Retailers spent 2009 vying for shoppers' loyalty with unique store brands, value-added programs and promises of special savings
Consumers emerged from 2008 a little bit poorer and a little bit wiser. Retailers recognized that if their mid-tier corporate brands could provide an experience equal to or better than that of the national-brand equivalent, they'd have a chance to convert consumers for life. After testing more than 5,000 Great Value items against branded counterparts, Wal-Mart reformulated 750. But to appeal to higher income consumers, it added new items like organic cage-free eggs, fat-free ice cream and ...
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