How large retail companies can implement their own brand strategy

Summary. Hello, the advantages of traditional enterprises in the layout of new retail are: 1Statistical analysis of data is more effective; 2.

Chain shifts; 3.Meet the diversification of consumption. The disadvantages are:

1.immature development; 2.Inability to ** consumption trend; 3.

Chain conversion is not in place.

Hello, the advantages of traditional enterprises in the layout of new retail are 1The statistical analysis of the data is more effective; 2.Chain shifts; Chain lead dismantling 3

Meet the diversification of consumption. The disadvantages are:1

immature development; 2.Inability to ** consumption trend; 3.Chain conversion is not in place.

Disadvantages: 1In the era of the rapid development of the Internet, big data can accurately control consumers' purchase behavior and real needs, and data has become the hidden basis for many retail enterprises to make business decisions.

In order to successfully transform and upgrade the Internet, we must transform the traditional business model into a data-centric one. 2.**Chain transformationRetail industry innovation, the first reform is the **chain.

With the support of intelligent technology and big data, the first chain of commercial and trade enterprises has changed, and through the mining of consumption data, on-demand production is realized, so that consumers can reverse guide the first chain and directly solve the problem of inventory backlog. 3.Unmanned retail improves offline operation efficiency through advanced intelligent technology, optimizes consumer shopping experience, and attracts the attention of many entrepreneurs and investors with its cost advantages such as low rent, low labor and low water and electricity, triggering a boom in capital market investment.

4.To meet the diversification of consumption, the new retail is suitable for multiple terminals to meet the needs of the gradual diversification of the market. With the development of the times, the needs of consumers have gradually changed, and the retail format has changed accordingly, gradually transforming from "large and comprehensive" to "more and more refined", providing consumers with diversified products and services.

Summary. A: Yes, it is necessary for Chinese retail enterprises to develop their own brands. Private label can help enterprises develop more new customers, increase customer loyalty, enhance brand image, improve corporate visibility and reputation, and enhance market competitiveness and brand value.

A: Yes, it is necessary for Chinese retail enterprises to develop their own brands. Private label can help enterprises develop more new customers, increase customer loyalty, enhance brand image, improve corporate visibility and reputation, and enhance market competitiveness and brand value.

Retail enterprises have a great impact on people's lives, and they are in great need of their own brands with a fair conscience.

What are the advantages of developing your own brand?

1.Ability to build brand loyalty, which increases customer loyalty and purchasing power; 2.Having its own brand can better control product quality, which is conducive to enhancing the brand image of the enterprise; 3.

It reduces the profit margin of dealers, and can sell their own brand products more fairly, justly and openly; 4.Having its own brand can better protect the intellectual property rights of the enterprise and protect the interests of the enterprise; 5.Having its own brand can better control the marketing cost of the enterprise and save the marketing cost of the enterprise at the same time; 6.

Having its own brand can effectively reduce the competitive pressure of dealers in other brands and enhance the competitive advantage of enterprises in the market.

Private label is relative to traditional manufacturer brand. In addition to the above-mentioned requirements for the performance, specification, quality, packaging and other requirements of the product proposed by the merchant to the manufacturer, and the sale of the product under its own brand after the acquisition of the product, it can also be the way of the store's own production. In recent years, large international commercial enterprises have generally adopted the business strategy of their own brands.

The famous Mars & Lion Department Store is the largest and most profitable retail business group in the United Kingdom, dealing in all goods with only one "St. Michael" brand, and is the world's largest "manufacturer without a factory". More than 30% of the goods in major supermarkets in the UK are private labels, with the highest reaching 54%; More than 40% of the products in U.S. supermarkets are private labels; In Japan, at the end of the 80s of the 20th century, nearly 40% of the large department stores developed their own brands. 20%-40% of the products of the members of the World Federation of Department Stores are branded with their own brands.

Since the end of the 20th century, the development of Western commercial private label has accelerated compared with the development of manufacturers with aquastry brands. Large-scale foreign retail enterprises use their own brands, so that their products win their own brand reputation, and then become the reputation of the store, and ultimately improve the efficiency of the enterprise, so that the enterprise can get better development.

There are several conditions required to successfully implement a private label strategy:

Brand building capabilities: Enterprises need to have a professional brand building team, with the ability and experience in brand planning, design, promotion and other aspects. Able to develop a brand strategy suitable for itself according to the market demand of enterprises and markets, and carry out effective publicity and promotion through various channels.

Stable financial support: The private brand strategy requires a certain amount of capital investment, including brand design, publicity and promotion, product research and development, etc. Therefore, enterprises need to have stable financial support to provide the necessary financial guarantee for brand strategy.

Core technology competitiveness: The private label strategy requires enterprises to have full competitiveness in core technology in order to provide high-quality products and services to meet the needs of consumers. Therefore, enterprises need to pay attention to technological innovation and research and development to improve the added value and market competitiveness of products.

Understand market needs and trends: Private label strategy requires companies to have a deep understanding of market needs and trends, seize market opportunities, and develop products that meet consumer needs. Therefore, enterprises need to actively understand market information, industry trends and competitors' strategies, and adjust their brand strategies in a timely manner according to market changes.

There is a perfect chain system: the private brand strategy requires the enterprise to have a perfect chain system, from raw material procurement to product development, manufacturing, sales and other links to optimize and coordinate, in order to improve production efficiency and reduce costs.

In short, the successful implementation of its own brand strategy requires enterprises to have brand building capabilities, stable financial support, core technology competitiveness, keen insight into market demand and trends, and the best chain system of Zhengshan. Enterprises should pay attention to team building and talent training, strengthen communication with the market and consumers, and continuously promote the implementation and implementation of brand strategy.

1.Manufacturer's choice.

First of all, there is the question of how to choose a manufacturer to cooperate with in the market. The selection of cooperative manufacturers needs to pay attention to two aspects: one is the quality problem, and the other is the strength problem.

Although private label products** are generally more than 20% cheaper than manufacturer-branded products, the quality of private label products cannot be compromised. If there are really some quality problems, the implementation of the entire self-owned trademark strategy will be seriously hindered. Therefore, retailers usually have higher requirements for the quality of their own trademark products, and should carefully consider the factors such as product quality, production capacity management level, and geographical location when choosing potential commodity suppliers.

On the other hand, retailers should give more consideration to manufacturers with overcapacity and weak market development capabilities, who are more willing to work with retailers wholeheartedly. After selecting the manufacturer, the merchant should also test the various indicators of the product at any time, and send a special person to accept or go deep into the production enterprise to participate in the management when possible, so as to ensure that the product quality truly meets the market demand.

2.Relationship with the manufacturer.

Retailers need to think about whether the relationship with manufacturers is control or equality. Many retailers rely on their end-market control to squeeze manufacturers' margins in order to make more profits. This is not a wise move, because private label products are the result of cooperation between the two parties, and both parties should rely on each other.

Frequent changes of manufacturers will increase the retailer's transaction costs and affect the rhythm of the product, which is not good for the retailer. It is very short-sighted for some retailers to "bully the weak" and increase profits by lowering prices, which stiffens the relationship between the two sides.

Establish its own logistics, develop its own brand, establish a commodity alliance, expand to external provinces, establish a standardized process, and reduce management costs