The aim of this diploma thesis is the analysis of private labels and the consumer perception of private labels. The theoretical part is focused on brands, brand management, private labels and development at the world and the czech market. The practical part deals with research private label products and research among consumers. Based on the analysis, recommendations suggest retail chains to increase the share of private labels in total sales.

This three-essay thesis focuses on how value of the brand, i.e. brand equity is created, with each study investigating different parts of the relationships within the brand value chain. My first essay identifies and tests a new set of brand equity drivers such as brand structure and positioning, brand strategy, and customer characteristics. I use revenue premium as the retail level measure of brand equity and decompose it into price and volume premiums. Then, I explore the effects of different brand equity drivers on these premiums. The study on the universe of grocery industry in the U.S. shows compelling evidences that volume premium prevails over price premium in driving revenue premium. Brand structure and positioning, brand strategy and customer characteristics contribute significantly to the changes of the brand market performance measured with price, volume and revenue premiums. My second essay examines the association between consumer-based brand equity (IBBE) and brand market performance, and the moderators of this association. I explore a comprehensive set of market performance measures (penetration, loyalty, market share, price and revenue) of 216 major brands sold in the grocery channel in the U.S., in conjunction with EquiTrend© brand equity measure. The results show that customer based brand equity provides incremental explanatory power for brand market performance beyond the explanation by a wide array of performance determinants identified in the first essay. Furthermore, the equity-performance association is moderated by a set of product and category features, as well as the firm brand strategy. My third essay studies whether firms benefit from having multiple brands across different areas. I model brand market performance as a function of different elements of the firm brand portfolio, including the size and performance of sibling brands and the inter-brand distance. The dataset includes 1,700 brands from over 350 firms in the grocery channel within the U.S. The results show that the brand portfolio information provides incremental explanatory power for brand market performance. Moreover, the size and the performance of sibling brands have significant impact on a focal brand's market performance, and these impacts are moderated by the inter-brand distance.

The broad objective of this study is to examine how assortment factors and category performance are related within the context of specialty retailing. This study formulates two clusters of research questions. The first cluster of research questions focuses on product assortment in general, for example assortment variety and composition. The second cluster of research questions concentrates on a specific area of product assortment, that is, private label products. An organic retailer in Australia collaborates by providing its assortment records and sales reports. The Australian organic retailing industry is an ideal candidate for this study for 1) it is specialty retailing, and 2) the supply situation allows organic retailers considerable flexibility to experiment with different assortment compositions. This study analyses store level cross sub category data and, to supplement this, it conducts a qualitative study and collects field data. Included in the cross sub category analyses are approximately 140 to 180 organic sub categories. The results show that assortment variety has a positive influence on sub category sales. The strength of this positive relationship varies across different sub category types, for example food or non-food. For the private label analyses, the results show that, within the focal store, private label SKUs are more likely to be present in sub categories with larger sales and with supermarket competition present. This study also finds that a deeper manufacturer brand assortment hurts private label performance. This study contributes to a body of cross category empirical generalisations about the complex decisions retailers face by examining the effects of assortment decisions within the context of specialty retailing. It provides some clear empirical evidence for how assortment factors and sub category performance are related through an empirical investigation in a bricks and mortar retail environment. In addition, it tests the generalisability of extant private label research beyond the much discussed conventional supermarket industry and convenience consumer goods contexts. Keywords: assortment, private label, store brand, specialty retailing, cross category, sub category, empirical investigation, organic retailing, Australia

經濟全球化的潮流之下,企業在國際市場中的競爭日益嚴酷,企業母體與全球子公司分工體系緊密結合早已是企業生存與提升競爭力最重要也是最基本的策略。 跨國公司若要落實執行其全球策略,海外子公司的政策,必需與母公司有密切的動態配合,尤其是企業全球佈局策略演進變化方面,才能達到全體目標一致的加分效果。 本研究旨在探討跨國公司,尤其是大型通路商,在進行企業內部資源以及分工策略時,以何種策略安排可以達到最佳績效。 通路商的經營模式較品牌大廠複雜,其國際採購處的經營模式,更有別於一般資訊品牌的國際採購的經營模式。 因其面對和管理的供應廠商,為數龐大,產業別多樣,通路商的國際採購處,必需針對不同產業有不同的產品開發模式,這又增加了管理上的難度,再加上產品多樣,非打國際品牌,相對稀釋採購量( Buying Power )。 與供應商的協商技巧和管理策略更形重要。 台灣向來為資訊品牌大廠設立國際採購處的第一選擇。 但是近年來,由於台灣勞力成本增加,產業外移已成生存趨勢,加上兩岸交通成本偏高,各知名國際採購處紛紛將遠東總部移往中國。 駐台的國際採購處要如何保持其競爭優勢為學界與實務界應同時注意的主題。 本研究個案為美國大型通路商在台灣設立的採購處,其在台灣設立三十年餘,由驗貨中心,演變為策略採購重鎮,經歷組織縮編,再因變革成效顯著,得以擴大台灣組織規模,其過程值得深入探討。 本研究透過個案公司之發展,先從國際採購產業界之整體環境機會,繼而分析了解個案公司競爭優劣勢,由外而內探討其企業經營模式並歸納出為來發展之建議。 研究結果發現,創新與增加競爭力是企業唯一生存的法則,創新不侷限於產品創新,個案成功於商業模式創新,經營方式創新,以及找到台灣產業與母公司配合的最佳模式,才能在遠東區勝出,勝於香港彈性的經貿制度以及中國大陸低廉的成本。然而,這樣的競爭力能持續多久,除了企業本身必須持續創新與增加競爭力,由於出貨生產工廠大都位於中國,台灣政府對兩岸的政策也會影響台灣的競爭力。 / Globalization, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges. Procurement executives recognize that responding to these challenges will require them to upskill their teams, adopt new sourcing, compliance, and supply management strategies, and improve systems infrastructures to drive continuous improvements in supply costs and performance and demonstrate strategic value to the enterprise. However, moving from tactical or transactional sourcing operation to a more strategic view often starts with combining buys across divisions and consolidating suppliers can enable better negotiating leverage. Globalization is driving this interest in strategic sourcing operation and analytics because it has vastly multiplied the complexity of supplier relationships. IPOs ( International Procurement Office ) are "dancing with a lot of partners," says Dr. John Vande Vate, executive director of the Executive Masters in International Logistics program at Georgia Tech University. These partners include the contract manufacturers themselves, their suppliers, and third-party logistics providers. This operation complexity has sourcing managers looking beyond lowering costs to assuring supply. That requires buying organizations to shift methodology. They need to use technology not to beat suppliers up on price, but to get more flexibility. Expect the trend in global sourcing to increase. Driving the trend are cost advantages, best-market capabilities, and shared risk. Leading procurement practices include: * A strong procurement infrastructure that enables strategic supply initiatives. * Rationalization of the global and regional supplier base, including supplier-managed inventory and replenishment. * Electronic sourcing to manage requests for information, quotations, and requests for proposal and supplier awards. * Electronic procurement order processing for non-strategic goods and services. * Daily performance monitoring and supplier scorecards. The case company in this essay, RadioShack Corporation, is executing its Strategic Growth Plan aimed at reinvigorating the retail experience and leveraging the company's sourcing expertise. This research is aimed to discuss how an IPO ( or Global Sourcing ) in Taiwan can lead the way to comply and complement company’s Strategic Growth Plan; how to renew RadioShack Global Sourcing’s vision and strategic focus; how to add value to the products by entering product life cycle at early stage; how to enhance RadioShack brand through third party channels; and how to transform current transaction buying organization to Strategic Sourcing Function Team.

The broad objective of this study is to examine how assortment factors and category performance are related within the context of specialty retailing. This study formulates two clusters of research questions. The first cluster of research questions focuses on product assortment in general, for example assortment variety and composition. The second cluster of research questions concentrates on a specific area of product assortment, that is, private label products. An organic retailer in Australia collaborates by providing its assortment records and sales reports. The Australian organic retailing industry is an ideal candidate for this study for 1) it is specialty retailing, and 2) the supply situation allows organic retailers considerable flexibility to experiment with different assortment compositions. This study analyses store level cross sub category data and, to supplement this, it conducts a qualitative study and collects field data. Included in the cross sub category analyses are approximately 140 to 180 organic sub categories. The results show that assortment variety has a positive influence on sub category sales. The strength of this positive relationship varies across different sub category types, for example food or non-food. For the private label analyses, the results show that, within the focal store, private label SKUs are more likely to be present in sub categories with larger sales and with supermarket competition present. This study also finds that a deeper manufacturer brand assortment hurts private label performance. This study contributes to a body of cross category empirical generalisations about the complex decisions retailers face by examining the effects of assortment decisions within the context of specialty retailing. It provides some clear empirical evidence for how assortment factors and sub category performance are related through an empirical investigation in a bricks and mortar retail environment. In addition, it tests the generalisability of extant private label research beyond the much discussed conventional supermarket industry and convenience consumer goods contexts. Keywords: assortment, private label, store brand, specialty retailing, cross category, sub category, empirical investigation, organic retailing, Australia

Acompanhando a evolução dos meios de comunicação, as marcas da indústria ganharam força e popularidade, conquistando a confiança dos consumidores. Assim, as marcas de fabricantes consolidaram-se durante o século XX, simbolizando qualidade e status. Enquanto a indústria fortalecia a imagem das suas marcas junto aos consumidores, o poder de negociação do varejo decaía. No entanto, durante a década de 1970 o varejo iniciou um processo de transformação. Sua consolidação e internacionalização contribuíram para o aumento do seu poder de barganha frente às grandes indústrias. Em razão dos grandes volumes negociados o grande varejo passou a ser o principal veículo de distribuição dos produtos fabricados pela indústria. Inicia então uma relação de rivalidade entre a indústria e varejo. Diversas estratégias foram colocadas em prática pelo varejo de alimentos com o objetivo de ganhar competitividade frente aos concorrentes. O desenvolvimento de marcas próprias merece destaque em função da sua abrangência e disseminação no mundo. Diante desse cenário, o trabalho propõe um estudo sobre o desenvolvimento de marcas próprias, sob a perspectiva dos diversos agentes envolvidos: varejo supermercadista, indústria e consumidores. Logo, seu principal objetivo é apresentar informações atualizadas sobre o setor de marcas próprias no Brasil e no mundo, identificar os fatores que podem motivar ou restringir o seu desenvolvimento, analisar os possíveis efeitos e impactos da estratégia de marcas próprias sobre os seus agentes e identificar as forças competitivas envolvidas na indústria de marcas próprias. A Europa é a região onde as marcas próprias têm maior desenvolvimento e mantêm a sua participação consolidada no varejo. Um dos fatores que contribuem para a grande participação das marcas próprias no faturamento das redes supermercadistas instaladas na Europa é a alta concentração de mercado. Conforme as escalas sugeridas Bain (1968) e pelo governo dos Estados Unidos, no Horizontal Mergers Guidelines, de 1992, a concentração do setor supermercadista brasileiro calculada para o ano de 2010 é moderada. De acordo com último estudo de marcas próprias publicado pela Nielsen, a participação das marcas próprias representou 4.8% do faturamento das redes em 2010. Utilizando informações publicadas em trabalhos anteriores foram identificados os efeitos e impactos do desenvolvimento de marcas próprias, distinguidos como verticais e horizontais. Os impactos verticais envolvem os fornecedores, indústria e consumidores. Os impactos horizontais envolvem o varejista que desenvolve marcas próprias e as redes concorrentes. De acordo com literatura consultada foi possível identificar que os fatores motivadores para o desenvolvimento de rótulos privados são tão representativos para o varejo quanto para as empresas fabricantes. No entanto, em função do poder que as grandes redes exercem sobre a indústria, os reflexos negativos da estratégia de marcas próprias podem representar um risco muito maior para os fabricantes de marcas próprias do que para os varejistas. / Following the media evolution, industry brands gained strength and popularity, winning the confidence of its consumers. Manufacturer brands were consolidated during the twentieth century, symbolizing quality, reliability and status to its consumers. While the industry strengthened the image of their brands with consumers, the retail negotiation power crumbled. However, during the 1970s retailers began a transformation process. Their consolidation and internationalization have contributed to the increase in their bargaining power with large industries. Because of the large volumes traded the large retailers became the main distribution vehicle for products manufactured by the industry, starting a rivalry relationship between industry and retail. Several strategies were put in place by food retailing in order to gain a competitive edge against its competitors. The development of their own brands is noteworthy in light of its scope and spread throughout the world. In this scenario, the paper proposes a study on the development of private label brands, also called own brands, from the perspective of the various actors involved: retail, industry and consumers. Therefore, its main objective is to present updated information on the private label brands sector in Brazil and worldwide; to identify factors that may motivate or constrain their development, analyze potential effects and impacts of the own brands strategy on the actors and identify the competitive forces involved in the own brands industry. Europe is the region where private label brands have greater development and maintain their participation consolidated in the retail. One of the factors that contribute to the large share of private label brands in the revenues of supermarket chains based in Europe is the high market concentration. As the scales suggested by Bain, 1968 and the U.S. government, in the Horizontal Mergers Guidelines, 1992, the Brazilian supermarket sector concentration calculated for the year 2010 is moderate. According to the latest study on own brands published by Nielsen, the share of private label brands accounted for 4.8% of the chains revenues in 2010. Using data published in previous works we have identified the effects and impacts of the development of own brands, distinguished as vertical and horizontal. The vertical impacts involve suppliers, industry and consumers. The horizontal impacts involve the retailer that develops its own brands and competing chains. According to the literature, we found that the motivating factors for the development of private label brands are so representative for retail companies as they are for the manufacturers. However, due to the power that the major chains have on the industry, the negative effects of the strategy of own brands can represent a much higher risk for private label brands manufacturers than for retailers.

Private label products encompass all merchandise sold under a retailer{\crq}s brand. That brand can be the retailer{\crq}s own name or a name created exclusively by that retailer. In some cases, a retailer may belong to a wholesale group that owns the brands that are available to only the members of the group. For the consumer, private label represents the opportunity to purchase quality food and non-food products at savings compared to manufacturer brands. Private label items consist of the same or even better ingredients than the manufacturer brands, and because the retailer{\crq}s name or symbol is on the package, the consumer is assured that the product meets the retailer{\crq}s quality standards. Private labels can be divided in three categories: economic, standard and exclusive. Manufacturers of private labels can be divided also in three categories: Large manufacturers who produce both their own brands and private label products; small and medium size manufacturers that specialise in particular products lines and concentrate on producing private label almost exclusively; and retailers and wholesalers that operate their own manufacturing plants and provide private label products from their own stores. The most developed private label region is in Europe. The countries with the highest private labels shares are Switzerland, Great Britain, Belgium, Germany and Spain. The Czech Republic is one of the fastest growing private label regions in Europe. The private label share has increased by 20 % since 2005.

Acompanhando a evolução dos meios de comunicação, as marcas da indústria ganharam força e popularidade, conquistando a confiança dos consumidores. Assim, as marcas de fabricantes consolidaram-se durante o século XX, simbolizando qualidade e status. Enquanto a indústria fortalecia a imagem das suas marcas junto aos consumidores, o poder de negociação do varejo decaía. No entanto, durante a década de 1970 o varejo iniciou um processo de transformação. Sua consolidação e internacionalização contribuíram para o aumento do seu poder de barganha frente às grandes indústrias. Em razão dos grandes volumes negociados o grande varejo passou a ser o principal veículo de distribuição dos produtos fabricados pela indústria. Inicia então uma relação de rivalidade entre a indústria e varejo. Diversas estratégias foram colocadas em prática pelo varejo de alimentos com o objetivo de ganhar competitividade frente aos concorrentes. O desenvolvimento de marcas próprias merece destaque em função da sua abrangência e disseminação no mundo. Diante desse cenário, o trabalho propõe um estudo sobre o desenvolvimento de marcas próprias, sob a perspectiva dos diversos agentes envolvidos: varejo supermercadista, indústria e consumidores. Logo, seu principal objetivo é apresentar informações atualizadas sobre o setor de marcas próprias no Brasil e no mundo, identificar os fatores que podem motivar ou restringir o seu desenvolvimento, analisar os possíveis efeitos e impactos da estratégia de marcas próprias sobre os seus agentes e identificar as forças competitivas envolvidas na indústria de marcas próprias. A Europa é a região onde as marcas próprias têm maior desenvolvimento e mantêm a sua participação consolidada no varejo. Um dos fatores que contribuem para a grande participação das marcas próprias no faturamento das redes supermercadistas instaladas na Europa é a alta concentração de mercado. Conforme as escalas sugeridas Bain (1968) e pelo governo dos Estados Unidos, no Horizontal Mergers Guidelines, de 1992, a concentração do setor supermercadista brasileiro calculada para o ano de 2010 é moderada. De acordo com último estudo de marcas próprias publicado pela Nielsen, a participação das marcas próprias representou 4.8% do faturamento das redes em 2010. Utilizando informações publicadas em trabalhos anteriores foram identificados os efeitos e impactos do desenvolvimento de marcas próprias, distinguidos como verticais e horizontais. Os impactos verticais envolvem os fornecedores, indústria e consumidores. Os impactos horizontais envolvem o varejista que desenvolve marcas próprias e as redes concorrentes. De acordo com literatura consultada foi possível identificar que os fatores motivadores para o desenvolvimento de rótulos privados são tão representativos para o varejo quanto para as empresas fabricantes. No entanto, em função do poder que as grandes redes exercem sobre a indústria, os reflexos negativos da estratégia de marcas próprias podem representar um risco muito maior para os fabricantes de marcas próprias do que para os varejistas. / Following the media evolution, industry brands gained strength and popularity, winning the confidence of its consumers. Manufacturer brands were consolidated during the twentieth century, symbolizing quality, reliability and status to its consumers. While the industry strengthened the image of their brands with consumers, the retail negotiation power crumbled. However, during the 1970s retailers began a transformation process. Their consolidation and internationalization have contributed to the increase in their bargaining power with large industries. Because of the large volumes traded the large retailers became the main distribution vehicle for products manufactured by the industry, starting a rivalry relationship between industry and retail. Several strategies were put in place by food retailing in order to gain a competitive edge against its competitors. The development of their own brands is noteworthy in light of its scope and spread throughout the world. In this scenario, the paper proposes a study on the development of private label brands, also called own brands, from the perspective of the various actors involved: retail, industry and consumers. Therefore, its main objective is to present updated information on the private label brands sector in Brazil and worldwide; to identify factors that may motivate or constrain their development, analyze potential effects and impacts of the own brands strategy on the actors and identify the competitive forces involved in the own brands industry. Europe is the region where private label brands have greater development and maintain their participation consolidated in the retail. One of the factors that contribute to the large share of private label brands in the revenues of supermarket chains based in Europe is the high market concentration. As the scales suggested by Bain, 1968 and the U.S. government, in the Horizontal Mergers Guidelines, 1992, the Brazilian supermarket sector concentration calculated for the year 2010 is moderate. According to the latest study on own brands published by Nielsen, the share of private label brands accounted for 4.8% of the chains revenues in 2010. Using data published in previous works we have identified the effects and impacts of the development of own brands, distinguished as vertical and horizontal. The vertical impacts involve suppliers, industry and consumers. The horizontal impacts involve the retailer that develops its own brands and competing chains. According to the literature, we found that the motivating factors for the development of private label brands are so representative for retail companies as they are for the manufacturers. However, due to the power that the major chains have on the industry, the negative effects of the strategy of own brands can represent a much higher risk for private label brands manufacturers than for retailers.

nÃo hà / O varejo de alimentos à o segmento de maior destaque na economia brasileira, com estimativa de crescimento de 8% em 2012, o que denota um mercado de alta atratividade, considerando que a expectativa de crescimento do paÃs à de 2%, com inflaÃÃo de 5%. Este desempenho atrai investidores internacionais, fazendo com que as grandes redes varejistas mundiais ingressem no paÃs, adquirindo, realizando fusÃes ou inviabilizando a permanÃncia dos pequenos supermercados que, como forma de se manterem no mercado, buscam associaÃÃo em Centrais de NegÃcios. A Central de NegÃcios cearense SUPER REDE tem destaque nacional, sendo apontada pela AssociaÃÃo Brasileira de Supermercados â ABRAS, como a maior Central de NegÃcios do paÃs no item faturamento hà 03 anos consecutivos. Uma das estratÃgias adotadas pela SUPER REDE na composiÃÃo de seu mix de produtos à a marca prÃpria. O presente estudo tem como objetivo principal analisar a percepÃÃo da marca prÃpria SUPER REDE com base nas dimensÃes propostas por David Aaker, no que diz respeito à Lealdade, Qualidade Percebida, Conhecimento da Marca e AssociaÃÃes de Marca por parte do consumidor. O estudo realizado caracteriza-se como exploratÃrio e descritivo, de natureza qualitativa, com revisÃo bibliogrÃfica dos temas transversais e levantamento de dados por meio de questionÃrios estruturados, com perguntas abertas e fechadas. A percepÃÃo de valor à considerada um diferencial com forte efeito na decisÃo de compra. Os resultados encontrados mostram-se relevantes, na medida em que sinalizam a importÃncia, a interligaÃÃo e o efeito das dimensÃes no negÃcio, constituindo-se contribuiÃÃo para a academia e para Centrais de NegÃcios com marca prÃpria.

Acompanhando a evolução dos meios de comunicação, as marcas da indústria ganharam força e popularidade, conquistando a confiança dos consumidores. Assim, as marcas de fabricantes consolidaram-se durante o século XX, simbolizando qualidade e status. Enquanto a indústria fortalecia a imagem das suas marcas junto aos consumidores, o poder de negociação do varejo decaía. No entanto, durante a década de 1970 o varejo iniciou um processo de transformação. Sua consolidação e internacionalização contribuíram para o aumento do seu poder de barganha frente às grandes indústrias. Em razão dos grandes volumes negociados o grande varejo passou a ser o principal veículo de distribuição dos produtos fabricados pela indústria. Inicia então uma relação de rivalidade entre a indústria e varejo. Diversas estratégias foram colocadas em prática pelo varejo de alimentos com o objetivo de ganhar competitividade frente aos concorrentes. O desenvolvimento de marcas próprias merece destaque em função da sua abrangência e disseminação no mundo. Diante desse cenário, o trabalho propõe um estudo sobre o desenvolvimento de marcas próprias, sob a perspectiva dos diversos agentes envolvidos: varejo supermercadista, indústria e consumidores. Logo, seu principal objetivo é apresentar informações atualizadas sobre o setor de marcas próprias no Brasil e no mundo, identificar os fatores que podem motivar ou restringir o seu desenvolvimento, analisar os possíveis efeitos e impactos da estratégia de marcas próprias sobre os seus agentes e identificar as forças competitivas envolvidas na indústria de marcas próprias. A Europa é a região onde as marcas próprias têm maior desenvolvimento e mantêm a sua participação consolidada no varejo. Um dos fatores que contribuem para a grande participação das marcas próprias no faturamento das redes supermercadistas instaladas na Europa é a alta concentração de mercado. Conforme as escalas sugeridas Bain (1968) e pelo governo dos Estados Unidos, no Horizontal Mergers Guidelines, de 1992, a concentração do setor supermercadista brasileiro calculada para o ano de 2010 é moderada. De acordo com último estudo de marcas próprias publicado pela Nielsen, a participação das marcas próprias representou 4.8% do faturamento das redes em 2010. Utilizando informações publicadas em trabalhos anteriores foram identificados os efeitos e impactos do desenvolvimento de marcas próprias, distinguidos como verticais e horizontais. Os impactos verticais envolvem os fornecedores, indústria e consumidores. Os impactos horizontais envolvem o varejista que desenvolve marcas próprias e as redes concorrentes. De acordo com literatura consultada foi possível identificar que os fatores motivadores para o desenvolvimento de rótulos privados são tão representativos para o varejo quanto para as empresas fabricantes. No entanto, em função do poder que as grandes redes exercem sobre a indústria, os reflexos negativos da estratégia de marcas próprias podem representar um risco muito maior para os fabricantes de marcas próprias do que para os varejistas. / Following the media evolution, industry brands gained strength and popularity, winning the confidence of its consumers. Manufacturer brands were consolidated during the twentieth century, symbolizing quality, reliability and status to its consumers. While the industry strengthened the image of their brands with consumers, the retail negotiation power crumbled. However, during the 1970s retailers began a transformation process. Their consolidation and internationalization have contributed to the increase in their bargaining power with large industries. Because of the large volumes traded the large retailers became the main distribution vehicle for products manufactured by the industry, starting a rivalry relationship between industry and retail. Several strategies were put in place by food retailing in order to gain a competitive edge against its competitors. The development of their own brands is noteworthy in light of its scope and spread throughout the world. In this scenario, the paper proposes a study on the development of private label brands, also called own brands, from the perspective of the various actors involved: retail, industry and consumers. Therefore, its main objective is to present updated information on the private label brands sector in Brazil and worldwide; to identify factors that may motivate or constrain their development, analyze potential effects and impacts of the own brands strategy on the actors and identify the competitive forces involved in the own brands industry. Europe is the region where private label brands have greater development and maintain their participation consolidated in the retail. One of the factors that contribute to the large share of private label brands in the revenues of supermarket chains based in Europe is the high market concentration. As the scales suggested by Bain, 1968 and the U.S. government, in the Horizontal Mergers Guidelines, 1992, the Brazilian supermarket sector concentration calculated for the year 2010 is moderate. According to the latest study on own brands published by Nielsen, the share of private label brands accounted for 4.8% of the chains revenues in 2010. Using data published in previous works we have identified the effects and impacts of the development of own brands, distinguished as vertical and horizontal. The vertical impacts involve suppliers, industry and consumers. The horizontal impacts involve the retailer that develops its own brands and competing chains. According to the literature, we found that the motivating factors for the development of private label brands are so representative for retail companies as they are for the manufacturers. However, due to the power that the major chains have on the industry, the negative effects of the strategy of own brands can represent a much higher risk for private label brands manufacturers than for retailers.