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Retailers think they do not have time to build his brand as they are too busy meeting the needs of their customers and his business. And it is easy to see why the marriage between retailers and brand management hasn’t always been easy. Branding was historically viewed as the “lipstick on the pig,” a graphical veneer which added questionable value in the face of global logistics and sourcing. But as markets have changed, so have attitudes. Differentiation is the essence of good business in any crowded market; the ability to influence demand beyond the tangible, to go beyond the table-stakes of convenience, quality, service, and the like, into the realms of the unique. Brands are the way business is done; the factor that makes the service offer, the product line-up, the culture, and of course, the language and appearance more desirable over the competition. Retailers are perfectly placed to build truly great brands. They have many rich data points: physical experiences involving numerous opportunities to create uniqueness, including service, process, product mix, layout, ambience, culture, and the all important human interaction. The world of branding has changed data is used to build the business case for brands, to highlight the initiatives within a strategy, and to build Return On Investment models into brand programs, not to mention the monitoring and active management of brand value creation. This means that brand management can live happily within the highly accountable world of retail using data and value as the bridge between the financial and commercial streams of activity. Retail has been deeply impacted by the economic realities of our times. Cost-cutting has formulated the bulk of businesses reactions to the downturn, so now recognizing that demand creation is the required antidote. Demand can be created without relying on discounting which hinders a business, erodes margins, and places a business under increasing pressure. Demand creation requires us to step away from the crowd, to do things differently in our quest to stand out, and own a clear position in a market. Retailers need to better understand how their brands drive value and what actions should be taken to ensure that their brands are readied for the market of tomorrow, as well as the market of today. All around us the world is changing. Consumer’s attitudes have changed and will continue to change. Their habits and behaviors will continue to adapt to the technologies
available to them and to the truths about our lifestyles and habits exposed by the recent economic, social, and environment events. Getting a grip on this fast changing scenario requires a strategy that is delivered in stores and lives in customers’ heads, not well intentioned documents and plans. Why are people brand loyal? Why branding is so important in business? What makes the brand successful? Finding answers to these questions leads to successful business which depends on repeat purchasing. It goes well beyond a logo or "look and feel" and encompasses the whole product concept - the promise of delivery, quality, and predictability. It goes beyond just letters, words, symbols, or a combination of these. Brand increases consumer satisfaction, loyalty and product attachments. Branding seeks to distinguish your company, product or service from the competition and create a lasting impression in your prospect's mind. Brand Management is one of the applications of marketing techniques used for marketing a product or product line. It increases the product perceived value to the customer and thereby increase brand franchise and brand equity. Marketers see a brand as an implied promise that the level of quality people have come to expect from a brand will continue with future purchases of the same product.
Strategic brand management involves the design and implementation of marketing programs and activities to build, measure, and manage brand equity. Brand Management often viewed in organizations as a border and more strategic role than marketing. Today branding is more important due to increasing advertisement culture, media fragmentation, product differentiation etc. Branding creates emotional attachment to product and companies. Branding efforts create a feeling of involvement, tangible and intangible qualities and symbol. Branding efforts creates strategic awareness, where people easily recognise brand and their distinct qualities. A strong brand influences on buying decision and shapes ownership experience. Branding helps customer while making purchasing decisions. Brand attracts firm's identity upon potential customers. Brand Management approach can be explained as follows:
Total Approach: Brand Management starts with understanding "brand "concept. Brand Management in retail starts with leaders of the company who define the brand and do the management.
2. Creating Promise: This is also called as defining the brand. A good brand always should be memorable to customers. A good brand promise evokes customers feeling. For example, Volvo (buses in Asia) offers feeling of safety. If you hope for good success you have to go with specific territory and make your promise unique and different from the promises of other firms.
3. Making Promise: Once you created the promise, and then inject this into the minds of customers. This step needs advertisements and PR activities.
4. Continue the Promise: Continue the promise means delivery of good quality of products and motivate the people.
5. Perception: A good brand gives messages to customers such that they wait to purchase the products again and again. This happens in the perception that is created in the minds of both intended customers and innocent bystanders. Perception comes from direct experience. Perception is the brand as experienced. Perception is not reputation, but reputation is perception.
6. Communication: We communicate to customers and get their feedback on brands. The Brand reputation may be viewed as socially constructed.
7. Decision: In the final analysis, the value of a brand comes in the simplification that it brings to decision-making. Most of the retail managers does brand management and their merchandise mix is intended to improve overall gross margins and enhance retail brand awareness. Most of the retailers have implemented their own brands, called private brands. The private brands decrease prices to consumers, refer their prices with national brand prices and get profits.
A brand should be like a soul for any organization. If a human starts understanding his soul then he is not withered by his soundings, similarly brand should be built in an organization. Keeping pace with new developments, finding out how other companies have solved branding dilemmas and keeping one step ahead of your competitors can play an important part in the strategies you employ to imprint your brand firmly on the consumer - and keep it there. Getting your product, service or built-environment noticed by the target customer is a prime motivation of any brand development campaign. Media marketers use electronic, print and digital media to communicate the promise of quality, value and availability for their retail clients. But all too often promises made in media marketing are not realised by the customer when they enter the store, browse, or make a purchase. It is as if the staffs weren’t told about the company’s mission or commitment to the customer. The translation of advertising or company taglines into tangible, achievable customer-centric attributes is one of the key objectives in using the environment as a branding tool. Lessons to learn Retail branding has become a much-talked about concept in recent years; an idea that is often misunderstood and not applied very effectively. As one surveys the retail landscape, you will find numerous situations in which the brand the store hopes to project, misses the mark. The critical point here is that the best marketing and branding companies in the world, armed with surveys and statistics, can do nothing to brand the store. by Ernst and Young, contributing to the annual consumer awards issue of Chain Store Age Executive Magazine, noted, “While companies do control the messages that they push out regarding their brands, they cannot, in fact, control how those messages are received by consumers.” Personal experience within a store, and with the brands it carries, determines how the customer will rank the associated company. For example, “I’ll only shop at … if I have lots of time,” or “When I shop at . . . I always find something new and unusual.” Depending on what the retailer intended to portray, these opinions are either detrimental or complementary.
the retailer should predetermine a list of desired customer responses and then strive to achieve them. A well-planned strategy will include merchandise categories. the development process begins. and communication. color and materials.Impressions last so what do retailers want customers to say about their store upon exiting? What would we like them to remember and what would be a disaster if they never forgot? If you’re not ready to make a projection of what your customer likes best about you. Ask yourself these key questions: What segment of the market does the retailer want to own? You can’t be everything to everybody. painted in dominant colours and duplicated throughout the store. During the translation process. as a customer. not only when a new . Is the retailer prepared to commit appropriate resources toward achieving a competitive advantage? Consistent delivery of brand-building attributes can only be assured if everyone in the organisation understands and is dedicated to the same goal. lighting. sound. With a determination of the preferred brand personality. and effectively utilise the company’s resources. how should a service-oriented company act. whether delivered by signage or store personnel. product presentation and availability. In order to assess which areas of a store need the most attention. promotional activities placed in high traffic areas. like it to be?” If your store intends to prioritise service as your leading attribute to attract customers. Once clear responses to these questions are gathered. a dynamic environment can be created to embody the marketing strategy. respond to shoppers’ behaviours. let’s first understand the company and what it is capable of. “How would I. architectural theme. elements which have a profound effect on the experience the customer has with the store. Translating brands Translating marketing and branding strategies into the store environment. These include the store layout. designers focus on touch points. a useful exercise is to think like your customer and ask. How does the consumer shop for that product or service? Customers have needs which must be fulfilled in order to make an informed buying decision.
customer enters the store. and the following statistics: • • • Retail is India's largest industry. Most of the retailers are new entrants. Delighted customers will remember your store as the place to save money. Retailing and India Consider success stories like Shopper's Stop. how can you promote yourself as a leader. These examples demonstrate a key principle in using the store as a branding tool: the intended brand personality should be simple and singular. and generates more than 10% of India's GDP. Most of the growth has been in the big cities and slowly the same cult will catch up in other cities. announcing discounts and showing comparable value with competitive pricing to other popular brands? Consider awarding unannounced price reductions at the checkout after the shopping trip is completed. besides displaying large banners. Important Criteria in Retail Branding . India has largest retail outlet density in the world with close to 10 million outlets today All these points together collaborate to prove that Retailing is going to go from strength to strength in the future. In India the retail market is large with sales amounting to $180 billion and accounting for 10-11% of the GDP. repeated consistently. but differently for every merchandise category. largest source of employment after agriculture. In India the retail segment is still in the growth phase. Subhiksha. Foodworld etc. Retail branding is different from just branding because here the store has to match the branding with performance. but also when a returning customer has a complaint or wants a refund? If low price is your strategy. above all else. has the deepest penetration in rural India. Thus retail branding has to deliver both tangible and intangible benefits all in one and all at once.
Different Pricing Strategies for Private Labels 1. Private Labels Today since retailer margins are falling all over the world. price and brand. The supplier is completely responsible for the product. 2. 3. The retailer is involved in process beginning from idea generation to branding the product. In the article we have developed a checklist for what is important for successful Private Labeling. He has gained prominence and the entire economy is becoming retailer-driven. The retailer is like the owner of the brand and holds complete responsibility for it's performance. The participation of the retailer is limited to the specifications regarding quantity. Parallel pricing: Here the retailer prices his brand equal to the other competing brands . Copycat pricing: Here the retailer simply prices his brand lower than the other existing brands 2. Supply chain management is a very important criterion for successful retail branding. Independent Branding: Here the retailer simply procures from the supplier at the lowest possible cost and the entire branding investment is his own. It is the core of retailing and firms like Wal-Mart have successfully used IT to improve their vendor management Different Branding Strategies 1. Integrated branding: Here the retailer is in direct link with the manufacturer. they are looking for alternative sources of income. Private labels are one such source due to which they are gaining prominence. He is required to possess complete knowledge about the possible developments in the product in the future. Contract Branding: The retailer outsources from an existing supplier. Such brands are known as 'Private Labels'.In today's customer driven economy the power has shifted from the manufacturer to the retailer.
but it is rather the whole host of activities that define and deliver a purchasing experience. Retailing and India Let us look at the following examples of retailing in India: • • • • Foodworld . Brand is a mark that represents a unique set of both tangible and intangible benefits in the mind of the consumer. 40 yr old Chennai chain selling consumer durables . The development of the "whole branding view"* entails creating the store as brand and enforcing this "retail brand" at every point of contact between the prospect and the store.3. experience and service. Thus retail branding has to deliver both tangible and intangible benefits all in one and all at once. Premium pricing: Here the retailer prices his brand higher than the other competing brands since he wants the brand to have a snob value attached to it Positioning Strategies Retailers can adopt different positioning strategies based on product.A brain child of the Piramals Vivek's . price. In case of retail branding the store has to match the branding with performance.190 crore business-Belonging to the RPG group Shopper's Stop .180 crore business. The very essence of this concept is that branding is not merely a synonym for marketing a product.150 crore. In case of branding. companies build the brand name on the basis of what they want to communicate about what the brand stands for. Brand is a name that identifies a particular product and differentiates it from its competitors. Branding and Retail Branding: • • • Brand is a product that provides functional benefits that some consumers value enough to pay a premium price.Belonging to the Raheja's Crossroads .
India has largest retail outlet density in the world with close to 10 million outlets today. the economy is customer driven.Dealing in groceries. Such databases are priceless for manufacturers and so there is a clear shift of power from the manufacturer to the retailer. which has contributed to the growth of the retail segment in the US. pharmaceuticals and the second largest retail chain in India The above examples show the importance Retailing and Retail Branding has been gaining importance in India. They maintain databases of customer requirements. and generates more than 10% of India's GDP. . complaints. The recent surge in the number of brands available in any product line increases the options for the retailer and simultaneously makes it more important for manufacturers that well established retail outlets stock their products. has the deepest penetration in rural India. The concept of Power Shift In the Industrial age 'knowledge economy' was the focus area. In India the retail market is large with sales amounting to $180 billion and accounting for 10-11% of the GDP. Concepts like CRM are becoming very important in the field of management. Now consider the following statistics: • • • Retail is India's largest industry. Today.a discount chain in Kerala dealing in groceries and also the largest retail chain in India Subhiksha . growth of retail can be assigned to the same reason. All these points together collaborate to prove that Retailing is going to go from strength to strength in the future. In such a situation the manufacturers have no way but to be dependent on the retailers to provide them with customer information. In India too. etc. largest source of employment after agriculture. The retailers are the only people in the entire value chain that have direct interaction with customers. This is an important factor.50 crore. into apparel retail business Margin Free .• • • Pantaloons .
Retail brands like Walmart have efficiently used IT for the purpose of better supply chain management and outlets like Sears have developed strong USPs. to a lesser extent. the "canvas" is more or less blank.Future of Retail Branding in India Retailing in India is going through a transformation. In India the segment is still in the growth phase. The evolution of the organized retail trend in India should follow the trend depicted by the PLC in Figure In the US retail branding has reached the third and fourth gear. The retail branding in India will take sometime and Indian retailers will need to better their customer relations. their value chains if they want to be truly global. Most of the retailers are new entrants.have emerged as centre of organised retailing. improved sourcing options and larger availability of real estate are creating the foundation for a significant growth in the organised retail sector. consumer spending patterns dissolving and re-forming and the emergence of real e-commerce profits. The retail industry is going to see ownership changes.* This trend is going to catch up in the other cities soon. . the emerging organized retail sector in India offers unparalleled opportunities to entrepreneurs and existing businesses seeking an entry in Retailing. most notably Chennai and. South India. Retailers like Shoppers Stop which have build a strong presence in the urban market based on their USP to stock products of all the big brands will have to think about re-inventing themselves and developing new USPs by the year 2010 since the competition would start catching up by then. and several USP platforms can be occupied since at present. The consumers are open to change. To summarize. Bangalore and Hyderabad . Increased consumer demand.
P&G and Wal-Mart have collaborated to form a common team of managers who would be heading the systems.A Case Study One of the most well known retail brands in the world-Wal-Mart is involved in "SUPPLYCHAIN TYPE" relationships and it owes much of it's success to it's strategy of information management and utilizing systems to share this information with the rest of the members of the supply chain. Figure 2 illustrates how Wal-Mart benefits from the CFRM Model that it has developed with P&G for better information sharing.3 SCM concepts in Retail Branding. The manufacturer-retailer relationship between P&G and Wal-Mart is the best example of its SCM efforts. Figure 2 * Under the CFRP model.2. They are responsible for kick starting the strategic .
His job is to crystallize the ideas generated by the retailer into a product and supply it to the retailer. Hence. developing. which are then communicated to his agent. In this regard he practices experience based marketing and leverages the benefit of being in direct contact with the customers. The retailer is like the owner of the brand and holds complete . These ideas are then formulated into specifications. The retailer is involved in process beginning from idea generation to branding the product. 2. executing and deriving feedback as an effective step in creating a well-linked supply chain management initiative. monitoring.process starting from conceptualizing. This agent is a turnkey agent and arranges all that is required. Here the retailer makes the decision regarding what kind of product he wants. this further strengthens the point that Supply Chain Management is central to the entire process of efficient Retail Branding.2 Contract Branding In contract branding the retailer outsources from an existing supplier of the product and does not play any part in product development.4 Branding Strategies in Retail Branding in India 2.1 Integrated Branding In integrated branding the retailer is in direct link with the manufacturer.3 Independent Branding Here. Here the supplier is responsible for product development in the future and is required to have complete knowledge about the product and has an established link with the manufacturer. He is required to possess complete knowledge about the possible developments in the product in the future. The participation of the retailer is limited to the specifications regarding quantity. price and brand.4. 2. 2. the retailer simply procures from the supplier at the lowest possible cost and the entire branding investment is his own.4.4. starting from locating the manufacturers and arranges all the other inputs required. The retailer benefits from the experience and network of the supplier.
5 Private Label Brands 2. By doing this. which belongs to Shopper's Stop. 2.5. This can act as a basic checklist before any Retailer wants to deTable 1 * Key Drivers for Successful Private Labeling Retailer * Large Size and high Sales Volume * Shift in mindset required from Monthly ROI to long term returns * Should have a loyal and large customer database to leverage upon * Sales team must be given special training to promote the brand when customer is in the decision making process Product * The product category should exhibit Brand Switching * Retailer should have good Vendor Relations with supplier of the Product * Multi sourcing of the product should be done from different vendors * Quality should be comparable to other brands stocked at outlet * Right pricing strategy (in tune with the positioning of the Retail Outlet) . Table 1 gives a list of the probable key drivers for the success of any Private Label brand.1 Checklist to test feasibility of Private Labeling In order to meet the stringent price-competitive needs of the Indian consumer. One such source is developing Private Labels. Examples of such brands are STOP. Such brands are known as 'Private Labels'. Such brands are treated differently to other brands. SRC which belongs to Westside etc. the retailer increases his gross margin spread ** since in Private Labels it can integrate backwards down the chain.responsibility for it's performance. retailers have to look at alternative sources of income generation.
quality of goods. Private labels like Ebony and Lifestyle have promoted themselves as up-market brands and to sustain this positioning they have priced their in-house private labels at a premium.-Ref Sec 2.2 Pricing Strategies for Private label Brands The various pricing strategies available to retailers in India are: • Copycat: Here the retailer prices his brand lower than the competing brands. • Parallel: Here the retailer prices his brand equal to the competing brands. * Should have a good post-purchase view of the brand to become a regular customer 2. This is generally done to attach a snob value with the Private Label.1 Product This refers to the category mix. The retailer believes that the brand equity of the retail outlet will rub off on the Private Label. variety stocked. • Premium: Here the retailer prices the brand at a higher price than the competing brands.the width and depth of merchandise . Positioning Strategies for Retail Brands * traditionally.5. Some retailers do not want their brands to be perceived of lower quality than the other brands and so they price it at the same level.4. This is one of the most popular pricing strategies. and within each category . the four major positioning platforms available to retailers are the following : 2. The retailer doesnot invest as much in advertising the brand at a national or international level so it can afford to price it lower than others. value added services etc.6.2 Customer * Should be willing to experiment with different brands in the product category * Should trust and appreciate the retail outlet in terms of Service provided.
access to the store itself including parking.in expected sizes.3 Experience This is a crucial intangible and can be a function of several factors like overall store ambience. it can also imply the "appropriate price" as perceived by the consumer after subjectively assessing the impact of the other three variables mentioned above.2 Service This refers to operational parameters such as "availability" of the promised merchandise at all times .6. check-out convenience and speed. labeling. and its quality related selection. 2. customer relationship effort from the store management etc.6. 2. 2.whether it is on the leading edge or trailing edge of innovation or fashion. colors and assortment.on offer. It also refers to the choice of merchandise . . but more importantly. Lifestyle and Shoppers Stop have differentiated themselves on this attribute.6. shapes. Outlets like Walmart in the US and Margin Free in Kerala have used low prices as their USP. "warranties and guarantees" and availability of qualified personnel to assist customer queries. Stores like Foodworld have used this as their USP.4 Price Low price itself can be the most important parameter in some instances. Service can also refer to policies such as "returns" or "exchanges". ease of shopping in terms of layout of merchandise.
Bangalore * Benzer. • 1999 Many Retail Chains Food/Grocery * Food World * Nanz * Subiksha * Nilgiris Electronics * Vijay Sales * Vivek's * Vasant & Co. Delhi * Kids Kemp. Books & Music * Music World * Groove . • ANNEXURE 1 * • 1990 Few Retail Chains * Akbarally's. Mumbai * Titan * Higginbothams * Spencers * Vimal * Bombay Dyeing etc. Mumbai * Big Jo's.Figure 3 shows the different strategies that can be adopted for positioning of Retail Brands.
• ANNEXURE 2 .* Planet M * Fountainhead * Crosswords * Archies Apparel * Arrow * Levis/ Lee * Indus League * Colorplus * Benetton * Wills Sport * Weekender Clothing/Home Accessories * Shopper's Stop * Westside * Pyramid * Globus * Ebony * Pantaloon Home Furnishing * Zeba * Yamini * FabIndia * Jagdish Stores The annexure shows that there are a significant number of new competitors in the Indian retail environment.
still a 6% increase in the gross margin is found.• This diagram shows that even in the worst-case scenario (US) where the sales are actually dropping at a constant volume. ANNEXURE 3 • The above diagram shows the importance of the 4 suggested USPs for Retail Branding amongst the various types of retail outlets Of Strength and Store Brands .
”A blind taste test asked 300 consumers to sample 1. to steal share from the Mexican import Corona. Consumer Reports tested 65 products in six categories (facial tissues.There is a seismic shift underway in store brand names. One of five items sold in U. The overall effect: Store brands look more authentic. plastic bags. Switching to a store brand can cut the cost of a product by as much as half. Packaging is more attractive now. sales of store brands are expected to reach 30% of the worldwide market. Maxwell House and Minute Maid. a major internal branding program emphasizes quality. At the French marketer Carrefour. store brands offer better quality. dubbed Santiago. Two quick examples: * Wal-Mart’s brand of dog food. store brands rated just as highly as their national counterparts. The test included store brands from Safeway. Trader Joe’s and others. In Europe. canned peaches. and gets more time and attention from staff and outside designers. Ol’ Roy (named for the founder’s pooch) has quietly passed Purina as the world’s top-selling dog chow. The magazine’s conclusions: “Many store brands are at least as good as national brands. paper towels. going up against brands such as Betty Crocker. * 7-Eleven introduced its own beer. image and innovation. better design – and better names. the percentage is slightly higher. These store brands are not designed to sell merely on the basis of price.800 products in 10 geographic locations. By 2020. there are more than 4. according to London-based M+M Planet Retail. How much better is the quality? In 2005.S. Wal-Mart. And better design? No question about it. Overall. At the grocery goliath Kroger. Today.000 privately branded food and drink items. French fries and yogurt). stores in 2005 was store-branded. They are much more powerful than a decade ago. They are carefully named and positioned to elbow others off the shelf. . when they were rarely advertised and often packaged anonymously.
Canadian maple syrup. and MiCasa. Their names reflect crispness. and eye and ear appeal. Sam’s Choice tuna. all with guaranteed shelf space. I did a post on how Kroger's is expanding their store brand into ready meals. * A&P’s commitment to quality store brands goes back to 1994. Spring Valley vitamins and Equate analgesics. a line of natural and organic foods. * Stop & Shop Supermarkets introduced Nature’s Promise. Twenty five years ago when "generic" brands first hit my consciousness. communications platforms. * Kroger offers a line of “life’s little pleasures” (macadamia nuts. Internal brand misters now weigh competitive names against the attributes of their own brands. private brands are the subject of my blog and there is never any shortage of news about them. As retailers take more power in this soft economy they have the ability to create "real" brands and learn from the last 50 years of CPG based brand management to create brands that truly engage the customer. keeping them on top. It's about understanding what the customer is looking for and positioning the brand around that. since there is a growing trend with the recession on what types of meals families are buying. Comments Brands Great post. make up a big chunk of total store sales. * Safeway created a signature brand of beef.” Bottom line: Expect more and better house-brand names. and has heavily promoted it to compete with higher-priced national brands. Consider: * Wal-Mart’s store brands. There is a considerable shift in how retailers are repositioning their brands. if not in fact the market place. the "branding" was designed to tell the story that they were a cheap but serviceable . “for those with a taste for authentic Latin food. Rancher’s Reserve. such as Great Value bleach. Master Choice (specialty items) and Health Pride (OTC and personal care items). when it launched America’s Choice (everyday products in 170 categories).And store brand naming has taken a leap forward. Retailer's like Kroger's is smart to be flexible enough to move with the trends. extra-virgin olive oil) under the Private Selection banner.
mouthwash. OTC medications. When a brand can target a product effectively. However just because the house brand exists doesn't mean it's better. they will hit a home run nearly every time. This is manufactured by Mars . Whenever we feel that a house brand is about equivalent to the leading brand we will invariable pick the house brand and typically save a bundle. The stenciled font used clearly identified them as taking very little effort in packaging cost and offered a tremendous value and price savings. the more likely they will build a loyal following including garnering a premium price. to a specific market segment. Unfortunately in some cases that often puts the major brands in competition with themselves and undermines their ongoing profitability. I get the fact that a leading brand might deliver some level of comfort and satisfaction to a consumer simply by having the most recognizable name. I will remain loyal to Special K until someone offers me something that beats it. I love Kellogg's Special K with Red Berries. As a result I've fallen in love with them and wouldn't run in anything else. An example of this is found in your example of Wal-Mart’s Ol’ Roy dog food. When I run my feet tend to overheat and that increases the stress of running. The closer a brand can effectively target products to the increasingly unique demands of the individual consumer. You'll find all these and many more house brands on the shelf in my house. cereals and many other commodities. Today even though our household income is substantially greater house brands STILL fill our shelves. In my mind there isn't a pair of shoes that compares to these on the marketplace. However the advance of house brands points to a shift in consumer behavior. laundry detergents. I've repeatedly tried to find a house brand alternative and have failed to find anything with an equal taste profile. Inevitably competition will drive the innovation of the value proposition and consumers will reward house brands that raise the bar.alternative to the real "brand name" products. An Example. I wear Adidas Climacool running shoes. expecting a greater tangible value for their loyalty. These shoes are super ventilated and breathe like no other and they fit my feet perfectly. As a young couple my wife and I made ends meet with these un-branded brands. at a specific need. House brands are making their stand with product categories like facial tissue. And if that same targeting spills over to their other products that loyalty will extends to other products they offer as well.
do we take retail in a “product” sense of in a “Place” sense? Retailer brands are typically more multi-sensory in nature than product brands and can rely on rich consumer experiences to impact their equity. retail offers the broadest canvas for any brand to show its true colors.g. etc. Does the traditional models of branding apply to retail? While branding. From the understanding of a market that gives birth to a strategy. by attaching unique associations to the quality of their service. . I wonder if this trend worries them.. Retailers also create their brand images in different ways.Inc. With the changing dynamics in the power of retail. to the engagement of the people that bring the brand to life to the supply of product that puts the brand into the consumer’s hand. Its part of the distribution mix and hence part of the place of the 4 “Ps” of marketing. branding the retail segment has become crucial to retail success. their product assortment and merchandising. Of all the market categories. non-profit organizations. The consumer wins every time someone innovates the overall value proposition so let’s all cheer on the innovators whom ever they may be! We are living in the age of branding. who is one of the world’s largest manufacturers of pet foods including brands such as Pedigree. from the creation of environments. But…. e. pricing and credit policy. Retail really does have it all. and even places. • • • • So how do retail brands create their value? What lessons can we learn from the leaders? How should retailers create and manage strong brands? How can retailers change the world in which they operate? All this while the retail arena has been a space – the place to sell products. Branding has developed from FMCGs to encompass services.
Within-category brand/item assortment. the appearance. First. In-store atmosphere . e. developing retail brand equity metrics is challenging for at least two reasons. and so on. Cross-category product/service assortment 2. retailers’ image becomes an important base for their retail brand equity. depth and frequency of promotions. A retailer’s brand equity is exhibited in consumers responding more favorably to its actions than they marketing do to competing retailers 1. Access. we need to rely on metrics. the physical store appearance. Managers would like to not only measure current retail brand equity but also monitor the temporal evolution of their retail brand. the variety and quality of products. a retail brand identifies the goods and services of a retailer and differentiates them from those of competitors. and brands sold. share of requirement. But. which makes it desirable to measure retail brand equity at the individual consumer level. and the share of trips. services. There is considerable variation in these experiences among consumers. I consider 5 categories that seem more important.Again how do we measure retail brand equity? To measure retail brand equity. By influencing consumer preferences and shopping behavior in these ways. 2. the price levels. consumer experiences form the building blocks of retail brand equity.. behavior and service quality of employees. and loyalty that the retailer enjoys. Consumer perceptions of these dimensions of retailer image can help develop strong and unique retail brand associations in the minds of consumers. Researchers have studied a multitude of retailer attributes that influence overall image.g. Following the American Marketing Association’s definition of a brand. 1. A second challenge to measurement is that a retailer’s brand equity is dynamic and it accrues over time via consumer learning and decision making processes. Hence the first step would be to understand all the attributes and variables that affect retail branding. They also influence the utilitarian and hedonic benefits that consumers feel they gain from retailer patronage and ultimately the price premium consumers will pay the extra effort they will be willing to expend in order to shop the retailer.
When a customer thinks of your store. pricing. Barnes & Noble have built up over time. most surely not a smaller retailer. What are the products and services that you excel at providing? No retailer can be all things to all people. When you think of those stores. and brand equity that will earn long-term customer loyalty.3. Your objective is nothing less than to build brand equity for your store. and what her needs are. Price & Promotion Building Your Retail Store's Brand Equity Only a single minded clarity of purpose will build a memorable identity for your store. but it’s also the image that stores like Wal-Mart. the products they sell. Kleenex and Band-Aid have built up over the years. what do you think of? You most likely have a very distinct impression of each of those stores. what they do well. The brand is the store. so who exactly are . and what to expect when you go there. What does it take to build your store’s identity and brand equity? Strategic Positioning Building your store’s identity begins by determining who the customer is that you are going to serve. and the store is the brand. It is the nexus where strategic positioning. Think for a second of those larger retailers we all know and love. merchandise assortments. Barnes & Noble. For better or for worse. Brand equity is not just something that products like Pampers. Home Depot. Wal-Mart. Best Buy. To create the identity that you want for your store requires a singular vision that encompasses all of these elements. what do they think of? Your store’s identity is the sum of many critical decisions that you make. Home Depot. visual merchandising. customer service and marketing all come together to create a comprehensive whole. involving every aspect of your business. more significant and compelling than the sum of the individual parts. Best Buy.
but detract from your focus and the clarity of the message you are sending to your customers. Merchandise Assortments As a small retailer. The depth and breadth of these assortments is a primary means of communicating to your customer who you are and what business you are in. Anything a customer can see is a visual key.you? What really sets you apart and what will you need to learn to do better to meet your customer’s needs and fulfill their expectations? While you may not have ever consciously asked yourself these questions. Don’t be afraid to charge a premium price for your premium products and services. It is just as much about execution as it is about the design and concept. By definition. your success depends on carving out a niche for yourself in the marketplace. . Carrying items or categories that are not clearly related to your core items and categories may add marginally to sales. What does she see? What draws her eye? Is your store easy to navigate and shop? Is it pleasing? Is it consistent with the identity that you are trying to create? Pricing Your merchandise assortments are structured to set you apart. While you may have to be sharp on core items that the large chains also carry. Carrying premium products that possess their own brand equity reinforces the brand equity you are building in your store. and those answers form the foundation of building your identity. Evaluate the visual impact of your store from your customers’ perspective. and have your overall margins fall below where you need them to be. It also includes housekeeping. The brands you carry also convey an important message about who you are. don’t fall into the trap of thinking that you have to work on short margins on every item. this means that while you may carry some core items that the large chains carry. the focus of your merchandise assortments is likely to be on related specialty items. you know the answers. Adopting a promotional pricing strategy or suddenly dropping your prices in an effort to simulate business is likely to be at odds with your efforts to build a premium identity for your store in your customer’s minds. Visual Merchandising Visual merchandising encompasses everything from the layout of the store to the way merchandise is organized and displayed to signage and color scheme. to carve out a niche that is uniquely yours.
It all must work together. . Creating a consistent logo and slogan is only the beginning. be sure it’s delivered when promised and set-up or installed correctly the first time. These developments require new strategies for protection of retail brands. Some of the emerging retail brands include Pantaloons. Every opportunity you have to communicate with your customers must be focused on communicating a singular. Marketing Your marketing consists of every single communication with your customer. Everyone working in your store must be on the same page. Big Bazaar and In Orbit. It’s the little extra that will turn a satisfied customer into a loyal customer. and thus. Shoppers' Stop. share your knowledge. do whatever it takes to get the item they need. Everything you do must be focused on building a brand identity for your store. Protection of retail brands is necessary not only to sustain existing operations but also to generate new profit avenues through licensing of retail brands. memorable message. There can be no mixed messages or dual agendas. Culture Shop.Customer Service Outstanding customer service begins with the mindset that your purpose is not merely to sell merchandise but to build an enduring relationship with your customers. and brand equity that will earn long-term customer loyalty. While this may sound pretty high-minded and open-ended. and recommends you to others. Reliance could well acquire the status of one of the most well known retail brands as it forays into retailing agricultural produce. The emergence of major retail brands is a significant new phenomenon in the Indian economic scenario. Only a single minded clarity of purpose will build a memorable identity for your store. from traditional advertising to email newsletters. from in-store seminars and workshops to community sponsorships. Anything that you do that is at odds or cross purposes with the identity that you are trying to create must be changed or eliminated. customers will take notice when you spend the time to answer their questions. and communicating the value of your brand to your customers. which are often the most important assets of retail operators. focused. Crossroads.
. under the Trademarks Act. the well known manufacturers of clothing. Orra. It is no longer a routine matter. Most of these manufacturers have registrations of their brands in respect of goods but seldom register their brands for retail services rendered under that brand. Raymond and Bombay Dyeing. it is also permissible to register service marks. This was a major disadvantage for retail brands as retailing is essentially a rendering of services and hence no adequate protection through registration was available for retail brands. Some retail operators may only sell or render retailing services in relation to third party branded products.Trademark protection of retail brands is crucial. Sometimes. it is imperative to register retail brands as a service mark under the relevant Class 35 of the Trademark Rules. several aspects of retailing need understanding. registration of the retail brand must be done not only as a service mark but also as a trademark in relation to the relevant goods to which the retail brand is applied. In this situation. Tanishq and watch manufacturers such as Timex). a careful trademark expert will advise that the registration should also specify the goods in respect of which the retail services are to be rendered. These aspects should also be covered in the application for retail brand registration. There have been several Indian manufacturers who sell their wares through their own retail outlets (for example. Accordingly. jewellery manufacturers such as InterGold. apart from offering retailing services. trademark registration was only available for goods and not for service marks. 1999. Another variant is that the retail operators purchase unbranded products and sell them under their own brand. the services offered under the retail brand are not limited to retailing of goods but the retail outlet concerned also offers under one roof different kinds of services (which may be described as `retailing of services' in contradiction to retail services pertaining to sale of goods) and also often brings together various branded businesses under its roof. place their own brand along with the manufacturers' brand in their retail outlets. Until recently. Now. and for enforceability reasons. From the brands' point of view. registration of the retail brand should only be as a service mark in respect of retail services. Many retail operators. apart from trademarks. In the latter two cases. Registering brands is a skilful art requiring expert advice and a great deal of thoughtful planning and strategising. Merely registering the retail brand for `retail services' is not good enough.
Omega. which want to set up retail operations in India would qualify for a licence for foreign direct investment. it should be noted that foreign retail companies which purchase products from various manufacturers and then brand such purchased products (on selection basis) would not qualify for a licence for establishing retail operations as their products would not be branded during the manufacturing process. Finally.e. Now. On the other hand. Mont Blanc and Chanel. the effect of which was that major international retailers were prohibited from setting up their retail operations in India. the government policy prohibited foreign investments in the retail trade sector. the product categories should be approved by the government. in one case pertaining to Raymond. Further. the products should be branded during the manufacturing process. The retail trade operations in ventures having foreign investment up to 51 per cent are required to sell products under a single brand only and the same brand should be in use internationally. .Such non-registration can cause serious difficulties. If Raymond had a retail brand registration. Probably. companies like Levis. This shop had put up a `Raymond' signboard at the entrance suggesting that it was an outlet authorised by Raymond. Parker. then it is likely that it may have been able to prevent use of its mark on the signboard on the basis of infringement of its service mark registration. Raymond was not able to prevent such use — the court ruled that the retail shop owner was entitled to use `Raymond' on its signboard as he was selling genuine Raymond clothing too. But the term `single brand' is not defined. retailers such as Wal-Mart and Tesco whose products carry different brand names of various manufacturers will not qualify as retailers entitled to set up shop in India. i. Also. For example. A recent liberalisation measure with regard to foreign direct investment in the retail trade sector is directly linked with trademarks.. including Raymond textiles. with government approval. foreign direct investment up to 51 per cent is permitted in retail trade of a `single brand' product'. Foreign brands in relation to retail trading Until the beginning of 2006. an unauthorised retail shop was selling several brands of clothing. registration for Raymond for rendering retail services in respect of clothing. and the manufacturers of Rolex.
Big Bazaar symbolizes modern retail. they never sell goods below the price they have purchased it. is the modern Indian family's favorite store. Its personality is of being an entity away from fancy or pretty and being authentically "no-frills". Kishore Biyani never hired any foreign consultant for Big Bazaar which is evident from Indian-specific personality of the brand. To use predatory pricing is not in the personality of Big Bazaar. Big Bazaar. the business which isn’t looked up to in our country. It’s like an Indian bazaar or mandi or mela. is now in the . The brand’s personality is self-explanatory by its tag-line only. It reflects that entrepreneurship and simplicity are the essence of character of Big Bazaar. This statement places Big Bazaar at the top of customer’s mind.Big Bazaar: Brand’s Identity. the "Indian Wal-Mart". Personality & Symbolism Big Bazaar (Exhibit 1) is Indian personification of retail. the environment created by traders to give shoppers a sense of moment.
Big Bazaar has shown a robust growth in recent years .eyes of many multi-national biggies.
Demerits of Marketing a Commodity Market Brands evolve from ‘unbranded commodities’ to references. Commodities and differentiated products are the two ends of the product spectrum. where the name is used for identification. A product is a commodity when all units of production are . This is also evident from the Goodyear’s (1996) chronological brand categorization (Exhibit 3). Each unit of a commodity is exactly like every other unit. There is lack of differentiation if marketing of commodity is done.
The stone marble is mined and sold by many companies in Rajasthan. This means that an individual producer has no control over his/her price. Differentiation: Creating a brand is nothing but creating a strong association. Even they are looking for line extension but basic brand names are the same. There are certain advantages of branding. it’s like an unbranded commodity. According to brand evolution model developed by Kunde (2000) (Exhibit4). as the value of brand becomes stronger and more relevant to customers. Sales or market share: A brand generates familiarity and trust. They are: Product dies but a good brand never dies: The first car T-model is no more but the brand 'FORD' is still alive. etc. and hence. leads to greater sales. managers need to make their brand values more relevant to increase customer’s involvement. copper. where each producer is selling identical product. and thus. a brand manager can charge extra price and people pay for that trust. Value of Branding Branding plays a crucial role for all the products and services. wheat. This is explained by religion model also. Producer of a differentiated product creates a separate market for his/her individual product. Commodities tend to be raw materials like corn.identical. This association clearly differentiates the branded product from the rest. Branded products have an edge over unbranded products. People that produce commodities are referred to as "price-takers". crude oil. On the other hand. The model distinguishes 5 types of brands: - . the brand becomes more involving. A successful brand is an identifiable product or service. and buyers or users perceive values in it which matches their needs. people who are owners of brands or differentiated products are "price-makers". 'Pears' soap that was launched somewhere in the end of 1800 is still alive although they have changed the product. regardless of who produces them. Premium price: Brands generate trust.
Concept Brand: Brands that are driven by emotional values .Product Brand: Products without any form of added value connected to the generic element.have become a "must".in the eyes of the consumer . Big Bazaar: Positioning & Establishment Big Bazaar has established itself in the first quadrant of Organization Value and Customer Value Matrix (Exhibit 5).in the eyes of the consumer . Corporate Concept Brand: Brands that merge with the company and present themselves in a sustained and consistent way. a faith to which they profess. The SWOT Analysis (Exhibit 6) of current strategy of Big Bazaar elaborates the core competencies and areas of improvement. The key features that have shaped in establishing of brand includes: - . Brand Religion Brand: The ultimate brand position is that of brands that .have become equated with the function they represent.as opposed to product characteristics. Brand Culture Brand: Brands that are so strong that they .
50. electronics and travel segments made up about 70% of sales. Products of all the major brands are available at Big Bazaar (Exhibit 8). The seven keys issues are explained as: Big Bazaar ensures that no other kirana store / departmental store are offering considerable discount compared to its own price.7P Analysis of Big Bazaar 7P Marketing Mix is more useful for services Product Big Bazaar offers a wide range of products which range from apparels.000 pairs of jeans. toys.000 microwave-ovens. Big Bazaar scores high on product mix as compared to kirana store. these categories made up only about 60%. In all. food. Big Bazaar sold over 300.000 DVD-players and 25. Last year. furniture. (Exhibit 7). . farm products. etc. there are many in house brands promoted by Big Bazaar. This helped Big Bazaar in being the "value for money" store. industries and knowledge intensive industries. child care. Also. the fashion. Successful marketing depends on number of key issues.
etc. The concept of psychological discounting (Rs. Gudi Padva.) is used as promotional tool. There pricing objective is to get "Maximum Market Share".. Promotional Pricing: Big Bazaar offers financing at low interest rate. difference in rate based on peak and non-peak hours or days of shopping is also a pricing technique used in Indian retail. waiting for discount promotions. . The various techniques used at Big Bazaar are: Value Pricing (EDLP .Cheap and local products are heavily stocked in Big Bazaar which make it easier to attract lower middle class category of customers Price The tag-line is "Is se sasta aur accha aur kahin nahi". or comparison shopping. Rs. They work on the model of economics of scale. which is aggressively used by Big Bazaar. 49. Differentiated Pricing: Time pricing.Every Day Low Pricing): Big Bazaar promises consumers the lowest available price without coupon clipping.e. Big Bazaar also caters on Special Event Pricing (Close to Diwali. and Durga Pooja). 99. i.
TV. Promotion Big Bazaar started many new and innovative cross-sell and up-sell strategies in Indian retail market. Dhoni. Bundling: Selling combo-packs and offering discount to customers. Radio (FM) and road-side bill-boards. Future Card (the card. Exchange Offer .‘Junk Swap Offer’. S. Endorsement by M. People . They are aggressive on their expansion plans. Big Bazaar has presence in almost all the major Indian cities. Point-of-Purchase Promotions Advertising has played a crucial role in building of the brand. The various promotion techniques used at Big Bazaar include "saal ke sabse saste teen din". Big Bazaar advertisements are seen in print media. Place Big Bazaar stores are located in 50 cities with 75 outlets (Exhibit 9). The combo-packs add value to customer.
This includes the current system and available facilities. staff at store to keep baggage and security guards at every gate.000 sq.000 sq. Employs close to 10. and Big Bazaar Supercentres with store area more than 75.000 to 75. Standard Big Bazaar with store area between 40. and their role will be to improve efficiency in sourcing and logistics.They are one of the key assets for any organization. The salient features of staff of Big Bazaar are: • • • • • • Well-trained staff. makes for a customer-friendly atmosphere. (Exhibit . Costco.000 sq.. etc. Well-dressed staff improves the overall appearance of store.. the staff employed by Big-Bazaar are well-suited for modern retail. Employees are motivated to think out-of-the-box. Foreign partners like Carrefour.000 people and recruits nearly 500 people every month. The front-end operations will be further divided in three categories. are in the race. Big Bazaar Express with store area less than 40. Physical Evidence It deals with the final deliverable or the display of written facts. Retail sector is in growth stage. ft. Process The goods' dispatch and purchasing area has certain salient features which include: • • • Multiple counters with trolleys to carry the items purchased. ft. which will help drive down prices and boost margins. SOAP. so staff is empowered to take innovative steps. Multiple counters for payment. Use of technology like scenario planning for decision making. Proper display / posters of the place like (DAL. Metro.). etc. ft. One will be front-end consumeroriented entity and other will be for back-end operations. Home delivery counters also started at many places. Big Bazaar: Brand Extensions Actually Made & Future Possibilities Future Group is planning to split Big Bazaar into two entities. Back-end entity may enter into joint venture with leading international cash and carry retailers..
For every India One. The 3-C symbolize Change. etc.10). house-hold helps. there are at least India Two and have around 55% of Indian population. and according to this theory. Future Group is also planning to distribute financial products like consumer loans and insurance through Big Bazaar outlets. . They divided Indian customers in three categories: India one India Two • • Serving class which includes people like drivers. "Change and confidence is leading to rise in Consumption". office peons. Consumer Insights & Perceptions Big Bazaar is based on 3-C theory of Kishore Biyani. remaining population of India. Confidence and Consumption. India Three • Struggling class. washermen.
etc. For Indians. India Two finds moves and find a lot of comfort in crowds. etc. as every region Advertising: The Essential of Brand Building Process Advertising is an essential component of brand building. The guards. festivals. The potential customers of Big Bazaar are India One and India Two. • • • • • • Advertisements about schemes and offers through local newspapers.. they are not individualistic. so it’s better not to sell in polythene packs. before purchasing. radio in local languages. rice. Hypermarkets in India should be situated in city unlike western countries where they are located away from city Purchased bags / goods should be sealed at check-out as customer can enter and exit multiple times. etc. demands. have hand-to-mouth existence.• • Cannot afford to inspire for better living. grams. The customer insights were developed by close observation of the target set. shopping is an entertainment. and are not meant for India Two.. so they prefer not to have tie. Indian-ness is not about swadeshi. salesman at the Big Bazaar outlets should not look smarter than customer. they come in groups. sugar. The insights that came out were: • • • The clean and shiny environment of modern retail stores creates the perception that such store are too expensive and exclusive.. inspires customer more than the traditional ways. vegetables. They prefer to be in queues. Indian customers prefer to purchase grains. etc.. the techniques used are: - . in their uniform. • Developed a diversity tracing cell to cater local patterns. The advertisement and brand building is done through various ways. after touching them. food. it’s about believing in Indian ways of doing things. Needs cannot be addressed by current business models. with families so Big Bazaar should offer something for every section of family. that is multiple clusters within a bazaar. Big Bazaar has counters where you can touch wheat. That also led separate section for clothes.
"Bengali . The catch-liners include "Hindi . Fashion Shows: "FASHION @ BIG BAZAAR . These tag-lines are modified according to demographic profile of customers. Bhesh Badlo" is the latest invention of the Indian iconic brand. In an effort to take the Fashion to the masses. it is replaced by advertisements on FM channels. These catch-phrases appeared on hoardings and newspapers in every city where Big Bazaar was launched. Pantaloon Group faced various small and large scales troubles in the introductory stage of the brand. This creates aura about the Big Bazaar brand in the minds of customers. Big Bazaar. Radio Ads: This technique is used in cities like Sangli (Tier 1 / Tier 2 cities). Now-a-days.Tag-line: Big Bazaar tag-lines are the key components of advertising. The current campaign is starred by Brand Ambassador and Indian Cricket ODI Captain Mahendra Singh Dhoni.Chane ke bhaw kaaju". Brand Endorsement by Celebrity: Big Bazaar is always associated with celebrities for advertising and marketing of its brand name. etc. . "Hindi . Factors that Shaped Big Bazaar During its Life Cycle The Big Bazaar brand name is in its growth stage (Exhibit 11).Desh Badla. Print Ads: Big Bazaar newspaper advertisements are present just before launch of any new scheme. organized a three-day Fashion Show on the streets of Bandra. They display the catch-phrases now-a-days. Fashion@Big Bazaar commercial is aired. This informs customers about all new happenings at Big Bazaar. Mumbai.Stall ke bhaw balcony". Everybody understood and connected easily with these simple one-liners. Big Bazaar commercials are shown on various channels in India.Rui er dame illish". the flagship hypermarket brand of retail chain of Future Group. Road-side Advertisements: Big Bazaar bill-boards are displayed on prime locations in various cities as a brand building exercise. TV Ads: Kishore Biyani spends a lot of money in brand building exercise. Earlier Himesh Reshammiya and Sanath Jaisuriya were associated with Big Bazaar. Presently.
whose philosophy was . foreign players are entering into retail sector. everything had a separate section. For example. how they approach particular products. The single shop was doing business of more than INR 200 Crore per year.Present years are the high growth years in retail sphere as market has high potential to sustain growth. The factors that shaped the brand during its life cycle are: Influence of Sarvana Stores Located in Theyagraya Nagar. The Big Bazaar has a separate team that looks for customer’s purchasing pattern and how they like or dislike products. The credit for foundation and inspiration goes to Saravana Store. In that store. high turnover.low margin. The sales are increasing. Observing Customers Regularly Regular customer feedback is also an influential factor for the success of Big Bazaar. It had around 120 people just to manage crowd. Chennai Many people think that Big Bazaar was inspired by Wall-Mart but the truth is that Kishore Biyani and his team members are neither inspired by US ways of doing retailing nor they have been to US much. unlike other stores where . groceries. a family-run 25-years-old store. more and more firms are coming to market. food. This shop was the template for Big Bazaar. clothes. and pie of organized retail is increasing in retail sector.
Kishore Biyani suggested giving them wall-paints to keep their house clean. Whoever works with Future Group. valuing and nurturing relationships. Scenario-Planning & Story-Telling . Kishore Biyani always believes in long-term relationships. This trust led to strategically correct decisions most of the time. Nurturing Relationships Kishore Biyani follows strategy to develop trust and nurture relationships with suppliers. The paint is used in Indian culture to keep house clean and brings freshness. According to Kishore Biyani. Use of Technology. which led to exposure of entrepreneurial spirit in every employee. The motive behind this was to keep everything clean and bring freshness in organization. Also. real estate cost should be less than 5% of total sales of store in order to provide maximum benefits to customer The strategic decisions to secure spaces before other retailers join in have resulted in costsaving. Imbibed Entrepreneurial Spirit in Organization Decision making power is given to every level of employees at Big Bazaar. with customers. location is one of the most important things. Kishore Biyani has given risk-taking power. either leaves in initial deals or continues forever. Strategic Decisions Taken to Build the Big Bazaar Brand The strategic decisions that lead to building of Big Bazaar were: Real Estate Game For a retailer. Big Bazaar places the "Value for Money" items at check-out points. Once thinking about offering gifts to employees close to Diwali.the most expensive and catchy item is placed at the front display. Building on Core Values Core values of Indian-ness. and simplicity shaped the brand. suppliers and employees. it has created early presence in market. Everybody in Big Bazaar operates with speed and confidence when it comes to decision making.
based in Bangalore. The strategy to use user-focused. Big Bazaar strategy to focus on design led to creation of Idiom. store-location selection. India may not have a modern supply chain but it definitely has a cost-effective one. . Supply Chain Harvard Business School just did a case study on Pantaloons' Supply Chain and it says that Pantaloons' is the most cost-effective supply chain in the world. Design Management Design-led thinking helped Big Bazaar to achieve ‘customer-first’ objective and ultimately led to better financial performance. ethnographers and sociologists working across various teams as a part of Design Management team.Big Bazaar planning and design used advance technologies like scenario-planning and storytelling. an independent design and consultancy firm. Retailers have made use of the existing supply chain. prototype-based development tool made the brand adapt to the fastchanging external environment. Back-end Operations. They are one of the few organizations in India having economists. These techniques were mainly used for store-design layout.