Cleveland Business Journal’s Post

#storebrands are BIG business, some retailers succeed... others fail miserably! #target and #costco are thoroughbreds when it comes to their private label/exclusive label offerings, with sales importance reaching 33% and 28% respectively. Big sales with increased margins. It takes commitment talent and time.

 Pennsylvania Food Merchants Association member and sponsor in the news: Technology is the top strategic investment for Associated Wholesale Grocers, according to its annual report. Part of that technology investment has been in the co-op’s Convergence initiative, which is the alignment of AWG, its member stores and supply partners. Convergence brings the co-op and its members together to work on areas to scale its more than $24 billion in retail sales. According to Shelly Moore, the company’s chief information officer, Convergence focuses on three major objectives. AWG is enhancing its assortment and image, as well as how it positions itself in the marketplace compared to competition on private label brands. Learn more, read the full article: https://lnkd.in/evGUXjeb #PFMA #Member #Food #FoodRetail #FoodandBeverage #WholeSale #Grocers #Distribution #Grocery 

For every roadblock that American DTC brands face when they want to scale internationally, Portless and FQ have the solution. Our proof? 🚧 Roadblock 1: International legal compliance – a major expense for small brands. → The FQ team are compliance experts! We’ll be there every step of the way. 🚧 Roadblock 2: Juggling too many complex 3PLs – the decentralization is a huge lift. → Portless consolidates everything to one inventory hub. 🚧 Roadblock 3: Shipping is slow and expensive. → Portless + FQ streamline overseas fulfillment at lower costs. For the deeper dive, checkout our latest blog post below: https://lnkd.in/eY7CaagK

In this edition of the Glossy+ Research Briefing, we look into what led to the demise of cosmetics brand The Body Shop, as well as the strategies other retailers have employed to revive their bottom lines with more advanced #ecommerce fulfillment operations.

After about 23 years of life as a retailer I have come to realise that most of the MBO retailers still don't have a clear cut private label strategy. In many instances I have come across examples where even though a private label gives better gross margins, due to wrong pricing the actual profit yield per unit is actually lower than that of the branded alternative. Which effectively means lower profitability with higher sales of private label, opposite of what is intended. Category Heads also don't ensure / foresee proper supply chain development of the private label before introducing them, leading to erratic shelf presence and hence diminishing customer trust. Proper pricing and margins working, clear brand identification and value offering and robust supply chain and replenishments is key for a winning private label strategy. For most of the customers low pricing is the most important buying factor for private label and they assume that the quality would-be on a lower side, how to navigate this challenge with right pricing , margins workout and a good supply chain for regular stock replenishments is what the category heads need to deep dive into. Otherwise it is much more business wise safer to deal only in branded products and refrain from the attraction of private labels. #privatelabel #MBO #retail #profits #business #P&L #online #ebos

Dollar Stores Get Serious About Private Label Investments - https://lnkd.in/eRvEVAKv Stores Get Serious About Enhance Product Lines with Major Private Label Investments In recent years, dollar stores have turned their attention to expanding their confidential offerings, aiming to attract a broader customer base and increase profitability That strategy is this business comes at a time of changing consumer behavior and#Dollar Stores #marketing #Private Label Investments #Private-Label #private-label products #retailers

Not new but so true! Thinking "services" and "ecosystems" is THE way to add more value to consumers, and consequently create new & diversified revenue streams to increase share of wallet. The recipe? CONNECT with the consumer asap and provide UTILITY value asap, and the rest will come. It's not a secret anymore but it takes a new mindset and set of skills. Great topic! This is our playground at Clevermeals. Thanks for sharing Ana Eduarda Cardoso! #clevermeals #data #retailmedia #retailmedianetworks #rmn #foodtech #startup #impact #impacteconomy #impactinvestment #socialinnovation #platformeconomy #platformstrategy #businessangels #venturecapital #venturebuilding 

#AustraliaIndiaNEXTLEVEL #Consulting offers a unique opportunity to engage with different industries, exposing one to a variety of business dynamics, and building a versatile skill set. In 2019, Newland Global Group was the exclusive ANZ advisor to a leading international garment company keen to establish a foothold in the Australian market through a strategic distribution approach. The company was already well-established in supplying high-quality ready-made garments to global giants like Primark, Walmart, Aldi, Lidl, TESCO, Sainsbury’s, Next, and Amazon. The discussions were detailed and focused on cost analysis, including tech packs that specified style, fabric, and quantities, with orders across segments exceeding 200,000 units. Back then, the KAS international sourcing capacity merchandiser teams proactively emphasised their commitment to maintaining certain price points as they engaged with this garment company (KAS Services has now been rebranded as Anko Global). Having been involved in that project, the insights gained then deeply resonated with the content of this The Australian Financial Review article. “Kmart has become a key part of Wesfarmers’ growth and estimates it now represents more than 20% of the conglomerate’s overall valuation. Anko (A New Kind Of) is probably valued at over $8 billion alone, accounting for 85% of Kmart's sales. Anko sells over a billion items annually in Australia, with a diverse range including linen, fashion, and toys. The business works with some 900 manufacturers and is constantly changing its range of 12,000 products, leaning into trends quickly and using social media and data to drive decisions. It signed with Hudson’s Bay, a Canadian department store, through a store-in-store concept with discount chain Zellers. It also has a deal with Mattel’s Fisher-Price brand to roll out wooden toys across 1000 Walmart stores in the US, with Canada and Central America being rolled out too. It is trialling pet accessories in French Carrefour supermarkets. But not all goes to plan. Anko’s plans to sell directly to consumers in India - where its head office is located - through Amazon and Flipkart, an Indian e-commerce platform did not work. Kmart Group, which includes Target stores since they merged to create a $10 billion discount conglomerate, delivered record earnings of $601 million for the first half of 2024, an increase of 26.5%.” The Anko Global Capability Centre (GCC) in #Bangalore, India, is a pivotal part of Anko's international operations. Kmart not only has invested in better design, but it has also invested in technology. Radio-frequency identification technology has been rolled out across the network, which gives Kmart the ability to keep track of its products and improve availability. "A fine transition of moving from being a retailer to being a product company." Newland Global Group Dipen Rughani GAICD Sriraman ("Sri") Annaswamy GAICD IIT IIM Ian Bailey Arjun Puri Pulkit Bansal

When is a FREE sample free? A friend of ours sells retail branded products from select manufacturers. He competes from retail premises where customers can get free advice and try before they buy. His staff spend a long time offering free consultations and the brands supply free samples for customers to take away and come back later to purchase. But they rarely do instead they buy online at lower prices so he does the work and a machine does the sale. Manufacturers know this and simply ignore him and change the subject. So now after 30 year's he is closing down, customers are angry because they rely on his service and some do buy but not enough of them. Many years ago I had the same conversation with other major retailers - they've also now closed or changed business model. They too were ignored. Brands need to realise they need a range of options for customers and online retail depends on traditional retail and so do manufacturers. No such thing as a FREE sample. #retailsales #brands #online.

How to get your products sold in retail stores? When I spend time with DTC/eCommerce entrepreneurs they often ask about how did Four Sigmatic originally get to retail stores as a digital-first brand? We're now sold in 65+ countries, and big chains like WFM, Sprouts, Wegman's, HEB etc. I just made a Youtube video to share some of my learnings on the topic (duration ~10min). If you don't have time to watch it some of the key takeaways include: 1. Retail is too big & important to ignore. Under 10% of food and beverage items are sold in eCommerce. And ~30% for non-food CPG items. You'll likely need to get in sooner or later. 2. Design (and test) packaging for retail even if you launch DTC only. You'll benefit in (unaided) brand awareness and ops costs if you don't need to re-design later (costly mistake we've done a few times) 3. Plan for realistic timelines. Retail is a slow moving oil tanker and DTC is a speed boat. It will likely take 1-2 years to launch in retail and 3-5 years. It will be a profitable and steady channel after that, but it's not as fast as A/B testing things online. Full video https://lnkd.in/eYzM3jwf