version 2 – 11.20.2013

Transcription

VERSION 2 – 11.20.2013
by Christopher A Durham & Perry Seelert
Copyright © 2013 by Folio28 LLC
6508 N 150th St, Omaha, Nebraska 68116
All rights reserved. No other part of this document
may be reproduced in any form or by any electronic
or mechanical means including information storage
and retrieval systems without permission in writing
from the publisher, except by a reviewer, who may
quote brief passages in a review. Published by My
Private Brand, a subsidiary of Folio28 LLC.
All brands, logos, packaging and collateral are the
property of the respective copyright holder.
Disclaimer: All of the information contained herein is
observational or obtained from publicly available
sources. No Walmart personnel were interviewed,
contacted or involved in any way in producing this
Sightline report. The report is based upon a crosssection of in-store visits throughout North America,
and may not be reflective of what is happening
uniquely at Walmart in other countries or even other
regions. It does not include seasonal items such as
Holiday. Sightline relies totally on the authors’
opinions and observations, and attempts to focus on
what is consumer-facing, with no direct or indirect
insight into the internal strategic make-up or
planning of Walmart’s private brand team.
www.folio28.com
www.mypbrand.com
www.mypbrand.com | 2
My Private Brand is the leading online resource for private brand
analysis, best practices, news and information about this fastest
growing segment in the market. With readership from retailers,
private brand manufacturers, branding agencies and thought leaders
from around the world, My Private Brand is designed to foster
innovation, encourage debate and write the next chapter of brand
management.
My Private Brand is a wholly owned subsidiary of Folio28 LLC.
1.  My Private Brand
3
2.  Perspective & Methodology
7
3.  The Retailer
11
4.  Insights
17
a.  Portfolio Insights
b.  Brand & Category Insights
c.  The Top 10 Walmart Opportunities
5.  Private Brand Portfolio
Table of
Contents
a. 
b. 
c. 
d. 
Portfolio Strategy
Price First Test
Licensing
Great For You
6.  The Brands
a.  Fashion
b.  Consumables
  Baby
  Fresh
  Grocery
  Health, Beauty & Cosmetics
  Pet
c.  Hardlines
  Electronics
  Home Décor
  Home Improvement & Automotive
  Office & Craft
  Toys & Sports
  Travel & Outdoor
  Grilling & Accessories
18
21
32
43
44
55
70
76
84
85
171
173
190
222
278
308
326
327
336
399
424
439
466
478
Objectives:
The creation of Sightline is borne out of our passion for Private Brands and the belief that a significant
knowledge gap exists around most retailers’ private brand programs. Analysts, trade magazines and
researchers have focused on the “one note” private label program as a copycat value play. Sightline is My
Private Brand’s exclusive strategic in-depth analysis into the entirety of a Private Brand portfolio.
There are three objectives for Sightline beyond an intense focus on one retailer’s private brand strategy:
1.  Provide a comprehensive view of the program’s portfolio architecture and each brand’s intent.
2.  Outline the key insights, success factors and “misses” within the retailer’s Private Brand program.
3.  Create a highly visual perspective that distills multiple store visits and experiences.
We recognize that this highly focused perspective will, and should, be interpreted differently if you are
a retailer, manufacturer or consultant in the industry. Knowing what Walmart is doing is the first step,
but how you specifically take the knowledge and develop your own actions will require further
strategic consideration. We can help you with these action plans, and hope you reach out to us for
further engagement.
Sightline 2.0:
My Private Brand selected Walmart as the subject of the first Sightline analysis not simply because of their
overwhelming size, but because over the last five years we have posted more than 2,500 articles on the
site and readers clamor for more Walmart insight.
The retailer has created an amazingly subtle way of veiling their Private Brand commitment. They report
often on private label in grocery and packaged goods (Great Value), focusing financial analysts’ attention on
foods, while Private Brand and their significant penetration/share in the remainder of the store flies under
the radar.
Walmart is just the beginning of an exciting future for Sightline, where our “2.0” initiatives will look at
retailers within food, drug, mass, convenience, office and many others, complemented by “white papers”
that will also focus on Private Brand trends and strategies.
PERSPECTIVE &
METHODOLOGY
Key
Tenets
  Retailers are Brands and must own a
robust portfolio of Brand assets.
  Private Brand portfolios should be
focused, strategic and impactful.
  Retailer-owned Brands create loyalty
and profitable revenue growth.
  Retailers must WIN!
1.  Invest in and create a robust portfolio.
Developing a compelling, consumer- and marketing-led set of Private
Brands is one of the most powerful, differentiating investments a
retailer can make.
Core
Beliefs
2.  Ensure your portfolio is specific to who you are.
Every retailer’s innate DNA and strategy is different, and thus, their
private brand architecture should be too.
3.  Treat your program as a meaningful asset.
The best Private Brand programs require a combination of assets –
people, product development and brand – that must be consistently
invested in, balanced accordingly and reevaluated.
4.  Share your mission.
A retailer’s entire organization should understand the mission of the
private brand program, especially customer-facing associates.
5.  Win by being proactive.
The world of private brands is constantly evolving, and to win you
cannot afford to be reactive. You have to chart your direction
proactively.
The Methodology
  38 store visits to 12 stores in 6 states: California, Connecticut, Nebraska, North Carolina, South Carolina
and Illinois.
  Research from the database of more than 3,000 articles over the last 5 years in the
My Private Brand archives.
  Research from publicly available sources.
  Seasonal brands that are not in store year round are not included in this analysis.
THE
RETAILER
2012 Walmart Annual Report
  10,000+ retail units
  69 different banners in
27 countries
  2+ million associates
  200+ million customers
Fiscal 2012 review and key strategies
For the fiscal year ending January 2013:
 
Walmart increased net sales
by 5% to $466.1 billion.
 
Net sales increased by 5.9% to $443.9 billion.
 
Consolidated operating income grew by 4% to $26.6 billion.
 
Diluted earnings per share from continuing operations attributable to
Walmart were $4.54 per share, up from $4.18 the previous year.
 
Added 52.2 million square feet through 1,160 additional units, including
acquisitions in the U.K. and South Africa.
Walmart’s Five Key Strategies
2012 Walmart Annual Report
1.  Developing our people
2.  Driving the productivity loop
3.  Winning in Global eCommerce
4.  Reinvigorating our customer–
focused culture
5.  Leading on social and
environmental issues
Michael T. Duke
President & Chief Executive Officer
Fortune 500 - 2013
1. Walmart Stores
Rank: 1 (Previous rank: 2)
CEO: Michael T. Duke
Walmart reclaimed the top spot in the Fortune 500 in 2012 after
slipping to No. 2 last year. The retailer’s refocus on low prices
continued to attract frugal shoppers into the discounter's U.S.
stores.
For fiscal year 2012, sales rose 5.9%, to $443.9 billion. Despite
relatively strong sales, Walmart must hold onto its U.S. shoppers,
which make up 62% of the chain’s net sales.
Beyond the U.S., Walmart continues to investigate allegations that
executives in Mexico paid more than $24 million in bribes to speed
the retailer’s expansion there. The probe has widened to Brazil,
India and China.
Ranking the Walmart Brand
Rankings where listed
Year
#
Brand Finance Best Retail Brands: Brand Finance
2012
1
BrandZ Top 100 Brand Ranking: Millward Brown
2012
17
Fortune U.S. 500 (100): Fortune
2012
2
The Most Valuable U.S. Retail Brands: Interbrand
2012
1
World's Most Admired Companies: Fortune
2012
24
The Reputations of the Most Visible Companies:
Harris Interactive
2012
41
Competitive Set
2011 U.S. Retail
Sales ($000)
2012 Total Retail
Sales ($000)
2012
Total Stores
$316,083,000
$446,950,000
4,523
Minneapolis, MN
$68,466,000
$73,301,000
1,778
Seattle. WA
$33,837,000
$61,090,000
-
Hoffman Estates, IL
$26,397,000
$39,854,000
2,548
Grand Rapids, MI
$16,603,000
$14,780,000
200
Headquarters
Bentonville, AR
Information taken directly from retailer annual reports, Forbes.com and internetretailer.com
INSIGHTS
PORTFOLIO
INSIGHTS
  Walmart owns a multi-billion dollar portfolio of labels that
could become Brand assets.
Summary
of Portfolio
Insights
  Private Brand strategy is focused on creating labels that
generate sourcing and margin opportunities and not on
creating differentiation or building brands.
  Private Brand Portfolio strategy is defined, not by brand or
consumer need, but by merchandising structure and
sourcing opportunities.
  Brands within the portfolio are typically restricted to broad
merchandising areas, and rarely crossover.
  Exclusive/licensed brands are used extensively to give the
portfolio credibility and present “known” brand options for
Walmart customers.
  Unbranded/Generic products are prevalent through the
entire store. SEE PRICE FIRST ADDENDUM IN GROCERY
Create brands that uniquely reinforce Walmart
The Private Brand portfolio and strategy should enhance and build upon
Walmart alone, filling the distinct needs of their customers, not
mimicking other brands or retailers. The ideal portfolio strategy for
Walmart is ownable, relevant and deliverable only by Walmart.
Three
Key Portfolio
Opportunities
Move from labels to brands
Create brands consumers truly care about that resonate more than just
“labels.” Brands brought to life through story and personality beyond the
shelf give the Walmart shopper a reason to come back and drive
corporate value by becoming assets.
Build a diverse and strategic portfolio
Create a multi-faceted portfolio not simply focused on delivering the
“Save Money” aspect of Walmart’s mantra, but also bringing the “Live
Better” aspect to life and emotionally engaging customers. This will
enable Walmart to reach new shoppers, categories and lifestyles.
Maintain a robust portfolio of brands meeting different business roles
and brand positionings, all working in tandem to differentiate Walmart.
BRAND &
CATEGORY
INSIGHTS
Insight #1 Significant Penetration Variance
17%
90%+
Estimated Private Brand
Penetration
GROCERY
HOME DECOR
Walmart quietly targets many categories in the Non-Food and Home Decor areas for total Private Brand ownership. Typically,
these are categories without a recognizable or dominant national brand leader. This dominant share is executed using a
robust portfolio of Private Brands, and is easily seen in home decor where Mainstays, Better Homes, Your Zone, Canopy and
Hometrends each play a role. This gives the customer a perception of brand choice while allowing Walmart to maintain
control of the category and the corresponding margin benefits.
Insight #2 The Devolution of Great Value
1993
2009
2010
2010 - 2013
2013
The original Great Value,
designed by Don Watt.
The relaunch of Great
Value with a stark white
institutional brand
approach, heavy-handed in
its communication of
“economy.”
An injection of some color
into the existing Great
Value brand architecture,
to reduce its austerity.
The introduction of
the Great Value design
“wave” in multiple
categories, along with a
variety of other random
design solutions.
An inconsistent design
system that focuses
on heavy color saturation
and often closely mimics
national brands.
The Great Value logo
is dramatically reduced
in size and visibility.
Insight #3 Perishables Strength
Once a perceived weakness, three Private Brands are increasing the credibility of
their fresh foods offerings:
•  Marketside: (throughout produce) in dressings, marinades, fresh takeaway, appetizers and more.
•  The Bakery: a stratified brand that at its premium utilizes Paula Deen as the brand endorser.
•  Prima Della: Walmart’s behind-the-glass Private Brand premium deli meat offering.
Insight #4 Dedicated Merchandising
Walmart has a consistent and dedicated commitment to merchandising Private Brand. Off-shelf pallet and
endcaps are evident throughout the store in high volume/high profile products, from Electronics to Auto to
Grocery to HBC.
Insight #5
The Heritage Of Sam?
No reference to Sam
in new packaging
Old Logo references
Sam Walton clearly
The authentic connection to founder Sam Walton has virtually disappeared in Private Brand. In
the Ol’ Roy brand in Pet, the recent redesign removes reference to Sam. In Sam’s Choice, there
is a new design and branding initiative that has dramatically reintroduced Sam’s Choice and
Sam to the Walmart customer.
Insight #6
Design Sophistication (in Pockets)
While most of Walmart’s portfolio does not
appear to be focused on either the
customer or brand, design sophistication is
emerging in spots. Examples include:
•  The clean, modern, character-driven
design of Lucky Duck wine.
•  Marketside and its credible,
approachable brand personality.
•  Pure Balance and its contemporary
design that evokes science and nutrition.
•  The bold typographically-driven design for
Backyard Grill.
Insight #7 Fashion & Modernity
Once known for its dowdy and stale approach to fashion, Walmart has quietly updated their set.
Though they could never be called fashion forward, they are on trend with key styles, cuts, color and
patterns. Despite this improvement, the consumer impression is slow to catch up with the changing
product, as the overarching Walmart value halo still conveys an unfashionable perception.
Insight #8 Unbranded – The Non Strategy
Walmart is unafraid to market
numerous unbranded products
throughout the entire store. The
products often carry an obvious
Walmart distribution clause and
are on true value/basic products.
However, they are not restricted
to just the “cheap stuff,” and in
Packaged Goods and Home
Decor the products may be
premium. The use of unbranded
products masks the true Private
Brand penetration and creates
an artificial sense of selection.
SEE PRICE FIRST IN THE
PORTFOLIO SECTION
Insight #9 Borrowed Equity: Licensing
A key part of Walmart’s overall Private Brand portfolio strategy is the use of licensed/exclusive brands
wholly controlled by the retailer. The brands create a set of relevant, recognizable and known brands for
the Walmart customer while maintaining sourcing flexibility and margin. Many of the brands provide
authenticity in categories where Walmart has credibility issues (i.e., Ocean Pacific, Better Homes &
Gardens).
Insight #10 Packer/Manufacturer Labels
Packer/manufacturer labels with no
brand awareness, marketing, or
innovation are given shelf space
throughout the store. Although this
may create the illusion of brand
choice, it does not bring customers in
or provide the value comparison that
Walmart covets.
SEE PRICE FIRST IN THE
PORTFOLIO SECTION
THE
TOP 10
WALMART
OPPORTUNITIES
1
Unified Brand Portfolio Strategy
50+ Opportunistic
Labels
Unified
Portfolio
Strategy
BRAND
ASSETS
Build a unified portfolio strategy that is not simply focused on delivering Walmart’s value proposition, but
also on reaching different customers and category needs. A robust portfolio of brands that have different
business roles and brand positionings, focused on fulfilling their specific role and ultimately
differentiating Walmart.
Consider how lifestyle brands could potentially create customer loyalty and solve merchandising needs.
For example:
• 
The extension of Onn into batteries.
• 
The extension of Ocean Pacific into beauty and tanning.
• 
The consolidation of Your Zone into No Boundaries.
• 
The reevaluation of Great Value beyond consumables.
2
Optimize & Expand the Portfolio of Grocery Brands
Build a robust Private Brand Portfolio strategy in grocery that repositions existing
brands/creates new brands and focuses on capturing the hearts, minds and
wallets of Walmart customers.
Is Great Value the best solution for NBE products. So customers
believe?
Solve for premium products – Sam’s Choice, World Table or ? –
Consolidate, reposition or create.
How far can Marketside stretch (meat, dairy, etc)?
Basic
Product
Create a brand solution for true basic products – which are often
unbranded – Is Great Value the solution?
SEE PRICE FIRST IN THE PORTFOLIO SECTION
Customer
Focused
Brands
Explore new specialty brands that create ownable differentiation
with Walmart Customers – Hispanic, Regional, Asian, HMR?
3
Steal Share With Private Brand
OFFICE
ELECTRONICS
CRAFT
The Walmart Private Brand portfolio should significantly steal share from three vulnerable
channels:
•  Office is poised for further expansion at Walmart, where basics like paper, pens and filing
are perfect Private Brand opportunities.
•  Given Best Buy’s fragile state, the expansion of Onn and Onn Platinum is a significant
opportunity.
•  There is plenty of cross-over with the Walmart and Michael’s shopper; owning more
territory within Craft/Party should be an objective.
4
Create “Hero” Private Brand Products
Dave Nichols was Right!
Create hero products for each brand that solve
the unique needs of the Walmart customer –
Own them, manage them and market them.
Must have products in Home Decor,
Consumables and Hard Lines will give
Walmart customers another reason to believe.
5
The Future Customer
Develop and nurture future customers by refining the
Private Brand portfolio to better relate to their lifestyle.
Consider all categories in the store, as younger
consumers engage through tweets and texts and are
not confined by traditional brick and mortar
limitations.
Optimize, consolidate, reposition and create to
enhance the portfolio:
  No Boundaries
  Ocean Pacific
  Faded Glory
  Mainstays
  Your Zone
  Onn
  Great Value
  Equate
6 Brand Ambassadors
With more than two million employees, Walmart has the opportunity to
convert them from employees to passionate brand advocates. It is critical
those on the front lines know, love and feel ownership for the Walmart
Private Brands.
7 Branded Environments
Leverage the store to tell brand stories and engage Walmart customers in the experience of branded
shopping. Despite the modern evolution of the store to cleaner, more shoppable spaces, the
traditional Walmart big box remains starkly lit and merchandised for operational efficiencies and not
for selling or customer engagement. Walmart will always be the value player, however, it can create
customer experiences that are appropriate to their value positioning.
8 Encourage Trial
The 1 million daily Walmart
shoppers worldwide create a huge
opportunity to encourage trial,
drive ticket and ultimately create
brand loyalty.
The Bright Ideas sampling centers
should aggressively sample
Private Brand products, ideally
with a complementary national
brand product (i.e., Kraft Cheese
and World Table Cracker).
9 Fresh Meat Branding
The pull-back from brands like “Genuine
Steakhouse,” formerly their Private Brand of
beef, to unbranded Premium USDA Choice, is
counterintuitive to where the industry is heading,
with grocers like Hy-Vee, Food Lion, A&P and
Safeway each marketing a beef brand.
Meat & Seafood is the weakest part of Walmart’s
fresh area, and the lack of branding creates a
general lack of credibility. Additionally, the
presence of true generic product in meat
downgrades the quality perception of the entire
department.
10
Private Brand Leadership Online
With more and more shopping
experiences moving to digital,
Walmart.com is essential to the
company’s future, and important in
fighting Amazon. The home page to the
left shows Walmart.com featuring the new
Better Homes patio collections for spring.
It is this type of proactive marketing that
is key to continuing their Private Brand
success in Home Decor, Non-Foods and
even in Grocery.
Walmart.com can be more persuasive
than Amazon regarding Private Brands,
which is a significant advantage.
PRIVATE
BRAND
PORTFOLIO
The Walmart Private Brand Portfolio strategy is defined, not by brand
positioning or consumer preference, but by merchandising structure and
needs. It is focused on creating labels that generate sourcing and margin
opportunities and not on creating differentiation or building brands.
OVERVIEW
The
Portfolio
Strategy
The majority of the labels in the Walmart portfolio deliver on the “Save Money”
portion of the Walmart brand mantra by delivering National Brand Equivalent
products which are “as good as or better than” the product they are targeted
against.
Unbranded/generic products are used throughout the store to give the
customer the illusion of brand choice and to mask the total penetration of
Private Brand products.
Manufacturer labels often created by traditional private brand manufacturers
are used extensively to give the further illusion of brand choice. These labels
typically have little to no consumer awareness, marketing budget or brand
management.
Versions 2: As of November 2013 it appears that there is a significant strategic
shift unfolding on the grocery side of the Walmart Private Brand portfolio. The
redesign and re-emergence of Sam’s Choice and the testing of the neo-generic
basic private label Price First are clear signs of a evolving portfolio.
In Their Own Words
Walmart has traditionally claimed to be focused on national brands in grocery. In March
2013, Chief Financial Officer Charles Holley presented at the Bank of America Merrill Lynch
2013 Consumer & Retail Conference, held in New York.
“We don’t view private label maybe like some other retailers. We are a brand retailer. We like to sell
brands. We use private label to fill in gaps where we see there is a value gap for our customers. So, it’s
really very dependent on a category or subcategory. Now, having said that, we are improving our private
label, you will – at the quality even the packaging is changing. You will see more, I think, private label in
certain categories later in this year. But it’s not a strategy to replace or pump up profit; it’s really a
strategy to have an offering of value that’s just not there right now for the customer.
In September 2010, Bill Simon, U.S. president and CEO, presented these thoughts on the
retailer’s private label program:
“There has also been a lot of discussion over the last couple years about our private label program, our
private brand program. And I will say it again here. We've said this regularly. We are a house of brands.
We prefer to sell national brands. They show our product better – excuse me – they show our value
better. When the price of Oreos in my store is less than the price of Oreos in a competitor's store, there
is no doubt who the price leader is and where the basket win is. And we would prefer to show that as
value.
Private brands are still important to us. They play an important role in our business, different by
category. They will fill holes or gaps in our offering. On the food side, they will serve to make sure our
suppliers remain committed to everyday low cost where we need to. And in certain categories of our
business, home and apparel particularly, they will be lead where we don't have the national brand
penetration that we wish we did."
Portfolio
Timeline
The
Early
Years
Middle
Years
The Shift
from
Label to
Brand
PROJECT IMPACT
IMPLODES
Retreat
from
Brand
Today
1983
Ol’ Roy dog food is introduced
1991
Walmart introduces first Grocery Private Brand, Sam’s American Choice
1990s
Perrigo assigns Equate trademark to Walmart
1992
Walmart acquires and registers Faded Glory trademark
1993
Great Value is introduced
1996
Mainstays Home Decor brand is introduced
1996
Home Trends Home Decor brand trademarked
1997
Parent’s Choice infant formula is introduced
1999
Walmart acquires ASDA and the Fashion brand GEORGE
2008
Launch of Genuine Steakhouse brand beef
2008
Canopy Home Decor brand launched
2008
Better Homes & Gardens launched
2009
Great Value redesigned and relaunched with “white” design
2009
Your Zone teen focused brand is introduced
2009
Ocean Pacific relaunched as Walmart exclusive brand
2009
Danskin Now launched as Walmart exclusive brand
2009
Mainstays is redesigned
2009
The Marketside brand is introduced on products
2009
World Table is introduced
2010
Great Value design evolves to include larger photos and panels of color
2010
Equate redesigned
2010
Home Trends redesigned and relaunched
2012
Pure Balance premium dog food brand is launched
2013
Great Value redesigned with a colorful category focus
2013
Sam’s Choice is redesigned and remerges
2013
Walmart tests Neo-Generic Basic Brand Price First
Private Brand Portfolio
Evolutionary Scale
This scale evaluates the complete Private Brand portfolio and determines its evolutionary state.
There may be brands in the portfolio which are higher or lower on the scale than others.
GENERIC
Margin Focused
LABEL
Growth Focused
BRAND
Customer Focused
Unbranded product is common
“Customers do not need a brand”
Packaging and products redesigned with an
emphasis on better design and quality
Brand is an important tool to build relationships
and engage customers
Brand management, package design and
product development are considered
unnecessary expenses
Brand management and enhanced package
design are beginning to gain respect
Brand management, package design and
product development are considered strategic
investments and integral parts of the business
  Cheap basic product
  National Brand Equivalent (NBE)
  Multiple price points
  Add value through slightly better specs, pack
size, etc
  Multiple quality tiers
  Add value through slightly better specs, pack
size, etc
  Products that deliver on brand role
and positioning
  Unique and differentiated
products
Private Brand Portfolio
Evolutionary Scale
This scale evaluates the complete Private Brand portfolio and determines its evolutionary state.
There may be brands in the portfolio which are higher or lower on the scale than others.
GENERIC
Margin Focused
LABEL
Growth Focused
BRAND
Customer Focused
The Portfolio & Brands
Walmart owns or controls more than 50 distinct labels that exist primarily as names and logos on package that create
merchandising and sourcing opportunities. The sheer number of labels create complexity and ensures each brand receives
minimal brand management, marketing or advertising. These labels facilitate a highly effective merchandising strategy that
easily delivers on the “Save Money” portion of their brand mantra but fails to deliver Brand assets that help Walmart
customers “Live Better.”
There are three essential types of brands within the Walmart portfolio.
  Private Label/Private Brands created and exclusively marketed by the retailer. They vary in scope (by department,
category, category segment and even product) and architecture (i.e., Onn in Electronics and Onn Platinum). In many
categories architecture is defined by pricing, quality, customer segmentation, life stage or design style.
  Licensed/Exclusive brands are brands that are licensed by the retailer from the brand owner and have existing equity. The
brands and products within them are typically controlled by the retailer. This provides the retailer an opportunity to
leverage brand equity in categories where their credibility is less than desirable (Better Homes & Garden in Home Decor).
This type of brand may be used to either build long-term credibility (Ocean Pacific) or create short-term excitement and
drive traffic (Missoni at Target).
  Generic/Unbranded: Products that carry no name or logo and make no effort to create a relationship with the customer
beyond price. There is typically a consciously developed design system that fits into the category architecture, but is
simply “unbranded.” These products are often used to give the customer the illusion of brand choice.
Versions 2: As of November 2013 it appears that there is a significant strategic shift unfolding on the grocery side of the
Walmart Private Brand portfolio. The redesign and re-emergence of Sam’s Choice and the testing of the neo-generic basic
private label Price First are clear signs of a evolving portfolio.
Private Brand Portfolio – V2
Unbranded
Brand Roles
Lifestyle
Brand
Brands may be clustered into the following brand roles
based on their position, pricing, quality, merchandising
and marketing. None of these brand roles are focused
on Winning or Differentiation.
Mainstream Plus Brand: Designed to rise up within the
category at a more premium price point, and in many
cases offer unique features versus mainstream
national brands.
Mainstream Brand: A label that is positioned to
fill merchandising needs for price and quality –
mainstream – Good/Better NBE product. It has the
potential to become a brand if consumer positioning
is considered.
Mainstream
Plus
Mainstream
Brand
Category
Brand
Category Brand: A brand that is narrowly positioned to
fill a specific category need.
Lifestyle Brand: A brand that is broadly positioned to
address a lifestyle or customer need.
Department Brand: A brand that is the umbrella for
multiple categories within and/or across a
merchandising department.
Department
Brand
IF SUCCESSFUL THE PRICE FIRST NEO\GENERIC BASIC BRAND WILL CREATE AN ADDITIONAL ROLE
Brand Roles
HARDLINES
FASHION
CONSUMABLES
Mainstream
Plus
World Table
Sam’s Choice
Pure Balance
George
Better Home & Gardens
Mainstream
Great Value
Department
Lifestyle
Category
White Cloud
GeoGirl
Flower
Clear American
Ol’ Roy
Special Kitty
ReliOn
Lucky Duck
Oakleaf
Prima Della
The Bakery
Walmart Deli
Marketside
Equate
Parent’s Choice
Faded Glory
Ocean Pacific
Danskin Now
Garanimals
Starter
No Boundaries
geogirl
Brahma
Earth Spirit
White Stag
Mainstays
Canopy
Home Trends
My Life as
Wish I Was
Golds Gym
Your Zone
Everstart
Backyard Grill
Backyard Classics
Easy Home
Kid Connection
Protégé
SuperTech
Paw Print
Way To Celebrate
Onn
Ozark Trail
@ the office
IF SUCCESSFUL THE PRICE FIRST NEO\GENERIC BASIC BRAND WILL CREATE AN ADDITIONAL ROLE
$Billion+ Brands
Brands that have an estimated $1b in annual sales.
Tiering
Grocery Example (Coffee)
Fashion Example (Jeans)
PREMIUM
Illy
Seven For All Mankind
BEST
Starbucks
Lucky
BETTER
Folgers
Levi’s
$
GOOD
Eight O’Clock
Lee
¢
BASIC
Generic (PRICE FIRST)
Wrangler
$$$$
$$$
$$
A portfolio architecture grid has been created for each section. The grid illustrates the placement of each
brand in the portfolio in the given area based on price tiering and broad category. Tiers are representative of
in-store pricing progression and do not necessarily indicate a shift in quality. Ideally a brand delivers a
uniform level of quality and creates a consistent customer experience. This analysis is based solely on
products and pricing with Walmart and may not be indicative of how the brand or product competes with
other private brands or retailers.
THE
PRICE FIRST
TEST
Price First
In early November 2013 Walmart introduced the neogeneric, extreme basic brand as a test in approximately
400 stores, the moves consolidated many of the generic
and packer labels into one basic private label offering – it
remains to be seen if the brand will expand outside of
grocery to include the 100’s of unbranded sku’s across the
store.
While we applaud Walmart finally acknowledging the
numerous unbranded and control label SKUs in grocery as
private label products and creating a brand to tie them
together – the 1970’s flashback design is at best
disappointing, but at its worst it could set the industry back
twenty years.
With Lucky Duck, Prima Della, Marketside, Pure Balance,
You Zone, Onn and Backyard Grill, Walmart has
demonstrated their ability to create engaging wellpositioned and well-designed brands. This simply does not
live up to those standards.
Price First Questions?
  How will customers react to a new private
label that makes no apologies for low
quality products?
  Will customers embrace the neo-generic
package design or find it embarrassing?
  Will customers understand the difference
between the two descriptively named
brands Great Value and Price First?
  How will the introduction of Price First
impact the penetration of private label in
grocery?
  Is Walmart creating labels or building
and managing BRANDS?
  Will the brand expand beyond grocery?
Price First Trademark Registration
Walmart applied for the trademark in early 2012 and has now extended the application
to more than twenty classes. Categories listed include:
  Laundry products, namely, bleaching preparations, anti-static dryer sheets, fabric
softeners for domestic use, and stain removers; dishwashing detergent, laundry
detergent
Bleaching preparations and other substances for laundry use; cleaning, polishing,
scouring and abrasive preparations; soaps; perfumery, essential oils, cosmetics,
hair lotions; dentifrices.
  Apparatus for lighting, heating, steam generating, cooking, refrigerating, drying,
ventilating, water supply, and sanitary purposes.
  Paper, cardboard and goods made from these materials, not included in other
classes; printed matter; bookbinding material; photographs; stationery; adhesives
for stationery or household purposes; artists’ materials; paint brushes; typewriters
and office requisites (except furniture); instructional and teaching material (except
apparatus); plastic materials for packaging (not included in other classes); printers’
type; printing blocks.
  Meat, fish, poultry and game; meat extracts; preserved, frozen, dried and cooked
fruits and vegetables; jellies, jams, compotes; eggs, milk and milk products; edible
oils and fats
  Coffee, tea, cocoa, sugar, rice, tapioca, sago, artificial coffee; flour and preparations
made from cereals, bread, pastry and confectionery, frozen ices; honey, treacle;
yeast, baking powder; salt, mustard; vinegar, sauces (condiments); spices; ice.
  Beers; mineral and aerated waters and other nonalcoholic drinks; fruit drinks and
fruit juices; syrups and other preparations for making beverages.
Price First - Flyer
Price First - Flyer
Price First - Facebook
Price First - Product
Existing Packer
SKU
Re-labeled SKU
Existing Packer
SKU
Re-labeled SKU
Existing Packer
SKU
Re-labeled SKU
Existing SKU with
Walmart distribution
clause
Re-labeled SKU
Price First – Tiering - non test stores
GOOD
Existing SKU with
Walmart Distribution
clause
Existing SKU with
clause
BETTER
BEST
Private Brand
BASIC
Price First – Tiering – V2
GOOD
Existing SKU with
clause
Existing SKU with
clause
BETTER
BEST
Private Brand
BASIC
PORTFOLIO – PACKAGED CONSUMABLES
Is the Strategy Evolving – V1?
The recent introduction of redesigned brand packaging for Sam’s Choice on frozen rising crust pizza provides hope for
the reemergence of Sam’s Choice. These SKU’s were converted from Great Value, which leads to questions about
portfolio strategy.
Manufacturer Brand
Private Brand
BASIC
GOOD
BETTER
BEST
PREMIUM
OPPORTUNITY
OPPORTUNITY
NOT IN STORE
Is the Strategy Evolving – V2?
GOOD
OPPORTUNITY
OPPORTUNITY
BETTER
BEST
PREMIUM
Manufacturer Brand
Private Brand
BASIC
DISAPPEARING
NOT IN STORE
LICENSING
Licensed/Exclusive Brands
Iconix Brand Group
Three of Walmart's licensed brands (OP, Starter, & Danskin Now) are owned by the Iconix
Brand Group. With a portfolio of more than 30 fashion and home brands touching every
segment of retail distribution from luxury to mass market, Iconix licenses its brands to
leading retailers and manufacturers worldwide. With innovative and creative advertising
and promotions, Iconix is a leader in promoting and elevating brands through traditional
and new media platforms.
The Iconix business model is unique to the fashion industry:
  Allows retailer to leverage known brands while maintaining control of product development
and global sourcing.
  Retailer outsources brand marketing to Iconix.
  Predictable revenue stream due to contractually guaranteed minimum royalty payments.
  No inventory, operating or product risk.
  Significantly higher EBITDA and net margins than traditional operating apparel companies.
  Strong free cash flow with low overhead and minimal capital expenditure requirements.
  Opportunity for accelerated growth through brand acquisition strategy.
The Licensing Giant
I JEANS
Project Impact - 2008
In 2008, Walmart began Project Impact, the ambitious store and strategy remodeling
effort. The goals of the project were:
  Cleaner, less cluttered stores designed to improve the shopping experience.
  Friendlier customer service.
  Focus on categories where the competition can be killed - Win, Place, Show.
Project Impact was intended to reduce clutter, make the jammed aisles easier to
navigate, and improve the look of the stores. Bill Simon, the COO of Wal-Mart US, told
Daily Finance, "The net effect is you open up the customer space, you improve the
shopping experience, you provide access and visibility to departments in the store
that were previously difficult to shop, like apparel."
Unfortunately, when the retailer implemented Project Impact at 600 U.S. stores, it
had an unintended impact – sales suddenly declined. Part of the reason for the
decline was the decision to de-clutter an area of the store called "Action Alley," which
placed fast selling impulse items in the aisles of the store.
And most important to this analysis was the SKU rationalization that focused on
simplifying the shopping experience and improving profitability for remaining SKUs,
consequently enabling the growth of Private Brand penetration and the reinvention of
Great Value.
On August 17, 2010, Walmart announced it was officially rethinking its innovative
Project Impact strategy, as well as reviewing its aggressive product rationalization
scheme, which according to Planet Retail data, led to it cutting the number of SKUs it
offered in its Supercenters by approximately 15% last year.
Guarantee
A guarantee containing the Walmart spark appears on the vast majority of packaged
Private Brand goods as well as a unique toll free number and brand focused landing
page on Walmart.com. In the World Table example above, the web address directs to
the Walmart home page.
GREAT
FOR YOU
Great For You (Press Release)
WASHINGTON, D.C., Feb. 7, 2012 – A year after
pledging to develop a front-of-pack label that would give
its customers an easier way to identify healthier food,
Walmart, the nation’s largest food retailer, unveiled the
Great For You icon at an event today in Washington,
D.C. The icon, part of the company’s healthier food
initiative, is an effort to implement a transparent,
summary icon for its private label brand products
backed by rigorous nutrition criteria. “Great For You” will
initially appear on select Walmart Great Value and
Marketside items, as well as on fresh and packaged
fruits and vegetables at Walmart U.S. stores nationwide
this spring.
Great For You (From Walmart.com)
Great For You
Icon appears on their Great Value and Marketside brands in Dry Grocery, Frozen and across key Produce items like bananas.
Great For You
Great For You
The icon appears across 32 Great Value subcategories and 16 Marketside items listed here.
Great For You
Great For You
The Great For You initiative is designed to compete against numerous other retailers like NuVal,
Ahold (Healthy Ideas) and Delhaize (Guiding Stars) who have developed their own ways of
communicating nutritious alternatives in their stores.
THE
BRANDS
FASHION
The Fashion departments at Walmart reinforce the
overarching Walmart mantra, “Save Money, Live Better.”
However, unlike other areas of the store, national brands
have a secondary purpose and the Private Brand portfolio
dominates the set.
FASHION
Portfolio
Strategy
  Multiple brands are leveraged to engage different
customer targets, demographics and lifestyles (White Stag
= older missy customer, Ocean Pacific = sun and surf
lifestyle).
  George and Faded Glory are confident megabrands that
dominate the sets.
  Licensed brands wholly controlled by Walmart create
relevant recognizable “national brands” for the Walmart
customer while maintaining sourcing flexibility and
margins: Ocean Pacific, Danskin Now, etc.
  Where National Brands exist, they are often sub-brands
created for either Walmart or the channel: e.g., Levi’s
Strauss Signature, Carter’s Child of Mine.
FASHION
Portfolio Observations
The Walmart retail brand dominates the consumer perception of the fashion set, consequently it is not as
“cool” to shop at Walmart or wear Walmart brands. This is a clear advantage for Target, H&M and Uniqlo.
However, the brands and products in the Walmart Private Brand portfolio are much better than the
perception and are often on par with their competitors.
Opportunities:
  Tell brand stories, create an emotional connection with the Walmart customer. Reinforce his/her
decision to buy George, Faded Glory, Ocean Pacific, etc. by giving a reason to believe.
  George in America should live up to its European Standard. Build a global brand that customers know
and love. Take a page from Joe Fresh and do it better.
  Own the plus size customer and give her clothes she is proud to wear at a great price.
  Know the Hispanic and African American customer and give her the styles, colors and patterns she
wants – this could be a new brand opportunity.
  OP and NOBO have significant overlap in customer target and brand design.
  Make a Brand Promise that ensures correct sizing and consistent quality (no one feels good about
buying product two sizes larger than they normally wear and that falls apart after the first wash).
FASHION
Background
2009: In an effort to build fashion credentials and better compete with
Target and the rising tide of fast fashion (H&M, Uniqlo), Walmart
moved its fashion offices to NYC and increased staff to more than
275 associates.
2011: Walmart closes the NYC office, moves all operations to Bentonville
and announces a shift in strategy, moving from a fashion focus to a
back to basics approach focusing on their core customer.
"We're very focused, very focused on winning and basics; on socks,
underwear, jeans and basic tops. It's who we are; that's what we
stand for," Chief Merchandising Officer Duncan MacNaughton said
at an analyst conference in October 2011.
PORTFOLIO ARCHITECTURE
Fashion - Her
Juniors
Misses
Plus
BEST
Athletic
American
Casual
Jeans
Rock Girl
Beach
American
Casual
BETTER
Beach
PORTFOLIO: HER
MODERN
Style
Matrix
TRADITIONAL
PLAY
WORK
Fashion - Him
Athletic
Teen
BEST
Men’s
American Casual
BETTER
Beach
PORTFOLIO: HIM
MODERN
Style
Matrix
TRADITIONAL
PLAY
WORK
Fashion - Children
BEST
Boys/Girls
Girls Athletic
Boys Athletic
Surf & Skate
George
Classic
Kids
Beach
American
Casual
BETTER
American
Casual
PORTFOLIO: CHILDREN
MODERN
Style
Matrix
TRADITIONAL
PLAY
SCHOOL
Fashion - Shoes
BEST
Her
Him
Children
George
Athletic
Beach
Eco
Casual
Athletic
Beach
Work
Casual
Athletic
Beach
BETTER
Casual
PORTFOLIO: SHOES
MODERN
Style
Matrix
TRADITIONAL
PLAY
WORK
PORTFOLIO – FASHION
George
Brand Type
Private Brand
Brand Role
Mainstream Plus
Naming
Named after the British designer George Davies who created the brand for Walmart subsidiary Asda.
Brand
Architecture
One consistent tier/level of quality, focused on “better” modern clothing at a great price.
Brand Design
  Black packaging and consistent use of the wordmark create a modern fashion brand.
Marketing &
Merchandising
Vehicles
  George is aggressively marketed in the U.K. and Canada with traditional advertising, social media, in-store,
out of home and web.
  In the U.S. it is visible in-store and makes an occasional appearance in flyers.
  There is no website or social media presence.
Product
Categories
All Fashion Categories
George: Background
  George was launched by the U.K. retailer Asda in 1990.
  The brand was created by designer George Davies for Asda.
Davies was the founder of the iconic British retailer NEXT and
creator of the Private Brand Per Una for Marks & Spencer.
  Davies is no longer associated with the brand, although it has
aimed to remain true to the high quality, low price business
model he established.
  Asda was acquired by Walmart on July 26, 1999 for £6.7 B
($10.8 B).
  George is sold in Walmart subsidiaries around the world
including: Argentina, Canada, China, India, Japan, Mexico, and
the U.S.
  In early 2012, Asda partnered with Azadea Group to launch
the George fashion label in the Middle East, while a
partnership with SandpiperCI will see the brand hit stores in
Jersey and Guernsey.   Estimated global sales of $3-4 B.
George: History, 1990
George: Canada
George: England Store
George: Her
George: Him
George: Children
Faded Glory
Brand Type
Private Brand
Brand Role
Mainstream
Naming
The name evokes a casual American heritage and is appropriate to the category and product.
Brand
Architecture
One consistent tier/level of quality, focused on mimicking national brand leaders and “American casual”
clothing at a great price.
Brand Design
  Consistent brand design across all categories.
  Brand borrows heavily from the Americana its name evokes including a red,
white and blue logo with stars.
  Brand, packaging and product are heavily influenced by American Eagle, Aeropastale and Levi’s.
Marketing &
Merchandising
Vehicles
 
 
 
 
Product
Categories
All Fashion Categories
Occasional item-focused flyer presence
Department and rack signage
No web presence
No social media
Background
In 1972, Billy Kolber partnered with brothers Michael and Jimmy
Shane to launch Faded Glory. The brand helped popularize the
bleached denim look and appeared in stores like the classic
1980’s specialty store Merry-Go-Round. Kolber later became
president of Bonjour jeans.
The team was able to combine smart marketing and attention to
retailers into a remarkable, although short-lived, success. The
company, Faded Glory Jeans by Appendagez Inc., rocketed to sales
of $55 million within three years of introducing one of the clothing
industry's first lines of pre-faded denim.
But the Faded Glory saga ended sadly. The company's sales
peaked at $55 million in 1976, plateaued for the next few years,
then plummeted. Michael Shane sold his interest in 1979. Faded
Glory folded operations a few years later and the brand was later
purchased by the Dayann brothers.
Walmart acquired the brand in the early 1990’s and resurrected it
as a Private Brand.
Faded Glory: Her
Faded Glory: Him
Faded Glory: Children
Faded Glory: Shoes
White Stag
Brand Type
Private Brand
Brand Role
Category
Naming
Name is derived from a heritage fashion company.
Brand
Architecture
One consistent tier/level of quality, focused on brand leaders.
Brand Design
  Consistent across entire product line with no deviation.
  Feels dated and old, and could use an update to reflect its heritage and better engage its authenticity.
Marketing &
Merchandising
Vehicles
 
 
 
 
Product
Categories
Women’s Missy Clothing and Accessories
No web presence
No social media presence
White Stag: Background
White Stag was founded as a skiwear manufacturer in Portland, Oregon, and
purchased by the Warnaco Group in 1966, which in turn sold the brand to
Walmart in 2003.
1929:
Harold S. Hirsch, Max's 21-year old son, returned to Portland after
graduating from Dartmouth College, where he had been a member of
the school's ski team. He began making downhill skiing apparel,
starting with a ski suit, which Hirsch-Weis began marketing in 1931
as White Stag, from the literal English translation of the parent
company's names weis and hirsch.
1956:
Due to the popularity of the sportswear line, Hirsch-Weis changed its
name to White Stag.
1966
White Stag was acquired by the Warner Brothers Company, which
later became the Warnaco Group.
1986:
Former Warnaco executive Linda J. Wachner engineered a $550
million hostile takeover of Warnaco. White Stag was reorganized with
other activewear lines, including Speedo, into a new company,
Authentic Fitness Corporation.
1992
Authentic Fitness Corporation went public.
2000:
Saddled with debt from acquisitions and mergers, Warnaco filed for
Chapter 11 protection.
2003
Warnaco emerged from bankruptcy and sold the White Stag
trademark to Walmart.
White Stag: Merchandising
White Stag: Design
Nobo – No Boundaries
Brand Type
Private Brand
Brand Role
Lifestyle
Naming
The name is aspirational and emotional – appropriate to the target teen customer. Unlike OP, this is a brand
with a bit of an edge that speaks to that inner rock girl.
Brand
Architecture
One consistent tier/level of quality, focused on juniors clothing at a great price.
Brand Design
  Fun and appropriate – although it overlaps OP.
Marketing &
Merchandising
Vehicles
 
 
 
 
Product
Categories
All Fashion Categories in Juniors
No web presence
No Boundaries: Merchandising
No Boundaries: Merchandising
No Boundaries: Packaging
Earth Spirit
Brand Type
Private Brand
Brand Role
Category
Naming
Evocative and imitative – it appeals to the Birkentsock/Uggs/Clarks customer.
Brand
Architecture
Brand Design
  Dated and unattractive – could use a redesign.
Marketing &
Merchandising
Vehicles
 
 
 
 
Product
Categories
Shoes
http://www.earthspiritshoes.com/
Earth Spirit: Packaging
Earth Spirit: Product
Earth Spirit: Marketing
Brahma
Brand Type
Private Brand
Brand Role
Category
Naming
Name that clearly speaks to strength and masculinity, cueing to the type of bull.
Brand
Architecture
Brand Design
  Package design is basic and effective.
Marketing &
Merchandising
Vehicles
 
 
 
 
Product
Categories
Men’s Shoes and Boots
No web presence
Brahma: Packaging
Brahma: Product
Ozark Trail
For more information see the Toys & Sports chapter.
Brand Type
Private Brand
Brand Role
Department
Naming
The origin of the name comes literally from the Ozark mountain range in Arkansas, and by saying “Trail,” there
is a connection into the world of camping and the outdoors.
Brand
Architecture
One consistent tier/level of quality, focused on the brand leader, Coleman.
Brand Design
  Consistent design system with uniformity across portfolio.
  Color cues do not play off Coleman’s equity, but are reminiscent of Kelty, a recognizable brand they do not
carry.
  Many products presented in bi-lingual format (Spanish), though not all.
Marketing &
Merchandising
Vehicles
  N/A
  Note: Walmart digitally markets the camping section and “top rated gear” overall, but it is not specific to
Ozark Trail.
Product
Categories
PORTFOLIO/CATEGORIES: 128 items. Camping Tents, Sleeping Bags, Pads/Air Mattresses, Camping Furniture,
Canopies/Screen Houses, Coolers/Totes/Canteens, Tent Lights/Flashlights/Lanterns/Headlamps, Tent
Accessories, Camp Stoves, Camp Cookware/Flatware, Grills, Knives/Multi-tools, Water Bottles, Hiking Boots
(Shoe Department)
Shoes – Ozark Trail
Ocean Pacific
Brand Type
Licensed/Exclusive – Licensed from Iconix
Brand Role
Lifestyle
Naming
The historic Surf Brand – the name is part of the American psyche.
Brand
Architecture
One consistent tier/level of quality.
Brand Design
Classic 1970s-80s surf with a modern flair.
Marketing &
Merchandising
Vehicles
Walmart works closely with the Iconix Brand Group to promote and grow the brand. Iconix has run full fledged
campaigns including celebrity spokespeople.
Web: http://www.op.com
Facebook: https://www.facebook.com/Op
Twitter: https://twitter.com/OpOceanPacific
Product
Categories
Casual Clothing, Bathing Suits, Swim Accessories, Sunglasses, Shoes, Toys, Bedding
OP: Background
Founded in 1972, Ocean Pacific was the first company to successfully translate the surfing
lifestyle into a comprehensive fashion idea by focusing on the west coast youth scenefusing sports, music, art, and fashion with beach culture.
Each year since Ocean Pacific relaunched in 2009, the ad campaign has featured a starstudded group of the most current young celebrity talent in T.V., music, movies and more!
Some of the Ocean Pacific celebrities have included: Cory Monteith, Jessica Szohr, Dianna
Agron, Trevor Donovan, Alex Meraz, Cassie, Rob Kardashian, Kat Graham, Mark Salling,
Chord Overstreet and Aly Michalka.
Acquired by the Iconix Brand Group in 2006.
Brand Positioning:
Young Men to Juniors, ages 12-24
Kids, ages 7-13
Authentic, year-round California lifestyle
  Exclusive retail license with Walmart
  Product categories include apparel, swimwear, hardgoods, accessories and fragrance
Source: http://www.iconixbrand.com/op_history.html
OP: Merchandising – Her
OP: Merchandising – Him
OP: Merchandising – Kids
OP: Merchandising - Shoes
OP: Merchandising - Toys
OP: Merchandising - Bedding
OP: Celebrity Spokespeople
OP: Merchandising
OP: Merchandising
OP: Merchandising
Danskin Now
Brand Type
Brand Role
Lifestyle
Naming
Established and credible workout brand – the name refers to its dance origins.
Brand
Architecture
Brand Design
  Credible, modern brand design reinforces the Walmart customers’ buying decision.
Marketing &
Merchandising
Vehicles
  Web: http://danskinnow.com/
  Facebook: http://www.facebook.com/DanskinNOW
  Twitter: https://twitter.com/Danskinow
Product
Categories
Woman, Juniors and Girl Workout, Athletic Wear, Dance Wear and Accessories
Danskin: Background
Danskin is owned by Iconix Brand Group and was founded in 1882 in New York City by brothers Joel and Benson Goodman to
manufacture goods specifically for dancers' needs, and has since been one of the world’s leading manufacturers of dance
and active wear for girls and women.
They introduced the first knit tights and leotards, and pioneered the production of such dance standards as fishnet stockings.
Throughout the late 19th century and the first half of the 20th century, Danskin dominated the market for dancewear in the
United States, and expanded their influence by introducing Danskin for gymnasts and figure skaters. In the 1950's, they
created the first nylon bodywear for the general population.
In 1976, the company began to market swimwear. By the end of the decade, Danskin boasted an 80% share of the bodywear
market overall. In 2007, 125 years after it began, Danskin was ranked #23 of the WWD top 100 brands, and #5 in activewear
(above Puma and Converse), demonstrating its stronghold in the women's athletic apparel realm.
Danskin is now one of the most trusted brands for women's fitness apparel from running to yoga and dance.
In addition, the Iconix has a direct-to-retail license with Walmart for for the sub-brand Danskin Now for apparel and fitness
equipment. The Danskin Now brand was repositioned and relaunched in January 2009 with an expanded assortment of
products and new spokesperson Gabrielle Reece.
Brand Positioning:
Women and Girls, ages 15-54
Activewear for any female from 3-93
Source: http://www.iconixbrand.com/danskin_history.html
Danskin Now
In 2009 Walmart and the Iconix
Group relaunched Danskin Now with
a campaign that included
professional volleyball player, sports
announcer, fashion model and
actress, Gabrielle Reese.
Danskin Now: Flyer
Danskin Now: Merchandising
Danskin Now: Merchandising
Danskin Now: Shoes
PORTFOLIO – TOYS & SPORTS
Garanimals
Brand Type
Licensed/Exclusive
Brand Role
Lifestyle
Naming
Playful and relevant, the name has built credibility with moms over the last 40 years.
Brand
Architecture
One consistent tier/level of quality.
Brand Design
Consistent and slightly nostalgic, the current brand design evokes Mom’s memories of the brand.
Marketing &
Merchandising
Vehicles
 
 
 
 
 
 
Product
Categories
Clothing, Decor, Toys, Shoes
Facebook: http://www.facebook.com/garanimals
Web: http://www.garanimals.com/
Blog: http://blog.garanimals.com/
Twitter: https://twitter.com/Garanimals
Pinterest: http://pinterest.com/garanimals/
YouTube: http://www.youtube.com/Garanimals
Garanimals: Background
Garan, Inc., is engaged in the design, manufacture, and sale of men's,
women's, and children's apparel under the Garanimals, Garan, Bobbie Brooks,
and private label names. Most of Garan's output is sold to mass
merchandisers, major national chain stores, department stores, and specialty
stores. Walmart accounts for over 85% of company sales.
Garanimals was born in 1972 out of the idea that there is a positive
connection between how children dress and how they feel about themselves.
The kid-friendly Garanimals mix-and-match separates provide a simple,
coordinated system that makes clothes easy to pair and fun to wear. The
Garanimals pairing system brings creativity and independence to young
children as they select their own clothes and dress themselves. Through these
small, successful decisions, children develop early feelings of self-confidence.
Key Dates:
1957: Garan is incorporated as a merger of seven companies.
1961: The company goes public.
1972: Branded children's apparel is introduced under the Garanimals label.
1975: A licensing division is established to distribute clothing bearing the
designs of professional sports teams.
1991: Garan becomes one of the few apparel companies allowed to use
characters from Disney movies on its products.
2002: Garan is acquired by Berkshire Hathaway, Inc.
Garanimals: Merchandising
Garanimals: Merchandising
Garanimals: Clothing
Garanimals: Shoes
TOYS & SPORTS
Garanimals: Bedding
TOYS & SPORTS
Garanimals: Toys
TOYS & SPORTS
Garanimals: Marketing
Fall 2012 Television Advertisement
http://www.youtube.com/watch?v=tFS0Q-d-HSA
TOYS & SPORTS
Garanimals: Marketing
Website:
http://www.garanimals.com/
Facebook:
http://www.facebook.com/garanimals
Blog:
http://blog.garanimals.com/
Starter
Brand Type
Brand Role
Lifestyle
Naming
Evokes a sports heritage.
Brand
Architecture
One consistent tier/level of quality,
focused on mimicking the brand leader at a significantly lower price.
Brand Design
Consistent across entire product line with no deviation.
Marketing &
Merchandising
Vehicles
Web: http://starter.com/athletic/
Blog: http://starter.com/athletic/blog/
Facebook: https://www.facebook.com/Starter
Twitter: https://twitter.com/Starterbrand
Instagram: http://instagram.com/starterofficial
Pinterest: http://pinterest.com/officialstarter/ although there is no activity
YouTube: http://www.youtube.com/officialStarter
Product
Categories
Men’s and Boys Athletic Apparel and Accessories, Men’s and Boys Shoes, Girls Shoes
Starter: Background
Starter stands for heritage, authenticity and sports performance; it
defines fun, team, value and community through its commitment to
producing sports clothing and footwear to the highest standards of
style, performance and value possible.
A premium athletic brand established in 1971, Starter pioneered the
fusion of sports clothing with popular culture by forging partnerships
with the major pro basketball, football, baseball, hockey and college
leagues.
A trusted athletic brand with over 35 years of heritage, Starter's
brand equity has been built over the past three decades through its
association with professional, collegiate and Olympic sports as well
as athlete endorsers.
In 2008, Starter relaunched the brand with its new spokesperson,
Tony Romo, the starting Quarterback for the Dallas Cowboys. Tony is
an all-American athlete that worked hard to be where he is today,
making him a great face for the brand.
The brand promise: Performance at a value.
Brand Positioning:
Men and Boys, ages 15-45
Authentic, yet accessible, fan-based active-wear
 
 
 
Exclusive retail license with Walmart
Distributed in over 3,500 retail stores
High consumer awareness
Vintage Starter Jackets will
relaunch in fall 2013
Source: http://starter.com/
Starter: Tony Romo
Tony Romo Signs Largest Endorsement
Deal in NFL History
Dallas Cowboy quarterback Tony Romo has
signed a five-year, $10 million endorsement
deal with STARTER, which is believed to be the
biggest footwear and apparel deal in NFL
history. The closest deal prior was Reggie
Bush’s five-year, $5 million deal with adidas.
What makes the deal interesting is that Reebok
has an exclusive agreement with the NFL. With
that deal in place, Romo will be prohibited from
wearing STARTER footwear on the field during
NFL games.
Starter: Merchandising
Starter: Flyer
Starter: Packaging
Starter: Sports Equipment
Starter is seen here applied within the soccer segment, but has the potential to be utilized more broadly
across traditional sports – football, basketball, hockey, baseball, etc.
Starter: Shoes
TOYS & SPORTS
Starter: Product
TOYS & SPORTS
Starter: Product
Miss Tina
Launched 2010
  Plus Size
  The House of Deréon and Deréon designer – and mother of superstar Beyoncé – just introduced her
newest fashion line, Miss Tina by Tina Knowles, exclusively at Walmart.
  The 30-piece collection – which includes everything from dresses to track suits with most items under
$20 – is available in sizes 2 to 20, something Knowles is passionate about.
Bella Bird
Launched 2011
  Affordable, modest and fashionable apparel for women.
  The brand has modest-cut skirts, dresses and tops in soft jersey knits and fun cotton prints for $22 or
less.
LEI
l.e.i. (an acronym that stands for Life Energy Intelligence) is an American clothing company mainly targeted
at teenage girls and young women. Launched in 1989, l.e.i. is owned by Jones Apparel Group and is
headquartered in Los Angeles, California.
Free Tech
The brand is owned by Free Country who manufactures a variety of outerwear that mimics premium and
national brands under a number of different names for discounters across the country.
Christopher Durham
Christopher Durham is the president and
founding partner of the retail and Private Brand
consultancy Folio28. He is a consultant,
strategist and retailer with close to 20 years of
real-world retail and corporate experience
creating, launching and building numerous
billion dollar Private Brands. His influential
website, My Private Brand
(www.mypbrand.com), seeks to drive the
changing Private Brand landscape, focusing on
the emerging art and science of Private Brand
management. With readers from more than 67
countries and more than 2,500 stories, the site
has helped push the industry from the dark
ages of private label into the new era of retailer
owned BRANDS.
In early 2012, he launched the groundbreaking
site Prêt a Marque (www.pretamarque.com),
dedicated to the growth and development of
fashion and beauty exclusive, licensed and
Private Brands.
While working at Lowe’s Home Improvement,
he developed and implemented the Private
Brand portfolio strategy for their $10B portfolio
of Private Brands as well as creating and
managing several of their billion dollar brands.
Prior to Lowe's, he served as Brand Manager at
Delhaize America where he developed and
delivered retail brand marketing as well as
Private Brand strategy and development for
Food Lion, Bloom, Bottom Dollar and Harvey’s.
Christopher’s first book, Fifty2: The My Private
Brand Project, will be published in early 2014.
He is a columnist for Global Retail Brands
magazine and a member of the editorial board
and regular contributor to Private Label Buyer
magazine.
Dynamic in his presentation, while down to
earth and frank in his opinions, he is a sought
after keynote speaker who has presented at
numerous conferences including: Packaging
that Sells, Private Brand Movement, Shopper
Insights in Action, FMI Private Brand Summit,
Private Label Buyer Conference and the Own
Label Conference in London, England.
He lives in Omaha, Nebraska with his wife and
two daughters.
Perry Seelert
Perry Seelert is a retail branding and marketing
expert with a passion for challenging
conventional strategy and truths. Recognized
as one of the leading authorities on retailers’
proprietary brands, he has shaped retail
clients’ programs directly across four
continents.
He was one of the first to lead the shopper
marketing revolution as VP/Management
Director of Saatchi & Saatchi’s Collaborative
Marketing division, now Saatchi X. There he
was responsible for leading this worldwide
agency’s initiative to drive Procter & Gamble’s
co-marketing at key retail customers in the U.S.
Perry is the former Strategic Partner of
united*, an award-winning branding and
design firm he co-founded in 2006. united*
has been embraced by many of the world’s
most influential companies including Pepsi,
Lowe’s Home Improvement, CVS, A&P
Supermarkets, Hearst Corporation and
Starwood Hotels. He built united’s CPG and
retail business across eight distinct classes of
trade.
Perry is a dynamic presenter who captivates
audiences with his unique insight into
branding, innovation and how CPGs can marry
their strategies into the environment they live
in. His highly rated presentations have been
featured at the Institute of International
Research’s “Future Trends” and “Private Label
Impact” conferences, CIES, the global food
business Future Leaders’ Forum, IRI’s
Consumerama, Western Michigan University’s
annual food marketing conference and
Daymon Worldwide’s Biennial forums.
Prior to united*, Perry led C&M Marketing, a
50+ person design firm and subsidiary of
Daymon Worldwide, Inc, and was Chief
Marketing Officer of the parent organization
partnering closely with retailers like Safeway,
Meijer, HEB, Aeon (Japan) and Progressive
(New Zealand).
He is a graduate from Northwestern’s Kellogg
School and Hamilton College. Perry and his
wife, Karen, live in Wilton, Connecticut with
their three children.

version 2 – 11.20.2013

Transcription

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