During the past two decades something fundamental has happened to the relationship between manufacturers and distributor organisations in many European countries. Within a number of product markets, distributors have launched their own products, forcing manufacturing companies to compete with shelf space owners in addition to the "traditional" competition with other manufacturers. Theoretical and empirical findings regarding Distributor Own Brands (DOB’S) offer us a number of explanations of the differences between national markets and product categories in terms of DOB penetration. However, much of this literature is deterministic in its approach: DOB penetration is often seen as a direct consequence of different market conditions, rather than as the result of strategy processes involving a number of decision-makers and their perceptions of market-related and organisational factors.This study investigates how an array of organisational and market related factors are perceived by distributor organisations, and how this is expressed in the organisations’ own brand strategies. To investigate this research problem, a theoretical framework that explicitly takes distributor own brand strategy into consideration when examining proposed determinants of DOB penetration is presented. The empirical study is mainly based on interviews with decision-makers within the central organisations of the two largest distributors within Swedish fmcg distribution: the ICA federation and the consumer co-operation KF. / Diss. Stockholm : Handelshögsk.

This dissertation studies important issues in supply chain management and marketing interface research: competition, product line design, and channel efficiency, at the presence of vertically differentiated products. Vertical differentiation as a means of price discrimination has been well-studied in both economics and marketing literature. However, less attention has been paid on how vertical differentiation has been operationalized. In this dissertation, we focus our study on two types of vertical differentiation: the one created by a product line which is produced by the same firm, and the one created by products from different firms. We especially are interested in the so-called private label products vs. the national brand products. Specifically, this dissertation explores how vertical differentiation can affect the interactions among the members of a supply chain in several different contexts. In the first piece of work, we use a game theoretic model to explore how the ability of a retailer to introduce a private label product affects its interaction with a manufacturer of a national brand. In the second essay, we are investigating how an original equipment manufacturer (OEM) will be affected by the entry of a competitor when there are strategic suppliers of a critical component. If these suppliers behave strategically, it is not clear that the entry of other players will necessarily be harmful to the incumbent. In the last work, we pay our attention to an emerging change happening in the industry: some retailers begin to sell their private labels through their competitors. We investigate the strategic role of a retailer selling her own private label products through another retailer. In summary, this dissertation illustrates how vertical differentiation play a crucial role in firms' supply chain as well as marketing strategies. Therefore, it is important for firms to recognize these strategic issues related to vertically differentiated products while making operations/marketing decisions. / text