“THE LONGEVITY OF product brands, even those having no apparent technological advantage, is a striking characteristic of FMCG markets, as can be… — 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
“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
“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
“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
“In India, organised chain retailers account for only 7% of the $435 billion market, a share forecast to rise to 20% by… — 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
“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
“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 markets where consumers are sensitive to quality differences (e.g. washing powder, instant coffee, sanitary protection) the share for generics and copycats… — Greg Thain Copy Share Image
“When a manufacturer has supply issues and leaves a retailer out of stock, the impact on the retailer is greater than it… — 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
“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
“In simple terms, the trade start buying the product on discount to hold in stock for future sale at a higher margin… — 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
“grocery chains could, for example, maximise their profits by raising prices on certain lines after 6 p.m. when richer clientele may dominate. Although… — Greg Thain Copy Share Image
“Manufacturers’ allocation of funds between consumer investment and retailer investment continues to swing inexorably towards the retailers, who attract in excess of… — Greg Thain Copy Share Image
“some items are difficult for the consumer to stock for very long. Depending on food habits, bread, milk, fruit, salad, vegetables, fish… — 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
“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
“share. The company’s stock price immediately fell by 26% as the move was widely hailed as a disaster for premium brands. But it was… — 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 Image
“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 Image
“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 Image
“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 Image
“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 Image
“High fixed costs mean that high volumes are an ever-essential objective. One” — 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 and put… — Greg Thain Copy Share Image
“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 Image
“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 Image
“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 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 to be… — Greg Thain Copy Share Image
“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 Image
