Abstract
This research extends findings on the retail brand equity in measuring the impact of its antecedents on the loyalty to the brand and to the store. This article raises questions about the sustainable created value by standard retail brands mostly oriented to functional components. The retail branding policy and store formats moderate results. This research adopts a PLS-Path modeling to test the retail brand equity model and its variations and then to provide a synthetic calculation of the retail brand equity. Results show that the standard retail brand equity leads to the loyalty to the brand and to the store. It varies according to: 1) the store brand policy (store’s own-named) appears to be a winning option maximizing the loyalty; 2) the “popular store” format—combining supermarket and department store—reinforces the sustainable relationship with customers because of the high level of service. By calculating scores, Carrefour brand maximizes the relationships within the model. This work focuses on French standard retail brands excluding other retail brands (such as generics or premium). Results also focus on one product category. The retailer’s positioning variable extends previous contributions leading to more consistent results. This research is also focused on the antecedents of retail brand equity too less studied: Benefits (received from their consumption) and the packaging of the branded product are thus integrated. Hence, perspectives for practitioners are suggested.
Highlights
In 1996, Quelch and Harding [1] published their seminal article concerning the conflict between manufacturer brands and private labels
Results show that the standard retail brand equity leads to the loyalty to the brand and to the store
Since 2014, French retailers (Auchan and Système U; Carrefour and Cora; Intermarché and Casino) have joined their forces to increase their bargaining power towards suppliers leading manufacturer brands to be more competitive. Their prices are decreasing and it raises the following questions: What value could standard retail brands and retailers deliver to customers? More precisely, in that context, is the standard retail brand equity sufficient to lead to the loyalty to the brand and to the store? Is it different between retailers?
Summary
In 1996, Quelch and Harding [1] published their seminal article concerning the conflict between manufacturer brands and private labels. Since 2014, French retailers (Auchan and Système U; Carrefour and Cora; Intermarché and Casino) have joined their forces to increase their bargaining power towards suppliers leading manufacturer brands to be more competitive Their prices are decreasing and it raises the following questions: What value could standard retail brands and retailers deliver to customers? Keller’s approach is broader, including “all perceptions about a brand as reflected by the brand associations held in consumer memory.” Based on this conceptual framework, retail brand equity could be defined as “the differential effect the retail brand’s knowledge on consumer’s response to marketing of retail brands” (adapted from Keller, 1993 [18]). It is urgent to ascertain the axes of created value by them
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