| What is your greatest opportunity/challenge to build brand-identity at retail? |
| Getting our retail partners (dept stores) to go along with our programs. This gets back to having our objectives aligned. |
| Greatest challenge - Branding marketing ownership, structural support, financial and ROI analysis |
| As a manufacturer, the greatest challenges are convincing your organization of the opportunity, then your retail network to adopt it and support it. |
| getting the owner to take risks. |
| Truly understanding shopper mission and emotional connection |
| Trust, character and reputation of the product, manufacturer and retatiler. If your product is sold at Shop Rite it will gain a certain highe reputation - if it is sold at Odd Lots it will have a different perception. |
| identify new channels. recreate the selling store as a forum for dialogue between brands and consumers. otehrwise, consuemrs will switch to online or direct channels without even regretting the ngood old days when the shopkeeper knew your name, your budget and your taste preferences |
| Challenge - Maintaining clear positioning Gaining more space |
| Opportunity: build engagement and deliver total brand messages rather than offers etc. Challenge: retailer co-operation - everyone want more listings, the best position space in and out the store and they can't please everyone |
| Space, breaking through the clutter, convincing retailers to have a longer term category growth view rather than short term profit targets by retailer buyers |
| We are building a new category, so first mover advantage is both our opportunity and our challenge. We have to convince partners to believe in us and give us exclusive placement in their stores. |
| Data to convince senior management to support the efforts and at higher or more prioritized lavel |
| Greatest challenges are our brand team's micromanagement of process and short planning timelines. |
| Cooperation of all involved. |
| Opportunity: leverage the heritage of the brand (80+ years) Challenge: internal disagreements on retail strategy |
| To balance purity of brand identity with the realities of the retail environment |
| Getting retailers to show the product out of the box. |
| Two - 1) having the people to concentrate on solving the problem (as they are unique to each retailer and 2) gaining an understanding by our salesforce of its value and importance. |
| continuity of look, quality and expectations of customer. Display and kind of store are also key. |
| Lack of full control to do what would be optimal. |
| To be successful, we will have to overcome our client's corporate culture of advertising. Although the recognized retail as the future, they will still have to take steps they've never taken before, and that will lead to a great deal of discomfort. |
| Low margin/high trade spend business applies pressure to suppliers. Suppliers transfer pressure to agencies. Pressure in a flat or declining industry produces staff migration to other, more productive businesses. Results are pressure to perform with no money, no time, ill or un-trained staff, no tools or information resources. Clients face the same issues. Financial pressures have caused talent migration, unhappy cultures and bad plans. |
| executing the brand strategy as sold to the retailer at the store level |
| letting the retailers see beyond the cash and start working with manufacturers to allow them to develop retail stratgies |
| Understanding the shopper perspective and needs at retail and how the brand and the retailer can service those to mutual benefit |
| The customer always changes. |
| skills of those involved and bravery to try something different. |
| Building brand equity/creating value unique, different distinct from retailer equity |
| To build a lasting relationship with consumers. |
| The greatest opportunity is building a brand loyalty through event marketing - "when the customer wants it". The biggest challenge is breaking loose from the agency-driven media advertising that continues to choke marketing. |
| Balancing the mutiple programs necessary to build consumer loyality |
| if you read the w-m report that came out last week, zero time shopping means consumers don't want to think about it. |
| For a product manufacturer, the biggest challenge is meeting the store's objectives/branding while still articulating the manufacturer's brand message. For a retailer, the biggest challenge is keeping a cohesive environment while still advertising the many different brands/products contained inside. |
| Getting the buyin from major retailers |
| continue with a value added message as opposed to a price competition model. |
| The big opportunity is that there are so few suppliers who are actually doing it well. The challenge is that it isn't easy: it requires both a special kind of creativity and the ability to sell the results successfully to the retailer. And one size doesn't fit all: you have to develop different approaches for different retailers. |
| the retail channels for our periodical magazines are the mobos, some supermarkets and the bookshops, but distribution is in a monopoly, where the monopilist also owns competitor magazines. therefore, having a good space at the shelves is a real challenge. |
| General lack of strategic thought leadership in retail marketing commuunity |
| direct comparison to competition |
| To engage the retailer to support brand-identity activities |
| competition |
| getting retailer compliance and focus on more than price and immediate follow |
| Challenge - Willingness to risk walking away from proven retail/transaction driving tactics. Opportunity - Deepening relationships with customers that lead to being less reliant on price and promotion tactics. |
| Our greatest challenge is not having control over all touch points, which leaves room for inconsistency in the brand/message. |
| Breaking through the clutter! |
| GETTING STORE BUY-IN |
| Cost of customization |
| merge sales and marketing dept in a peaceful understanding of a unique objective dedicated to lasting brand success |
| satisfying both retailer and manufacturer objectives |
| Profitable trading with the retailer |
| Getting retailers to accept to try new things, and getting to the right cost/investment. |
| Brand clutter; retailer focus; limited floor space. |
| Opportunity - placing traditional products in non-tradtitonal environments. |
| Use is as a meaningful way to imprint the customer with the product and through it the underlying organization brand. Understand that buying is not just as action but an experience and work to build the most memorable experience possible. |
| greatest opportunity is exactly that the opportunity/potential to influence the consumer at the point of purchase |
| Staff and cash=challenge. Unique products and aesthetic=opportunity |
| wide open for non existent |
| Making sure the execution is simple but the impact still powerful. |
| The challenge is to focus; not go off in different directions in service, product, packaging, store design, traffic flow, advertising |
| cohesive presentation and brand messaging, effective and on-going replenishment programs |
| Greatest challenge is the lack of reality that brands have on retail timing. a new brand stratgy that is two months late against timing of retail plans will not work if your goal is integrated messaging between brand campaign and retail messaging. Many clients do not synch up the timing and wonder why their programs arent working. |
| Uniting silos within the manufacturer organization behind common goals |
| Uniting silos within the manufacturer organization behind common goals |
| Uniting silos within the manufacturer organization behind common goals |
| Money |
| Achieving the amount of space that is needed to build a brand. |
| package development, competition, color and copy ideas, creating brand recognition & brand awareness as a new player in the industry |
| To encourage co branded or branded programs as a positive influence at retail |
| Focus on what's important, link it to conversation with the consumer, training at operations level, making sure it's relevant to the consumer; not just a cool or convenient idea |
| Cost and merchant relationships |
| $ |
| Greatest challenge is for the retailer to allow us to display and showcase our brand under our chosen brand DNA guidelines. Most department stores refuse to do this. |
| Consistent commitment and messaging by the retailer |
| Defining branding. Emphasizing the long-term benefits of proper and ongoing branding. ("It's not a seasonal thing.") |
| to develop a coherente retail brand strategy |
| structure for risk taking - I feel like the industry is poised for major change but it seems unlikely that any of the current players have the guts to make the change, maybe TESCO. |
| Enforce the consistent display of the brand attributes and signs that we consider the "values" of the brand |
| breaking through the clutter of other brands at shelf. |
| DISTRIBUTION AT NATIONAL LEVEL |
| The greatest challenge is an Ad agency whose affinity is for visual appeal as opposed to brand equity messaging. The result is above the line campaigns that have virtually no promotional legs or application. The promotions that follow never seem completely on target, as they are over-burdened with delivery of brand messages and don't quite reflect the advertising. Bedlam ensues |
| Standing out from competitors is difficult - the retailer cares just as much about who is next to you then they do you so they're trying to sell either to the customer. |
| Opportunity and challenge - becoming more local in brand building through the retail trade. |
| Invest in understanding each other and the specific shoppers at that retailer in order to develop business. |
| New products and "new and improved" ones. The challenge is to convince retailers to test. |
| Getting the right target audience to see it |
| You cannot be all things to all retailers and try to get one position across to consumers. |
| Since we are a new company our challenge is getting into retail channels that have not typically stocked our product. |
| Lack of vision and/or willingness to try something new on the part of most buyers/category directors. |
| Understanding teh significance of decision making at POP |
| Dealing with the senior management that doesn't understand the new mediascape. |
| Spreading the word without compromising the integrity of our company |
| Finding enough budget to meet all the objectives we would like -- national advertising, retailer promotions, etc. |
| we have several brands living at once, our biggest challenge is to have them work FOR each other without BECOMING each other. |
| how greatest challenge is in building the brand internally; many employees do not see the value of branding since our customers are captive. |
| Finding the right interruption point within a Shopper's journey where you can disproportionately influence their purchase choice. |
| limited visions from retailers, while everyone wants the "hot" brand, nobody wants to invest resources into promising brands |
| Helping the consumer see through the huge number of choices now available. Narrowing their vision to what really applys to them and will address their needs. |
| consistency of execution |
| getting retailers to think about the big picture rather than lead generation. |
| Stand out with unique and MEANINGFUL experience. |
| the ability to be flexible enough to deal with the varying retail climate |
| other than budgets and convincing clients that it's important, the explosion of choices makes breaking through at retail a real challenge. So many categories are deep into commoditization that true differentiation is practically impossible to communicate on-shelf. |
| time. |
| Available resources plus accurate measurement of results |
| The return on the investment, its never been there. |
| The store level execution |
| silo'd departments |
| cutting through the clutter |
| To create a cohesive srategy utilizing multiple mediums to promote product awareness. |
| Retailers are constantly changing - we'd like to see that as an opportunity to become more entrenched with retail; to know what's going on and adjust accordingly. |
| Clutter and lack of time in the buy decision. |
| Private label, lack of loyalty from buyers. |
| Cutting throught the retail environment clutter |
| Walmart dictates. |
| Opportunity is to just do it Challenge is over assortment of brands and private label |
| branded displays |
| Via our web pages and our customer service staff. |
| Retailers |
| Opportunity - engaging and interacting with our customers. challenge - measuring results. |
| maintaining exclusive use of effective POP |
| Managing brand presentation in spaces that we don't own |