Managing Retail Brands

Michael Jary and Andrew Wileman
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Michael Jary: OC&C Strategy Consultants
Andrew Wileman: OC&C Strategy Consultants

Chapter Chapter 15 in Brands, 1998, pp 152-160 from Palgrave Macmillan

Abstract: Abstract CEOs and senior managers in retail businesses can find the concept of a ‘retail brand’ frustrating, particularly if their background is with a branded fast-moving consumer goods (fmcg) producer. If their businesses or fascias are really brands, why does it seem so difficult to run them like Coca-Cola or Levi’s? Why can’t they seem to agree on a clear, effective statement of brand positioning that is concrete and actionable, and that doesn’t change from month to month? Should they create a position of brand manager, like any consumer goods company, to impose sustained and consistent brand positioning on the functions of buying, merchandising and retail operations? And how is it possible to build a brand when a single failure such as the bad attitude of a lone checkout operator can wreck carefully built customer loyalty? In short, are retail businesses really ‘brands’, and can they be managed as such?

Keywords: Supply Selection; Producer Brand; Brand Position; Private Label; Brand Manager (search for similar items in EconPapers)
Date: 1998
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DOI: 10.1007/978-1-349-26070-6_15

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