Asda and Sainsbury’s must balance unity with differentiation to make their merger work
To maximise both revenues and savings, Sainsbury’s and Asda’s merger must get brand architecture right, unifying operations while keeping the brands distinct.
To maximise both revenues and savings, Sainsbury’s and Asda’s merger must get brand architecture right, unifying operations while keeping the brands distinct.
This week’s deal might have created the UK’s biggest supermarket group, but questions remain over how the two businesses will work together when they have such distinctive brand propositions.
The deal between the UK’s second and third biggest supermarkets gives the combined entity about 31% of the supermarket sector, ahead of current market leader Tesco.
Sainsbury’s boss Mike Coupe believes that just because the two brands will be owned by the same company, that doesn’t mean they can’t co-exist.
At the end of every week, we look at the key stories, offering our view on what they mean for you and the industry. From Elon Musk sacking Tesla’s 40-strong marketing team to McDonald’s shining a light on the power of ‘stillness’, it’s been a busy week. Here is my take.
The FMCG giant is looking at “new category opportunities” as it looks to regain market share and tackle the threat of private labels.
Morrisons CMO Rachel Eyre describes loyalty as a two-way street so says the supermarket must be “hyper-personalised” in its offer to get more people “voting with their feet”.
Marketers may like to be believe they can identify with a wide range of people but, in reality, they are as likely to be led by their biases as anyone else.