making decisions."
But RHM Frozen Foods' Spring has a word of warning for retailers as he looks to the future.
He believes own label will continue to be important providing retailers do not become obsessed with price.
"Having worked as hard as we work to get excellent quality products, ways of cost engineering are running out, he says.
"It has forced us to become cuter in the way that we operate, and go through our ingredients list, but it gets tougher every day."
{{ANALYSIS }}
Chief executive Mike Handley says his company's success has been achieved by focusing on what retailers need to develop their own brand. "We try to prioritise the best strategy to maximise sales, with a view to developing the category."
The survey's criteria for the categories were the same as last year: account management skills, reliability of deliveries, consistency of product quality, value for money, ability to work with the retailer to develop the own label brand, new product development skills and crisis management skills.
This year buyers were asked to vote for their top three suppliers and points were awarded for first, second and third places.
Buyers from top retailers, symbol groups and wholesalers all took part. Nisa's trading controller Catherine Gardner is full of praise for McBride, which she says, "does everything you wish every supplier would do". She adds: "They're exceptional in servicing accounts we seldom have shortages or issues with them and they're good at communication."
Nisa has worked with the company for years and Gardner says: "They're also pro-active and suggest upgrades to products so that we can compete in the marketplace."
McBride is an innovative company with a willingness to progress own label as far as possible, according to the Co-op's category buyer for household and laundry, David Hall.
"They are very competitive in the marketplace and work with the customer to ensure that its own label offering is tailored to requirements," he says.
"They strive to achieve better, which is a plus, and come forward with innovations rather than wait for us to come up with ideas."
Handley agrees that this innovation is key and being the first to launch liquid caplets, ahead of the big brands, proves his point. "We're not copycats," he says. "We never trade on our competitors' intellectual property. We compete with them and develop our own products."
Innovation is increasingly a benchmark by which own label suppliers succeed or fail.
Robert Wiseman, the cream of the crop in dairy, has pushed last year's category champions Yeo Valley and Dairy Crest down the pecking order, which commercial director David Dobbins says shows that its ever increasing levels of investment and commitment to developing new products is paying dividends. "Through this commitment the business has grown into one of the UK's biggest dairy companies and, as we continue to move forward, it will remain at the forefront of all our activities, whether we're working with a small independent retailer or one of the biggest multiples."
But most own label suppliers have brands of their own and need to find a balance between promoting these and the retailers'.
RHM Frozen Foods, which won best in frozen, is a case in point. However md Bernard Spring insists there is no conflict of interest. "We approach own label the same way we do our brands and put the same effort into both. But if we believe our brand is stronger than the retailer's own label we work hard to convince them that's the way it should go."
Heinz, which took the frozen crown for the last two years, was off the radar screen this time, because own label is no longer such a big part of the business. Meanwhile McVitie's pipped Hazlewood to first place in the grocery category, although last year it didn't get a mention.
It was objectivity that helped Western Wines bag the top spot in the alcoholic beverages category another winner which stormed in from nowhere.
MD Mike Paul believes that if a supplier is keen to help build a retailer's own label brand and invest in its business, the retailer is more likely to help build the supplier's brand. "It's quid pro quo," says Paul.
But it can mean extra work. "You have to understand their business and the category better than if you were just supplying them with brands. But if your company is having a debate about whether you should do it, or you're not committed don't bother."
The firm supplies Sainsbury with own label and branded wines and its philosophy prompted Sainsbury's BWS general manager Alan Webb to give it his vote. Says Webb: "Across the whole business, Western Wines is one of the best. They're good in terms of operations housekeeping, deliveries, invoicing and quality control and they are proactive in terms of category growth."
Western Wines supplies the Co-op with mainly Italian and South African wines and recently launched two own label Fair Trade varieties for the chain. Its buyer adds: "It is efficient and reliable and the products we have launched in the past year from them have done really well. And the fact that it could source these from South Africa was impressive."
Princes Soft Drinks marketing director David Patmore takes his responsibilities as an own label supplier to an even loftier platform, saying the role is one of guardian of the retailer's own label fixture.
The supplier took second place in the non-alcoholic drinks category, running a close race with Gerber, which took top honours.
Patmore says: "Our success comes from recognising and meeting the retailer's individual needs, and not being afraid to invest in what we believe are good ideas.
"It's our role to constantly challenge the fixture and the role of soft drinks. We also strive to drive sales recognising what works and doing more of it."
By doing this Patmore aims to increase customer loyalty to the retailer brand as well as bring them across from rival retailers.
He does not believe there is any conflict between the Princes' brand and own label work. "We find we have as much success with own label particularly when we're introducing new ideas own label is gaining a greater share."
One of the buyers we polled agrees that Princes is a great supplier: "They're responsive and react to questions and information requirements, and give value for money with good breadth on a range of products. They also provide good analysis on range recommendations."
Understanding the category and working in its best interests is clearly key for building a good relationship with retailers. RHM Frozen Foods' Spring says it's about knowing the market and driving forward what's right even taking your own product off the shelf if necessary.
"Building up that level of trust is important in a culture where buyers can remain in a category for only nine to12 months. If they can hit the ground running it saves a lot of work for both," he says.
Young's Bluecrest stepped onto the podium because it provided exactly that quality of service in the meat, fish and poultry category. And it was a tough category to compete in, ultimately won by Dawn Meats.
Young's came out well in Somerfield's recent supplier performance review and head of meat, and chilled convenience, Andy Johnson, says: "They're particularly strong in category management the resources they give to the account are over and above their fish competitors."
Commercial director Jim Cane works hard to find category growth drivers. "We operate across foodservice as well as retail and we see what's happening in foodservice and if it works we can bring it through."
Big investment in data analysis allows the company to understand what drives the category and exploit it. Kids are a good example and Cane says: "There's an opportunity to develop new kids products using fish and we've been doing that with the multiples."
Use of data also helped Kerry Foods triumph in the fresh and chilled category. "Own label is a key constituent in our value added offer. We've invested heavily in knowledge of the consumer and through a strong customer focus we've gained this strong position," says a company spokesman.
Speed is another plus point for buyers and it gave Toms Confectionery gold in its category, closely followed by Monkhill and Red Mill in joint second place.
Maryanne Parnell, assistant confectionery buyer at Somerfield, likes to work with the company because the account manager is always available and responds quickly. She says this speed is also apparent when getting new product into stores. "It's ready on time you don't wait for months." Parnell adds that the firm's products are really good quality in comparison to some of its competitors and the support package is equally impressive. "They link in products to our promotions, which other firms don't always do," she says.
Flexibility is another valued quality and Inter Link won what was a tough bakery category based on this approach. The firm produces a wide range of products from loaves to celebration cakes and was chosen by Co-op category marketing manager Sarah Lewis.
She described the company's level of flexibility as outstanding. "They can deliver direct to store or through our distribution system, they can give us the promotions we want 90% of the time and are quick on making decisions."
But RHM Frozen Foods' Spring has a word of warning for retailers as he looks to the future.
He believes own label will continue to be important providing retailers do not become obsessed with price.
"Having worked as hard as we work to get excellent quality products, ways of cost engineering are running out, he says.
"It has forced us to become cuter in the way that we operate, and go through our ingredients list, but it gets tougher every day."
{{ANALYSIS }}
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