“Retailers control the pricing of brands and will use price on leading brands to achieve their own objectives.” — 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
“The commercial uses of QR technology continue to evolve, illustrating that the battle between retailers and manufacturers is never static.” — 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
“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
“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
“it is not unusual for retailers to get more upset than the manufacturer anticipated. According” — 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
“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
“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
“unlike retailers, who control the store environment, manufacturers have to pay for every opportunity to communicate with their consumers in the minutes… — 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
“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
“Retailers, who once sold their assets for money, are now only willing to grant them to manufacturers who have something unique to… — 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
“No matter how large and enlightened retailers become, they remain generalists, and there are things that are difficult for them to do… — Greg Thain Copy Share Image
“Smaller players, who recognise they cannot call themselves category captains, have to take a different approach. Some of them aim to have… — 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
“This shows that price is imperative for all FMCG retailers. They must always do two things well: Be genuinely price competitive on… — 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
“Enrolling card holders gives a retailer the chance to find out more about its customer base (where they live, family composition, family… — 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
“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
“This makes image a problem for retailers, owing to the broad positioning they must adopt. To” — 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
“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
“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
“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
“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
“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
“Retailers thus embarked on a discounter strategy by developing large sites and maximising efficiency, building high volume with low prices and then… — 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
“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
