McShane et al. (2024)<\/a>, and many articles from other fields such as strategy, biology, and medicine.<\/p>\n\n\n\nIn addition to the guidelines currently available on the journal\u2019s <a href=https://www.ama.org/"https:////journals.sagepub.com//author-instructions//jmx/">submission guidelines page<\/a>\u00a0and on the <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing-policy-for-research-transparency///">data transparency policy page<\/a>, JM<\/em> will implement the following new reporting guidelines:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>JM<\/em> submissions should report the actual p<\/em>-values (three digits) rather than the threshold p<\/em>-value in tables, running text, and in hypothesis testing.<\/li>\n\n\n\n<li>Submissions should refrain from adding asterisks that signify thresholds (e.g., *p<\/em> < .05, **p<\/em> < .01) to tables. Rather than using wording such as \u201cthe effect of X on Y is significant at .05,\u201d report the effect with the p<\/em>-value in parentheses. For example, \u201cthe effect of X on Y is .20 (p<\/em> = .047).\u201d Following a convention in experimental research, the p<\/em>-values would be reported as (for example), \u201cF(1, 200) = 5.27, p<\/em> = .023.\u201d<\/li>\n\n\n\n<li>Parameter estimates in tables should include the standard errors.<\/li>\n\n\n\n<li>Effect sizes need to be reported. This can be achieved by adding corresponding information to results tables, figures, or in text. Please note the following: a. Effect sizes are a means to demonstrate the substantive significance and to complement the statistical evaluation of empirical findings. They help to assess whether the findings are of an order of magnitude to relevant stakeholders (e.g., managers, consumers, policy makers, other societal stakeholders). b. Evaluating the substantive significance should take into account the strength of association between focal measures and\/or the impact size of one or more focal measures. JM<\/em> does not define what the appropriate effect size measure is; it is the authors\u2019 responsibility to provide evidence for the substantive significance of their findings based on their knowledge of the topic. Researchers from different domains have used different measures. For example, in experimental research, Cohen\u2019s d, r, eta-square, and the odds ratio are among the most commonly used effect size metrics. In econometric research, elasticity, standardized regression coefficient, and unstandardized regression coefficient in combination with a predetermined change in IV (one unit or one SD) are among the most commonly reported effect size metrics. The latter two are also commonly used in survey research.<\/li>\n<\/ol>\n\n\n\nThese guidelines are intended to help authors provide a more complete picture of their findings and demonstrate the potential impact of the research. Implementing Guidelines 1 and 2 reduces the incentives for p<\/em>-hacking, a counterproductive behavior that has been documented across many fields of science (e.g., economics, biology, medicine). Reporting actual p<\/em>-values also facilitates meta-analyses and is more precise. Guideline 3 gives readers and reviewers a better idea about the range of estimates they in their research might reasonably expect. Finally, Guideline 4 aligns with JM<\/em>\u2019s mission to develop and disseminate substantive knowledge to relevant stakeholders, which is hard to show on statistical grounds only. All these guidelines are designed to strengthen JM<\/em>\u2019s mission of reporting robust, relevant knowledge. It is this mission that makes JM<\/em> unique and impactful.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-reference\">Reference<\/h3>\n\n\n\nMcShane, Blakeley B., Eric T. Bradlow, John G. Lynch Jr., and Robert J. Meyer (2024), \u201c\u2018Statistical Significance\u2019 and Statistical Reporting: Moving Beyond Binary,\" Journal of Marketing<\/em>, 88 (3), 1\u201319.<\/p>\n","post_title":"Change in Journal of Marketing's Policy for Reporting Results","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"change-in-journal-of-marketings-policy-for-reporting-results","to_ping":"","pinged":"","post_modified":"2025-02-20 09:43:55","post_modified_gmt":"2025-02-20 15:43:55","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?p=184736","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":190275,"post_author":"89696","post_date":"2025-03-24 14:03:06","post_date_gmt":"2025-03-24 19:03:06","post_content":"\nPrivate labels (PLs), also known as store brands, own labels, or retailer(-owned) brands, have been around in most consumer-packaged goods markets for decades. In 2023, PLs held an average global value share of 19.4%, a number that rises to 36% when singling out Western Europe (<a href=https://www.ama.org/"https:////nielseniq.com//global//en//insights//analysis//2024//brandbank-branded-vs-private-label-who-is-going-to-come-out-on-top///" target=\"_blank\" rel=\"noreferrer noopener\">NIQ Broadbank 2024<\/a>), and there is no indication that the ceiling has been hit. <a href=https://www.ama.org/"https:////doi.org//10.1016//j.ijresmar.2022.07.006/" target=\"_blank\" rel=\"noreferrer noopener\">Gielens et al. (2023)<\/a> recently projected an average growth of 16.9% share points across over 2,000 markets (category-country combinations), although not all markets are expected to gravitate toward the elevated PL shares that are seen in Western Europe.<\/p>\n\n\n\nOver the last four decades, over 700 papers have explored strategies to either increase PL share for retailers or protect national-brand share for manufacturers, with the price gap between PLs and national brands and the inherent characteristics of the product category being the most frequently studied drivers of PL share. Comprehensive reviews of these drivers have been offered by <a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2022.02.004/" target=\"_blank\" rel=\"noreferrer noopener\">Keller, Dekimpe, and Geyskens (2022)<\/a> and <a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2014.04.002/" target=\"_blank\" rel=\"noreferrer noopener\">Sethuraman and Gielens (2014)<\/a>, among others.<\/p>\n\n\n\nHistorically, PLs were seen as inferior to national brands and positioned as low-cost or budget-friendly alternatives. However, over the last decade, many retailers have started to strategically position their PLs beyond just price by also fostering emotional bonds with consumers. A survey from <a href=https://www.ama.org/"https:////www.numerator.com//private-label-trends/" target=\"_blank\" rel=\"noreferrer noopener\">Numerator (2025)<\/a> found that 59% of U.S. consumers believe PLs offer an above-average value for their price, indicating a growing appreciation of and emphasis on quality and brand attachment beyond mere affordability. This shift in consumer attitudes is evident across diverse segments. Younger shoppers are increasingly choosing grocery stores based on their PL offerings, demonstrating that store brands are now seen as genuine competitors rather than mere substitutes (<a href=https://www.ama.org/"https:////www.iplc-europe.com//product//the-power-of-private-label//?lang=en\%22 target=\"_blank\" rel=\"noreferrer noopener\">De Jong 2024<\/a>). Similarly, high-income consumers are prioritizing PLs at growing rates, with 70% of shoppers earning over $100,000 annually selecting their grocery store based on PL products (Sheehan 2024).<\/p>\n\n\n\nThese changes have enabled retailers to prioritize their own labels over national brands. They allocate PLs more favorable in-store placements, such as Costco\u2019s Kirkland Signature products, which are often placed at eye level or in high-traffic areas within the stores. In addition, retailers are promoting PLs through targeted discounts and loyalty programs. For example, Kroger regularly offers 10%\u201320% discounts on its Simple Truth organic PL line through digital coupons, while Walmart+ members receive exclusive savings on select Great Value products. This prioritization of PLs, often at the expense of national brands, is particularly visible in online platforms, where the practice of self-preferencing\u2014where a retailer\u2019s own brands are favored over third-party brands\u2014has sparked significant antitrust scrutiny (<a href=https://www.ama.org/"https:////doi.org//10.1287//mksc.2022.0262/" target=\"_blank\" rel=\"noreferrer noopener\">Long and Amaldoss 2024<\/a>). As a natural outcome of these strategic evolutions, some PLs, such as Costco\u2019s Kirkland and Loblaw\u2019s President\u2019s Choice, have become trusted brands in their own right and are no longer viewed as mere budget options.<\/p>\n\n\n\nFollowing these evolutions, academic research on PLs has also shifted, moving from a value-based focus to a more quality-centered approach, where various elements of the branding toolkit are gradually being infused and explored. This transformation, known as \u201cPL brandification,\u201d has unfolded in three key steps: first, a focus on quality as the initial step toward PL brandification; second, differentiation as a critical next phase; and finally, the full embrace of PL branding as the third and most advanced stage in this transformation.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-a-focus-on-quality-the-first-step-toward-pl-brandification\">A Focus on Quality: The First Step Toward PL Brandification<\/strong><\/h2>\n\n\n\nAlready more than twenty years ago, <a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.37.3.281.18781/" target=\"_blank\" rel=\"noreferrer noopener\">Corstjens and Lal\u2019s (2000)<\/a> seminal paper in the Journal of Marketing Research<\/em> emphasized that product quality should be a critical factor in PL strategy. Their findings show that in markets where consumers are sensitive to quality and where inertia affects brand choice, a quality-focused PL strategy enables retailers to succeed. In contrast, a \u201ccheap and nasty\u201d PL approach intensifies price competition. Crucially, they argue that PLs must exceed a certain quality threshold to build long-term profitability.<\/p>\n\n\n\nAfter improving PLs\u2019 objective quality, it is essential that consumers also perceive<\/em> a reduced quality gap between PLs and national brands. <a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.47.6.1011/" target=\"_blank\" rel=\"noreferrer noopener\">Steenkamp, Van Heerde, and Geyskens (2010)<\/a> demonstrate that in countries in the PL development stage, marketing tactics such as advertising and distinctive packaging are especially effective in managing the perceived quality gap between PLs and national brands. In contrast, in PL-mature countries, focusing on manufacturing fundamentals is more impactful, as the belief that national-brand manufacturers produce PLs is more effective in reducing the perceived quality gap than in PL-development countries. Not surprisingly, in mature PL markets like Spain, retailers are likely to heavily rely on national-brand manufacturers as their PL suppliers. This is evident as more than 70% of PL suppliers across all retailers in Spain are dual branders, producing both national brands and PLs (<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231196575/" target=\"_blank\" rel=\"noreferrer noopener\">Ma et al. 2024<\/a>). Another way to foster this belief may be through copycatting. <a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0420/" target=\"_blank\" rel=\"noreferrer noopener\">Aribarg et al. (2014)<\/a> show that copycatting increases consumers\u2019 preference for PLs. Yet, when a well-known retailer name appears on a copycat product, this may inadvertently weaken the appeal of the imitating PL.<\/p>\n\n\n\nHowever, the dissemination of these insights has not been uniform across the globe. While some regions have embraced quality-focused strategies, others have been slower to adopt these approaches. In particular, the quality gap between PLs and national brands remains significant in the United States and emerging markets. According to <a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2023.11.002/" target=\"_blank\" rel=\"noreferrer noopener\">Steenkamp (2023)<\/a>, PLs have not yet achieved quality equivalence with national brands in these regions, limiting their competitive potential and consumer acceptance compared with more mature markets.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-differentiation-the-second-step-toward-pl-brandification\">Differentiation: The Second Step Toward PL Brandification<\/strong><\/h2>\n\n\n\nAs PLs evolved beyond their initial focus on price, differentiation emerged as a crucial strategy in shaping their competitive positioning. <a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2006.02.005/" target=\"_blank\" rel=\"noreferrer noopener\">Choi and Coughlan (2006)<\/a> were among the first to introduce the notion of differentiation as a key factor in explaining how PLs should position themselves relative to national brands. According to their framework, when national brands are differentiated, a high-quality PL should align itself closer to the stronger national brand, while a lower-quality PL should position itself closer to the weaker national brand. However, when national brands are undifferentiated, PLs must distinguish themselves from both stronger and weaker competitors. Importantly, PLs cannot afford to remain undifferentiated in terms of either quality or features if they wish to remain successful. As such, their work hints at two distinct paths for differentiation: vertical differentiation, which focuses on quality tiers such as economy, standard, and premium PLs, and horizontal differentiation, which emphasizes unique product attributes. We now turn to the academic work that further explores these two differentiation paths in greater depth.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-vertical-differentiation-on-quality\">Vertical Differentiation on Quality<\/em><\/strong><\/h4>\n\n\n\nAcknowledging the importance of quality differentiation, many retailers now offer multitier PLs, as illustrated in Figure 1 for two leading retailers, Tesco and Kroger. Standard PLs (depicted in the middle column) typically mimic mainstream national brands by offering comparable quality at lower prices, while premium PLs (shown in the right-hand column) offer superior quality at higher prices, often with unique ingredients, flavors, or packaging. In contrast, economy PLs (shown in the left column), focus on cost reduction by cutting back on expensive ingredients, allowing retailers to pursue enhanced quality without neglecting the economy-seeking segment of their shoppers.<\/p>\n\n\n\nFigure 1<\/strong> Examples of vertically differentiated PL lines<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image.png?resize=1024,560\%22 alt=\"\" class=\"wp-image-190283\"\/><\/figure>\n\n\n\nMany retailers have fully embraced this shift, moving away from a single-tier PL approach. In the United Kingdom, premium PLs already account for 8.4% of total PL sales, while economy-tier PLs make up 4.7% (<a href=https://www.ama.org/"https:////nielseniq.com//global//en//insights//analysis//2024//brandbank-branded-vs-private-label-who-is-going-to-come-out-on-top///" target=\"_blank\" rel=\"noreferrer noopener\">NIQ Brandbank 2024<\/a>). This strategy enables retailers to capture a broader audience, from budget-conscious shoppers to high-end consumers seeking premium PL alternatives. Ultimately, this results in a product portfolio that is vertically differentiated in both price and quality, but it must be carefully managed to avoid unintended cannibalization (<a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0308/" target=\"_blank\" rel=\"noreferrer noopener\">Amaldoss and Shin 2015<\/a>; <a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.47.5.791/" target=\"_blank\" rel=\"noreferrer noopener\">Geyskens, Gielens, and Gijsbrechts 2010<\/a>).<\/p>\n\n\n\nWhile PL tiers help retailers cover the full price\u2013quality spectrum, their introduction may also trigger cannibalization. Economy PLs may pull customers from both national brands and higher-tier PLs, while premium PLs can challenge premium national brands. Geyskens, Gielens, and Gijsbrechts (2010) suggest that to minimize cannibalization, retailers should counter the brand-type similarity effect by positioning PL tiers on different shelves or using stand-alone brand names instead of subbrands. Interestingly, national-brand manufacturers\u2019 concerns about PL proliferation are often overstated. <a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.47.5.791/" target=\"_blank\" rel=\"noreferrer noopener\">Geyskens, Gielens, and Gijsbrechts<\/a> find that PL tiering can sometimes even increase national-brand choice share. Premium national brands should emphasize quality and avoid price cuts, while mainstream national brands should leverage mixed displays alongside other PLs and national brands to encourage favorable consumer comparisons.<\/p>\n\n\n\nWhat should the quality levels of multitier store brands be? <a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0308/" target=\"_blank\" rel=\"noreferrer noopener\">Amaldoss and Shinn (2015)<\/a> suggest that retailers align the quality of their different PL tiers with national brands to reach all types of consumers. This approach helps reduce overlap between their own PL products, but it increases competition with national brands. Although this added competition can affect profitability, retailers can manage it by carefully adjusting the prices of both their PLs and national brands. In fact, with their control over pricing, retailers can even position one of their PLs as the top-quality choice. However, when national brands dominate a category, retailers may allow a national brand to take the top spot, ensuring their PLs can still appeal to a wide range of consumers.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-horizontal-differentiation-on-features\">Horizontal Differentiation on Features<\/em><\/strong><\/h4>\n\n\n\nAs PLs evolve, retailers are increasingly turning to horizontal differentiation to stand out in the market. A key approach involves incorporating nontraditional, intangible attributes such as organic, eco-friendly, health, and fair trade into their PL offerings. Figure 2, for instance, highlights how Carrefour prominently emphasizes the organic attribute within several of its food categories. Similarly, Tesco prioritizes the eco-friendly attribute in some of its nonfood categories, while Kroger underscores health through its Simple Truth product line, which is distinguished by the avoidance of unwanted ingredients.<\/p>\n\n\n\nFigure 2<\/strong> Examples of Horizontally Differentiated PL Lines<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image_234819.png/" alt=\"\" class=\"wp-image-190287\"\/><figcaption class=\"wp-element-caption\">A: Examples of Products in Carrefour\u2019s Organic PL Line<\/strong><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-image size-full\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image_15d421.png/" alt=\"\" class=\"wp-image-190288\"\/><figcaption class=\"wp-element-caption\">B: Examples of Products in Tesco\u2019s Eco-Friendly PL Line<\/strong><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-image size-full\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image_d53a0c.png/" alt=\"\" class=\"wp-image-190302\"\/><figcaption class=\"wp-element-caption\">C: Examples of Products in Kroger\u2019s Health-Friendly PL Line<\/strong><\/figcaption><\/figure>\n\n\n\nIn this respect, <a href=https://www.ama.org/"https:////doi.org//10.1016//j.ijresmar.2024.08.002/" target=\"_blank\" rel=\"noreferrer noopener\">Maesen (2025)<\/a> highlights the growing trend of introducing organic PLs. These PLs are horizontally differentiated from conventional standard PLs by offering unique qualities that only appeal to some consumers. By focusing on such attributes, retailers can compete more effectively with (organic) national brands and lower the risk of cannibalizing their existing PL lines.<\/p>\n\n\n\nAs PLs increasingly benefit from horizontal differentiation, their new product lines are becoming strategic weapons not only to sustain their own sales but also to steal share from leading national brands. Over 80% of grocery retailers identify innovation as the top strategy for growing PL market share (<a href=https://www.ama.org/"https:////rfbinder.com//how-private-labels-brands-are-redefining-themselves-from-imitators-to-innovators/" target=\"_blank\" rel=\"noreferrer noopener\">Rafferty 2023<\/a>). For instance, Target\u2019s Good & Gather has introduced over 2,500 new PL products, while Kroger launched 680 new items in 2023 and Albertsons added more than 800 PL products in 2021. In Spain, Mercadona operates 23 \u201cco-innovation centers\u201d that test 11,000 products annually, showcasing a sophisticated, data-driven approach to product development (<a href=https://www.ama.org/"https:////www.mckinsey.com//our-people//angus-mcouat/" target=\"_blank\" rel=\"noreferrer noopener\">McOuat<\/a> et al. 2024). Research by <a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.10.0183/" target=\"_blank\" rel=\"noreferrer noopener\">Gielens (2012)<\/a> demonstrated that standard PLs, in particular, are more likely to compete directly with national brands, with their new product introductions effectively capturing share from both rival national brands and other PL tiers within the retailer\u2019s portfolio.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-pl-branding-the-third-step-toward-pl-brandification\">PL Branding: The Third Step Toward PL Brandification<\/strong><\/h2>\n\n\n\nTo transform PLs into true, competitive brands, retailers must take an additional leap beyond quality improvement and differentiation by fully embracing comprehensive branding strategies. <a href=https://www.ama.org/"https:////doi.org//10.1287//mksc.2019.1189/" target=\"_blank\" rel=\"noreferrer noopener\">Bronnenberg, Dub\u00e9, and Sanders (2020)<\/a> highlight that while consumers expect PLs to perform well, they are still less likely to choose them over national brands due to their deep-rooted loyalty to established national-brand names. To fully capitalize on their PLs\u2019 potential, retailers must therefore integrate more branding elements into their strategies. Doing so can help break through the aforementioned brand-loyalty barriers and create stronger, lasting consumer connections with PLs. Both brand naming and advertising play a crucial role in this transformation.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-naming-pls\">Naming PLs<\/em><\/strong><\/h4>\n\n\n\nTo build effective PL brands, retailers must carefully choose brand names that enable consumers to more easily differentiate among various PLs. After all, the key to branding is that consumers perceive differences among brands within a product category. An important decision for retailers involves whether to align their PL brands with the store banner or use a stand-alone brand name. With store-banner branding, the link between PL product and retailer is explicit, enhancing the likelihood of positive spillover effects. Germany\u2019s Edeka, for example, has its banner name in the naming of both its economy (Edeka Gut & G\u00fcnstig) and premium (Edeka Genussmomente) tiers, consistent with the branding strategy used on its long-standing standard tier (Edeka). The Spanish retailer Mercadona, in contrast, opted to use the stand-alone name \u201cHacendado\u201d for its standard PL products in the ambient and frozen food categories.<\/p>\n\n\n\nFor the standard tier, <a href=https://www.ama.org/"https:////doi.org//10.1007//BF03396925/" target=\"_blank\" rel=\"noreferrer noopener\">Schnittka et al. (2015)<\/a>, using a survey in Germany, conclude that store-banner branding increases PL recognition and PL attitude. <a href=https://www.ama.org/"https:////doi.org//10.1016//j.bushor.2018.01.015/" target=\"_blank\" rel=\"noreferrer noopener\">Geyskens et al. (2018)<\/a> demonstrate the benefits of store-banner branding for standard PLs by examining a Dutch retailer\u2019s strategic relaunch of its entire standard PL portfolio. Overall, the PL rebranding was a success, with PL sales soaring by 27% in the first quarter after rebranding, and profits also experiencing an increase. The rebranding initiative drove PL growth in product categories where PLs are traditionally weaker than national brands. By leveraging its banner name on its standard PL, the retailer effectively capitalized on its strong reputation.<\/p>\n\n\n\nFor the economy and premium tier, <a href=https://www.ama.org/"https:////doi.org//10.1509//jm.15.0154/" target=\"_blank\" rel=\"noreferrer noopener\">Keller, Dekimpe, and Geyskens (2016)<\/a> studied a large pan-European sample of over 220 PL-branding decisions made by over 150 retailers across more than 25 countries. They conclude that retailers benefit most from store-banner branding their premium PLs when they possess high brand equity or follow a hi\u2013lo price format. However, for retailers with lower equity or an everyday-low-pricing strategy, stand-alone branding for the premium tier becomes more effective.<\/p>\n\n\n\nImportantly, even when using stand-alone branding, retailers can benefit from using a common (umbrella) brand name for all categories, rather than working with multiple category-specific brand names, as this may facilitate consumers\u2019 mental categorization and credibly signal positive intercategory quality correlations. <a href=https://www.ama.org/"https:////doi.org//10.1177//0022243720922853/" target=\"_blank\" rel=\"noreferrer noopener\">Keller, Geyskens, and Dekimpe (2020)<\/a> studied three substantially different retailers that switched to an umbrella brand name for one of their (economy or standard) PL tiers. Figure 3 shows in this respect how SPAR, a leading Dutch convenience store chain, switched from a diffuse set of category-specific brand names to a single unified name, \u201cOK\u20ac.\u201d In all three instances, the rebranded PL tier\u2019s intrinsic brand strength increased.<\/p>\n\n\n\nFigure 3<\/strong> SPAR\u2019s Rebranding of Category-Specific Brand Names to a Single Unified Name<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image_738f27.png?resize=1024,596\%22 alt=\"\" class=\"wp-image-190304\"\/><\/figure>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-advertising\">Advertising<\/em><\/strong><\/h4>\n\n\n\nAs a final frontier in branding, PL retailers can explore advertising to elevate their PLs. Historically, PLs relied on price and shelf placement to drive purchases, since advertising campaigns for a wide variety of PLs across various categories were seen as cost-prohibitive. Recently, however, Kroger invested $2.5 million in an advertisement highlighting its PL products. In this campaign, it seeks to complement its core focus on value and product features with stronger attitudinal and emotional appeals (see Figure 4, Panel A).<\/p>\n\n\n\nMoreover, the rise of social media and new retail advertising platforms offers fresh opportunities for cost-effective advertising. For example, Kroger actively leverages its Instagram account to prominently feature its PL products in an engaging and entertaining manner while also providing additional product information (see Figure 4, Panel B). This approach reflects a broader trend among leading retailers, who are increasingly using digital channels to tell the stories behind their PLs. These narratives often highlight key aspects such as ingredient sourcing, production methods, and product origins, enabling brands to deepen consumer engagement and build trust while distinguishing their offerings in a competitive market. Such efforts help create stronger brand awareness and build emotional connections. Yet, the academic study of advertising\u2019s role in PL branding remains largely unexplored, opening new avenues for research in this area. Szymanowski and Gijsbrechts (2012), for example, found that a retailer\u2019s PL is not entirely private, in that consumers use their positive experiences with one PL to upgrade their beliefs about rival retailers\u2019 store brands. It would be interesting to study to what extent messages with different content, or through different media (see also <a href=https://www.ama.org/"https:////doi.org//10.1177//0022243720910104/" target=\"_blank\" rel=\"noreferrer noopener\">Danaher et al. 2020<\/a>), may help to better appropriate advertising\u2019s branding benefits.<\/p>\n\n\n\nFigure 4<\/strong> Examples of Kroger\u2019s Advertising Campaign Dedicated to Its PLs<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image_7d2b4b.png/" alt=\"\" class=\"wp-image-190306\"\/><figcaption class=\"wp-element-caption\">A: <a href=https://www.ama.org/"https:////www.ispot.tv//ad//5Ve9//the-kroger-company-proven-quality-peanut-butter-and-ice-cream-song-by-tina-turner/" target=\"_blank\" rel=\"noreferrer noopener\">Kroger\u2019s Television Advertising Campaign for Kroger Peanut Butter 2023<\/a><\/strong><\/figcaption><\/figure>\n\n\n\n<figure class=\"wp-block-image size-full\"><img src=https://www.ama.org/"https:////www.ama.org//wp-content//uploads//2025//03//image_710adf.png/" alt=\"\" class=\"wp-image-190307\"\/><figcaption class=\"wp-element-caption\">B: <a href=https://www.ama.org/"https:////www.instagram.com//krogerco///" target=\"_blank\" rel=\"noreferrer noopener\">Kroger\u2019s Instagram Account<\/a><\/strong> \u00a0<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-conclusion\">Conclusion<\/strong><\/h2>\n\n\n\nThe transformation of PLs into fully-fledged brands, holding significant equity on their own account, unfolds in three steps prioritizing (1) quality, (2) strategic differentiation, and (3) full-scale branding.<\/p>\n\n\n\nFirst, quality remains the foundation of successful PL strategies. Retailers must ensure their PLs consistently meet or exceed consumer expectations to foster long-term loyalty. Beyond objective quality improvements, bridging the perceived quality gap is equally critical. In markets where PLs are still developing, advertising and distinctive packaging are effective tools to enhance perceived quality, whereas in PL-mature countries, leveraging consumer beliefs that PLs are produced by trusted national-brand manufacturers plays a more significant role.<\/p>\n\n\n\nThe second step in PL brandification is to differentiate with purpose. Retailers achieve this through a two- or three-tiered approach, structuring PL portfolios into economy, standard, and\/or premium tiers to cover the price\u2013quality spectrum. At the same time, they may harness the power of horizontal differentiation by embracing attributes like sustainability, fair trade, and ethical sourcing. This approach positions PLs as compelling alternatives to national brands while curbing the risk of cannibalizing existing products. <\/p>\n\n\n\nThe third and final step in PL brandification is to choose the PL\u2019s brand name wisely. Aligning the naming strategy with each tier\u2019s objectives is crucial\u2014while a banner-aligned name reinforces trust and strengthens the retailer\u2019s overall brand image, a stand-alone name can provide greater flexibility, particularly for premium tiers seeking independent positioning. In addition, the naming strategy should align with the store\u2019s format. In a hi\u2013lo pricing model, store-banner branding is particularly effective for premium PLs, leveraging positive spillover effects from the retailer\u2019s reputation. Conversely, in everyday-low-price formats, stand-alone branding for premium tiers helps create a distinct premium perception without overly relying on store credibility. Retailers should also evaluate the benefits of umbrella branding, as using the same brand name across an entire PL tier can reduce consumer uncertainty and enhance the overall sales performance of the PL brand.<\/p>\n\n\n\nAs PLs continue to evolve, several research gaps warrant further exploration. First, the role of advertising in PL brandification remains an open question. It is unclear how different advertising strategies\u2014such as storytelling, influencer partnerships, or targeted social media campaigns\u2014affect consumer perceptions of PLs. Further research could explore how advertising effectiveness varies by PL tier. Understanding the long-term impact of PL advertising on PL equity would provide valuable insights for both retailers and researchers.<\/p>\n\n\n\nSecond, while prior work has examined individual elements such as tiered pricing and store-banner branding, there is limited understanding of how these elements interact with shelf positioning, promotional intensity, and category management to influence the PL brand\u2019s equity. For example, does a premium PL benefit more from prominent shelf placement than a standard-tier PL, or do price promotions have a stronger impact on lower-tier PLs? A more integrated perspective on these dynamics could help retailers optimize their PL strategies to maximize brand equity.<\/p>\n\n\n\nFinally, the rise of e-commerce and algorithm-driven recommendations raises new challenges and opportunities for PLs. Online environments enable new forms of self-preferencing, where retailers promote their own PLs over national brands, a practice that has drawn increasing regulatory scrutiny. Future research could explore the effects of digital shelf placement, targeted advertising, and algorithmic bias on PL success, shedding light on how these strategies influence consumer decision-making and retailer performance in an increasingly digital landscape.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"h-references\">References<\/h4>\n\n\n\nAmaldoss, Wilfred and Woochoel Shin (2015), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0308/" target=\"_blank\" rel=\"noreferrer noopener\">Multitier Store Brands and Channel Profits<\/a>,\u201d Journal of Marketing Research<\/em>, 52 (6), 754\u201367.<\/p>\n\n\n\nAribarg, Anocha, Neeraj Arora, Ty Henderson, and Youngju Kim (2014), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.13.0420/" target=\"_blank\" rel=\"noreferrer noopener\">Private Label Imitation of a National Brand: Implications for Consumer Choice and Law<\/a>,\u201d Journal of Marketing Research<\/em>, 51 (6), 657\u201375.<\/p>\n\n\n\nBronnenberg, Bart, Jean-Pierre Dub\u00e9, and Robert E. Sanders (2020), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1287//mksc.2019.1189/" target=\"_blank\" rel=\"noreferrer noopener\">Consumer Misinformation and the Brand Premium: A Private Label Blind Taste Test<\/a>,\u201d Marketing Science<\/em>, 39 (2), 382\u2013406.<\/p>\n\n\n\nChoi, S. Chan and Anne T. Coughlan (2006), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2006.02.005/" target=\"_blank\" rel=\"noreferrer noopener\">Quality Versus Feature Differentiation from the National Brand<\/a>,\u201d Journal of Retailing<\/em>, 82 (2), 79\u201393.<\/p>\n\n\n\nCorstjens, Marcel and Rajiv Lal (2000), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.37.3.281.18781/" target=\"_blank\" rel=\"noreferrer noopener\">Building Store Loyalty through Store Brands<\/a>,\u201d Journal of Marketing Research<\/em>, 37 (3), 281\u201391.<\/p>\n\n\n\nDanaher, Peter. J., Tracey S. Danaher, Michael Smith, and Ruben Loaiza-Maya (2020), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//0022243720910104/" target=\"_blank\" rel=\"noreferrer noopener\">Advertising Effectiveness for Multiple Retailer-Brands in a Multimedia and Multichannel Environment<\/a>,\u201d Journal of Marketing Research<\/em>, 57 (3), 445\u201367.<\/p>\n\n\n\nDe Jong, Koen A.M. (2024), <a href=https://www.ama.org/"https:////www.iplc-europe.com//product//the-power-of-private-label//?lang=en\%22 target=\"_blank\" rel=\"noreferrer noopener\">The Power of Private Label<\/a><\/em>, IPLC BV.<\/p>\n\n\n\nGeyskens, Inge, Katrijn Gielens, and Els Gijsbrechts (2010), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.47.5.791/" target=\"_blank\" rel=\"noreferrer noopener\">Proliferating Private-Label Portfolios: How Introducing Economy and Premium Private Labels Influences Brand Choice<\/a>,\u201d Journal of Marketing Research<\/em>, 47 (5), 791\u2013807.<\/p>\n\n\n\nGeyskens, Inge, Kristopher O. Keller, Marnik G. Dekimpe, and Koen de Jong (2018), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.bushor.2018.01.015/" target=\"_blank\" rel=\"noreferrer noopener\">How to Brand your Private Labels<\/a>,\u201d Business Horizons<\/em>, 61 (3), 487\u201396.<\/p>\n\n\n\nGielens, Katrijn (2012), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.10.0183/" target=\"_blank\" rel=\"noreferrer noopener\">New Products: The Antidote to Private Label Growth?<\/a>\u201d Journal of Marketing Research<\/em>, 49 (3), 408\u201323.<\/p>\n\n\n\nGielens, Katrijn, Marnik G. Dekimpe, Anirban Mukherjee, and Kapil Tuli (2023), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.ijresmar.2022.07.006/" target=\"_blank\" rel=\"noreferrer noopener\">The Future of Private Label Markets: A Global Convergence Approach<\/a>,\u201d International Journal of Research in Marketing<\/em>, 40 (1), 248\u201367.<\/p>\n\n\n\nKeller, Kristopher O., Marnik G. Dekimpe, and Inge Geyskens (2016), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jm.15.0154/" target=\"_blank\" rel=\"noreferrer noopener\">Let Your Banner Wave? Antecedents and Performance Implications of Retailers\u2019 Private-Label Branding Strategies<\/a>,\u201d Journal of Marketing<\/em>, 80 (4), 1\u201319.<\/p>\n\n\n\nKeller, Kristopher O., Marnik G. Dekimpe, and Inge Geyskens (2022), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2022.02.004/" target=\"_blank\" rel=\"noreferrer noopener\">Adding Budget and Premium Private Labels to Standard Private Labels: Established Empirical Generalizations, Emerging Empirical Insights, and Future Research<\/a>,\u201d Journal of Retailing<\/em>, 98 (1), 5\u201323.<\/p>\n\n\n\nKeller, Kristopher O., Inge Geyskens, and Marnik G. Dekimpe (2020), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//0022243720922853/" target=\"_blank\" rel=\"noreferrer noopener\">Opening the Umbrella: The Performance Implications of Private Label Rebranding<\/a>,\u201d Journal of Marketing Research<\/em>, 57 (4), 677\u201394.<\/p>\n\n\n\nLong, Fei and Wilfred Amaldoss (2024), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1287//mksc.2022.0262/" target=\"_blank\" rel=\"noreferrer noopener\">Self-Preferencing in E-Commerce Marketplaces: The Role of Sponsored Advertising and Private Labels<\/a>,\u201d Marketing Science<\/em>, 43 (5), 925\u201352.<\/p>\n\n\n\nMa, Yu, Kusum L. Ailawadi, Mercedes Martos-Partal and \u00d3scar Gonz\u00e1lez-Benito (2024), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1177//00222429231196575/" target=\"_blank\" rel=\"noreferrer noopener\">Dual Branding by National Brand Manufacturers: Drivers and Outcomes<\/a>,\u201d Journal of Marketing<\/em>, 88 (3), 69\u201387.<\/p>\n\n\n\nMaesen, Stijn (2025), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.ijresmar.2024.08.002/" target=\"_blank\" rel=\"noreferrer noopener\">Introducing Specialist Private Labels: How Reducing Manufacturers\u2019 Competing Assortment Size Affects Retailer Performance<\/a>,\u201d International Journal of Research in Marketing<\/em>, 42 (1), 192\u2013211.<\/p>\n\n\n\n<a href=https://www.ama.org/"https:////www.mckinsey.com//our-people//angus-mcouat/">McOuat, Angus, <a href=https://www.ama.org/"https:////www.mckinsey.com//our-people//dymfke-kuijpers/">Dymfke Kuijpers<\/a>, Patricio Ib\u00e1\u00f1ez, and Ryan Drassinower (2024), \u201cA Turning Point for Private Brands: How Retailers Can Seize the Opportunity,\u201d McKinsey & Co. (November 4), <a href=https://www.ama.org/"https:////www.mckinsey.com//industries//retail//our-insights//a-turning-point-for-private-brands-how-retailers-can-seize-the-opportunity/" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/www.mckinsey.com\/industries\/retail\/our-insights\/a-turning-point-for-private-brands-how-retailers-can-seize-the-opportunity<\/a>.<\/p>\n\n\n\nNIQ Brandbank (2024), \u201cBranded vs. Private Label \u2013 Who Is Going to Come Out on Top?\u201d (May 14), <a href=https://www.ama.org/"https:////nielseniq.com//global//en//insights//analysis//2024//brandbank-branded-vs-private-label-who-is-going-to-come-out-on-top///" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/nielseniq.com\/global\/en\/insights\/analysis\/2024\/brandbank-branded-vs-private-label-who-is-going-to-come-out-on-top\/<\/a>.<\/p>\n\n\n\nNumerator (2025), \u201cGet Perspective on Private Label Performance,\u201d (updated February 18), <a href=https://www.ama.org/"https:////www.numerator.com//private-label-trends/" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/www.numerator.com\/private-label-trends<\/a>.<\/p>\n\n\n\nRafferty, Atalanta (2023), \u201cHow Private Label Brands Are Redefining Themselves from Imitators to Innovators,\u201d RF Binder (July 10), <a href=https://www.ama.org/"https:////rfbinder.com//how-private-labels-brands-are-redefining-themselves-from-imitators-to-innovators/" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/rfbinder.com\/how-private-labels-brands-are-redefining-themselves-from-imitators-to-innovators<\/a>.<\/p>\n\n\n\nSchnittka, Oliver, Jan-Michael Becker, Karen Gedenk, Henrik Sattler, Isabel Victoria Villeda, and Franziska V\u00f6lckner (2015), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1007//BF03396925/" target=\"_blank\" rel=\"noreferrer noopener\">Does Chain Labeling Make Private Labels More Successful?<\/a>\u201d Schmalenbach Business Review<\/em>, 67 (1), 92\u2013113.<\/p>\n\n\n\nSethuraman, Raj and Katrijn Gielens (2014), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2014.04.002/" target=\"_blank\" rel=\"noreferrer noopener\">Determinants of Store Brand Share<\/a>,\u201d Journal of Retailing<\/em>, 90 (2), 141\u201353.<\/p>\n\n\n\nSheehan, Diana (2024), \u201cBeyond Value: How Private Label Is Winning Over Consumers,\u201d PDG Insights (May 30), <a href=https://www.ama.org/"https:////www.pdginsights.com//post//beyond-value-how-private-label-is-winning-over-consumers/" target=\"_blank\" rel=\"noreferrer noopener\">https:\/\/www.pdginsights.com\/post\/beyond-value-how-private-label-is-winning-over-consumers<\/a>.<\/p>\n\n\n\nSteenkamp, Jan-Benedict E.M. (2023), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1016//j.jretai.2023.11.002/" target=\"_blank\" rel=\"noreferrer noopener\">What Is Holding Private Label Back in the United States and in Emerging Markets?<\/a>\u201d Journal of Retailing<\/em>, 100 (4), 55\u201369.<\/p>\n\n\n\nSteenkamp, Jan-Benedict E.M., Harald J. van Heerde, and Inge Geyskens (2010), \u201c<a href=https://www.ama.org/"https:////doi.org//10.1509//jmkr.47.6.1011/" target=\"_blank\" rel=\"noreferrer noopener\">What Makes Consumers Willing to Pay a Price Premium for National Brands over Private Labels?<\/a>\u201d Journal of Marketing Research<\/em>, 47 (6), 1011\u201324.<\/p>\n\n\n\nSzymanowski, Maciej and Els Gijsbrechts (2012), <a href=https://www.ama.org/"https:////doi.org//10.1509//jmr.07.0416/" target=\"_blank\" rel=\"noreferrer noopener\">\u201cConsumption-Based Cross-Brand Learning: Are Private Labels Really Private?<\/a>\u201d Journal of Marketing Research<\/em>, 49 (2), 231\u201346.<\/p>\n\n\n\nGo to the <a href=https://www.ama.org/"https:////www.ama.org//journal-of-marketing-research///" target=\"_blank\">Journal of Marketing Research<\/a><\/em><\/p>\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n\n\n<div style=\"height:40px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n","post_title":"The Brandification of Private Labels: Beyond Budget","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"the-brandification-of-private-labels-beyond-budget","to_ping":"","pinged":"","post_modified":"2025-03-24 14:03:11","post_modified_gmt":"2025-03-24 19:03:11","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.ama.org\/?post_type=ama_marketing_news&p=190275","menu_order":0,"post_type":"ama_marketing_news","post_mime_type":"","comment_count":"0","filter":"raw"}]" />

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