英國零售業的商標製作

Abstract

The retail market is changing. Major retail groups are leveraging their market position to build multi-category, multichannel businesses, expanding store size from super- to hyper-markets and geographical coverage from physical to online.

But how effective are these major retailers at managing their brand across categories and channels to optimise their full potential competitively? And how effective are other retailers at exploiting their brands' strengths in defence against the majors?

This report takes a 360° look at retail brand performance by category, brand, key performance indicator and by brand aspects of brands in multiple categories.

Table of Contents

Issues in the Market

• Key themes and issues
• What matters in retail branding?
• What is retail branding doing well, not so well, not doing at all?
• How is it performing, and who is performing well?
• How could retail brands improve?
• Brand elements
• Research methodology
• Brand map
• Abbreviations

Market in Brief

• When the going gets tough, the tough get going
• Insularity dominant?
• Relevant consumer orientation
• Breakout thinking
• Never mind the differences look at the similarities
• Visionary leadership
• Star retail brands - movers and shakers
• What now for retail?

Retail Industry in Context

• Figure 1: Industry category averages, 2007
• Figure 2: Retail categories compared to all categories, 2007
• Sameness pervades consumers' perceptions
  • Figure 3: Retail category average KPIs compared to all categories, 2007
• Cross-category comparison
  • Figure 4: Retail category brand map, 2007
• Average category indicators don' t do credit to brand stars
• Homewares kick up to hyper drive
• Department stores opting for quality
• Wine - is its future rosé?
• Clothing needs to accessorise some style and purpose
• Books dominated by specialists
• DIY or Do it for me?
• Home shopping companies especially vulnerable
• Telecommunications providers the least trusted category
• Manufacturers pull better than retailers in portable technology
• Electrical needs higher voltage
• Convenience stores close to our heart
• Food on trial
• Non-food unrealised
• Own-label from budget to finest and beyond

Brand Analysis

• Figure 5: Retail brands footprint, based on brands surveyed, 2007
• When the going gets tough, the tough get going
• Putting the brand effort in the right place
  • Figure 6: Topline performance summary KPI, retail brands footprint, based on brands surveyed, 2007
• Quadrant 1 - Immature growth brands
  • Figure 7: Immature brands' KPIs, based on all brands surveyed, 2007
• Low ratings for innovation, service and quality a common feature
• Worth paying more for, consideration and recommendation are levers to develop brand strength
• ' Immature' growth brands, what' s driving their momentum?
  • Figure 8: Growth brands with momentum, based on all brands surveyed, 2007
• Specsavers not as trusted as it might think
• Goldsmiths is proud of its reputation
• HMV customers are very satisfied
• Fired Earth needs to fire up quality awareness online
• Topps Tiles with unmet consideration could top up its coverage
  • Figure 9: Growth brands with momentum KPIs, based on all brands surveyed, 2007
• Consideration and recommendation give these brands momentum
• Above-average retail innovation and poor service are inhibitors
• Developing points of difference to escape
• Mature growth brands, but lower recommendation
• Quality and innovation need attention
• Lack of differentiation typical of Signet-owned jewellery brands
• Virgin Megastores - fresh start as Zavvi
• Time for Habitat to come out of hiding?
  • Figure 10: Q1 established brands' KPI gaining ground, poor recommendation, of brands surveyed, 2007
• High consideration gives these brands momentum
• Low recommendation and poor perceptions of service are the main inhibitors
• Brands standing still - good recommendation
  • Figure 11: Q1 brands standing still, based on brands surveyed, 2007
• Life in the price war zone
• Fashion brands have to deliver affordability
• Laura Ashley leveraging quality to escape
• Arcadia flagship brands tired and losing relevance
• Primark in danger of losing momentum
• Service and recommendation important for mobile phone brands
• Wilkinson' s cheap and cheerful neighbourhood retailing
  • Figure 12: Q1 standing still brands' KPIs, based on brands surveyed, 2007
• Brands standing still - lacking recommendation
  • Figure 13: Retail brands Q1 standing still, lacking recommendation, from all brands surveyed, 2007
• Value is the only merit
• Topshop - striving for breakout from value sector
• Improving relevance to strengthen George at Asda
• Bhs - what' s the vision?
• High adspend not a solution for a weak brand or proposition
• TK Maxx - proposition mis-match?
• Peacocks' brand development: a work in progress
• Commodity electrical brands architects of their own-brand weakness
  • Figure 14: Q1 value brands' KPIs, from all brands surveyed, 2007
• Value is the only merit
• Immature, losing ground brands
  • Figure 15: Q1 unfocused and losing ground brands' KPIs, based on brands surveyed, 2007
• Two more Arcadia fashion brands failing to achieve standout
• Strong-performing companies with weak brands
• MFI brand values damaged beyond repair?
• Not all brands with a distinct proposition achieve standout
• JJB Sports finding it hard to deliver on its distinctive positioning
• Traditional mail order brands losing relevance
• Undifferentiated convenience stores highly vulnerable to encroachment
• Underperforming on a range of attributes
• Littlewoods - where next?
• TJ Hughes - unique format but with limited differentiation
• Round-up: I' m not a value brand - get me out of here!
• Developing other brand values
• Quality discounters - a contradiction in terms?
• Breaking away from obsessive use of price
• Raising service standards to improve the shopping experience
• So what' s wrong with being a value brand?
• Price-led brands are highly vulnerable as in electrical goods
• Quadrant 2 - maturing, aspirational and challenger brands
  • Figure 16: Quadrant 2 - aspirational and challenger retail brands based on all brands surveyed, 2007
• Young, dynamic brands
• Below-average trust linked to lack of awareness
• Strongly differentiated proposition is worth paying extra
• Brand profit is also aspirational
• ESR credentials gives these brands a strong reputation
• Orange - triumph of image over reality?
• The Body Shop most vulnerable to loss of momentum
• IKEA also in the leadership quadrant
  • Figure 17: Quadrant 2 KPIs - maturing retail brands surveyed, 2007
• Realising potential through sustained momentum
• Fashion energy to sustain relevance
• Quadrant 2 - round-up
• Quadrant 3 - Mature brands losing relevance
• Quadrant 3 - mature brands - gaining ground
  • Figure 18: Mature retail brands with limited relevance, gaining ground, 2007
• Directional dilemma
• Brand elements point the way forward
• New technology brands peaking?
  • Figure 19: Mature brands' KPI, gaining ground, based on brands surveyed, 2007
• Mature brands standing still
  • Figure 20: Mature brands standing still, based on brands surveyed, 2007
• Caught napping?
• Complacency - few compelling points of difference
• Debenhams not delivering
• Sainsbury' s - restoring credibility
• Tesco - super state becoming a victim of its own success
  • Figure 21: Mature brands standing still KPI based on brands surveyed, 2007
• Mature brands losing ground
  • Figure 22: Mature retail brands losing ground, from brands surveyed, 2007
• Crisis looming for brands with no strong points of difference
• Correlation between these ailing brands and weak profitability
• Low ESR ratings reflect concern about profitability
• Loss of authority particularly damaging to specialist drinks retailers
• House of Fraser, house of brands
  • Figure 23: Mature brands losing ground KPI based on brands surveyed, 2007
• Quadrant 3 Round-up - Is there a way back?
• In need of revitalising
• Re-inventing the differences that make a brand special
• Personality profile needs work
• Quadrant 4 - Leadership brands
  • Figure 24: Q4 leadership brands based on all brands surveyed, 2007
• Highly trusted brands distancing themselves from the pack
• Defending quality against the challenger brands
• Building a point of difference into a point of view - ' Plan A - because there is no Plan B'
• Emotional engagement reinforces points of difference
• IKEA rated highest for differentiation
• Waterstone' s holding its own against Amazon
• Boots
• Q4 round-up - consistency, quality and innovation required
• Maintaining position by avoiding complacency
• Maintaining vitality through innovation and new ideas
• Customer retention is paramount
  • Figure 25: Q4 leadership brands' KPIs, based on all brands surveyed, 2007
• So what we' ve found is

Benchmarking

• Themes and issues
• Financial performers
  • Figure 26: Retail profit growth based on brands surveyed, 2007
  • Figure 27: Retail profit growth based on brands surveyed where only 2006 figures available, 2007
  • Figure 28: Retail sales growth based on brands surveyed, 2007
• Biggest-spending brands
  • Figure 29: Top ten retail advertising expenditure, based on brands surveyed, 2003-07
• DFS sings loudest in a disappointing Christmas
  • Figure 30: Top ten retail advertising expenditure 2007, based on brands surveyed, 2007
• River Island shrugs off the consumer caution
  • Figure 31: Top ten retail advertising expenditure 2003-07, based on brands surveyed in 2007
• Amazon revs up in 2007 on the Internet
  • Figure 32: Top ten retail advertising expenditure, based on brands surveyed, 2006-07
• Vision Express can see opportunity
  • Figure 33: Top 20 retail adspend ratios in 2007, based on brands surveyed in 2007
• M&S best reputation contrasts to Tesco' s best value
  • Figure 34: Best reputation and profits orientation of brands surveyed, 2007
• M&S is quality: premiumisation and consistency
  • Figure 35: Retail top ten for high quality, premium retail brands surveyed, 2007
• M&S dominates top service
  • Figure 36: Top 20 retail brands' aspects rated on service from the brands surveyed, 2007
  • Figure 37: Top 20 retail brands rated on best service achieved from brands surveyed, 2007
  • Figure 38: Retail service vs innovation in brands surveyed, 2007
• IKEA brings dynamism in both differentiation and innovation
  • Figure 39: Top ten retail differentiation and innovation of brands surveyed, 2007
• M&S and The Body Shop lead on ESR
  • Figure 40: Retail category average KPIs compared to all categories, 2007
• The Body Shop still hot on ethical and environmentally friendly leadership
  • Figure 41: Top ten ESR rankings for ethical and environmentally friendly, 2007
• Amazon leads M&S as the most trusted brand
  • Figure 42: Top ten retail ESR: social responsibility and trust, 2007
• The ultimate satisfaction!
  • Figure 43: Top ten retail satisfaction of all the brands surveyed, 2007
  • Figure 44: Top retail brand quality vs excellent satisfaction of brands surveyed, 2007
• Commitment
  • Figure 45: Top ten rankings of retail loyalty, retention and preference of brands surveyed, 2007
• DFS and Amazon show most momentum
  • Figure 46: Top ten retail consideration and recommendation of all brands surveyed, 2007
• Monsoon vibrancy leads Zara
  • Figure 47: Top ten rankings of retail energy of brands surveyed, 2007
• Conclusion: the strongest brands
• Appendix
  • Figure 48: Fastest-growing sales for retail brands surveyed, 2007
  • Figure 49: All retail brands surveyed profit growth, for retail brands surveyed, 2003-07
  • Figure 50: Adspend of all retail brands surveyed, 2007
  • Figure 51: Advertising expenditure and adspend ratio of all retail brands surveyed, 2007
  • Figure 52: Most differentiated and innovative of all retail brands surveyed, 2007

Conclusions

• Insularity dominant?
• Never mind the differences look at the similarities
• Relevant consumer orientation
• Breakout thinking
• Visionary leadership
• Star retail brands - movers and shakers
• Conclusion - What now for retail?