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In the 20th century many retailers operated more or less as a logistical extension to the supplier manufacturing and marketing operations. As long as they maintained stock at an appropriate level, extended their store networks and shipped products efficiently across their markets, they thrived at a fairly comfortable pace. This approach worked to the benefit of large suppliers such as Procter & Gamble and Philips who enjoyed a favourable negotiating position. They produced their brands in substantial volumes and were guaranteed to have their products available in all stores. This was the age of traditional consumer marketing. Suppliers estimated the market size, segmented the consumer groups based on socio-demographics ...
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