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Managing Retail Brands

In: Brands

Author

Listed:
  • Michael Jary

    (OC&C Strategy Consultants)

  • Andrew Wileman

    (OC&C Strategy Consultants)

Abstract

CEOs and senior managers in retail businesses can find the concept of a ‘retail brand’ frustrating, particularly if their background is with a branded fast-moving consumer goods (fmcg) producer. If their businesses or fascias are really brands, why does it seem so difficult to run them like Coca-Cola or Levi’s? Why can’t they seem to agree on a clear, effective statement of brand positioning that is concrete and actionable, and that doesn’t change from month to month? Should they create a position of brand manager, like any consumer goods company, to impose sustained and consistent brand positioning on the functions of buying, merchandising and retail operations? And how is it possible to build a brand when a single failure such as the bad attitude of a lone checkout operator can wreck carefully built customer loyalty? In short, are retail businesses really ‘brands’, and can they be managed as such?

Suggested Citation

  • Michael Jary & Andrew Wileman, 1998. "Managing Retail Brands," Palgrave Macmillan Books, in: Susannah Hart & John Murphy (ed.), Brands, chapter 0, pages 152-160, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-26070-6_15
    DOI: 10.1007/978-1-349-26070-6_15
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    Cited by:

    1. Rajesh Sharma & Joy Patra, 2021. "Building Store Equity: Role of Store Image, Consumer Satisfaction, and Store Loyalty in the Indian Retail Market," Jindal Journal of Business Research, , vol. 10(1), pages 128-140, June.

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