“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
“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
“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
“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
“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
“Retail competitors face each other with similar offerings of similar stores selling similar products at similar prices. Since” — Greg Thain Copy Share Image
“The ideal category offers alternatives in all major segments, covers a range of price points and optimises impulse buying. Since retailers focus… — Greg Thain Copy Share Image
“Copycats target the biggest brands. Unilever’s Lipton Yellow Label tea is the most popular brand in the world, with a 15% market… — Greg Thain Copy Share Image
“Because retail brands are barely differentiated, they are relatively fragile when compared to the largest manufacturer brands, despite having, in general, much… — Greg Thain Copy Share Image
“While a manufacturer may be tempted to fund price reductions demanded by a hard discounter as the increased volume would cover their… — 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
“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
“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
“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
“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
“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
“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
“The retail name is seen as one brand with extensions in many fields. There may be a linking theme across products, often… — Greg Thain Copy Share Image
“The retailer is interested in the consumers’ behaviour in each of the two or three hundred categories it offers, but owing 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
“Importance of price: Price is imperative for FMCG retailers, much more so than for manufacturers. Retailers must constantly keep their real prices competitive… — Greg Thain Copy Share Image
“Relative to manufacturers, retailers have huge fixed costs and miniscule margins: this makes their profits more susceptible to small changes in volume… — Greg Thain Copy Share Image
“As retailers have become competitors of manufacturers in many product categories, they reserve more shelfspace for their private label brands and dominate… — Greg Thain Copy Share Image
“The retailer features them in advertising to generate store traffic, but once the shopper is in the store the retailer has every… — Greg Thain Copy Share Image
“The fact that it worked is a reminder of manufacturers’ power to add value to their markets in a way that retailers… — Greg Thain Copy Share Image
“Tesco’s Clubcard, which we shall discuss in more detail later, enabled Tesco to identify over 5000 customer needs segments with each receiving… — Greg Thain Copy Share Image
“shelfspace was also a powerful generator of mindspace. Seeing a product regularly increased its presence in consumers’ minds, and improved its image… — Greg Thain Copy Share Image
“Segmentation: Retailers cannot segment consumers to the degree that manufacturers do and, as a consequence, must favour broader rather than pointed positionings.” — Greg Thain Copy Share Image
“Retailers are more vulnerable than manufacturers to small changes in volume because it adversely affects their asset turnover, which is a much… — 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
“Direct consumer contact is an advantage for retailers, as 70% of shoppers make purchase decisions in stores and are thus open to… — Greg Thain Copy Share Image
“Marketing support: Marketing targeted at the consumer is likely to improve rotation, and may affect margins. This is why promotional support directed… — Greg Thain Copy Share Image
“Since the retailers have the data, and since both benefit from its analysis, but only the manufacturer has the specialisation to make… — 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
“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
