[pt] As marcas próprias (MP s) despontam como sendo uma das principais ferramentas do varejo para seu crescimento e fomentação dos lucros. Em países como a França e os EUA elas já representam 36 porcento e 20 porcento das vendas totais do varejo supermercadista respectivamente. No Brasil, esse percentual ainda não passa de 7 porcento. O intuito deste estudo é realizar um comparativo entre o mercado brasileiro e o francês de MP s verificando as suas similaridades e diferenças para analisar as possíveis perspectivas futuras para esse segmento no Brasil. O mercado francês foi selecionado por diversas razões dentre elas por ser um mercado maduro nesse segmento e pelos dois principais varejistas brasileiros serem direta ou indiretamente controlados por franceses. A literatura sobre o tema no Brasil ainda é restrita e, em sua maioria, são direcionados para aspectos sobre a relação da indústria com o varejo, com poucas referências a mercados internacionais como esse paralelo que aqui está sendo proposto (Brito et al., 2004). A partir de entrevistas com diretores dos principais supermercadistas brasileiros e franceses que representam 85 porcento e 75 porcento de vendas de MP s nos respectivos mercados, foram traçadas as características do mercado brasileiro e um comparativo entre os dois mercados. Posteriormente, com base nos dados analisados foi delineado um possível cenário futuro das MP s no Brasil. Os resultados indicam que o mercado brasileiro ainda está subdesenvolvido em relação ao francês pela evolução do varejo e pelo alto envolvimento com marcas pelo consumidor brasileiro. A tendência para o mercado brasileiro é de se profissionalizar mais nos próximos anos com uma crescente aceitação do consumidor e de desenvolver novas categorias de produtos no médio e longo prazo. / [en] Private Labels (PL s) products blunts as being one of the main tools for retailers to grow and to foment their profits. In developed countries such as France and the US, they already represent 36 percent and 20 percent of the total grocery retail sales respectively. In Brazil, this percentage still does not exceed 7 percent. The purpose of this study is to undertake a comparative analysis between the Brazilian and French PL markets verifying their similarities and differences to outline the possible future perspectives for this segment in Brazil. The French retail market has been selected because of the maturity of its market concerning PLs and due to the two main Brazilian grocery retailers being controlled directly or indirectly by French companies. The literature on this topic in Brazil is still limited and, in it s majority is focused on the industry-retail relationship, with a few references to international markets as it is proposed in this study (Brito et al., 2004). From data collected in personal interviews with top managers of the main Brazilian and French grocery retailers which represent 85 percent and 75 percent of PL s total sales in their markets, an overview of the Brazilian market and a comparison between the two markets has been built. Subsequently, based on the analised data, possible Brazilian PL market scenarios have been outlined. The results show that the Brazilian market is still underdeveloped when compared to the French one due to the Brazilian market History and to the high involvment with brands by Brazilian consumers. The perspective concerning the Brazilian market in the near future is to professionalize itself, with an increase in consumer acceptance and to develop new product categories in the medium and long term.

TESIS PARA OPTAR AL GRADO DE MAGÍSTER EN MARKETING / El presente estudio se enfoca en analizar la relación existente entre la imagen de la tienda con la experiencia de marca, y como esta última puede influir en la actitud a la marca, apego a la marca y valor de marca. Por otra parte, el tipo de tienda (Flagship Store o Brand Store) tiene influencia en la imagen de la tienda con la experiencia de marca que tengan los consumidores. Este estudio es cuantitativo del tipo concluyente, donde la metodología de la investigación se aplicó de forma transversal, obteniendo la información necesaria mediante una encuesta presencial y autoadministrada. La encuesta se aplicó a 528 individuos que compraron en alguna de las tiendas de Adidas, y además eran consumidores de la marca. Una vez recopilada la información se formó la base de datos en Excel, la cual luego se traspasó a SPSS. Posteriormente, se realizó un análisis de fiabilidad y validez (análisis factorial exploratorio) para evaluar si el instrumento utilizado era idóneo. El aporte que tiene esta investigación es mostrar como el tipo de tienda (Flagship Store o Brand Store) influye en la relación existente entre imagen de la tienda y experiencia de marca, y también ver si la experiencia de marca tiene influencia en los constructos de marca (apego a la marca, actitud a la marca y valor de marca). La originalidad de este estudio es determinar si en Chile funciona el tipo de tienda Flagship Store, es decir, si este cumple con los objetivos esperados, para que las empresas inviertan en este diseño de tienda con el fin de construir una marca más potente, o si es innecesario y no se obtienen los resultados esperados, para no malgastar recursos. Por lo tanto, diferentes empresas pueden tener conocimiento de que mejoras en las variables ya mencionadas, son factores influyentes en los individuos, lo que finalmente conducirá a obtener información necesaria para tomar decisiones estratégicas, con el fin de aumentar valor a los clientes, a la marca y mejorando la relación cliente, marca y empresa. Posteriormente, se realizó un análisis de regresión lineal entre imagen de la tienda con experiencia de marca, de la Flagship Store como de la Brand Store para ver si existe diferencia por el tipo de tienda en Chile. Finalmente, se efectuó el análisis factorial confirmatorio, mediante un modelo de ecuaciones estructurales (SEM) para observar la relación que existe entre la variable independiente (imagen de la tienda) con las variables dependientes (experiencia, actitud, apego y valor de marca), con el fin de rechazar o no rechazar las hipótesis planteadas en este estudio, plasmado en el modelo que será visto en el transcurso de la investigación.

Sportswear is growing into a fashion trend due to consumers growing desire for a healthy lifestyle. Some years back functional sportswear companies sold their clothing mostly via retailers, in recent years however these companies have integrated downstream in the supply chain. Now most functional sportswear brands operate their own stores: flagship or brand stores. Many researchers have investigated how companies use integration in the supply chainas a strategy. Few of these researchers have solely looked into functional sportswear companies and their unique products. The purpose of this thesis is therefore to examine why functional sportswear brands operate brand stores. In this paper several researchers suggested reasons to why companies integrate downstream in the supply chain, which has been taken into account. Researchers such as Penaloza (1998), Pine and Gilmor (1998) and Thomas et. al (1999) have suggested that brand image, a relationship with the consumer and the chance of giving the consumer an experience are important advantages that comes with a brand store. Researchers have also discussed how the brand store generates sales through other channels. These advantages of brand stores as well as reasons for downstream integration have been used to critically examine why functional sportswear brands operate brand stores. The study shows that all examined sportswear brands use the brand store as a way of building image. The companies all find the chance of giving the consumer an experience as an important aspect of the brand store.

L’une des voies d’innovation plébiscitées par les détaillants pour orchestrer l’évolution de leur proposition de valeur consiste à réviser le design des espaces de vente. Les contributions académiques sur l’expérience en magasin se sont concentrées sur les perceptions des consommateurs ainsi que sur le repérage de pratiques managériales significatives. En prenant pour objet la traduction du repositionnement d’une enseigne par le design expérientiel des espaces de vente, la thèse propose de suivre le processus au cœur même du marché et de mettre à jour les mécanismes qui le sous-tendent. La conduite d’une étude longitudinale de cas enchâssés dévoile une conception holistique, basée sur l’interaction souhaitée du chaland avec le magasin. L’analyse relate l’enchâssement des quatre phases du cycle de vie et permet de recenser pour chaque phase les événements et problématiques associés aux six dimensions du processus. La thèse établit le rôle prégnant de la vision entrepreneuriale du dirigeant, clé de voûte de l’innovation. La proposition de valeur se matérialise par trois composantes gigognes que sont l’intrigue, l’action et le décor. Pour chacune des cinq étapes du parcours-client, des éléments de décor sont implantés pour relayer ou renforcer l’action souhaitée. Ces éléments constituent des mécanismes ou dispositifs destinés à stimuler le système expérientiel du chaland. L’évaluation, qui porte sur la mesure du positionnement perçu et vécu, contribue à ajuster la proposition de valeur au regard de quatre niveaux de cohérence et de la flexibilité du design. Enfin, les logiques de coproduction occasionnent une possible co-destruction de valeur, intentionnelle ou accidentelle. / One of the innovative ways favoured by retailers to drive change in their value proposition is to review the design of their stores. Academic contributions to the in-store experience have mostly focused on consumer perspective and identifying relevant managerial practices. The core of this research studies how repositioning a retail brand translates into the experiential design of retail spaces. To this end, the research follows the repositioning process from a managerial perspective and updates the mechanisms that underlie it. The longitudinal study of embedded cases reveals the importance of an holistic design that takes into account the desired interactions between the shopper and the store. The analysis shows the four overlapping phases of the store’s life cycle, and breaks down the process into six dimensions, each with its own events and issues. The six dimensions are vision, plotline, action, decor, assessment and coproduction.The entrepreneurial vision of the leader is the cornerstone of the whole innovation process. The value proposition is embodied by three components, namely plotline, action and decor. For each of the five stages of the shopper’s journey, elements of the decor are implemented to relay or reinforce the desired action. These are mechanisms or devices meant to stimulate the shopper’s experiential system. The assessment, which involves measuring the perceived and experienced positioning, helps to adjust the value proposition in terms of four levels of consistency and flexibility of design. Finally, the coproduction of store design between different stakeholders can cause a co-destruction of value, whether intentional or accidental.