Private Labels Are Brands
“Brands give us meaning in our role as consumers. Consumers want brands for the quality assurance and the emotional satisfaction they provide. … However, brands do not necessarily have to be manufacturer brands. They can also be store brands. And this is what has happened over the last decade as retailers became bigger and more sophisticated and their private labels became more ubiquitous and successful – providing the necessary mass for investments in branding activities.”
…
(Moi ici: O que é a Quechua?) ("Decathlon, a 331-store sports equipment retailer that generates over $3.5 billion in sales. It has increased private label share from 33 percent to over 50 percent in a dozen years.”
(Moi ici: um dos meus clientes fez o mesmo trajecto que a Suleve, começou por ser uma empresa que produzia private label, e aproveitou a relação para aprender e investir na investigação e desenvolvimento. Hoje, tem a sua própria marca, cada vez mais forte, e é contratada pela grande distribuição já não pelo preço mais baixo mas pela inovação porque esta reconhece a capacidade inovadora da empresa. Uma outra empresa com que estou a trabalhar actualmente fez, no ano passado, a experiência de continuar a produzir private label e avançar com uma marca própria no calçado de caça. Está a ser um sucesso, porque têm um produto, enquanto que muitas marcas existentes vivem dos louros obtidos há muitos anos e entretanto amoleceram. )
Growing Consumer Acceptance of Private Labels
“In the past, private labels were primarily targeted to the poor. Today, while the poor still buy private labels more often than other consumers, one observes even wealthy consumers purchasing store brands. Increasingly, it is considered “smart” shopping to purchase private label products of (supposedly) comparable quality for a much lower price, rather than being “ripped off” by high-priced manufacturer brands.”
Private Labels Are Not a Recessionary Phenomenon
“Part of private label growth in a recession is permanent, caused by consumer learning. As consumers learn about the improved quality of private labels in recessions, a significant proportion of them remain loyal to private labels, even after the necessity to economize on expenditures is over. … Growing consumer acceptance of store brands results in decreased loyalty to well-known manufacturer brands.”
“Are brands dead? And, we argue, no, brands are not dead. But, as many brand manufacturers are discovering, some of the leading and best-loved consumer brands are now store brands.”
The Consumer Is the Winner
“An overlooked story in the private label revolution has been the impact on consumer welfare. The mega retailers have used their negotiating power to push brand manufacturers to reduce their prices. Rather than pocket all these negotiating gains, retailers have ploughed a large part of them into price cuts for the consumer. … the only way for manufacturer brands to compete against private labels is by launching innovative products and constantly improving quality.”
Moi ici: Definitivamente, o problema não é português. Enquanto preparava este postal recebi um e-mail a chamar-me a atenção para um livro que desconhecia “Bubble Brands” onde o tema é mais uma vez apresentado. Será que o choradinho é a melhor estratégia que a Centromarca pode seguir?
.
Recortes retirados do livro "Private Label Strategy - How to Meet the Store Brand Challenge" de Nirmalya Kumar e Jan-Benedict Steenkamp.
Sem comentários:
Enviar um comentário