“Retail brands are just as vulnerable as product brands to a loss of trust based on, for example, a major product quality failure, but the stakes and risks are much higher. A brand such as Tesco Basics has annual sales… — Greg Thain Copy Share
“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 serving the variety of wants. In 1975, Carrefour became the first foreign retailer in Brazil. Through a period of aggressive mergers and acquisitions, they increased their market share and forced smaller competitors to leave or consolidate.… — 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 in importance to direct profits. As stores now segment their shoppers into groups relevant to their marketing effort (e.g. irregular stock-up shopper), manufacturers need to show how their presence, or their marketing activity, might matter to… — 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 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 levels. Thus, there is much more fluidity in retail branding, with old names being quick to disappear once a better/stronger player muscles in. Retailers hope that, as they develop multi-format strategies and are now the largest… — 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 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
