THE CONCEPT OF RETAIL LEVERAGE
Retail Leverage is the POWER to significantly influence your presence and fate at retail.
Retail leverage primarily comes in the form of:
- Pricing Power
- Assortment Power
- Promotional Power
- Positioning Power
- Walk-away Power
You may not realize you have leverage or are close to getting it, but you definitely know when you don’t have it.
HOW TO GET IT
We offer these as 5 sure-fire ways to gain Retail Leverage:
- Have The Hot Product With No Substitutes
- Have Something So Big “They” Can’t Ignore
- Be A Top Revenue Vendor
- Bring Pent-Up Demand To Stores
- Offer Product or Program Exclusivity
- Sshhh – this one is secret and a dirty word we can’t bring ourselves to type and can only link to examples of
We will be classifying our posts under one of these categories as we share examples and case studies of Retail Leverage. Are there other ways to gain Retail Leverage – perhaps – and we welcome the opportunity to expand and refine this list.
WHO HAS RETAIL LEVERAGE? (a non-exhaustive list)
In Consumer Electronics: Apple, Sony, HP, Samsung, Canon.
In Consumer Packaged Goods: P&G, Coca-Cola, Pepsi, and we’ll beef up this list with others.
WHO DOESN’T HAVE RETAIL LEVERAGE?
Everybody else. A definition of sorts of a “challenger brand” is a brand without retail leverage.
WHY BLOG ABOUT RETAIL LEVERAGE?
This is the only blog dedicated to sharing and discussing the strategies, programs, and other best practices designed to give “challenger” brands the ability to shape and influence their fates within the world of retail.
Across the ever-contracting landscape of U.S. retailers, only a small, privileged set of category-leading national brands have the power to deliver on the value-propositions upon which their business models are based.
Why? Because over the past twenty years, retailers have become power-brands themselves – seeking to be known not only as destination sellers of goods, but as actual participants in the key categories of market interest. In addition, many retailers today seek to differentiate themselves by promising consumers an expertise that supersedes that of the individual brands they sell and by offering “exclusive” products that make the retailer seem more special than the national brand who actually provides the solution.
The concept of Retail Leverage refers to the desire that most challenger brands have to maximize their influence on the assortment, pricing, promotions, merchandising, and advertising that support their value propositions and deliver maximum returns in an environment controlled almost entirely by the more powerful retailer who dictates the rules of category engagement with the consumer.
Why a blog about Retail Leverage? The most obvious reason is that most of the conversations and documented examples of best-in-class marketing strategies are those put in play by well-funded category leaders who are able to implement their brand initiatives in “partnership” with retailers (or independent of the retailer altogether).
The reality is, however, that most companies are not developing their go-to-market plans as partners with retail or from a position of equal power as the retailer. Most brands rarely realize the full vision of their marketing plans after their consumer packaging gets re-designed by retail buyers, their product portfolio becomes cherry-picked to fill the assortment voids of the category leader, and retailer private labels erode the price premiums that justified the value-added features that the national challenger brand counted on as a basis of differentiation.
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