Tesco rebranded its own-label range earlier this year to


Everyday Value (above, right); John Lewis launched own


brand House by John Lewis (above, left); Products from Boots’ No7 range (below)


Tesco has also launched venture brands including the


Chokablok range. The stronger emphasis on own brand forms a key plank in Tesco chief executive Philip Clarke’s ambition to return Tesco to form. Roberts says the merchandising of such ranges is impor-


tant so they stand out on the shelves. He says Tesco has “pushed very hard with display and


marketing” of its Everyday Value range, for instance. Roberts adds that on the supermarket shelves, the best


it a point of difference in the increasingly crowded pets market. New products include a thunder shirt, which is a tightly wrapped jersey that helps reduce anxiety in dogs. Boots has had huge success with its own brand, in partic-


ular its No7 beauty products. “Its own brand is one of the key reasons why shoppers go there,” says Roberts. “It’s well regarded and engenders loyalty.” Boots won plaudits when it launched the first ever clini-


cally proven anti-ageing skin product, No7 Protect & Perfect. This year it launched its next instalment, Lift & Luminate Day & Night Serum. Boots UK chief operating officer Ken Murphy says No7,


17 and sun protection range Soltan “have strong identities and equity in their own right”. He adds: “We believe that the development of trusted


own-label products makes Boots a key destination on the high street in the UK. Our own-brand products play a major role in the lives of our consumers. We offer high quality at affordable prices. Our own brands provide a complementary breadth to our offering.” The grocers have also long been at the forefront of


own-brand innovation. Tesco this year made the dramatic move of rebranding its £1bn Tesco Value opening price point range, replacing it with Everyday Value – a more contempo- rary version intended to represent improved quality compared with its predecessor.


place to position products is between eyeline and chest level. “We’ve seen retailers beef it up in that hot spot,” he says. However, he cautions that “overdoing” the merchandising


could alienate those customers who prefer branded products. Murphy also believes merchandising own brand is


important. As such, Boots has begun “a comprehensive programme” to upgrade the look and feel of the pharmacy area across stores and online, according to Murphy. The revamp aims to make it easier for customers to find products, while giving them access to information, support, and services. Marks & Spencer has worked hard at merchandising its


beauty offer in its new M&S Your Beauty: The Best of Nature & Science department in its High Street Kensington store. The 1,150 sq ft space aims to be more premium and high tech, giving department stores such as John Lewis a run for their money. The retailer has used cutting edge techniques, including


using declassified US military technology, in the department to showcase branded products alongside M&S’s own brand. A virtual makeover counter lets shoppers digitally select different shades of cosmetics to determine the most suitable colours for their skin tone. It also features on the retailer’s website, allowing customers to upload their images to virtu- ally try out different shades. Own brand has become a key battleground in the fight for


share and margin, and retailers that do not innovate run the risk of getting left behind. l


autumn 2012 19


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