The Private Label Landscape 2012: Future Strategies To Win

Published: July 2012

Publisher: ResearchFarm Ltd

Product ref: 165203

Pages: 135

Format: PDF

Delivery: Immediate download

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Price: $ 1312.57

Report description

The Private Label Landscape 2012: Future Strategies To Win - What makes the hard discounters so successful and how to combat them using their own strategies - study into emerging private label trends of the future, focus on health, local, convenience and social. The report is an idea generation pool for private label innovation and propositions featuring international best class examples from the world of retailing. The integrated service features a strategic report, recommendations and first class execution examples, such as in store case examples via a direct link from the relevant report section to hundreds of real life pictures taken in leading private label markets and at leading private label retailers around the globe (US, UK, Germany, France, Belgium, Switzerland, Denmark, Netherlands, Austria, Spain) With the report ResearchFarm’s team of Analysts showcase the lea- ding cutting edge examples, retail success stories and answering open questions around private label propositions, giving clear re- commendations of what to do next.

Table of contents

Executive summary
The data: recession retailing
The data: EU27 % share of total grocery, UK in the lead, Tesco the trendsetter
The data: Germany and the Albrechts, Spain’s recession impact, France’s legal background
The data: Eastern Europe, italy, Scandinavia
Hard discounters, Aldi & Lidl
Private label: Strategic bifurcation process between two business models
Aldi: The exception
Aldi: a private label operator par excellence, fantastic sales densities
Aldi: rapid growth in recession plagued Anglo Saxon markets and a retreat from Greece
Aldi: going hard, minimising complexity, keeping OSA simple, product centricity
Aldi: always the late, second mover, social media, only one can be the cheapest
Aldi: The business model
Aldi Sued: The data and benchmarks
Hard discounters: Lidl
Lidl: The copy cat
Lidl: Growth at all costs
Lidl: More innovation, online operations, going soft and widening the SKU count
Lidl: heavy investment into fresh, success in France, Switzerland and CEE
Lidl: disappointment in the Baltics and Scandinavia
Lidl: private label segmentation and vertical integration as key strategic objectives
Lidl: vertical integration achieved in soft drinks, half achieved in confectionery
Hard discounters: Strategic bifurcation process between two business models
Hard discounters: brands in hard discounters – just a short term tactic, not a strategy
Hard discounters: FMCG brands, price points and pack sizing
Actionable recommendations: learning from the hard discounters
Mercadona: how to grow through the Spanish recession
Mercadona: weathering the perfect storm, tweaking the SKU count
Mercadona: focus on essentials, the importance of the check outs
Mercadona: private label – reason for the success, pricing policy, supplier integration
Mercadona: pricing low and s
Table, prescribing products
Mercadona: a unique vertical integration model, interproveedores
Mercadona: harnessing the opportunity in the supply chain
Mercadona: the success in cosmetics and gluten free
Strategic action point i: Creating broader reach through wholesaling
Private label turning into brands: wholesaling
Boots: wholesaling and international expansion
Boots: P&G and Carrefour tie up, internationalising the ranges
Boots: strong growth in the US, Boots Advantage card, Waitrose and Mothercare
Boots: the Walgreens tie up, No7 to become a US$1.0bn brand
Carrefour: the Boots cooperation
Migros: wholesaling, diversification away from stagnant retailing in Switzerland
Migros: creating an international structure to partner with other retailers
Migros: twofold strategy, product and know how transfer
Waitrose: wholesaling
Waitrose: the link up with South Korea, strong presence in Asia
Waitrose: the Dunnes stores cooperation in ireland
Waitrose: Essentials – the value tier, integrated advertising, health ranges
Online: the game changer for private label wholesaling
Actionable recommendations: wholesaling
Strategic action point ii: Clear range architecture, an evolving model?
Private label: from good, better, best ... to what exactly?
Private label: from good, better, best ... to loyal shopper relevance
Tesco: how Clubcard made value, standard and premium possible
Tesco: everyday value relaunch, a new departure: venture brands
Tesco: the failure of the discounter range in the UK, relaunching ready meals
Tesco: creating a halo effect, a different approach to loyalty
Good, better, best: the limitations, Germany, CEE
Good, better, best: the future is personalisation, NPDs, loyalty, putting the shopper in charge
Actionable recommendations: from macro to micro segmentation
Strategic action point iii: Single lines versus umbrella brands, which way forward?
Venture brands: pros and cons, Penny versus Aldi & Lidl
NPDs: High failure rate, FMCG barriers, retail’s natural advantages
NPDs: retailer opportunities, mock trials, brand potential, low hanging fruit
Venture and umbrella brands: what to keep in mind pre-launch
Actionable recommendations: umbrella versus venture brands
New concepts: Aligning private label innovation to the megatrends
Aligning with consumer trends: introduction, better insights, technology and integration
Aligning with consumer trends: focus on select few, rather than total coverage
Aligning with consumer trends: environment, urbanisation, demographics
Aligning with consumer trends: avoiding the pitfalls
Strategic action point iV: New concepts, private label & health
Health: the background drivers, obesity, regulation, smartphones
Health: unique private label as footfall driver, drugstores exploiting food deserts
Health: transferring the image across the proposition, fighting off the discounters
Health private labels: Aldi US, Tesco, Coop italia, Morrisons
Casino: bien pour vous, 4 sub segments, dedicated interactive online portal
Wal-Mart: health, Great for you label, strict standards
Wal-Mart: health, global impact
Spar Austria, Waitrose: health, vegetarian options and catering to students
Health: the opportunity in fresh, omission of additives, key categories
Health: more regulation to come, stricter criteria, 222 claims
Health: the importance of health umbrella ranges
Actionable recommendations: health - preempting the regulators
Strategic action point V: New concepts, private label & local
Local and regional: the drivers, perfect opportunity for private label
Local and regional: traceability and QR codes, engaging shoppers
Carrefour: Reflets de France, halo effect for Carrefour’s private label, key loyalty driver
Local and regional: Casino, E.Leclerc, Edeka, Coop eG
Local and regional: visual merchandising crucial for on shelf visibility
Vertical integration: Zara-ising grocery, secure supply, margin and supply chain control
Vertical integration: threat from FMCG forward integration, lean supply chains
Actionable recommendations: vertical integration and regional lines
Strategic action point Vi: New concepts: private label & convenience
Convenience: integration of location, format and private label range
Migros & Migrolino: dedicated convenience private label line, SKU numbers
Convenience: shopping experience as fast and easy as possible, Morrisons’ foodie credentials
Ahold: the comprehensive solution, AH Express line, ranges tailored to time of day
Actionable recommendations: convenience
Strategic action point Vii: New concepts: private label & social
Social: loyal tribes, feedback loops, net promoters, localising ranges and stores
Asda: Netto stores in the wrong locations
Asda: price guarantee successful as loyalty tool
Asda: online, George, Chosen by you
Asda: improving quality perceptions whilst keeping the price focus
Asda: private label and social media, how to do it, transparency, gaining trust
Asda: relaunch continues, Little Angels, the trendsetter for UK private label
Social: Carrefour, Casino crowd sources and localises, Migros, Real, Wal-Mart
Social: peer recommendations will become more important than advertising in future
Actionable recommendations: social media
Conclusion: product centric versus customer centric, what will happen next?

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