Distributor Brands Research Articles

Roles y estereotipos de género en publicidad infantil: ¿Qué ha cambiado en las últimas décadas?

The media and advertising act as agents of socialization exerting a strong influence on the audience, which leads them to assimilate, reinforce, reproduce and amplify attitudes, roles and stereotypes. The influence and assimilation of the audiovisual content is different according to the age of the public and, in the infantile stage, this assimilation process is more accentuated. The different messages and images that advertising transmits, leads them to create ideas that influence their perception of the world and to adopt certain roles and stereotypes according to gender. The content that the advertisements transmit are also related to the society and culture of each era, so it is logical to find changes as time passes, not only in the form but also in the message. This research focuses on showing the evolution of children»s advertising of toys in Spain in recent decades, with the aim of identifying the existence of sexism and what are the roles and gender stereotypes that reproduce the most. To this end, a bibliographic review has been carried out that includes different concepts and theories related to advertising, sexism and the influence of different socialization agents in the construction of gender from an early age. Based on the concepts, theories and previous research, quantitative research has been carried out using the methodology of «content analysis» for which four Spanish toy manufacturer and distributor brands have been chosen (Playmobil, Hasbro (MB), Famosa and Mattel) and its advertising has been analyzed from 1990 to 2017. The main tool used has been a table of indicators applicable to all advertisements and brands.

A Study on Brand Trust and Product Attribute of the Convenience Store

Purpose - The perception of the quality of the consumer's distributor's brand(PBs) is generally perceived to be lower than that of the manufacturer's brand(NB), although it is a critical factor in determining the success of PBs. Accordingly, this study examines the characteristics of the convenience store PB products and their correlation with brand trust and purchase intent in the consumers who have had experience purchasing the convenience store PBs to expand the sales variables. Further, this research shows that the marketing strategy is to increase the share of PBs by providing an empirical analysis on the effect of the product attribute factors on the sales volume associated with brand trust, purchase intent, and others. Research design, data, and methodology - The survey period of this study was approximately three weeks from December 1, 2017 to December 21, 2017. The study samples that were taken from 100 random people extracted. The statistical analysis was carried out with multiple regression analysis using the SPSS statistical package. Results - The analysis shows that the brand credibility and purchasing intention were statistically significant differences between the private convenience store private brand products. Specifically, brand trust showed a statistically significant relationship the brand images and quality levels, but the perceived value was not affected statistically. Although the intent of the purchase showed a statistically significant relationship the quality level and the perceived value, the brand image was not statistically significant in its relationship. Conclusions - Overall, it has been established that the perception value does not statistically affect brand trust for convenience store PB products, and that the brand image has no statistically significant effect on the purchase intent. These results are analyzed to be due to the influence of brand in convenience stores themselves rather than brand trust and purchase intentions that affect sales performance, which is the property of private brand food and beverage products, the perceived value of their products. Accordingly, the study found that not only did the marketing performance of the convenience store PB products be improved statistically, but also the cause of the product attributes that were not statistically significant was identified.

The relationship between store image and store brand equity: A conceptual framework and evidence from hypermarkets

Retailers are making considerable efforts to improve their brand management. The challenge they face, however, is how best to integrate coherently their stores, as brands, and their various distributor brands (store brands, private labels, etc.), in order to increase their brand equity and offer the market differential value that will stimulate customer loyalty. From this perspective, it is crucial for retailers to investigate the relationship between the store and their own brands. This study proposes two theoretical models showing the mechanism whereby store image helps increase the equity of a specific type of distributor brand (the store brand). The approach used in this analysis is based, on the one hand, on defining brand equity through its components, using the model in Aaker (1991), and on the other, on including (social and strategic) corporate dimensions in measuring store image. The empirical research made in the hypermarket sector in the Basque province of Gipuzkoa backs the majority of the proposed hypotheses. The results show that store image can be used by retailers to influence all components of store brand equity, essentially through its commercial and strategic dimension. This research is intended to address the clear lack of research on store brand equity.

Processes and outcomes of distributor brand new product development

PurposeMost new product development (NPD) studies focus on manufacturer brands; few consider distributor brands. The purpose of this paper to investigate whether NPD processes and outcomes differ between manufacturers and distributors.Design/methodology/approachInterviews within the grocery industry in Norway and analysis of sales numbers from an AC Nielsen ScanTrack database illustrate that through different NPD processes manufacturers and distributors reach different outcomes.FindingsDistributors differ from manufacturers in the NPD process in several ways: more in‐store interaction resulting in very market‐driven products. They usually outsource technical development, and launch brands with substantially less market communication through fewer marketing channels. Distributors, who mostly develop copycat products of large volume manufacturer brands, have lower failure rates. More surprisingly, the paper reveals that distributor brands achieve faster growth in market share than manufacturer brands when brand concentration is low, and some low volume distributor brands have a higher average retail price than manufacturer brands, indicating that different private label categories exist.Research limitations/implicationsThe sample has only three product categories (pizza, juice, and jam). Replication with other categories in other industries would help validate the results. The distributor NPD process and outcomes are still not well understood, and as distributors move into more value‐added products it will evolve, requiring further research.Originality/valueThis is one of the first empirical investigations of differences in NPD processes and outcomes between manufacturer and distributor brands. It also shows the effect of brand concentration on distributor brand growth.

Private Label Introduction: Does It Benefit the Supply Chain?

Private labels, also called store brands or distributor brands, have changed the retail industry during the last three decades. Consumer data shows strong growth of private label market share, and in countries like Germany or Spain, the penetration of private labels is above 30% of total retail sales. This paper analyzes the channel dynamics in a category where a private label is introduced. We focus on the impact of private labels on retail and wholesale equilibrium prices, as well as on the profits of each firm of the supply chain. While private label introduction helps the retailer reduce manufacturer brand's prices, we find that it does not always improve the total profits of the supply chain. Generally, the supply chain benefits from this introduction only when cross-elasticities are small, i.e., competitive interactions are weak. With our model, we formulate the general conditions under which retailers should consider introducing private labels.

Do Store Brands Influence Acceptance of New Products?

This paper analyzes the factors influencing consumer acceptance of new products by focusing on the analysis of new store brand products launched by the retailer under distributor brand name. The aim of the research is to better understand whether store brands represent any barrier to consumer acceptance of new products and whether households buying store brands behave differently towards new product acceptance than those that are not store brand buyers. We have found a positive effect of store brands on consumer acceptance of new products, and in terms of consumer behavior we have also found a positive effect of households loyal to store brands on consumer acceptance of new products.

Le marketing des similarités

Cet article examine la construction des similarites pour deux types de produits a marque de distributeur (MDD), au niveau des produits et au niveau de la gamme. Les MDD me-too sont des produits etablis comme equivalents des produits a marque nationale mais a un prix inferieur. Les MDD Marque_Terroir sont des produits haut de gamme, de terroir , et dont l'apparition sur les lineaires des grandes surfaces a constitue une innovation. Dans les deux cas, la construction des similarites est un ressort fondamental du developpement des produits, qui reclame la mise en place d'une organisation specifique.

The Use of Distributor and National Brands

ABSTRACT The differences in foodservice managers' perceptions of the relative quality, value and pricing of distributor versus national brands were investigated, as well as projected future usage behaviors. Managers' perceptions were determined by rating their level of agreement with various statements regarding the use of brands in their foodservice operations. The results indicated that foodservice directors do not perceive national brands as being higher in quality than distributor brands. However, they believe that their customers perceive such a difference. As a result, the data suggest that foodservice managers will increase the use of national brands in the future.

Branding Terminology – The Real Debate

This article argues that there are strategic implications associated with our understanding and usage of marketing terminology, in particular the use of the word “brand”. It shows how the term “own‐label” has become meaningless and how the terms “manufacturer brand” and “distributor brand” are better descriptors. It further argues that even this distinction is not enough. The term “brand” itself may be too broad in its meaning to be useful. Given the variety of meanings and roles attributed to brands, yet more clarification is required. It is suggested that when a distinction is made between functional and representational brands then the marketing strategies which result may be very different. The need for such clarification is thus seen to be essential.

The strategic implications of clarifying how marketers interpret “brands”

This paper is concerned with clarifying how brand strategies can be developed. By reviewing the evolution and rationale for manufacturer and distributor brands, it enables marketers to consider which branding route is most appropriate. Criteria to decide between being a manufacturer's brand or supplying distributor brands are addressed. To follow either of these routes the organisation must clarify its understanding of the brand asset and four broad interpretations are discussed. There would appear to be two key componenets characterising brands and through the use of a two dimensional matrix, a method to identify the type of brand and guide brand strategy development is presented.

Consumer information on Distributor and Manufacturer Brands of food

Consumer information affirms that distributor brands of food are less expensive than corresponding manufacturer brands1 and that these brands are equal in quality [2, p. 8]. The price difference between these two types of brands thus represents a real gain to the consumer purchasing distributor brands rather than just a case of paying less for lower quality products. Furthermore, one source has estimated that ten per cent of the grocery bill can be saved through purchasing distributor brands [6].The credibility of this information is open to question however, as few statements concerning the price and quality of these types of brands have been carefully documented in Canada. In the light of the limited empirical support and the substantial consumer benefit involved, the purpose of this study is to test the reported relation between the price and quality of distributor and manufacturer brands.Establishing a working definition for quality is a key problem encountered in price‐quality analysis. Food quality is multidimensional and its various dimensions may be classified into two broad categories: subjective or sensory attributes such as taste, aroma, appearance; and objective attributes located below the threshold of perception such as nutrients and freedom from harmful micro‐organisms. Because the sensory attributes are more amenable to measurement by non‐food scientists and to variation in hidden attributes being controlled by law, this paper focuses on sensory quality.The quality and preference concepts overlap to some extent, as the subjective attributes of food are common to both quality and preference. To ensure that “sensory quality” is well distinguished from overall quality, “sensory quality” is referred to as “sensory preference”.Having gone some distance towards establishing an operational definition of quality, the principal objectives are:SummaryThe findings, though tentative and focused on the sensory component of quality, can scarcely be regarded as providing empirical support for the price‐quality information referred to earlier. Distributor brands were notably less expensive for three‐quarters of the products surveyed. As well, the manufacturer brand was rated significantly higher than at least one distributor brand for four of the ten products subject to sensory evaluation. The results therefore suggest that there is a very general tendency for distributor brands to be priced lower than manufacturer brands and to be of equivalent quality.

Distributor Brands versus Producer Brands

Distributor Brands versus Producer Brands

Book Review: Distributor Brands versus Producer Brands

Book Review: Distributor Brands versus Producer Brands

Book Review: Manufacturer and Distributor Brands

Book Review: Manufacturer and Distributor Brands

Manufacturer and Distributor Brands

Manufacturer and Distributor Brands