Cara Pils, a brand despite itself

2018 ◽  
Vol 14 (1) ◽  
pp. 69-87 ◽  
Author(s):  
Nicolas Kervyn ◽  
Michael Breazeale ◽  
Iskra Herak
Keyword(s):  
Portfolio Management ◽  
Brand Management ◽  
Secondary Data ◽  
Private Label ◽  
Brand Strategy ◽  
Content Type ◽  
Brand Portfolio Management ◽  
Depth Interview ◽  
Private Label Brands ◽  
Master Level

SynopsisCara Pils is the private label beer brand of Colruyt, the biggest supermarket retailer in Belgium. As a true private label brand, Cara Pils has never been advertised. In 2015, Colruyt undertook an initiative to reposition its numerous private label brands under two larger private label brands. Unexpectedly, customers were incensed by this initiative, came out in droves and took the matter to social media hoping to lament the demise of their beloved brand. This case study investigates the roots of this strong brand attachment and the consequences for its brand management.Research methodologyThis case is built on primary (one in-depth interview and two focus group) as well as secondary data sources (previous research and web information).Relevant courses and levelsThis case is designed to be used in a marketing management or brand strategy course for students that already followed an introduction to marketing course or for students at a master level.Theoretical basesThis case should provide the basis of discussions on the topics of brand management, private-label brands, repositioning strategy, brand portfolio management, brand architecture, brand equity, brand elements, brand nostalgia, and consumers’ relationships with brands.

What to do when your brand gets kidnapped by Narcos: the case of Buchanan’s whisky

2019 ◽  
Vol 9 (3) ◽  
pp. 1-18
Author(s):  
Nicolas Kervyn ◽  
Judith Cavazos Arroyo ◽  
Fernando Rey Castillo Villar ◽  
Rosa Andrea Gomez Zuñiga
Keyword(s):  
Learning Outcomes ◽  
Portfolio Management ◽  
Consumer Culture ◽  
Brand Management ◽  
Brand Image ◽  
Brand Identity ◽  
Brand Strategy ◽  
Content Type ◽  
Academic Level ◽  
The Difference

Learning outcomes Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy. Case overview/synopsis This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive. Complexity academic level This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing

Crisis or opportunity: Marks and Spencer’s tryst with Indian retail

2020 ◽  
Vol 16 (6) ◽  
pp. 671-690
Author(s):  
Arunima Rana ◽  
Ravi Shankar
Keyword(s):  
Decision Making ◽  
International Business ◽  
Brand Management ◽  
Secondary Data ◽  
Business Environment ◽  
Special Focus ◽  
Retail Sector ◽  
Content Type ◽  
Competitor Analysis ◽  
Fashion Retail

Research methodology The case is written using secondary data sources (namely, research documents, press information, journal articles and published interviews). Publicly declared company information has further been leveraged to augment case facts. All information sources have been duly acknowledged in the reference section. Case overview/synopsis The case is written in the backdrop of COVID-19 pandemic and its effect on the Indian retail industry, revolving around scenarios in which a multinational retailer has to decide on its long- and short-term strategy in such an economic crisis. The case story has been developed around Marks and Spencer’s retail venture in the Indian market. With the COVID-19 pandemic impacting business at various levels, with countries moving to lock down and economies shrinking to recessionary levels, one of the worst affected sectors is retail. The teaching case builds upon Mark and Spencer’s initial decision of not entering and extending its food/grocery business in India. While it remained a dominant player in Indian fashion retail for almost two decades, it needs to re-think its decision of entering food retail owing to a pandemic situation affecting its offline sales/store footfall and increasing competition from global fashion brands such as Zara and H&M that had flooded the Indian fashion retail sector. The case provides a context for students to perform environmental factor and competitor analysis for a sector, with special focus on decision making in a changing crisis scenario. Complexity academic level This case could be used in undergraduate and MBA classroom programme, across subjects such as retail management, marketing management, international business, international business environment and strategic business management. This case fits while discussing topics such as business environmental factors, competitor analysis, decision-making under crisis, market entry decision, omnichannel retail strategy, consumer behaviour and brand management.

Growth through repositioning – the case of IHCL

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shobha Menon
Keyword(s):  
Brand Management ◽  
Secondary Data ◽  
Basic Knowledge ◽  
Brand Identity ◽  
Strategy Execution ◽  
Market Conditions ◽  
Brand Architecture ◽  
Content Type ◽  
Brand Relationship ◽  
Branding Strategies

Theoretical basis This case highlights repositioning strategies that change a product’s position in the minds of the consumer in response to changes in market conditions. These changes should be balanced with a certain amount of brand authenticity and continuity. Brand identity is the vision, core values and key beliefs of the brand. There are four main branding strategies as follows: house of brands, endorsed brands, sub-brands and branded house. These options can be placed in a continuum and the position on the branding relationship spectrum reflects the degree to which brands are separated in strategy execution and in the customer’s minds. Research methodology This case is based on secondary data, mainly from interviews of industry leaders in business journals, newspapers, research articles and industry reports, including from international organizations. Case overview/synopsis The case examines the frequent revisions in branding strategies by India’s second largest group of hotels – Indian Hotels Company Limited. Repositioning involves changing the market’s perceptions of an offering to compete more effectively in its target segments. However, a certain amount of continuity is also essential to the brand’s development over time. The case helps students to view the brand from two angles as follows: the angle of brand identity and the disruptive angle of new developments. They will examine the rationale for the frequent repositioning strategies using the brand relationship spectrum and whether these will affect the brand identity of the iconic brand Taj. Complexity academic level This case has been effectively used with MBA Marketing students in Product and Brand Management and Services Marketing classes to demonstrate how companies use repositioning strategies as a considered response to the market conditions. As competitive conditions and consumers evolve, changes in branding strategy will be necessitated. The students are expected to have basic knowledge of brand architecture and brand strategies. The case can be used to illustrate the brand relationship spectrum and the differences among branding strategies in brand architecture. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Unveiling the corporate brand: the role of portfolio composition

2020 ◽  
Vol 37 (3) ◽  
pp. 279-290
Author(s):  
Veronica Gabrielli ◽  
Ilaria Baghi
Keyword(s):  
Internal Consistency ◽  
Brand Equity ◽  
Brand Management ◽  
Product Category ◽  
Mediation Effect ◽  
Brand Strategy ◽  
Corporate Brand ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Brand Portfolio

Purpose This paper aims to investigate the effects on corporate brand equity when a company moves from a house of brand strategy to a branded house. In fact, recently, most of large companies (Procter & Gamble, Unilever) are managing this swift in order to simplify and optimize their efforts. Design/methodology/approach A total of 433 consumers participated in a between-subject experimental design completing a questionnaire. Each respondent was exposed to one of eight hypothetical scenarios with real-existing brands. A moderated-mediation model was tested. Findings The number of individual brands interacts with the variety of product categories within the portfolio to define its internal consistency which, in turn, exerts a significant mediation effect on corporate brand equity. Research limitations/implications The study supports the mental accounting process (subtyping vs bookkeeping), demonstrating how this psychological framework is applicable within brand management. Practical implications The study unveils a strong dichotomy: consumers award very small portfolios focused on a single product category or, conversely, they appreciate a wide and highly diversified brand portfolio. No chances for intermediate and hybrid solutions. Findings demonstrate that a brand architecture shift might be a flexible opportunity to manage an on-going diversification strategy. Originality/value The study is the first to analyse the importance of internal consistency within a brand portfolio in case of a shift in the portfolio strategy. Moreover, it investigates the effects since the first announcement of a linkage between the individual brands and the corporate one.

Slowing the decline of Japanese apparel

2017 ◽  
Vol 33 (4) ◽  
pp. 7-9
Keyword(s):  
Business Model ◽  
Vertical Integration ◽  
Design Methodology ◽  
Private Label ◽  
Brand Strategy ◽  
Content Type ◽  
Specialty Store ◽  
Pertinent Information ◽  
Apparel Manufacturers ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings With the Japanese apparel market in decline, there is a pressing need to understand how, if at all, apparel manufacturers can survive. The vertical integration of the SPA business model is providing benefits to apparel manufacturers, with those adopting the model showing resilience to the overall downturn of the market. The author-reviewed article has investigated whether the use of an own brand strategy is influenced by four key concepts, and how they function within apparel manufacturers. Particular attention is paid to the practices used by those that have adopted the specialty store retailer of private label apparel (SPA) business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Private label outsourcing at MegaTex – necessity, accessory or a parasite?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-20
Author(s):  
Sushil S. Chaurasia ◽  
Rani Poojitha Devi Kolati
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Brand Management ◽  
Subject Area ◽  
Private Label ◽  
Strategic Choices ◽  
Content Type ◽  
Executive Mba ◽  
The Subject ◽  
E Mail

Subject area The subject area is marketing strategy. Study level/applicability The case is well suited for MBA and executive MBA class on retailing management, strategic management, marketing strategy and brand management. Case overview Retailers see private label as a strategic weapon against brand manufacturer to increase store profitability, but looking at the private label from brand manufacturer’s perspective, determinants and strategic choices are even more complex than that of a retailer. The case is about MegaTex Ltd.’s strategic call for private label production opportunity by Maximus Fashion and Retail Limited. The case discusses the dilemma of MegaTex for manufacturing private label in spite of having their own brand in competition. The case compels to drive strategic questions such as in what circumstances brand manufacturers should concentrate on manufacturing their own brand or should they concentrate on both private label and their brand? Or, as an alternative, should they purely dedicate themselves in manufacturing private label and stop manufacturing their own brand? Expected learning outcomes Participants will be able to understand the concept and economics of private label. Participants will be able to understand the determinants and strategic choices for private label from retailer’s and manufacturer’s perspective. Participants will be able to understand the rationale for which brand manufacturer opts for manufacturing private label in spite of having its own brand in competition. Participants will be able to identify the situations under which a brand manufacturer should concentrate on manufacturing his/her own brand or both private label and his/her brand. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Does culture impact private label performance?

2018 ◽  
Vol 35 (1) ◽  
pp. 93-112 ◽  
Author(s):  
Tribikram Budhathoki ◽  
Julien Schmitt ◽  
Nina Michaelidou
Keyword(s):  
National Culture ◽  
Structural Equation ◽  
Secondary Data ◽  
Cultural Dimensions ◽  
Private Label ◽  
Retail Market ◽  
Content Type ◽  
Five Dimensions ◽  
Market Factors ◽  
The Impact

Purpose To better understand the disparity of private label performance across countries, the purpose of this paper is to investigate the role played by national culture. Two types of impact are considered: a direct influence of cultural dimensions on the performance of private labels in a country and an indirect one where national culture favours the development of modern retailers, which, in turn, benefits private label performance. Design/methodology/approach Using the five dimensions of the Hofstede model to describe national culture, this paper performs a structural equation modelling incremental building model approach using secondary data collected from a sample of 65 countries. Findings The results show that individualism (positively) and long-term orientation (negatively) directly impact private label performance. Moreover, four dimensions (individualism, masculinity, power distance and uncertainty avoidance) are shown to have a significant indirect impact on private label performance via the mediation of retail market development, positively for individualism and negatively for the three other dimensions. Practical implications The findings provide retailers with important insights into the critical decisions of the selection of new markets and adaptation of the private label strategy according to the culture of the country. Originality/value This research pioneers by being the first to determine the impact of all the dimensions of the Hofstede cultural model on private label performance, use a very large number of countries to test this impact and study the role of important retail market factors in this phenomenon.

Jumeirah Group: STAY DIFFERENT™

2011 ◽  
Vol 1 (4) ◽  
pp. 1-15
Author(s):  
Melodena Stephens Balakrishnan
Keyword(s):  
Marketing Strategy ◽  
Brand Management ◽  
Subject Area ◽  
Hospitality Management ◽  
Communication Strategy ◽  
Brand Strategy ◽  
Market Place ◽  
Content Type ◽  
Global Brand ◽  
Arts And Culture

TitleJumeirah Group: STAY DIFFERENT™Subject areaBrand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.Study level/applicabilityPost‐graduate‐level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.Case overviewJumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong‐regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.Expected learning outcomesCreation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.Supplementary materialsTeaching notes.

Management of a luxury brand: dimensions and sub-variables from a case study of LVMH

2014 ◽  
Vol 18 (2) ◽  
pp. 231-248 ◽  
Author(s):  
RayeCarol Cavender ◽  
Doris H. Kincade
Keyword(s):  
Brand Management ◽  
Historical Review ◽  
Brand Strategy ◽  
Review Of Literature ◽  
Luxury Goods ◽  
Content Type ◽  
Luxury Brand ◽  
Trade Offs ◽  
Growing Body

Purpose – The purpose of this paper is to develop industry specific operational definitions for marketing dimensions and sub-variables in the luxury goods industry that will contribute to the growing body of company-based research on luxury brand management. Design/methodology/approach – Case study of a leading luxury goods conglomerate provides operational definitions and insight into best practices for management of a luxury goods brand through an in-depth historical review and analysis of variables, measures, relationships, and patterns that emerged throughout the study of the sample company. Findings – Successes and failures of brand management for the sample company for the umbrella variables of brand strategy, growth trade-offs, and strategic planning, and their associated sub-variables, were identified in the review of literature and were analyzed, adapted, and enumerated according to findings from the case study. Research limitations/implications – Results limited to the study of one sample company. Common themes were identified in the management of a luxury brand that can be used by researchers to study other luxury companies. Practical implications – Variables and measures for luxury brand management were identified throughout the review of literature and verified throughout the case study as being instrumental in brand management success of a leading luxury goods conglomerate and may be relevant to other luxury companies aiming to hone their brand management strategies. Originality/value – Luxury goods research is increasing in prominence, but the majority of this research is consumer-based. This research contributes to the growing body of company-based luxury research.

Make or buy the brand: strategic direction of brand management

2014 ◽  
Vol 30 (3) ◽  
pp. 1-3 ◽  
Author(s):  
Henrik Uggla
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Brand Management ◽  
Brand Strategy ◽  
Content Type ◽  
Strategic Direction ◽  
Management Paradigms ◽  
Alternative Approaches ◽  
Traditional Approaches ◽  
Practical Implications

Purpose – The purpose of this paper is to unfold the strategic direction of different brand management paradigms. Design/methodology/approach – The paper is based on comparison between diverse brand management paradigms. Findings – A make or buy approach to brand management eventually allows for an improved integration of brand strategy with business strategy, compared to more traditional approaches. Practical implications – The perspectives and ideas discussed may potentially encourage a more entrepreneurial and business oriented approach to brand management. Originality/value – The value of this paper emerge from the juxtaposition of different approaches to brand management, unfolding alternative approaches to the integration of brand and business strategy.

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