| Are most manufacturers more a help or a hindrance to a retailer's brand-identity objectives? |
| see above. Objectives have to be aligned. |
| Man.seldomencourage retail identity |
| Again, it depends upon the retailer/manufacturer relationship and investment on both ends to maximize the overall presence. |
| again, depends on the chemistry and synchronicity between the trading partners. |
| Sometimes the manufacturere is more concerned about moving its name thru a product - they may not pay much attention to the retailer |
| manufacturers own the brand identity |
| Retailers usually have most power |
| Manufacturers tend to want to partner and help retailers, not at the expense of our own brands though |
| Manufacturers have loads of ideas for how they would like their retail customers to serve buyers of their products. But retailers first priority is to deliver their own brand in a coherent and compelling way. Sometimes that may hinder the manufacturer - other times it may be consistent with what the manufacturer wants. |
| Depends on the sophistication of the manufacturer and their selling organization. |
| Same as above except for the manufacturer instead. |
| If the product satisfies consumers and is reliably in stock, then it helps the retailer's brand. |
| Same answer as before. They have at times competing objectives and neither party has the time or resources to resolve them effectively. |
| i consider it my job to make sure that the manufacturer gets it right to support my branding, packaging and sales messages. |
| If it is a strong, positive brand, the halo effect from simply offering the product should benefit the retailer's brand identity. |
| A manufacturer can help improve a retailer's brand identity if their own brand is strong. In that case the retailer wins by association. |
| Self-interest and aggrandizement hinder the entire process, as do siloing and the application of inappropriate or irrelevant skill sets (national planning, for example). |
| Try and fit in but also have their own objectives - movement toward mutually agreed communication objectives but true shopper marketing and joint communication objectives a fair way off in many retail sectors |
| See above. |
| MAnufacturers routinely seem to sacrifice themselves for the sake of the retailer...reminds me of the marketer/agency relationship...ha ha |
| They fight for their own brands |
| Manufacturer's will help a retailer so long as it helps themselves (manufacturer). |
| since manufacturers for the most part are brand centric and retailers are consumer centric, manufacturers are making it easy for good retailers to be more important then the brands they carry. |
| Except for private label stores and a few rare circumstances (e.g. P&G), most individual manufacturer's usually don't have enough a) clout and b) shelf space to significantly alter a retailer's brand-identity objectives. |
| in some cases similar products/services are provided |
| Most manufacturers are far more interested in their own brand problems than in what the retailer is trying to project. Indiviually, they know they can do very little to influence the retail brand, so they are reluctant even to try to help. |
| as above |
| they add the brands people want to make the retailer desirable to visit |
| Since they fund most of the retailers intiatives, they certainly help. |
| i'm not 100% sure on the process - don't retailers have final say on which products are in their stores? First, retail not only requires that ENOUGH product makes it on the shelf (manufacturer supply/chain logistics) and also that the stuff works! |
| Truth is, most brand/manufacturers are thinking about how to optimize their brands presence in store, not how to optimize their brand within the retailer BRAND promise. That's probably the biggest "miss" I see. Manufacturers that look to leverage a retailers brand promise and align with their own brands are more likely to succeed with paying off with consumers. |
| The manufacturer is in the best position to point out its products differentiating features. |
| We have taught them too well and now the tables have turned back. We are now being forced to go with the retailer's initiatives vs. ours in order to be able to successfully activate at retail. |
| retail objectives are far more limited than manufacturers' one. Retailers tends to enhance choices and prices, as manufacturers will highlight brands trust and quality. |
| Depends on the manufacturer - those that are successful have figured out creative strategies to satisfy both |
| Manufacturers require the retailers help so the onus is on the manufacturer to satisfy the retailers short term profit requirements whilst maintaining a brand strategy |
| It depends on the relationship. But sometimes retailers want to build their identity undermining the brands, which is no good for neither of us. |
| Given a good brief and a collaborative approach to ensure theire buy in, we rarely have a problem with suppliers. |
| Manufacturers spend a lot of time researching their market, and try to create unique products |
| See above answer |
| ideally the manufacturer will through promotions and advertising effectively communicate the brand and hopefully the brand is a good fit with the retailers brand indentity |
| collaborative opportunities and focus |
| Manufactuers want to advance their brand at the cost of your brand identity. |
| Retailers should only work with manufacturers who build their message. |
| If a manufacturer sees the retailer's success as his success, he can be a trememdous help. If he views the retailer as merely someone to sell to, he is a hindrance. |
| see above |
| Many times a manufacturer only sees the brand side of things. They need to understand more of the retailers' need to build categories as well as brands. |
| More likely this scenario... the retailers have the power now. Manufacturers are willing to just about anything to have a relationship with the retialers. |
| Little or no incentive to do so. |
| Retailers have their own objectives about building brands while retailers can be focused on their overall statement. |
| manufacturers don't always create packages or design for the customer |
| Most likely since we are all eager to get our own brand and/or co-branded message out |
| ability to be selective, ability to produce to spec, ability to create associative values |
| retailer/mfr brand initiatives tend to compete - there needs to be a balance |
| Most of our oem manufacturers do not affect our brand-identity objectives at all. |
| See above, the sword cuts both ways |
| For the most part, the answer is the same as for retailers. |
| strong and visible brands could say a lot about a retailer |
| Methods of funding preclude focus on differentiation - shelf sets driven by standardization, hence, packaging is driven by standardization and the previously mentioned lack of risk taking. |
| A retailer's brand is in great part the mix of brands that it carries on its shelves. |
| By working together it creates a win-win situation for both. |
| SAME COMMENTS QUESTION 2. |
| Walmart started it, but the others quickly recognized the implications and followed suite. Manufacturers who don't toe the line and address the needs of the retailer don't last very long in today's environment. Everyone knows who wears the pants in this relationship, and it ain't the brand marketer |
| known by the company you keep and sell |
| What the retailer sells says alot about their brand. They shouldn't be selling it if it doesn't support their brand. |
| They do not understand or try to understand the retialer's positioning. |
| Complying to the seller of products is very important or else. |
| Som manufacturers are all about fast and cheap which has its merits. Some are great creative partners who can help enhance and grwo brands |
| We want to be all things to all customers; but we cannot and we refuse to say "no" to any retailer. We simply refuse to focus across retailers. |
| Manufacturers can often times bring in new technologies that help with packaging and the presentation of the product. |
| See previous question |
| Many/most retailers need national brands to aid in identifying their own brand, but at the same time, they must build a seperate persona of their own - which many manufacturers can inhibit. |
| They should enhance their brand |
| It is case by case. |
| they're concerned with their bottom line...may not match the retailer's brand identity objectives - cost per unit. |
| See answer above, just reverse the situation. |
| Typically (not always) they'll help you be successful and stay out of the brand id world. |
| they try and force bad fits. |
| A retailer's brand is much more affected by its service and delivery strategies than by the range or type of manufacturers it aligns with. Apart from proprietary or store brands, good brands (truly good brands) benefit from distribution through a wide range of retail banners - location, location, location - each, perhaps, with its own personality |
| they've created the problem of clutter and they are beginning to help retailers manage through it for retailer benefit |
| same as a above |
| Depends upon the manufacturer. |
| Same answer as retailers. Some manufacturers look at each order as a single sale-single kill; while other look at it as one more opportunity to grow a relationship and strengthen our brand and their brand |
| Ultimately the retailer should align themselves with brands that tell their story, so they should absolutely be a help. |
| the right manufacturer brands can enahnce the retailers brand identity |
| Hindrance if they are ineffective operationally and the supply chain logistics does not deliver products on time. Also, if they don't meet demand or exceed demand. They are a help if they can find ways to reduce cost, speed up delivery and build trust among the retail distribution channel with effective logistics. |
| Again, retailers own brand may help/hurt the brands they carry. Can go either way. |
| I think we often have unrealistic expectations of retailers. Other times, we are not consistent in our deliverability to them. |
| Mixed Goals --> Manufacturers win by moving more of their product |
| Usually this is a one way street when in reality it would make sense to get some communication going on, this does not happen enough. |
| if the product being advertised is good with a favorable response from purchasers the retailer will convey the products strengths. |
| Depends on brand objectives and willingness to work with the retailer to come up with overall objectives. |
| They are a help when they can make things happen and a hindrance when they do not understand the business and creative objectives. |
| Their mostly interested in their own brand identity objectives these days. |
| They help when they feature and co promote and many manufactures give co-op funding. |
| Less so than the other way around since the retailer owns the space |
| While the retailer views manufacturers as more of a hindrance, in reality if the relationship is made to be positive, manufacturers can and do help retailers in their own obejectives. |
| We carefully choose those vendors who will match our business model and our brand identity strategy for addition to our website. |
| Product brands do not want to play favorites with retailers |
| same as above |
| we are both manufacturer & brand marketing. |
| not sure |
| Again, depends on the retailer |
| For similar reasons as above - |