“This makes image a problem for retailers, owing to the broad positioning they must adopt. To” — Greg Thain Copy Share Image
“To a greater extent than before, the retailer has to use skill and judgement to allocate scarce shelfspace.” — Greg Thain Copy Share Image
“Segmentation of usage occasion can be used within the same brand via differentiated packaging formats. Coca-Cola” — Greg Thain Copy Share Image
“it is not unusual for retailers to get more upset than the manufacturer anticipated. According” — Greg Thain Copy Share Image
“It was mindspace and shelfspace that prompted Kraft to pay $18.9 billion for Cadbury in January 2010. Kraft” — Greg Thain Copy Share Image
“Mindspace and shelfspace are crucial sources of sustainable advantage, not least because they take so long to build.” — Greg Thain Copy Share Image
“To win, manufacturers must offer more value, in the eyes of the retail customer, than their competitors do. To” — Greg Thain Copy Share Image
“P&G, Mars, Kellogg’s, Gillette and Coca-Cola all refuse private label contracts, while, on the other hand, Unilever, PepsiCo, Nestlé, Heinz, Playtex, Ralston… — Greg Thain Copy Share Image
“Within the category, what is the optimal combination of brands and formats to cover the maximum buying intentions, and what is the… — Greg Thain Copy Share Image
“The cost of non-listing depends on what the customer will do if a brand is not in stock, either because of a… — Greg Thain Copy Share Image
“in order to win more shoppers and boost their takings per shopper, retailers have been investing in store brands that are better… — Greg Thain Copy Share Image
“Retail competitors face each other with similar offerings of similar stores selling similar products at similar prices. Since” — Greg Thain Copy Share Image
“The key to profitability for manufacturers is to make their brands non-substitutable in the eyes of consumers, and the best way of… — Greg Thain Copy Share Image
“Any manufacturer hoping to gain influence with a retailer needs to thoroughly understand the retailers’ never-ending battle for differential advantage.” — Greg Thain Copy Share Image
“No brand is totally safe from private labels. Manufacturer brands can only survive by being unique, well branded and backed with real,… — Greg Thain Copy Share Image
“Trying to win mindspace from established brands in low-interest product fields simply by communicating to the consumer is a hit-and-miss affair, to… — Greg Thain Copy Share Image
“Two brands of toothpaste can sell alongside each other on a shelf, and consolidating them into one brand would make few savings… — Greg Thain Copy Share Image
“Although private label shoppers benefit from not having to pay for flashy advertising, private labels miss out on a key brand role:… — Greg Thain Copy Share Image
“Enrolling card holders gives a retailer the chance to find out more about its customer base (where they live, family composition, family… — Greg Thain Copy Share Image
“if management is under pressure to deliver profits in the short term, quick-response promotions are a more attractive investment than design improvements.… — Greg Thain Copy Share Image
“Retailers have to generate increased sales in each location to justify the investment, and every manufacturer has to demonstrate how their brands… — Greg Thain Copy Share Image
“In addition to price and terms of payment, the retailer faces a number of non-price costs. All the actions from loading delivery… — Greg Thain Copy Share Image
“Price-matching tactics can also curb the price-cutting zeal of the competition and restore order and profits. In one example, Big Star, a… — Greg Thain Copy Share Image
“a key part of their subsequent success was rooted in the insight that continuous improvement to the shopping experience rather than any… — Greg Thain Copy Share Image
“RETAILERS KNOW THEIR shelfspace is a valuable resource. But this is a recent discovery; in the past, they gave it away, then… — Greg Thain Copy Share Image
“Manufacturers have one advantage that can never be overcome if used with focus, vigour and investment, and that is innovation. Yogurt, seemingly… — Greg Thain Copy Share Image
“But a retailer cannot slice and dice its customers at the brand level (i.e. chain) to the same degree. A retailer who… — Greg Thain Copy Share Image
“In retailing, more is (mostly) seen as better. Competition is fiercest on the most basic grocery items: some 400 lines, which in… — Greg Thain Copy Share Image
“With such thin margins, profits turn to losses if the retailer loses control of costs by even one or two percentage points.… — Greg Thain Copy Share Image
“In the 1980s, Woolworths in the United Kingdom had major cost and thus selling price disadvantages compared to the ‘selling’ retailers who… — Greg Thain Copy Share Image
“Another approach is to become category lieutenants. This is where a smaller supplier looks to complement the category captain by providing niche… — Greg Thain Copy Share Image
“Owing to the ever-increasing pressure on space, as retailers continue to extend private label ranges, there is a risk of branded products… — Greg Thain Copy Share Image
“This is because the quality and innovation of retailer brands is limited to what they can negotiate from manufacturers. For products that… — Greg Thain Copy Share Image
“Tactical activities that influence consumers at the behavioural level are important for developing mindspace. Promotions” — Greg Thain Copy Share Image
“Retailers have much broader target markets than do brands, and need to appeal to all target groups to achieve volume.” — Greg Thain Copy Share Image
“For a consumer brand to succeed, it doesn’t just need technical excellence and value; it needs a prolonged superiority in mindspace and… — Greg Thain Copy Share Image
“The key to a competitive edge in a market-oriented industry is to understand consumers’ buying decisions better than the competition, and to… — Greg Thain Copy Share Image
“The manufacturers’ old branding tools are now insufficient to win the battle of the value chain. In order to develop new, more… — Greg Thain Copy Share Image
“Tesco’s success depends on their ability to replace manufacturer brands with their brands, which they have already achieved on 50% of their… — Greg Thain Copy Share Image
“Marketing aims/image: A retailer that has positioning aims (e.g. trying to improve its image with respect to healthy food or trying to upstage wholesaler… — Greg Thain Copy Share
“Every dominant brand (such as those listed in Table 5.1) has had to reinvest in mindspace every year to keep its position. However, things… — Greg Thain Copy Share
“consolidation, coupled with a desire among the survivors to restore normal profit levels, helps to usher in an era of orderly competition based on… — Greg Thain Copy Share
“If the manufacturer can convince the retailer that delisting will hurt consumer satisfaction and possibly lead to store switching, then that will be second… — Greg Thain Copy Share
“As retailers have become competitors of manufacturers in many product categories, they reserve more shelfspace for their private label brands and dominate advertising spending… — Greg Thain Copy Share
“High fixed costs mean that high volumes are an ever-essential objective. One” — Greg Thain Copy Share
“Importance of price: Price is imperative for FMCG retailers, much more so than for manufacturers. Retailers must constantly keep their real prices competitive and put… — Greg Thain Copy Share
“Hoping to create a little prestige, some retailers develop and advertise premium clothes sub-brands. In 2006, Myer, one of Australia’s largest retailers, launched a… — Greg Thain Copy Share
“The shift of power to retailers is not an inevitable phenomenon: technological changes and associated innovative ideas have been instrumental in moving power and… — Greg Thain Copy Share
“Because retail brands are barely differentiated, they are relatively fragile when compared to the largest manufacturer brands, despite having, in general, much higher awareness… — Greg Thain Copy Share
“There are some FMCG categories where retailers are destined to control mindspace. These are the low-technology, low-image, low-novelty areas. Retailers are likely to be… — Greg Thain Copy Share
“In markets where consumers are sensitive to quality differences (e.g. washing powder, instant coffee, sanitary protection) the share for generics and copycats usually plateaus… — Greg Thain Copy Share
“Direct consumer contact is an advantage for retailers, as 70% of shoppers make purchase decisions in stores and are thus open to last-minute persuasion. The” — Greg Thain Copy Share
“Fresh produce and other ‘destination’ products can create a sustainable differential advantage, as they have the potential for deciding the destination of the shopper.… — Greg Thain Copy Share
“PRIVATE LABEL IS booming. In Europe and the United States during the period 2000–2010, private label was responsible for the majority of the growth… — Greg Thain Copy Share
