20.500.12556/DKUM-18512 STRATEŠKI KONCEPT TRŽENJA LASTNE BLAGOVNE ZNAMKE DRUŽBE MERKUR D.D. NA TUJIH TRGIH STRATEGIC CONCEPT OF MARKETING MERKUR PRIVATE LABELS IN FOREIGN MARKETS V Merkurju, ki je užival sloves največjega trgovca tehničnega blaga v regiji, so se konec leta 2005 odločili, da bodo uvedli lastno blagovno znamko. S to odločitvijo so kot prvo domače trgovinsko podjetje na neživilskem področju želeli slediti trendom iz mednarodnega okolja. Poleg zgleda globalnega okolja jih je v to odločitev pripeljalo tudi dejstvo, da z obstoječimi blagovnimi znamkami niso imeli možnosti večanja tržnega deleža. V očeh potrošnikom je veljal Merkur za ponudnika kakovostnih, a dražjih proizvodov. Na to so opozarjali tudi prodajni centri, ki so bili zasnovani po zgledu specializiranih prodajaln. Vse to ter več kot 110-letna tradicija Merkurja je vplivalo na končno odločitev vodstva o uvedbi prave lastne blagovne znamke z družinama BIVA in MTECH. Blagovno znamko so pozicionirali v višji srednji kakovostni segment. Z njo so hoteli privabiti nove, cenovno občutljivejše kupce, ki so želeli kupiti kakovostne in inovativne izdelke, vendar po dostopnejši ceni. Pravilnost odločitve se je pokazala predvsem z vidika dobičkonosnosti, saj so proizvodi lastne blagovne znamke ustvarjali višjo stopnjo razlike v ceni kot primerljivi izdelki tako na domačem kot tujih trgih. Company Merkur was renowned as the biggest merchant with technical goods in a region, so at the end of a year 2005 they decided to introduce their private label. By that decision they wanted to follow trends from the international environment as the first national trade company on a non-food area. Besides the example of global environment it was also the fact that with the already existing trademarks they did not have possibilities to increase market share that contributed to that decision. In the eyes of consumers Merkur was seen as a provider of quality, but more expensive products. That was indicated also by shopping centers, which were designed like specialized stores. All of this, and more than 110-year-old tradition of Merkur had an impact on a final decision of the management to introduce private label with families BIVA and MTECH. They positioned the label in an upper middle quality segment. The purpose was to attract new, price-sensitive consumers, who wanted to buy quality and innovative products, but at more accessible price. That decision proved to be right also because those products made more profit than comparable products on domestic and international markets. boj blagovnih znamk strateški koncept lastna blagovna znamka Merkur – prima kvaliteta BIVA MTECH tržni potencial kupna moč tuji trgi battle of brands strategic concept private labels Merkur – prime quality BIVA MTECH market potential purchasing power market share foreign markets true true false [J. Kolman] Slovenski jezik Angleški jezik Diplomsko delo 2011-05-14 10:49:45 2011-07-04 13:29:35 2022-04-13 10:48:18 2023-12-24 03:10:37 2011 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 339.138 10711068 URN:SI:UM:DK:QXZTIQWW VS_Kolman_Jozef_2011.pdf VS_Kolman_Jozef_2011.pdf 1 D489BA5BF15D4E6CAED7166AB16B2EBC d13dd72fcaccc832049b6871468a8cf4f2571678a25d7cbd5a8890d726ecfee9 25bdfec7-7c05-11eb-bb7a-00155d0001ca 20.500.12556/dkum/f06c2c11-e936-4187-92c7-ea874b5e207a https://dk.um.si/Dokument.php?lang=slv&id=22046 Ekonomsko-poslovna fakulteta 0 0 0