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Despite recent consolidations, the retail industry is fragmented. To become distinctive, companies need to figure out how to grow, sharpen their brand image, and at the same time improve their return on investments.
Read full executive insight 
 |  | | Using Technology to Improve In-store Marketing | | The McKinsey Quarterly, April 2007
Consumer goods manufacturers are using simulation technology to test in-store marketing ideas more quickly.
| | Read more on the McKinsey Quarterly site |
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| | | How Big Retailers Can Serve Brazil's Mass-market Shoppers | | The McKinsey Quarterly, March 2007
Large food retailers in Brazil can grow only by reaching out to its 130 million mass-market consumers.
| | Read more on the McKinsey Quarterly site |
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| | | Selling to "Mom-and-Pop" Stores in Emerging Markets | | The McKinsey Quarterly, March 2007
Traditional shops and the companies that serve them are finding life harder and harder. For the suppliers, segmented execution is the answer.
| | Read more on the McKinsey Quarterly site |
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| | | Winning In A Value-driven World | | Tekla Back, Kelly Haveron, Laxman Narasimhan, Stacey Rauch, Kevin Sneader
The grocery industry has continued its rapid shift to value, and to date, responses from traditional retailers have not succeeded in stemming the shift. Conventional, piecemeal strategies are not enough. Retailers who want to survive – and win – must embrace an integrated, four-part program that creates and delivers 'Total Value Advantage.' | Launch this article (PDF - 1.96 MB) |
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