2000
DOI: 10.1108/03090560010331351
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The strategic role of retail brands in British grocery retailing

Abstract: Assesses the evolution of retail brands within British grocery retailing over the past 25 years. Highlights key issues in defining retail brands which contribute to our understanding of their role and impact upon company strategy, and then explores how British retailers have managed the evolution of these product ranges. Identifies key factors as the changing basis and use of retail power in the distribution channel, the centralisation of management activities, and the appreciation of what constitutes retail i… Show more

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Cited by 297 publications
(291 citation statements)
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“…It is firstly perceived from the products with low quality and low prices to the offerings with acceptable quality in retailing environment (Burt, 2000). Traditionally, a private label (also called as store brand, own brand, house brand or distributor's brand) is early identified as "one which owned and controlled by an organization who primary economic commitment is distribution" (Schutte, 1969, p. 9).…”
Section: The Concept Of Private Labelsmentioning
confidence: 99%
“…It is firstly perceived from the products with low quality and low prices to the offerings with acceptable quality in retailing environment (Burt, 2000). Traditionally, a private label (also called as store brand, own brand, house brand or distributor's brand) is early identified as "one which owned and controlled by an organization who primary economic commitment is distribution" (Schutte, 1969, p. 9).…”
Section: The Concept Of Private Labelsmentioning
confidence: 99%
“…if the retailer wishes its retail brand product range to be perceived as a high quality alternative, comparable to the leading manufacturer brands, he must ensure that its tradename carries the appropriate "values" and that this image has been established coherently in the minds of the consumers via its stores. if the chain has a poor image, for example its stores are perceived as low quality ones with disinterested staff, low levels of customer service and failing to offer a pleasant shopping experience, these "values" will be transferred to the product (Burt 2000).…”
Section: Resultsmentioning
confidence: 99%
“…In fact, in 2008, private labels increased their market share to 25% and 50% in most European markets and to 20% in the US (PLMA, 2009). One factor that explains this situation is the improvement on the consumer perception of store brands (Ipsos Mori, 2006) leading to a change on consumer behavior towards traditional manufacturer brands (Burt, 2000).…”
Section: Introductionmentioning
confidence: 99%