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Article
Publication date: 10 May 2011

Laura Ilonen, Jody Wren, Mika Gabrielsson and Markku Salimäki

The purpose of this paper is to clarify the different roles and implications of a manufacturer's branded retail operations on its international strategy. The roles are analyzed…

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Abstract

Purpose

The purpose of this paper is to clarify the different roles and implications of a manufacturer's branded retail operations on its international strategy. The roles are analyzed through two dimensions, brand strength and the role of branded retail as a sales channel.

Design/methodology/approach

A multiple case study approach is used to look at the international development of branded retail in four companies, LEGO, Nokia, Iittala and H & M.

Findings

This study finds that there are at least two approaches to implementing branded retail strategy internationally that can be and often are overlapping. Emphasis on branding appears to be important in both approaches. However, the role of the branded retail as a direct sales channel differs between the case companies. The paper discusses and demonstrates the importance and role of branded retail for companies not generally seen as retailers, from both sales and brand management perspectives.

Originality/value

The paper contributes by narrowing the evident research gap regarding this current and seemingly global phenomenon.

Details

International Journal of Retail & Distribution Management, vol. 39 no. 6
Type: Research Article
ISSN: 0959-0552

Keywords

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Article
Publication date: 20 September 2011

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

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Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

When LEGO, one of the world's largest toy manufacturers, decided it needed an outlet where it could show the whole brand experience and use it as a marketing platform, it launched its own brand stores. The company wanted to control its own destiny because the growing consolidation in retail in some markets (especially in the US) and resulting disappearance of small toy stores was putting pressure on the brand. Since giant retailers are increasingly in control of the selling situation and the way the brand is presented, LEGO wanted to gain direct relationships with the people using the company's products to learn more about them, their wants and needs.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 27 no. 10
Type: Research Article
ISSN: 0258-0543

Keywords

Available. Content available
Article
Publication date: 10 May 2011

Neil Towers

444

Abstract

Details

International Journal of Retail & Distribution Management, vol. 39 no. 6
Type: Research Article
ISSN: 0959-0552

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