Private label competition: the perspective of Swedish branded goods manufacturers

Abstract

Purpose -This paper aims to gain a better understanding of how Swedish branded goods manufacturers (BGMs) deal with the increased usage of private labels. Design/methodology/approach -The approach takes the form of answering the three research questions of this study: how private labels are viewed by BGMs on the Swedish market; how Swedish BGMs strategically respond to the increases in private labels; and how the benefits and drawbacks of these strategic responses are perceived by Swedish BGMs. A contrasting multiple case study of four Swedish companies in the fast-moving consumer goods (FMCG) industry was used. Findings -The perceived advantages of private labels are connected to their overall control of the market in which they operate, whereas the advantages of BGMs are seen to be linked to product development and superior brand reputation. BGMs respond to private labels by taking them seriously and striving to increase the perceived distance of their brands from private labels in the eyes of the consumers. The overall benefit of these strategies is perceived to be preparedness for increased private label competition, while the drawbacks vary between companies. Research limitations/implications -In addition to empirical testing based on previous research on private label competition in a new setting, the study also presents suggestions for future research and the implications of the findings for managers. Practical implications -Findings indicate that BGMs should take the emergence of private labels seriously, while at the same time striving to maintain good business relationships with the retailers. Originality/value -The study provides insights into the competitive situation between private labels and the manufacturer brands in the Swedish FMCG market.

Beyond the conventional-specialty dichotomy in food retailing business models: An Italian case study

“…Eataly is concerned that developing private label products will create tension between themselves and the small branded manufacturers they aim to preserve. The literature recognizes that private labels represent damage to competition among manufacturers' brands (Hultman et al, 2008). Furthermore, Eataly sees private labels as making producers anonymous, in line with those authors that speak about ''theft of identity'' (Davies, 1998).…”

Manufacturer and Retailer Brands: Is Strategic Coexistence the Norm?

“…Gomez and Rubio, 2008), some have dwelt on competition and brand image issues relating to the two types of brands (e.g. Cotterill et al, 2000; Hultman et al, 2008; Mills, 1999; Miranda and Joshi, 2003; Nenycz-Thiel and Romaniuk, 2011; Verhoef et al, 2002; Wu et al, 2011), and yet other research has investigated retailer brands and manufacturer brands from a historical perspective (e.g. Herstein and Gamliel, 2004; Steiner, 2001).…”

Effect of Price and Brand on Common Platform Appliance Failure

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