Clear Seas Research
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Private Label Challenges & Opportunities
by Sarah Corp
The Results
One-third of retailers report current private label penetration levels of 10% or less; half (53%) report penetration rates of 11%-25%. Regardless of current levels, nearly all (91%) have plans to expand private label offerings, with a large share (42%) indicating growth goals of 5+ points over the next five yrs.
Retailers report building customer loyalty as the #1 reason for having a strong private label program. Differentiation(from competitors) and higher margins are also key components driving current practices and targeted growth initiatives. To accomplish short-term growth goals retailers expect to focus efforts on center store items. Natural/organic foods and beverages and refrigerated/frozen meal solutions are also viewed as presenting large short-term growth opportunities. Sustainability (i.e. greener packaging, local sourcing, etc.) is also viewed as a vital element. With regard to long-term potential, retailers believe that a value-tier-focused + national-brand-equivalent + upscale program (that offers something different from national brands) presents the greatest opportunity for continued growth, post-recession.
The biggest challenge faced in the retailer-supplier relationship centers on pricing. Additionally, retailers are divided on who should bear financial responsibility for private label product/packaging innovation; about half (45%) report a willingness to split costs with suppliers, while the other half (48%) believe suppliers should be solely responsible for such innovations.
Most retailers go-it-alone in terms of the planning, procurement and/or promotion of private label products (not using and not planning to use an outside broker for such purposes). Additionally, most retailers use fewer than 10 manufacturers to supply their current private label program while one-third (34%) report manufacturing some/all of their own private label products.
Retailers report building customer loyalty as the #1 reason for having a strong private label program. Differentiation(from competitors) and higher margins are also key components driving current practices and targeted growth initiatives. To accomplish short-term growth goals retailers expect to focus efforts on center store items. Natural/organic foods and beverages and refrigerated/frozen meal solutions are also viewed as presenting large short-term growth opportunities. Sustainability (i.e. greener packaging, local sourcing, etc.) is also viewed as a vital element. With regard to long-term potential, retailers believe that a value-tier-focused + national-brand-equivalent + upscale program (that offers something different from national brands) presents the greatest opportunity for continued growth, post-recession.
The biggest challenge faced in the retailer-supplier relationship centers on pricing. Additionally, retailers are divided on who should bear financial responsibility for private label product/packaging innovation; about half (45%) report a willingness to split costs with suppliers, while the other half (48%) believe suppliers should be solely responsible for such innovations.
Most retailers go-it-alone in terms of the planning, procurement and/or promotion of private label products (not using and not planning to use an outside broker for such purposes). Additionally, most retailers use fewer than 10 manufacturers to supply their current private label program while one-third (34%) report manufacturing some/all of their own private label products.
Sarah Corp
corps@clearseasresearch.com
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