Wild Oats is pursuing a market penetration strategy. Its private label brands areincreasing at a steady rate and many different retail channels are being employed toreach new consumers and increase brand awareness. Despite a troubled credit rating,the company will also open ten new stores and refurbish six existing sites this year.Prior to 2006, the company was focused on consolidation – a SKU rationalizationprogram to eliminate slow-moving products, the closure of 17 underperforming stores, afocus
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substantial presence of private labels. These private labels have been introduced by these very retailers, who control the production, packaging and promotion of the products. Some retailers have vertically integrated and own the manufacturing of the products, while some retailers purchase their goods from third-party manufacturers (e.g T Corp) and re-sell under their own brand names. The primary reason why private labels operate in the presence of heavyweight branded labels is to offer consumers
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presence of private label products. Personal or own label products were defined as consumer products produced by retailer itself and sold under the retailers’ own name, logo or trade mark throughout their own outlets. Most often private label brands were manufactured by retailer itself by putting any name or private log on that products. Retail products mostly reduce the cost of production because manufacturer or producers usually do not need to spend heavily amount on that products even private label
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National Branding vs. Private Label Branding | National brands typically have a better value for the consumers compared to a private label brand, because national brands generally sell far more than private label brands. In all probabilities, consumers believe that the national brands are typically of higher quality. Whether this belief is factual or not is irrelevant to the outcome in the market, as long as consumers believe it. There is very small difference in quality between some national
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Greencore Group Marketing Plan 2013 3IBM1 / Case B Boudewijn De Bondt 500654850 Benjamin Lobatto 500648491 Roel Hoedemakers 500653139 Oskar Van Enst 500524664 Manvir Sandhu 500646521 Nada Barakat 500676948 Bringing convenience to good food. Table of Contents Executive Summary 4 Introduction 5 External Analysis 6 Market Analysis 6 Market needs 6 Market trends 6 Market growth 6 Competitor Analysis 6 Macro Environment 7 Demographics
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company that manufacturers lawn mowers in its plant in Warrensburg, Missouri. The company’s flagship product is the Ride King. In 1996, Swisher was approached by a national merchandise retailer offering to distribute Swisher’s standard mower under a private label. The retailer offered to distribute the product line, but included several stipulations that would change the Swisher’s distribution methods of its product. Sales within the industry are predominantly determined by changes within the economy. If
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SWOT Strengths – Pricing AuthorityBrand Loyalty Higher Revenues | Weaknesses – Geographic dependence Older Customer BaseLimited Goods and Services | Opportunities -Attracting Young customers International Expansion Growing Demands of private labels | Threats –Competition Internet Retailer gaintsIncrease Labour and healthcare cost | Strength (Internal Forces) : * Pricing Authority - Costco’s philosophy is to provide its members with quality goods at the most competitive prices. It
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have placed the company in terms of popularity and loyal followers in the frontline, as well as distinguished itself from any other retailer in its league including Wal-Mart. In the past years Target has focused on partnering with up-and-coming private labels/designers and giving them a platform for launching their products through its various store brands. The public has had a sensational response to Target’s new strategy and such strategy
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Private Labels Private label brands were traditionally defined as generic product offerings that competed with their national brand counterparts by means of a price-value proposition- first developed by Sainsbury in the U.K. in 1869 (Collins & Bone, 2008), these products often sacrificed quality to reduce costs and appealed primarily to lower-income consumers.. Often the lower priced alternative to the “real” thing, private label or store brands carried the stigma of inferior quality and therefore
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Pantaloons from a single format store in 1993, pantaloons retail India limited (pantaloons) had grown to become the largest multi-format retail store by 2004,pantaloon’s willingness to innovate and it’s indianness’ led to it’s dramatic growth. In 2004 pantaloons had more than 30 outlets in 13 major cities, including metros and non-metros, generating revenues worth INR 650 crores. * Pantaloon owned by the biryanis , was originaaly a Mumbai- based blended yarn manufacturing company. *
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