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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 Nestlé declaring “growth is back” to two brands hiring their first CMOs, it’s been a busy week. Here is my take.
The CMA’s analysis into loyalty pricing is still ongoing, but it says it is “unlikely” to conclude that supermarkets are unfairly inflating non-loyalty pricing to make their member pricing appear more attractive.
Oatly CEO’s told investors it would refocus on its “reason for being” and be “slightly less self-indulgent” in how it uses its brand voice.
Marketing Week’s weekly round-up of the technology stories that impact the marketing sector: from AI to martech, regulation to public perceptions.