Defensive Strategy Against a Private Label: Building Brand Equity

2014 ◽  
pp. 53-59
Author(s):  
S. Chan Choi
Keyword(s):  
Brand Equity ◽  
Private Label ◽  
Defensive Strategy

scholarly journals Factors Impacting Brand Equity of PLBs: A Study of Grocery and Household Items in Bengaluru

2017 ◽  
Vol 9 (3) ◽  
pp. 148
Author(s):  
S. Shyam Prasad ◽  
Shampa Nandi
Keyword(s):  
Brand Equity ◽  
Brand Loyalty ◽  
Perceived Risk ◽  
Private Label ◽  
Brand Awareness ◽  
Store Image ◽  
National Brands ◽  
Factors Influencing ◽  
Private Label Brands ◽  
The Impact

In India the private label brands (PLBs) are growing at a faster pace than retail. This supposes that PLBs should have brand equity. Although brand equity is one of the most important aspects of a brand in creating competitive advantage, earlier studies have not paid much attention to measuring and conceptualising the factors influencing the brand equity of private label brands. Many researches have looked into the consumer based brand equity (CBBE) of national brands only and hence this study was taken up to examine the dimensions of consumer based brand equity for private label brands including the impact of store image on brand equity.An empirical study was done considering survey instrument from previous study of Girard et al. (2017). The data was collected during December 2016 – January 2017 and SPSS and AMOS were used for analysing data.This study found that <strong>Brand Awareness, Brand Loyalty, Perceived Image, Perceived Value, Perceived Risk, Store Image and Price</strong> are the seven dimensions that build into the brand equity of the private label brands.

Consumer-Based Brand Equity of a Private-Label Brand: Measuring and Examining Determinants

2016 ◽  
Vol 25 (1) ◽  
pp. 39-56 ◽  
Author(s):  
Tulay Girard ◽  
Paul Trapp ◽  
Musa Pinar ◽  
Tanses Gulsoy ◽  
Thomas E. Boyt
Keyword(s):  
Brand Equity ◽  
Private Label

Brand Equity of Store Brands and Its Effect on Customer Value

2016 ◽  
pp. 154-181
Author(s):  
Natalia Rubio ◽  
Nieves Villaseñor ◽  
Maria Jesús Yague
Keyword(s):  
Brand Equity ◽  
Customer Value ◽  
Comprehensive Analysis ◽  
Private Label ◽  
Retail Sector ◽  
Store Brands ◽  
Potential Value ◽  
Private Label Brands ◽  
Retail Chains

This chapter develops a comprehensive analysis of the self-perception of value that the customer brings to the different retail chains present in the Spanish consumer goods retail sector. The authors incorporate a metric to determine the value that costumers have for the retail chains included in the study, and the brand equity of their store brands. The value supplied by their customers is defined as the perception of their loyal behavior and profitability on a long-term context. The measurement of this concept is based on personal judgments on repurchase intention and recommendation at present (named actual value), as well as their intention to acquire different products and brands sold by the company in the future (named potential value). Also, the chapter develops an analysis of the components that generate the brand equity of private label brands and their contribution to building customer value for the chains.

Comparing Private Label Brand Equity Dimensions of the Same Store

2020 ◽  
pp. 61-82 ◽  
Author(s):  
Musa Pınar ◽  
Tulay Girard
Keyword(s):  
Brand Equity ◽  
Product Category ◽  
Private Label ◽  
Retail Stores ◽  
Significant Relationships ◽  
Similarities And Differences

This chapter examines the CBBE of two different product category PLBs of the same retailer, holding the retailer constant. Specifically, the study presented examines and compares the CBBE and its underlying dimensions and their relationships for Walmart's Great Value (grocery, consumable household goods) and Equate (beauty, health, pharmacy) PLBs. Based on a total of 421 surveys (270 for the Great Value brand and 151 for the Equate brand), the study found that 1) while consumers seem to have accepted PLBs in general, Great Value and Equate have lower levels of acceptance among consumers and 2) the comparison of models for Great Value and Equate brands displayed similarities and a few differences in significant relationships among the CBBE dimensions. The findings of this study provide important insights to the management of the retail stores to identify the areas for improvements and develop strategies based on similarities and differences of the two brands.

Unificazione di insegne e sostituzione della marca commerciale in un gruppo distributivo leader: ricadute di ordine economico, strategico e gestionale

2010 ◽  
pp. 121-144
Author(s):  
Guido Cristini
Keyword(s):  
Brand Equity ◽  
Private Label ◽  
Trade Off ◽  
Ex Post

Nel processo di concentrazione tra gruppi distributivi a livello nazionale ed internazionale in corso da diversi anni, uno degli aspetti piů ricorsivi č costituito dalla stra- tegia di unificazione delle insegne. Tale strategia si traduce nell'analisi del valore delle insegne acquisite e, di norma, nell'eliminazione di quelle che operano ad una scala dimensionale inferiore e/o che manifestano una brand equity minore. In tale contesto, non č infrequente rilevare come l'obiettivo perseguito dal gruppo distributivo acquisitore sia quello di disporre di un'unica insegna in grado di generare economie di scala non solo esterne (sul versante della contrattualistica con i fornitori), quanto interne (comunicazione, logistica, marketing, etc.), propedeutiche al raggiungimento di gradi piů elevati di efficienza. In realtÀ, in diverse occasione, la cancellazione di una determinata insegna a favore di un'altra si č tradotta, nel breve termine, in una perdita di valore per il gruppo driver, in particolare sul versante delle vendite di marca commerciale in offerta. Nel quadro appena richiamato, obiettivo del presente articolo risulta quello di verificare se i vantaggi derivanti dall'adozione di una marca privata di Gruppo, pur in presenza della storica insegna di canale, risultino superiori a quelli ottenuti disponendo di una private label consolidata, rispondente in termini di immagine a quella caratterizzante la situazione pre-esistente. In particolare, interessa comprendere, se nel processo di cambiamento in atto non solo se il trade off risulti positivo, ma anche se i tempi e le risorse investite nel processo di conversione siano, nel complesso, da considerarsi accettabili per il distributore driver in relazione ai vantaggi raggiunti ex post.

How to Protect Brand Equity in Product Harm Crisis by Appropriate Response?

2011 ◽  
Vol 217-218 ◽  
pp. 1559-1563
Author(s):  
Zheng Fang ◽  
Peng Fei Ji ◽  
Xue Jun Li ◽  
Yang Yang ◽  
Jing Cai
Keyword(s):  
Brand Equity ◽  
Mixed Strategy ◽  
Defensive Strategy ◽  
Safety Work ◽  
Company Reputation ◽  
Moderating Role

Brand equity is an import but fragile asset, which is easy to suffer loss in product harm crises. However, by analyzing cases in China, we found that companies responded to product harm crises differently, implying that they didn’t reach consensus on which response was the best to protect brand equity. This paper concludes that: 1) to resolve defensible product harm crises, defensive strategy is best; 2)to resolve indefensible product harm crises, accommodative strategy is the best; and 3)company reputation plays a positive moderating role when company chooses most appropriate strategy or mixed strategy. These findings could not only help companies to resolve product harm crises effectively, but also provide suggestions for government to improve their quality safety work.

scholarly journals Governance of private label as a strategic asset: developing a brand valuation model

2017 ◽  
Vol 6 (4) ◽  
pp. 17-29
Author(s):  
Renato Giovannini ◽  
Marcello Sansone ◽  
Bruno Marsigalia ◽  
Annarita Colamatteo
Keyword(s):  
Economic Evaluation ◽  
Brand Equity ◽  
Evaluation Model ◽  
Private Label ◽  
Valuation Model ◽  
Private Label Brands ◽  
Economic Evaluation Model ◽  
Managerial Implications ◽  
Consumer Perspective ◽  
Specific Factors

This paper aims at identifying which factors should be considered in the building of an economic evaluation model for the private label brand. In fact, some specific characteristics of private label, with respect to industrial brand, make unusable the consolidated models available. The results of the paper are the definition of some specific factors of private label, the assumptions about how these features impact on the traditional economic evaluation models and how these could be included in a model. Because of the complexity of the topic, the hypothesis is to build a model of synthesis, made of two parts: one part for a Financial-Based evaluation of Brand Equity, with the addition of some specific factors and indicators to the traditional formulas, while the other part is for a Consumer-based evaluation of Brand Equity, thanks to an index that summarizes the strength of private label brands from the consumer perspective. The private label economic evaluation has some relevant managerial implications on the retail system, on the vertical supply chain relationships and on the understanding of the strategic nature of this asset.

scholarly journals Retailing, Private Label and Global Competition

10.4468/10061 ◽  
2013 ◽  
Author(s):  
Flavio Gnecchi
Keyword(s):  
Brand Equity ◽  
Strategic Alliances ◽  
Private Label ◽  
Global Competition ◽  
Store Loyalty ◽  
Private Labels ◽  
Corporate Brand ◽  
Global And Local ◽  
Local Cultures ◽  
Private Label Products

Global retailers define strategies coherent with local cultures and traditions, as also develop products centered on internationally diffused products. In this perspective, private labels become fundamental for such strategies as far as they contribute directly to store loyalty consolidation and indirectly, to retailers brand equity reinforcement. Moreover, private label products prove the retailer’s sensibility in front of local customer’s needs and preferences. As a consequence, global and local trade operators turn to local manufacturers, giving them a possibility to strengthen their corporate brand and the company itself by means of strategic alliances.  

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