“Segmentation of usage occasion can be used within the same brand via differentiated packaging formats. Coca-Cola” — Greg Thain Copy Share Image
“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
“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
“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
“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
“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
“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
“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
“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
“Retailers, in general, welcome brand proliferation from manufacturers but are increasingly wary of SKU proliferation within brands. While the number of brands… — Greg Thain Copy Share Image
“Thanks to the success of private label strategies (see Chapter 9), five of the top eight FMCG manufacturers in the world are… — Greg Thain Copy Share Image
“The premium private label strategy is only possible when manufacturers have allowed a quality–value gap to open. This happens when manufacturers’ either… — Greg Thain Copy Share Image
“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… — Greg Thain Copy Share Image
“Category captains are recognised by retailers as having the greatest knowledge of consumer behaviour and mechanics in a category, and usually will… — Greg Thain Copy Share Image
“Selling strategies by retailers are not all bad news for manufacturers. Discounting big brands makes them exceptionally good value and, when advertised… — Greg Thain Copy Share Image
“The aim is to find socially and legally acceptable ways of allowing price-sensitive shoppers to pay less, while leaving the less-price-sensitive customers… — Greg Thain Copy Share Image
“If the manufacturer can convince the retailer that delisting will hurt consumer satisfaction and possibly lead to store switching, then that will… — 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
“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 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
“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
“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
“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
“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
“It was mindspace and shelfspace that prompted Kraft to pay $18.9 billion for Cadbury in January 2010. Kraft” — 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
“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
“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
“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
“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
