ABSTRACT

Historically, retail supply chains have been characterized by an imbalance that has delivered disproportionate negotiating power to the major retailers. In any relationship where a power differential exists, it is rare to find real partnerships between the parties. Such a situation often leads to a relationship based on control, rather than one based on trust and cooperation. However, an interesting counterbalancing force is now at work – brand power. The strength of leading brands is such that branded goods retailers must stock them.