Just a few volumes have been dedicated to private labels and all of them focused on the marketing side only. A brief part of this work also aims at describing the way private labels are marketed in DIY retail stores. Here, the description of the marketing side is a simple link to get to the real goals of this text, which are completely different from the objectives of previous studies. What is largely developed here is the other side of the shelf: a part of the upstream process that results in the installation of well conceived and well packaged private labels in the DIY retail stores.
The process in question is a professional process carried out by DIY procurement people. With their private label suppliers, those same DIY professionals have to go through a whole process, called supplier management, which is a very structured approach aiming at satisfying the needs of the final customer. Therefore, this work would probably be interesting for both DIY clients and DIY professionals.
Our investigations into the professional world of DIY retailing constitute an opportunity for customers who have always wanted to understand how private labels are conceived and why they are so important for retailers. What is more, DIY clients who will choose to open this book will have access to the store's backstage and "observe" what happens before the private label products magically get in front of them. The process that brings the items to the shelves is carefully described in this work.
The real targets however are DIY procurement professionals. They might have an idea of what happens behind the stage but their appetite for improvement would probably push them to see what is written on the following pages. Best practices in supplier management are given throughout the work. The interviews that were carried out for the purpose of this research might lead interested procurement professionals to excellence in DIY supplier management.
[...] Therefore, we develop the customers' loyalty. The clients who have already been satisfied by a Dexter drill will be obliged to come back again. This is another benefit of private label.”[99] At the top of the DIY companies, managers take this aspect into consideration and place their differentiation requirements into the specification document that will be sent to the suppliers. J.N Kapferer agrees with this in his New Strategic Brand Management. He writes, “specifications will be a way of providing differentiation linked to the store's own values”. [...]
[...] [ ] Once the social audit is completed the supplier has an overview of its own performance on this aspect. It is our role to lead the suppliers and their employees towards better working conditions.”[205] During their investigations, professional auditors must ensure that: - Each worker is free to work for the company or not. - A contract should be signed by the employer and the employee. The salary and the working hours of the worker should appear in the document. The contract should respect the laws of the country. - Trade union participation is allowed. [...]
[...] Their first role is to choose the right time to start the project. Then, “time” is the first “right” we should discuss about. Product Managers choose to start such a project when they perceive that the internal and external clients need new products and private label ranges in store. They should analyze the market to decide if whether it is the good time to launch the project. What will help them achieve this task is surely the definition of needs and specifications of internal and external users. [...]
[...] He leaves his impressions on that matter: “The first contact ( ) is a contact aimed at discovering the company, visiting the factory and presenting the project. It is a seduction exercise vis-à-vis the supplier. The second contact occurs when the suppliers answer the tender. It includes all the exchanges we have with them, whether it is about technical aspects or price (the negotiation part). This is made in a more informal manner: by telephone or e-mail. This contact requires less involvement compared to the first one. [...]
[...] PETIT Jean Marc. ‘Les chiffres de la galaxie Mulliez sont plutôt bons en 2009'. La voix du Nord : Section économie janvier 2010, p 39. COSTIL Olivier. ‘Les chaînes spécialisées Mulliez se portent bien'.LSA : Section « les entreprises – résultats » avril 2010, n° 2133, p 20-21. COSTIL Olivier. ‘Brico-Jardin-déco, les clients jugent leurs magasins'. LSA : Section « l'évènement »,16 avril 2009, n°2086, p 10. ELSEVIER. European Management Journal Vol n° p 10. BEAUMEISTER Anne. [...]
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