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Brand Equity In Question
Strategic Implications Of Branding
Brand And Business Building
From Private Labels To Store Brands
Brand Diversity: The Types Of Brands
The New Rules Of Brand Management
Brand Identity And Positioning
Launching The Brand
The Challenge Of Growth In Mature Markets
Sustaining A Brand Long Term
Adapting To The Market: Identity And Change
Growth Through Brand Extensions
Handling Name Changes And Brand Transfers
Brand Turnaround And Rejuvenation
Managing Global Brands
Financial Valuation And Accounting For Brands
One of the questions all company manager sask concerns the opportunity to work for distributor’s brands. This question is even more urgent today, since with the shrinking of the shelf space allocated to branded industrialists, their economic model is under threat. How can they maintain the volumes that create profitability?
Those industrialists in favor of producing DOB goods advance the following arguments:
In contrast, those who oppose it are right to argue that it will undermine the long-term legitimacy of the company’s own brands, since the industrialist will not be capable of producing a bad product. For a while the product Olympia manufactured for Careful superior to the comparable product of the brand itself. An examination of the figures in the cheese sector also shows that the most profitable cheese maker is Belo, which sell sonly branded products (Laughing Cow, Minicab, Leered, etc).
Rather than drawing up a pointless balance sheet for and against, it is worth turning to research in this case. HEC has carried out several specific studies on this important theme for companies in all sectors, under the direction of M Anti (Anti, 1996). The selected criterion is operational profitability compared with turnover, and the sample comprised 167 cases drawn from numerous mass-consumption sectors. What does this research have to teach us?
What can we draw from this HEC research data? Whether or not to manufacture distributor’s brand products is a strategic choice, and should be analyses as such.
Should they do it? Refusal to do so is clearly the result of a long-term vision: Procter &Gamble, Gillette and Al’Boreal all invest too much in research to wish to share the benefits they reap from it. They reserve the first fruits for their own brands, within a structured portfolio.
Which companies should do it? There is no correlation between any classic company description and profitability in DOB production: rather, profitability is linked to the manner in which it is implemented.
In which segments should they operate?The least commodities possible, those where there is still innovation.
Which distributors should they work with?Here, too, selectivity in the choice of distributors proves to be rewarding in terms of profitability over turnover.
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