During the last few months we have been talking about the case of D1 supermarkets, which is a brand of "hard discount" or very low prices, which has been growing exponentially in recent years. In fact, in the latest study published by BrandStrat (see above), it achieves awareness levels of 50%, and I dare say that without investing in massive advertising.

D1 is a good example of how to build a brand with a clear value proposition and implement it consistently: Its clear benefit focuses on offering good quality products at low prices to a specific catchment area. In order to do this, D1 has to surpass expectations in other aspects such as shelf presentation, service, and the wide variety of brands and products.

It seems that D1 understood the need of a market segment large enough to be profitable and implemented its coherent value proposition, achieving market preference.

For D1, it was less complex to implement a coherent strategy because it is a new brand, without heritage, positioning and pre-established business models, which gave it the flexibility to adjust very well to a market segment.

Just like D1, new competitors will appear, oriented to specific segments looking to delight them, and this will not only happen in the retail sector, but in many others. So what to do with brands that have a history, built models and lead the market?: Look for more and more coherence between what the organization is, what the customer perceives and what is relevant to the market.

Many organizations make the mistake of thinking that the market clearly perceives what the brand offers, but it is even more difficult to believe that everything they offer is relevant.

Given the above, the task of an existing organization is to constantly align value offerings with consumer expectations-needs-wants and to monitor positioning.

that is being achieved in the market in order to modify it and evolve with the market. To do this, you must make some sacrifices: segments, products, or attributes that you had but that take away coherence.

In the end, being consistent is about giving up some things in order to do other relevant things very well.

RAFAEL LOPEZ LLAMAS.

GENERAL MANAGER

BRANDSTRAT