Discover how retailers, drugstores, and wholesalers are leveraging private labels and innovate to enhance shopper loyalty and learn about the diverse routes to market available for private label manufacturers.
Sign up for our 7th Private Label Seminar Navigating Channels, Building Loyalty, The Private Label Superpowers on Monday, 19 May 2025 in Amsterdam. To read more
THE POWER OF PRIVATE LABEL delves into every element of retailer brands, from conception through to delivery – no stone is left unturned in helping the reader fully understand the growing complexities of the private label industry.
Yet this book covers much more than just private label – we explore how supermarkets and discounters operate their businesses, the role that brands play alongside private label, and the key levers used by all retailers to build customer loyalty, the key to running a sustainable and profitable business.
Two chapters are dedicated to discount retailing, providing deep insight into the strategies deployed by the main operators and those used by the supermarkets to fight back against discounter growth.
The buyer-supplier relationship is explored in detail, with the ever-changing pressures on both parties leading to changed dynamics in the ‘balance of power’.
Along with a full review of how the manufacturing landscape is shaping up, and extensive insight into how a private label manufacturer can stand out from the crowd, THE POWER OF PRIVATE LABEL is an invaluable tool for all players in the fast-moving consumer goods industry.
To hear more about the book from IPLC UK Partner, Paul Stainton, in conversation with Kitty Koelemeijer, Professor of Marketing at Nyenrode Business University, simply click on this link.
Would you like to gain a better insight into your business performance and compare it with your peers in the market?
Every company strives to continually improve. However, it is not always easy to determine areas of success and those in need of improvement. Navigating the competitive business arena and achieving success requires clear reference points. Business benchmarks serve as these guides.
IPLC provides an online platform specifically designed to support private label manufacturers and suppliers in evaluating their operational efficiency through self-assessment.
Drawing upon our expertise in the private label sector, we have identified critical success criteria in key areas such as:
In the survey a set of nearly 70 statements is distributed to a targeted group of managers within the company via an online software platform. Each manager is tasked with reviewing these statements individually. This exercise does not take more than 10 minutes of the managers time. The result yields a score for each statement, for each department, and for the company overall. These scores can subsequently be compared against industry averages and benchmarked against sector peers.
Actionable insights are derived from this self-assessment survey and key performance indicators (KPIs) can then be established to guide managerial decision-making.
During the cost-of-living crisis we have seen many consumers switch to the discounters and move into buying private label products in place of the leading brands.
We will share the findings from our latest research uncovering the answers to these questions along with latest insight into Private Label developments across Europe. We will welcome industry professionals who will provide insight on the these themes to inspire us with practical examples.
12:00 Arrival, lunch
13:00 Welcome
Koen de Jong, Managing Partner IPLC
13:05 IPLC Research 2024 | The Price is Right?
Supermarket Pricing Strategies and the Evolving Role of Private Label
Malachy O’Connor, Partner Ireland, IPLC
13:45 Pricing Power in Private Label
Mark Helder, Senior Director at Simon-Kucher | Consumer Goods & Retail
14:15 Mastering Private Label Price Trends: Cost Models and Forecasts to Anticipate Product Price Movements
Andrew Moriarty, Head of Analysis at Mintec Global
14:45 Break
15:15 Filling the Price Gap with Venture Brands
Koen de Jong, Managing Partner
15:45 Navigating Pricing Strategies for Online vs. Brick-and-Mortar Grocery Retail
Remy Medina, Partner France, IPLC
16:15 Powering the Return from Innovation with Value Based Pricing
Matthew Johnston, CEO at EPIC Conjoint
16:45 The Art of the Affordable
Vibeke van der Bilt, Trading Analyst and Fleur Randag, Picnic Private Brands Leads
17:15 Wrap-up and drinks
Novotel Amsterdam (walking distance from the RAI exhibition centre)
€575 including walk-in lunch is (€525 for Private Label Group members)
For the full program and the speaker list please click here
Today it is 20 years since I founded IPLC.
More by coincidence than by choice, I started my career in the Private Label industry back in the 1980s. After graduation, the vast majority of my fellow students joined ‘blue chip’ companies. Some of my friends were surprised by my choice -one had not entered university in order to end up in what was perceived as being a somewhat dull and inferior industry such as Private Label. However, I was immediately fascinated by this complex and rapidly growing sector.
I worked for 18 years until 2003 for leading Private Label manufacturers in the Netherlands, the United Kingdom, Germany and France. Then I started IPLC.
At that time, the average market share of Private Label in Europe was around 5%. Today, including discount retailers, this is above 40%. The ballgame for brands has changed irreversibly. Many of them have been pushed to the defensive or have even disappeared.
The Private Label market is extremely competitive and complex. More professional players on both the retail and manufacturing sides have fuelled further market share growth.
Over the past 20 years, IPLC has grown into a team of Private Label professionals across 9 countries in Europe. Our collaborative networks allow us to have access to key decision makers in the industry. We allocate our resources not only to support our clients but also to enhance our understanding through our own research into relevant Private Label related topics.
As a team we make an effort to be on top of the latest trends and developments in the most sophisticated region for Private Label in the world. This allows us to support our clients around the world in the best possible manner. The market continues to develop at a phenomenal pace and own label thrives by a decline in brand loyalty, the rise of discount retailers and value-focused younger generations.
The debate on whether manufacturer brands will outlast Private Label may well continue but it is an irrelevant debate for the cost-conscious consumer. Does it really matter who makes your box of cereals, bottle of detergent or pack of batteries, as long as they do the job? These are not status symbols by any measure. The propensity to pay a premium for brands may well be on its way out, especially if the quality difference between alternatives is not discernible.
As IPLC grew, more and more professionals joined our team. I am incredibly grateful to be able to work with such great colleagues to share our knowledge and experience, and am eternally grateful to all of our clients who have worked with us to date.
I look forward to the years ahead with excitement – the opportunities within Private Label are endless!
IPLC’s latest report “The Evolving Balance of Power” investigates how Brexit, the Covid Pandemic, War in Ukraine, and the subsequent surge in costs across the world, have changed relationships between retailers and suppliers in the FMCG industry.
How Private Label Suppliers and Buyers can Win through Collaboration
What a volatile start to the 2020’s – Brexit, the Covid Pandemic, War in Ukraine, and the subsequent surge in costs across the world.
International Private Label Consult (IPLC)’s latest report “The Evolving Balance of Power” investigates how all these factors have changed relationships between retailers and suppliers in the FMCG industry.
From the shifting of power between Buyer and Seller, to the adoption of new strategies deployed by both parties, we see how Private Label suppliers have risen to the challenges faced during these extremely difficult circumstances.
This compelling report gives deep insight into the developing relationship between retailers and suppliers over the past three years and identifies six key challenges the industry faces over the coming years.
By Remy Medina and Richard Harrow
As a private label manufacturer, it’s important to tailor your preparation for a buyer meeting based on their specific retail needs. Understanding the specific issues of your counterpart will ensure you prepare a robust presentation. Here are some key steps to help you to prepare yourself for this meeting: As the saying goes “If you fail to plan, you are planning to fail”
Research the retailer environment
Before the meeting, do some research on the retailer’s competitive environment. This allows you to put yourself in the shoes of the buyer(s) helping you to highlight your product and your company as viable supplier. Here are some of the key steps required to make a robust preparation:
Understand local regulations
The FMCG industry is highly regulated, so it is important to understand any relevant regulations or standards that may impact your products. Especially if you intend to export into a new country. Be prepared to discuss how your product meets these requirements and potentially seek support from national export agencies who could provide extensive information (quality standards, tax legislation, import duties, etc…)
Highlight food safety measures and supply chain excellence
Food safety is a top priority for retailers, so be prepared to discuss the measures you take to ensure the safety and quality of your products. This may include information about your manufacturing processes, quality control procedures, and certifications. Furthermore, guaranteeing a steady supply is becoming a crucial point for retailers who do not want to end up with empty shelves. Be sure to explain your procedure to secure the supply of your main raw materials.
Bring product samples and specifications
even if this seems a logical, many suppliers do not bring their own samples to meetings. It is always helpful to bring physical samples of your products to the meeting, as well as detailed specifications such as ingredient lists, nutrition information, allergen information, and packaging details. The ideal sample is one that can be tasted/tested and presented in a mock-up design version. This helps to bring the product to life for the buyer. If your product requires preparation or cooking make sure they have the facilities needed, this may require booking a kitchen slot and even taking someone to prepare the product for you.
Be prepared to discuss packaging and labelling
Packaging and labelling are important considerations, so be prepared to discuss how your products can be customised to meet the retailer’s branding (online specific design, logo size and colours, etc…) and packaging requirements (eco conception, plastic reduction, etc…)
Leverage on environmental attributes
Many retailers openly highlight their focus on sustainability in their annual reports or on their websites. Checking these to ensure your product meets or exceeds their standards is vital. Emphasising a lower environmental impact of your product is a great way to differentiate yourself and appeal to retailers who for the vast majority of them, prioritise sustainability. This will help you to:
Follow up
After the meeting, follow up with the buyer to thank them for their time. Also reiterate the benefits of your products and confirm any agreed action points. As part of this try to supply information that demonstrates your leadership in your own category. Buyers will always trust and value suppliers with an up-to-date view on their market developments (innovation, competition, legislation) This can help keep your company and products top of mind, increasing the chances of a successful partnership.
Determine the best time of day to schedule a meeting
Depending on the buyer’s role and industry, there may be certain times of day that are particularly busy or stressful. For example, if the buyer is responsible for managing a grocery store, they may be busiest during peak shopping hours. Avoid scheduling meetings during these busy times to minimise disruptions. Depending on the complexity of your product offering or the scope of the meeting, the buyer may need time to review materials or prepare questions in advance. Be sure to schedule the meeting with enough lead time to allow for adequate preparation.
If you need support to improve your organisation’s skills ‘to prepare for your buyer meetings’, contact us to find more about our dedicated Private Label approach at info@iplc-europe.com
This is 6th newsletter in a series of 12 that we will publish in the coming months. In the next newsletter we will send out in March we will discuss ‘Is your Private Label strategy still fit for purpose?’
The topics of the previous newsletters were:
All newsletters can be found on the IPLC website To read more
By Koen de Jong and Paul Stainton
Gone are the days when the cheapest price will win a tender for Private Label business.
The most successful players in the European Private Label industry are capable of creating added value on top of the physical product. Although this is difficult to measure, it can be of significant importance in the consideration by a retailer to award a contract to a new supplier or to remain with the existing one. It boils down to the skill to compete on elements other than price alone.
Those manufacturers capable of building and maintaining successful partnerships with the retail trade achieve an invaluable competitive advantage. In some cases, they succeed in adding so much extra value to the product that the retailer is prepared to pay a small premium for this, or will decide not to switch suppliers. Strong account management skills, a proactive attitude in solving problems for the retailer before they can arise, and a good performance in the field of collaborative replenishment and stock control are the most highly valued.
Private label suppliers should be more than manufacturers, they should also be able to provide value as analysts, designers, business consultants and innovators. It is about achieving operational excellence and building sustainable partnerships.
Here are just two examples of how value can be added to the physical product – there are many more.
Sense of urgency
Retailers are faced with the challenge of keeping shelves stocked with a wide range of items every day. A large part of this is fresh or chilled convenience. Supply chain management, in order to guarantee a complete assortment on the shelves with no out-of-stocks, is an immense operation.
Therefore, it makes sense that retailers are demanding and not interested in problems and complexity from the side of the manufacturer. The last thing they need are suppliers that are difficult to contact or with communication that is slow and inefficient. The extent to which a company is proactive and capable of preventing problems of any nature for the retailer is of major importance. This and how they manage to overcome difficulties promptly and effectively, determines the trust the retailer has in the supplier. A relationship with few issues and high supply and service levels will lead to a satisfactory, and hopefully long-term, working relationship.
The speed at which a manufacturer can communicate externally with their counterparts at the retail-end strongly depends upon the degree of internal communication within their own organisation. That is why all departments within the organisation of a Private Label manufacturer must have a highly developed sense of urgency. This also has major consequences for the organisation structure of a Private Label manufacturer which tends to be flat with short communication lines.
Market knowledge
It is commonly known that buyers and category managers have too little time to even visit their own stores, let alone competing stores. For this reason, it is important that account managers of dedicated Private Label manufacturers pay frequent visits to stores. This will allow them to quickly detect new developments within the category. The careful monitoring of changes such as retail price movement of branded and Private Label products, product introductions and delistings, packaging changes, features and sizes, form part of the basic duties of the account manager.
Furthermore, small-scale consumer research and data analysis can support the gained insights. Current and sound market knowledge, but above all the willingness to share unique information based upon own research and insight, is highly appreciated by the category manager.
Consequently, the account manager becomes a ‘category consultant’, making it easier for them to arrange a meeting with the retailer. After all, the retailer knows they will be much the wiser discussing issues with an account manager who can be relied on to provide great up-to-date category insight, likely resulting in the retailer sharing more from their side. In this way, the account manager can pick up crucial information that can be translated into business opportunities or threats. Based on these insights, new product development and adequate commercial action can be initiated.
If you need support to improve your organisation’s skills ‘to compete on other elements than price alone’, contact us to find more about our dedicated Private Label approach at info@iplc-europe.com
This is 5th newsletter in a series of 12 that we will publish in the coming months. In the next newsletter we will send out in March we will discuss ‘The ultimate preparation for your customer meetings’
The topics of the previous newsletters were:
All newsletters can be found on the IPLC website To read more
Navigating New Retailer Buying Strategies
So much has changed in the last three years: Brexit, COVID, the war in Ukraine and the current inflation crisis. The balance of power has shifted back and forth between retailers and manufacturers.
We are seeing retailers deploying new strategies. Some are long-term, collaborative and partnership-focused. Others are short-term, tactical and aggressive. Suppliers have needed to act quickly with counter selling strategies.
In the next few months IPLC will conclude research to understand key retailer buying strategies and will make recommendations to enable suppliers and manufacturers face confidently into the new world of Private Label, helping you to navigate through challenges and opportunities.
These will be shared, along with the latest insight into Private Label developments across Europe, at our 5th Private Label Seminar in Amsterdam, to be held in the afternoon on Monday 22nd May, prior to the Private Labels show.
Stay tuned, more information to follow in the near future.
We are pleased to announce that Sandra Farwell has joined IPLC. Based in Toronto, Canada she will run the office in the position of Partner Northern America.
Sandra has over 30 years experience in the International Private Label Market, leading buying and Private Label teams across food and non-food categories.
Sandra started as a food buyer at Marks & Spencer and then moved over to Loblaw Companies in Canada, where she progressed to Senior Director of Merchandising. She developed many Private Label ranges across ambient, frozen, fresh and non food.
She became a Vice president of Private Label at Walmart Canada and then took over as a Walmart International Global Officer of Private Label in the United States. She oversaw Private Label programs in 10 different countries including China, India, Mexico, Canada, South America and the UK.
Sandra:
“With Private label sales growing significantly in North America as the cost of living increases, it is a great time to open a North American IPLC office.
In Europe, Private Label sales already account for a much larger chunk of grocery purchases than North America. So it will be beneficial to share learning and experience from the 9 European countries IPLC currently operates in, with North American suppliers and retailers.
I look forward to adding my expertise of North America to IPLC’s team of International consultants”.
Koen de Jong, Managing Partner IPLC:
“We are delighted with the arrival of Sandra because it finally gives us the opportunity to open our first office outside Europe. After Europe, Canada and the US are markets with the highest market share for Private label.
We see great opportunities to link the expertise built up on both sides of the ocean and thus provide our clients with an even better service.
Sandra will establish a Private Label Group modeled on the 14 groups that IPLC already has in 9 European countries. In addition, she offers her knowledge and experience to European producers of Private Label who wish to enter the American or Canadian market or who already supply there”.
For more information or to contact Sandra directly:
kdejong@iplc-europe.com
sfarwell@iplc-europe.com
www.iplc-europe.com
