“Generics would only come in one size and variant, never be promoted through price or displays and thus would not account for… — Greg Thain Copy Share Image
“A short-cut to building mindspace is to buy the rights to a brand, or to buy a company that owns established brands.… — Greg Thain Copy Share Image
“alternating price promotions between major competitors can defend their joint market share against smaller brands (or a retailer’s own brand) who have… — Greg Thain Copy Share Image
“retailers are developing their own brand equities via impressive private label strategies (see Chapter 9) and will begin seeing brand premiums being… — Greg Thain Copy Share Image
“These four advantages (brand model, direct consumer contact, control of marketing-mix variables and information) mean that once retailers decide to challenge the… — Greg Thain Copy Share Image
“For example, a supermarket may sell a branded version of a commodity like milk at a 2–3% margin but, by buying competitively… — Greg Thain Copy Share Image
“Every dominant brand (such as those listed in Table 5.1) has had to reinvest in mindspace every year to keep its position.… — Greg Thain Copy Share Image
“retailers are afraid of delisting manufacturers’ brands, or at least the brands they perceive contribute to their store traffic, transaction size or… — Greg Thain Copy Share Image
“These fundamental differences in financial structure affect the way retailers think and operate, which is a source of friction between them and… — Greg Thain Copy Share Image
“While much has changed over time in the relationship between retailers and manufacturers, one thing that has not changed is that they… — Greg Thain Copy Share Image
“PRIVATE LABEL IS booming. In Europe and the United States during the period 2000–2010, private label was responsible for the majority of… — Greg Thain Copy Share Image
“P&G excel at proactively managing their product ranges, as they have a history of divesting commodity-type brands, like Crisco and Oxydol, brands… — Greg Thain Copy Share Image
“Segmentation is really about meeting some needs very strongly, even at the expense of others, which a retailer cannot afford to do.… — Greg Thain Copy Share Image
“retailers use a master brand model, supporting one brand, the chain, whereas manufacturers primarily use a product brand model supporting a wide… — Greg Thain Copy Share Image
“A similar situation exists for impulse categories that are mostly only considered if the consumer notices them. This is often the case… — Greg Thain Copy Share Image
“New brands often gain sales through launch promotion, but find that repeat purchases dwindle, not through technical failure but through lack of… — Greg Thain Copy Share Image
“Following the logic, retailers have to advertise these sub-brands, as presence on the shelf alone is unlikely to give them meaning in… — Greg Thain Copy Share Image
“Top brands stayed on top because of the continual investment and commitment of the manufacturers during a time when mass media gave… — Greg Thain Copy Share Image
“In February 2010, Ad Age reported that Wal-Mart had consolidated its stocked range of food bags from three brands, Ziploc, Glad and… — Greg Thain Copy Share Image
“A weak competitor may resort to dropping prices because it is the only available action for increasing its volume in the short… — Greg Thain Copy Share Image
“mature markets are dominated by two phenomena: Product parity: When technological development plateaus, advantages created by technology disappear and competitors produce goods of… — Greg Thain Copy Share Image
“Safeway developed a successful campaign in the United States to grow sales from light shoppers and increase sales from heavy shoppers. They… — Greg Thain Copy Share Image
“What they didn’t own was the mindspace and shelfspace Cadbury had painstakingly built up over 180 years, especially in emerging markets like… — Greg Thain Copy Share Image
“If competitors are determined to grow in a static market, they may start to break the orderly market rules. Producing copies of rivals’… — Greg Thain Copy Share Image
“Many companies use massive sampling at the launch of a product: sampling leads to use, which leads to mindspace. This tool is… — Greg Thain Copy Share Image
“In contrast, a manufacturer will usually make better margins on its biggest products and be constantly looking to rationalise its tail of… — Greg Thain Copy Share Image
“A manufacturer taking a category-based view understands the role of the category within different chains and store formats, as different retailers have… — Greg Thain Copy Share Image
“The benefit of the retailer master brand model is that $202 million is a colossal amount of advertising for one brand in… — Greg Thain Copy Share Image
“Shelfspace, number of facings, position, local promotion, advertising, information from scanning data and choice of new products are all key assets for… — Greg Thain Copy Share Image
“One retailer told us that, as a rule of thumb, sales of a brand will be reduced by two-thirds if it is… — Greg Thain Copy Share Image
“If you want to open a car repair business, you can build awareness and trust through local advertising and word of mouth,… — Greg Thain Copy Share Image
“FMCG manufacturers have long been preoccupied with the need to control shelfspace, because in-store presence is critical for low-value purchases, and” — Greg Thain Copy Share Image
“To get the most benefit from a segmentation strategy, marketers must focus on why consumers buy, not what they buy or who… — Greg Thain Copy Share Image
“Where the shopper’s appetite for variety, choice and novelty are greater, the specialisation of manufacturers into product categories gives them the critical… — Greg Thain Copy Share Image
“Understanding consumer attitudes and behaviour in a category is an asset of the manufacturer and a source of power in the battle… — Greg Thain Copy Share Image
“Retailers want brands to be interchangeable and thus substitutable; otherwise, they are weakened in negotiations if the brand is so unique and… — Greg Thain Copy Share Image
“The common approach for manufacturers to the art of segmentation is to slice and dice a large target market into subgroups of… — Greg Thain Copy Share Image
“Based on our research, anything less than 1000 SKUs or more than 40 000 in a store can present more negatives than positives… — Greg Thain Copy Share Image
“With the exception of hard discounters, retailers have to cultivate a mainstream brand proposition for their chains; they have to be attractive… — Greg Thain Copy Share Image
“Once an expectation of promotions is established, retailers are motivated to buy as much of their turnover as possible during promotions, often… — 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
