International Journal of Sales & Marketing

Management Research and Development (IJSMMRD)

ISSN(P): 2249-6939; ISSN(E): 2249-8044
Vol. 4, Issue 6, Dec 2014, 39-48
© TJPRC Pvt. Ltd.

INTESIFICATION OF PRIVATE LABELS IN THE INDIAN RETAIL SECTOR

M. KARTHIK
Assistant Professor & Program Coordinator, PGDM International Business, Institute of Public Enterprise,
Hyderabad, Telangana, India

ABSTRACT

Purpose: The purpose of this paper is to: analyze the rise in private labels in retail sector in India and its growth.
Retailers are now aggressively moving into developing their own private labels as it not only makes economic sense in the
form of retailers achieving higher margins, it also helps them to plug gaps in their product portfolio. Private labels are
slowly becoming the protagonist in the big Indian retail growth story. Taking cue from the West, Indian retailers are also
churning out newer ways to increase their profit margins—one such initiative is the introduction of in-house brands.
The paper dwells in to the details of the impact of private labels over national and international brands, the changing
perception of Indian consumers towards retail brands.

Design/Methodology/Approach: The data from the past reports of retail sector has been collected and various
journals

Findings: The results identified is the significant and consistent raise of the private brands in Indian Retail
Industry and the cut thought competition with the National Brands.

KEYWORDS: Private Labels, National Brands, Differentiation

INTRODUCTION

Retailing in India is gradually inching its way toward becoming the next boom industry. Retail industry in India is
expected to grow at 25% yearly and the growth is robustly supported by consistent income growth, changing lifestyles,
healthy economic growth, improved infrastructure and favorable demographic patterns. Retail chains have become more
enterprising in the way they manage their business so as to improve their profitability. Retail giants don’t restrict
themselves from selling manufacturers brand, but also aim to create their own brand in every product category they sell.
These are known as private brands. Many retail giants have good product depth and length to satisfy customers across
segments. Retailers have extended the concept of private label to identify a brand with a store, a concept known as the store
brand. While every shop sold a Coca-Cola and Pepsi, a private label meant that the store now had something that other
stores did not. It is also observed that some of the retailers tend to create higher quality products. Today's retail marketers
are managing their proprietary brands with the same combination of care and innovation as manufacturers of national
brands. In the days to come manufacturers brand will be given a run for their money by these private brands.

PRIVATE LABELS

“Private label brands now have the power to become destination brands in their own right. Tesco, Harvey Nichols,
and Waitrose are great examples of this principle.” Michael S. Pepe, Russell Abratt, Paul Dion, (2011),"

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40 M. Karthik

Private labels are different from any other brand because they are product lines that are owned, controlled,
merchandised and sold by a specific retailer in its own stores. Among Indian retailers, Stop, Life and Kashish by Shoppers'
Stop and ETC by Ebony are private label brands. According to Synovate, is the market research arm of global
communications specialist Aegis Group, the growth of private labels is about 2-3 times more than that of advertised
brands. Among the product lines launched by retailers, the ones whose nomenclature is the name of the store itself are
called store labels. Foodworld and Nilgiris have launched their own brand of supermarket products under the "Foodworld"
and "Nilgiris" brand names. Retailers are now aggressively moving into developing their own private labels as it not only
makes economic sense in the form of retailers achieving higher margins, it also helps them to plug gaps in their product
portfolio. Private label products contribute to a retail brands differentiation.

An established private label brand provides the retailers a platform to negotiate with suppliers, and the retailers
are thus self-sufficient in a certain category. They have more control over the merchandise and are able to make the
required changes and modifications to suit the changing customer profile much quicker. This brings about a more
consistent and acceptable product portfolio, which also helps reduce mark-downs. A retailer can create a stronger
emotional connect with the consumer as the experience is not just the store experience but also the product experience.

Private Label is being used as marketing and a business tool by the retailers. Retailers have extended the concept
of private label to identify a brand with a store, a concept known as the store brand. This can be a far more profitable
business than selling nationally advertised brands.

At present the organized retail in India is about 4 to 5% only, the rest is unorganized retail i.e the kirana stores,
organised retailing is growing faster than ever, hence in the coming years Retail consumers can see more private labels in
the retail stores and have more options in their selection. We can see the competition becoming intense between private
labels and national brands and competition among the private labels from different retailers in the coming years.

In India, the growth of private labels has been phenomenal and is slowly gaining more store space. Aditya Birla
Retail, which operates the ‘More for You’ food and grocery chain, is reportedly pursuing strategies to increase its private
label sales from the current 3% to 10-15% of total sales in the next two to three years.

Brands are sold in more channels, particularly on Internet sites. Walmart.com, Amazon.com, E-Bay and other
internet retailers are the sales agents for more brands than you might think – and that won’t change. It’s important to
understand how to take advantage of this fact instead of being a victim of it.

They are starting to diversify their offering beyond the expected, enabling them to compete more effectively in
existing product categories and foray into new and different product categories that have traditionally been dominated by
national brand players. In many instances, private labels have surpassed a national brand’s capacity to deliver on visibility,
consumer interest, involvement and appeal.

In India, private labels were earlier considered cheap no-name substitutes for the real thing cheap in price and
quality. This perception is now changing, with the Future Group getting ready to launch private label products in most of
the FMCG categories. Usually these sell at a hefty discount to the nationally recognized brands, and were meant to bulk up
revenues, no more. But as the acceptance of private labels grew, retailers’ attitudes to them changed.

For retailers, private labels carry a margin of 25-30% as compared to the national brands which offer only
12-17%, which is not enough to offset the overhead. Store labels give the retailer higher margins on a portion of the

Impact Factor (JCC): 5.3064 Index Copernicus Value (ICV): 3.0

Intesification of Private Labels in the Indian Retail Sector 41

inventory and maintain sustainability. Manufacturer brands are seen as commodities that can be acquired anywhere. If they
can convince the customer to switch brands instead of stores, they stand to add a substantial amount to their bottom-line.

India is one of the most receptive markets in Asia when it comes to private labels and store brands.
They represent 12% of the retail market and leading brands are less dominant than those in the developed countries. Private
labels add value in three cases – offering choice at the same price, filling price gaps and by launching innovative products
which may not have sustainable volumes nationally. The third is the best way for private labels to create value and build a
brand for themselves.

Retail chains across the segment are resorting to launching their own array of private labels in various product
categories, such as pre-packed staples, pickles, jams, sauces, breakfast cereal, cheese, packaged rice, toilet-cleaners, liquid
soaps, air-fresheners and hair conditioners, to name a few.

Retail chains also use different private labels for different product categories. Big Bazaar, India’s largest retail
chain with 191 stores across 90 cities, serving millions of customers, sells own staples under ‘Tasty Treat’ and ‘Fresh n
Pure’ brands and electronic products under ‘Sensei’ and ‘Koryo’ names. But Spar and More sell all their in-house products
with the same name, The size of the organised retail play in India accounts for roughly 5 per cent to 6 per cent of the Indian
retail market pegged at more than $400 billion which translates approximately to around $20 billion or Rs 1,04,000 crore.
Currently, the private labels play a very small role in the organised sector. However, several small manufacturers are
emerging as sizeable private label suppliers in a country where modern retail still is taking roots, but is expected to increase
at an average of 35-40 per cent a year to reach $70 billion (Rs 3.1 trillion today) in 2015, according to retail consultancy
Technopak Advisors Pvt Ltd.

The Q212 BMI India Retail Report forecasts that total retail sales will grow from INR22.53trn (US$489.80bn) in
2012 to INR27.73trn (US$739.56bn) by 2016. Stron g underlying economic growth, population expansion, the increasing
wealth of individuals and the rapid construction of organised retail infrastructure are key factors behind the robust growth.

Globally, own label brands contribute to 17 percent of retail sales with a growth of 5 percent per annum.
International retailers like Wal-Mart of USA and Tesco of UK have 40 percent and 55 percent own label brands
representation in their stores, respectively. In India also, retailers are increasingly putting their weight and marketing
muscles behind their private labels. The worsening economic condition has also forced them into looking for ways of
combating increasingly intolerant manufacturers and retaining higher profits through means like private labels. Financially
strained consumers are also more likely to try these ‘value for money’ products. Here is a status check on some of the
major Indian Retailers:

Private labels owned by retailers such as Bharti Retail, Future Group and Aditya Birla Retail outsold several
national brands in home care and packaged food categories at their retail stores as value conscious consumers opted for
best bargain in an uncertain economic condition and soaring headline inflation despite consumer goods companies
aggressively betting on modern retail to drive future growth rate.

For instance, Bharti Walmart's private brand 'Great Value' top tops the floor cleaner segment with 50% share and
are in the top three selling spot in terms of market share in categories such as tea, wheat flour, rice and branded snacks
according to Nielsen latest retail index service during July-September 2011 period for the India FMCG Private Label
market.

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42 M. Karthik

Coming at a time when national brands increasingly bet on modern retail to drive their future growth, analysts say
even large manufacturers such as Hindustan Unilever ITC and P&G are impacted.

Private labels, or store brands, are those owned and sold by retailers in their stores typically at a lower price
because of minimal marketing and advertising expenses. Worldwide experience shows that as retailers become more
powerful, they have increasingly focused on their own brands at the expense of manufacturer brands.

Today, retailers have realized that by having top quality private labels they can differentiate themselves from
other stores and be a destination store. The major advantage coming with a private label to retailer is that is the factor of
differentiation that a retailer can have with private labels. But in order to create such differentiation the retailer should be
successful in positioning the private label against the national brand in such a way that a private label should be considered
as equivalent as or better than the national brand. So reaping the benefit of such differentiation is a long term strategy for a
retailer, as creating a private label as equivalent as or better than the national player is a long term process and involves a
lot of commitment in terms of time and efforts from the retailer.

Private Labels of Indian Retail

In India organized retailers like Bharti Retail, Adhitya Birla Group, Shoppers Stop, Megamarts, Niligiris,
Pantaloon Retail India Limited and Godrej are some the important retailers who have come out with private labels Leading
Retailers and their private labels:

Private Labels of Reliance Retail

Staples and food items: brands like ‘Reliance Select’ and ‘Reliance Value’ are being used Dairy products: ‘Dairy
Pure’ Reliance Retail has plans to set up a separate company for supply side, called Reliance Foods.

Both Future Group and Reliance Retail are exploring ways to supply their private labels in food and groceries to
kirana stores and small retailers in the country to supplement their revenues.

Private Labels of Bharti Retail

Bharti Retail, Walmart‟s joint venture partner in India, have bought eight private label in total including Great
Value line of food (flour, dry fruits, spices, cereal, and tea) , George Apparel. The Private Label lines are going into the
Cash & Carry format (BestPrice Modern Wholesale) and discount convenience (Easyday). Equate, a brand for pharmacy
and health and beauty items, has been introduced only in the handwash category as of now in Easyday stores. Other
Wal-Mart private labels introduced in India include Home Trends (home furnishing), Mainstays (plastic containers, kitchen
accessories), Kid Connection (toys, clothing), Faded Glory (footwear) and Athletic Works (athletic shoes, equipment).
Astitva, a line for Indian ethnic wear.

Private Labels of Adithya Birla Group

More retail out lets from Adithya Birla Group offers Feasters brand (fruit squash, biscuits, fruit syrup, Instant
Fruit Mix Powder, Noodles). More Brands (various grocers). 110 Per Cent (toilet cleaners, detergents, soaps,) and Paradise
Room and Air Fresheners, AU79 (Deodorant) and Fresh-O-Dent toothpastes and toothbrushes.

• Aditya Birla Retail's Feasters Noodles Family pack contributes 40 per cent of the revenues from the category.

Kitchen's Promise pickles are outselling Mother's Recipe, and sales of Feaster's Instant Drink Powders are more

Impact Factor (JCC): 5.3064 Index Copernicus Value (ICV): 3.0

Intesification of Private Labels in the Indian Retail Sector 43

than double those of Tang sales.

In homecare, the brand 110 Per Cent toilet cleaners have achieved 20 per cent of the category sales and Paradise
Room and Air Fresheners contribute to 38 per cent of the category sales. Even personal care products are doing well.
AU79 Male Deodorant has already gathered market share of 6.5 per cent within three months of launch. Fresh-O-Dent
toothbrushes contribute to 15 per cent of the category sales.

Thomas Varghese, CEO, Aditya Birla Retail, says, "Our brands have performed very well against the FMCG
brands across a range of food and non-food categories." Aditya Birla's private labels cover seven brands and over 290
products and variants.

Private Labels of Shoppers Stop

Shoppers stop offers Kashish, Haute Curry, Vettorio Fratini and Elliza Donatein private labels in its products
offerings. Life' T-shirts for men, while 'Stop' as ladies western wear.

Private Labels of Vishal Megamart

FMCG: ‘V-Fresh’ and ‘V-Needs’ Garments: Zeppelin and Kitaan Studio(Mens Shirts & Trousers), Blues &
Khakis(Mens Trousers), Fizzy Babe and Jasmine (Ladies & Kids Girls), Zero Degree (Kids Boys). Among there other
apparel brands they have Paranoia, Soil, Chlorine, Massa Bay(Trousers and Bermudas) and Fume Consumer durables:
Zeppelin etc.

Private Labels of Pantaloon Retail India Limited

Pantaloon Retail India Limited, offers

"Fresh n Pure, Cleanmate, Tasty Treat, Caremate, Sach brands in food and FMCG.

DJ & C, Kinghthood, John Miller brands in men‟s apparel.

In the Electronic Bazaar offers refrigerators, washing machines, air conditioners, fans, toasters, kitchen mixies in
the brand name Koryo and Sensei.

From the above data it is very clear that the number of private labels from Pantaloon Retail India Ltd is
comparatively more than the other retailers, this is because Pantaloon Retail India Limited is expanding its business and
growing faster compared to other organized retailers in India.

In Big Bazaar stores, which started selling own brands four years ago, private labels are among the best sellers in
at least a dozen product segments. Future Group Chairman Kishore Biyani believes its brands such as tasty treat and Clean
Mate are now established. "Three years ago, our private label sales grew mainly because of experimentation and trials by
consumers. But now, sales are driven by repeat purchases," says Biyani.

"We have quality products packed innovatively, priced attractively and placed strategically at our retail stores.
So the success of private brands is a combination of all four Ps," he adds. Future group has also partnered Disney to launch
the country's first cookies for kids under its own brand - Brand Tasty Treat. They feel that while the cookie sub-segment is
growing three times faster than the overall biscuits market, the kids segment is virtually untapped. With the launch, Future
group is targeting 20% of the cookie category in over 200 Big Bazaar stores.

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44 M. Karthik

The product is developed with Unibic making it world class in quality"" said Devendra Chawla, president of food
& FMCG business at Future Group.

Future Group has already tasted the success with its Tasty Treat brand which is just behind Frito Lay in the potato
chips segment.

In the baby diapers segment Care Mate commands a whopping 41% of in-store sales leaving Huggies behind.
Future group's highly successful brand John Miller has been spun off into a separate entity to compete Peter England from
Madura and John Players from the ITC Group.

Big Bazaar, the hypermarket retail chain of Future Group and the authorized licensed merchandiser for ICC
World Cup 2011, has launched an exclusive range of personal care products - ‘Gel Toothpaste’ and ‘Glycerine Bathing
Bars’ under its private brand ‘Sach’, to commemorate the biggest cricketing extravaganza in the World.

Brand ‘Sach’ is inspired and co-created by none other than the legendary cricket icon – Sachin Tendulkar and
Future Group. The Brand Sach which already has toothbrushes, toothpastes & kids wear within its portfolio has now
extended its portfolio in Bathing Bars.

In this way, the Group expects to attain national recognition with some consumers and an emotional connection
with others. This is the first instance of private label product endorsement in the Indian market.

Private Labels of RPG (Spencer’s)

Food: Smart Choice

Fashion: Island Monks, Mark Nicolas in the men’s and women casual/formal wear, Puddles for infants and Little
Devils for kids below 14 years. Asankhya (ethnic and fusion wear for men and women). Scorez (men and women
sportswear), Detailz (men and women basic)being the other contributors

Home: Maroon Cookware

Electronics: Jerat Electronics

Mohit Kampani, vice-president, merchandising, food & FMCG, Spencer's Retail, said, "Our private labels have
double-digit market share in food (10-20 per cent) and beverages (8-10 per cent), home care (10 per cent) and personal care
(10 per cent)." Spencer's sells private labels under the Spencer's Smart Choice name. It is targeting 20 per cent market
share across the categories in the next three years.

Samar Sheikhawat VP of Marketing said “We have seen our Smart Choice cookies, diapers and agarbattis sell
more than market leaders across the store chain. Besides, the lower pricing with quality being on a par, the down trading
customer has prompted these higher sales”.

POTENTIAL OF PRIVATE LABELS

Experts in the industry say private label brands, which occupy less than 5 per cent of the market in India now, are
likely to corner 50 per cent of the market as the retail space opens up and matures. At present Bharti Retail gets 15-20% of
sales from private labels and hopes to raise it to 30% in future. For Shoppers Stop, private labels, on average, account for
about Rs 200 crore in revenues Almost all modern retailers, including the Future group, Reliance Retail and the Aditya

Impact Factor (JCC): 5.3064 Index Copernicus Value (ICV): 3.0

Intesification of Private Labels in the Indian Retail Sector 45

Birla group, are increasingly relying on private label to boost their sales and margins. Future group has been working
towards growing their private labels so that some of them can even be leased or sold to other retailers.

Examples in the developed countries show that Private labels can have strong brand loyalty as stronger or more
stronger than national brands. For example, Aldi in Germany as the nation‟s number one brand. In a recent study, its brand
name in terms of consumer trust was ranked ahead of even DaimlerChrysler. Again, Tesco is among the top 10 brands in
the UK. Similarly, French retailer Carrefour is one of the 10 most recognised and trusted brands in France. Private labels
account for 40 per cent of Wal-Mart sales ($126 billion or Rs 5,16,600 crore), 50 per cent for Tesco ($36 billion or Rs
1,47,600) and are eating into a larger chunk of the organised retail sale in developed markets. In Germany, for instance,
private label has shot up from 12 per cent of sales to 34 per cent. This has, in effect, changed the balance of power between
brand manufacturers and retailers, giving the latter a decided advantage when negotiating terms with the brand
manufacturers. Private labels have evolved from „cheap and nasty substitutes‟ to the real thing. Indeed, „copycat‟ private
labels still remain a strong strategy for retailers. However, the copycat no longer depends on the price advantage to fight
the branded product; it has improved on quality and offers a value proposition to the consumer. Observing the growth of
organized retail in India, there is enormous potential for the growth of private labels in India. Indian organized is
witnessing heavy investments from well know business establishments in India like TATAs, Reliance, ITC, Godrej, Birla
Group. At the same time foreign retail majors like Walmart, Tesco, Carreforre, are also entering/ have entered the retail
sector observing its immense potential. All these players have their private labels in the Indian retail. Hariprakash.
(December, 2011)

Devendra Chawla, head (private labels) food and FMCG, Pantaloon Retail India Limited, said: "Fresh n Pure,
Cleanmate, Tasty Treat, Caremate, Sachn each case we have 15 to 40 per cent market share in the categories in which we
operate. We hope to have 25 to 30 per cent share for our private labels in respective categories."

Anand Ramanathan, manager, business performance services, KPMG, noted that some of the major food and
grocery retailers' average 20 to 30 per cent private label penetration, peaking at around 50 per cent. Processed food and
homecare products are witnessing more heat from private labels because consumers are more open to brand switches in
these categories, while personal care is a little tough to crack. Naimish Dave, director, OC&C Strategy Consultants, noted,
“Currently, the contribution of private labels for some players has even touched 40 per cent-plus, from 10 to 12 per cent”.
A Nielsen study estimates that India’s private label market will grow fivefold to reach the USD half billion mark by 2015.

PRIVATE LABELS AND NATIONAL BRANDS

The continued importance of Private Label products to leading retailers is undeniable. Based on the most recent
reports, these products are continuing to generate more growth than traditional national brands among major chains for
nearly every category. Perhaps more importantly, more than half of all consumers believe that retailer-sponsored products
are “at least as good as” nationally branded products and 48 percent say they actually prefer and seek out private brands.
Year after year FMCH brands are getting tough competition in the Indian scenario with fake products, local brands and
now the growing private brands who also have the muscle power and have more capability than any other local or
counterfeit product manufacturer.

National or Manufacturer brands tend to be wary of channel conflict created by private labels. In fact, Frito-Lays

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46 M. Karthik

stopped supplying to Big Bazaar when the latter launched Tasty Bite, but the retailer quickly found a substitute in ITC’s
Bingo. And retailers can be as ruthless about non-performing brands from their own kitty as from manufacturers.

Private labels tend to be 5 to 20 per cent cheaper than established brands. Hence the retailers Attract the
middlemen customers by passing this cost benefit to consumers. Private label brands were traditionally defined as generic
product offerings that competed with their national brand counterparts by means of a price-value proposition. Michael S.
Pepe, Russell Abratt, Paul Dion, (2011),"

Price tag: These products were priced substantially lower than the other brands. For example, Reliance’s tea
brand sported a price tag of Rs 118 for 500 gms, whereas Brooke Bond, which was placed just next to it, was available for
Rs 132 for 490 gms.

Retailers also get the upside. They not only make more profits by selling private labels than the brands
(margins are 60 per cent more than what they get from FMCG companies), these labels help differentiate themselves from
their rivals. And in the long run, they can use the private labels to attract customers. By offering high quality products,
many private labels have started charging more than regular manufacturers.

Retailers develop and market their “own” brands or “private label” as the ultimate guarantee of obtaining
customer loyalty in a highly competitive market, resulting in more trips and an increased share of wallet. But if consumers
perceive little or no difference between national and “exclusive” brands, they will hold your retail organization to the same
standard as for national brands.

Retailers entered the Indian private labels market by providing staples such as food and beverage products.
The positive growth potential of these categories convinced many retailers to enter the personal care market in 2009.
The main growth strategy of Indian retailers is to provide consumers with national brands as a trust exercise; as such
brands provide a level of quality and assurance to consumers, who are then offered private labels as a discounted
alternative.

Growth in private labels has resulted in several conflicts between retailers and national brands, owing to issues
such as margins, displays and shelf space. Retailers are more inclined to push the sales of private label products as they
offer greater profit margins.

Unlike national branded products, “own” brands are exclusively available through a specific retailer and can often
transcend specific product categories because they use a consumer focus rather than a product focus as their brand
foundation.They have the potential to be magnets that draw consumers into one specific retail store over another.
Take Wal-Mart’s success with its exclusive brands like Ol’Roy for dog food or Reli-On for diabetes. These brands inspire
such trustworthiness and allegiance from their loyal consumers that Wal-Mart is their pre-meditated retail source whether
they are running low on dog food or diabetes medication.

The exclusive brands may be the reason that consumers are initially drawn into the store, but once they are there,
Wal-Mart also has the opportunity to encourage them to spend more on incidental or impulse purchases. Therefore,
exclusive or “own” brands not only reinforce enduring loyalty and positive feelings for the overarching retail brand, they
often enable the retailer to capture a more significant share of the consumers’ wallet, heart, mind and lifestyle than a
national product brand.

Impact Factor (JCC): 5.3064 Index Copernicus Value (ICV): 3.0

Intesification of Private Labels in the Indian Retail Sector 47

CONCLUSIONS

Private labels have come a long way over the last three decades. They started with retailers wanting to offer
cheaper substitutes. As much as 50 per cent of Indian retail will be occupied by private labels.. If they try to occupy more
than this, then consumers feel that there aren’t enough choices. In countries such as Switzerland and the UK, private labels
have reached this limit and these markets have saturated. But they will continue grow in the other countries till they reach
the same level. And this will happen very soon in India, too. Observing the trend in the growth of private labels, the private
labels are going to give tough competition to the national brands if and only if the retailer commits to the quality of the
private label and adds value to the product. The customers need to find a difference in buying a private label than buying a
national brand. Instead if the retailer focuses on short term benefits and tries to attract only by the price difference of the
private label then the brand will not survive for long run against a well established national brand. Private labels are slowly
becoming the protagonist in the big Indian retail growth story. Taking cue from the West, Indian retailers are also churning
out newer ways to increase their profit margins—one such initiative is the introduction of in-house brands. With Indian
customers increasingly accepting these private label brands, they would soon be major contributors to the profits of Indian
retailers.

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3. Michael S. Pepe, Russell Abratt, Paul Dion, (2011),"The impact of private label brands on customer loyalty and
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4. http://www.retailrise.com/content/private-label-penetration-some-indian-retailers Last Accessed 27th May 2012.

5. Nielsen, (2013). What Makes Private Labels Click in India?, Retrieved from ,
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6. Roa Akshay (2010), The journey of the growth of private label brands in India, Retrieved from
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