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Management Conference
THE CHANGING WORLD OF UNSALEABLES
Impact of Unsaleables Management Practices on
Brand Loyalty – The Consumer Perspective
d
Increase Product Private Label
Introduction/ Increasing &
Product Failure Purchase improving
Decision Point
(PDP)
Open
ARP
Date Code
Policies
Requirements
SUPERVALU
Cub Foods
Farm Fresh
Shoppers
Scott’s
Shop n Save
Albertsons
Acme
Shaws
Jewel
Albertsons
Delhaize
Food Lion
Hannaford
Kash n Karry
HEB
Mfg 8%
Both 48%
Retailer
44%
10.00
8.00
6.00
4.00
2.00
0.00
LC HHC FC CCA PCF RTEC Overall
% Rejectable 1.36 1.70 1.86 2.36 2.79 3.13 2.07
% Less than Pristine 4.07 4.77 5.22 5.95 6.03 9.07 5.49
1.6
1.41
1.4
1.22
1.2
1
0.8
0.6
0.53
0.4
0.2
0
CCA PCF RTEC
8.00
6.00
4.00
2.00
0.00
Chain#14 Chain#13 Chain#1 Chain#7 Chain#9 Chain#15
Buy national
brands only Value is Price/Quality Equation
5% Both
20% Price
70% of survey respondents 37%
stated that they believed
the Store’s private label
brand to be as good as Quality
national brands. 43%
35.00
30.00
25.00 % REJ
% LTP
20.00
% OOD
15.00
% Chg Brands
10.00
% Chg Stores
5.00
0.00
#1 #2 #3 #4
35.00
30.00
25.00
#1
20.00 #3
15.00 #4
10.00 #2
5.00
0.00
% REJ % LTP % Chg Brands % Chg Stores
17%
57
41
24
No Condition-
related Risk
92.44%
Implications:
1. Offsets organic growth projections – Same Store or Same product
2. Impacts brand quality image – “Brand” can be national brands, private label, store
3. When consumers change stores, whole Market Basket is lost
4. Retailers selecting best performing brands = loss of shelf presence