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Post-recession shoppers are changing their attitudes to brands
Rod Street , Warc Exclusive, January 2013
As Europe enters its sixth year of economic turbulence, shoppers' attitudes to brands are changing, possibly forever.
As Europe enters its sixth year of economic turbulence, shoppers' attitudes to brands are changing, possibly forever. Concerns about household finances mean they are cutting back, trading down and buying more retailers' own labels. Food is being prioritised with the result that the household goods category has suffered, with volume sales down 1.3% across the continent. Consumers are now more likely to rely on shopping lists to ensure they buy only what they need and avoid impulse purchases. Manufacturers and retailers are having to respond to changing behaviour as people shop more often but for less each time, by producing smaller pack sizes or developing apps to help shoppers with budget planning and control. Price sensitivity is driving channel and brand migration as consumers seek out bargains and value using voucher and price comparison websites, leading to an increase in trade promotion activity from national brands. Retailers and brands in all countries face problems in retaining loyalty from increasingly fickle shoppers and will need to develop a much deeper understanding of what makes them tick.
Grocery shopping: Shelf wars
Rod Street, Admap, January 2013, pp. 10-12
As recession drags on, supermarket own-label groceries have prospered across Europe. Retailers have moved away from 'the same thing for less money' stance and have improved the quality of their own brands in terms of taste, range and performance and are shouting about it in their marketing.
As recession drags on, supermarket own-label groceries have prospered across Europe. Retailers have moved away from 'the same thing for less money' stance and have improved the quality of their own brands in terms of taste, range and performance and are shouting about it in their marketing. They have moved their products upmarket and created value by bringing in new brand identities and attributes at every price point. Retailers are also developing product assortments to address niche market needs, and multi-tiered private label offerings with different pricing strategies are well established. In order to compete, big brands need to stop focusing on price and promotions, and instead become much more innovative and invest in NPD.
Private label - Potential in a weakening economy
Euromonitor Strategy Briefings, November 2008
This report from Euromonitor International, an offshoot of its Strategy Briefings series, looks at the potential for private label products in a weakening economy.
This report from Euromonitor International, an offshoot of its Strategy Briefings series, looks at the potential for private label products in a weakening economy. It notes that private label sales are concentrated in Europe and North America, with the sector still in its infancy in emerging markets. Retailers are the driving force behind private label innovation as they adopt a brand-oriented approach to development. This extends to segmentation and the development of premium and economy ranges. The credit crunch and higher commodity prices will work in favour of private label products due to their perceived value for money.
What’s in store for store brands
Millward Brown Points of View, 2008
Store brands, also known as private labels, are mainstream in many markets and becoming more so, particularly in developing markets.
Store brands, also known as private labels, are mainstream in many markets and becoming more so, particularly in developing markets. As such they constitute legitimate threats to established brands. As retailers update store brand packaging and roll out premium lines of private labels, shoppers seem increasingly willing to try these products. How can the makers of major consumer packaged goods brands defend their market share in the face of this phenomenon?
How to succeed in a private label world
Lars Thomassen, Admap, March 2008, Issue 492, pp. 45-47
This article discusses and charts the relentless growth of retailer power, based on the popularity of private label.
This article discusses and charts the relentless growth of retailer power, based on the popularity of private label. Premium private label is the threat of the future. The development of tiers of private label brands enables retailers to differentiate themselves from each other (far more important for them than differentiating themselves from brands). To compete with copy, and in future with premium, private label, brands must regain trust. Global, social and environmental issues are new opportunities for brands: obesity, consumerism, global warming, rubbish and pollution, etc. Greenwashing will not do: there must be real changes in a company's product and behaviour, as shown by Innocent and Whole Food Market. Three big global issues are identified: health, participation and lifestyle changes. To exploit these and compete successfully against private label, brands need to 'go back to basics', adapt to what consumers are demanding and re-establish consumer trust.
Will private label drive out manufacturer brands?
Helen Passingham-Hughes, Admap, October 2004, Issue 454, pp. 56-57
Helen Passingham-Hughes, managing director of TNS’s Asian panel network, reports on the size and growth of the private label fmcg sector in 48 countries.
Helen Passingham-Hughes, managing director of TNS’s Asian panel network, reports on the size and growth of the private label fmcg sector in 48 countries. Worldwide private label is growing, though there are vast differences in penetration depending on retail structure, culture and geography. She comments on how manufacturers can fight back to regain lost volume or impede private label’s progress.
Admap, June 2004, Issue 451, pp. 17-18
In this introduction to Admap’s ‘Focus: retail promotions’, the author comments on the remorseless rise of retailer power at the expense of brand-building advertising.
In this introduction to Admap’s ‘Focus: retail promotions’, the author comments on the remorseless rise of retailer power at the expense of brand-building advertising. Not only has this resulted in reduced ad-spend, but has changed the way manufacturers service their retailer customers.
Promotions: adding value or driving sales?
Jonathan Banks and Colin Bunn, Admap, June 2004, Issue 451, pp. 20-23
Colin Bunn and Jonathan Banks, from ACNielsen, explore why promotions have superseded media in terms of marketing spend and how to measure if they add value.
Colin Bunn and Jonathan Banks, from ACNielsen, explore why promotions have superseded media in terms of marketing spend and how to measure if they add value. Using European Nielsen data, they discuss the main issues and strategies, then discuss evaluation methodology, before concluding with some general findings.
Retail power - making or breaking the brand
Brian Moore, Admap, June 2004, Issue 451, pp. 24-26
Walmart is growing at over 20% CAGR (compound Annual Growth Rate), has a database bigger than the Pentagon and more staff than the U.S.
Walmart is growing at over 20% CAGR (compound Annual Growth Rate), has a database bigger than the Pentagon and more staff than the U.S. military. In Europe, Carrefour and Tesco are powerful forces and are pushing their own brands hard. This retail power coupled with media fragmentation means that supermarkets can dilute brand messages. However, if suppliers and retailers are prepared to work together, both will benefit from cooperative marketing of brands and own-label products that are complementary.
The 21st Century Customer: An Endlessly Moving Target
Wendy Gordon and Virginia Valentine, Market Leader, Issue 11, Winter 2000
This article is based on an analysis by Taylor Nelson Sofres comparing sales and shares in 26 leading product categories between 1975 and 1999 (full report is published by WARC, 2001).
This article is based on an analysis by Taylor Nelson Sofres comparing sales and shares in 26 leading product categories between 1975 and 1999 (full report is published by WARC, 2001). An earlier AGB monograph in 1970 highlighted the growing dangers for manufacturer brands from private label competition and the way supermarkets were developing it. In the 30 years since, the market share of the leading supermarkets has increased beyond expectation (the top four now have nearly 70% share of packaged groceries), private label has a higher share than expected, with periodically direct support from the supermarkets, private label has been extended and often upgraded, significant price differentials still exist between premium brands and all types of private label, and the pressure on premium brands to engage in promotions to ensure positioning is greater than ever. Despite this, the leading premium brands in most categories have maintained their sales and shares: most of the growth in private label has been at the expense of the small brands (those with less than 2% share). The report concludes that this success is due to maintaining advertising expenditure. The causal connection is proved by comparing advertising Share of Voice (SOV) with Share of Market (SOM) over time. The winning brands over the period all had relatively high SOV-SOM ratios, preceding the growth in market share.
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