Private label strategy in Eastern European retail: A case study of Eldorado Ukraine

Valeriia Medvetska

doi:10.15549/jeecar.v12i1.2138

Authors

Valeriia Medvetska European Appliances Ukraine https://orcid.org/0009-0001-8940-0398

DOI:

https://doi.org/10.15549/jeecar.v12i1.2138

Keywords:

private label, retail strategy, Eastern Europe, ; matrix for monitoring the implementation of the risk management plan, supply chain, Ukraine

Abstract

This study explores the strategic development of private label (PL) brands in the Ukrainian retail sector through a case analysis of Eldorado, a leading electronics and appliance retailer, during the period 2016–2019. Utilizing a qualitative case study methodology supported by internal company data, GfK market analytics, and in-depth interviews with procurement and category managers, the research investigates the operational, financial, and risk management dimensions of PL implementation in an emerging market context. The findings reveal that robust category prioritization, supplier diversification, and real-time analytics were critical in enhancing profitability, improving inventory turnover, and mitigating supply chain volatility. Despite significant external shocks, including currency fluctuations and import disruptions, Eldorado’s PL strategy contributed to resilience and competitive differentiation. The study identifies key challenges such as quality control, consumer skepticism, and cross-functional coordination, and proposes a set of actionable recommendations for retailers operating under similar macroeconomic conditions in Central and Eastern Europe. By positioning PL as both a margin enhancement and risk management tool, this case provides transferable insights into adaptive retail strategy during periods of crisis.

Author Biography

Valeriia Medvetska, European Appliances Ukraine

Valeriia Medvetska is a Key Account Manager at European Appliances Ukraine, which is now part of Beko Europe (previously Whirlpool Ukraine), and was the Head of Commercial Department (Wholesale Sales) at Eldorado. She holds a Master's degree in Financial Controlling from Kyiv National Economic University (KNEU). Valeriia has over 10 years of experience in retail procurement, sales, and category management, specializing in private label development, financial analytics, and risk management in Eastern European markets. She is a member of the American Marketing Association, the Sales Management Association, and the Ukrainian Society of Financial Analysts and is an active contributor to industry research and professional publications.

References

Ailawadi, K. L., & Keller, K. L. (2004). Understanding retail branding: Conceptual insights and research priorities. Journal of Retailing, 80(4), 331–342. https://doi.org/10.1016/j.jretai.2004.10.008 DOI: https://doi.org/10.1016/j.jretai.2004.10.008

Baltas, G., & Argouslidis, P. C. (2007). Consumer characteristics and demand for store brands. International Journal of Retail & Distribution Management, 35(5), 328–341. https://doi.org/10.1108/09590550710743708 DOI: https://doi.org/10.1108/09590550710743708

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108 DOI: https://doi.org/10.1177/014920639101700108

Berg, N., & Gornitzka, Å. (2020). Private labels and retailer power in the food supply chain: The case of the Nordic countries. Journal of Retailing and Consumer Services, 54, 102034. https://doi.org/10.1016/j.jretconser.2019.102034 DOI: https://doi.org/10.1016/j.jretconser.2020.102034

Coombs, W. T. (2007). Protecting organization reputations during a crisis: The development and application of situational crisis communication theory. Corporate Reputation Review, 10(3), 163–176. https://doi.org/10.1057/palgrave.crr.1550049 DOI: https://doi.org/10.1057/palgrave.crr.1550049

Deloitte. (2020). Private labels in Europe: Latest trends and market shares. Deloitte Insights.

Deloitte. (2023). Private Label Strategies in Central and Eastern Europe: How Retailers Adapted to Crisis. Deloitte Insights. https://www2.deloitte.com/ce/en/pages/consumer-industrial-products/articles/private-label-cee-2023.html

Deloitte. (2025). Retail innovation and private label transformation in post-crisis Europe. Deloitte CEE Market Reports.

Euromonitor International. (2022). Retailing in Eastern Europe.

Euromonitor International. (2023). Retailing in Ukraine and Central Europe: Recovery and Strategies in Crisis.Euromonitor Country Report.

Euromonitor International. (2025). Ukraine retail outlook: Supply chains, private label, and consumer sentiment in 2025. Euromonitor Briefing.

GfK Ukraine Retail Audit Panel. (2014–2024). Appliance market share data (internal reports).

Hoch, S. J., & Banerji, S. (1993). When do private labels succeed? Sloan Management Review, 34(4), 57–67.

Ivanov, D., & Dolgui, A. (2020). Viability of intertwined supply networks: Extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak. International Journal of Production Research, 58(10), 2904–2915. https://doi.org/10.1080/00207543.2020.1750727 DOI: https://doi.org/10.1080/00207543.2020.1750727

KPMG. (2025). Private Label and the Evolution of Consumer Behavior in Eastern Europe: Trends and Strategic Responses. KPMG Global Consumer Insights Series. https://home.kpmg/xx/en/home/insights/2025/06/private-label-eastern-europe-2025.html

Lamey, L., Deleersnyder, B., Dekimpe, M. G., & Steenkamp, J. B. E. (2007). How business cycles contribute to private-label success: Evidence from the United States and Europe. Journal of Marketing, 71(1), 1–15 .https://doi.org/10.1509/jmkg.71.1.1 DOI: https://doi.org/10.1509/jmkg.71.1.001

McKinsey & Company. (2022). Consumer sentiment and behaviors during the COVID-19 crisis.

McKinsey & Company. (2023). Ukrainian Consumer and Retail after 2022: Lessons for Business Resilience. https://www.mckinsey.com/ua/insights/ukrainian-retail-crisis-2023

NielsenIQ. (2023). The rise of private label: How retailers are responding to consumer shifts.

Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review, 23(1), 59–76. https://doi.org/10.5465/amr.1998.192960 DOI: https://doi.org/10.2307/259099

Polish Retail Association. (2023). Private Label in Poland and CEE: Trends and Crisis Management 2022–2023. https://prm.org.pl/en/private-label-trends-cee-2023

PwC. (2021). Private labels: New opportunities in a changing world. PwC Retail & Consumer Report.

RAU (Retail Association of Ukraine). (2023). Ельдорадо: як найбільший ритейлер електроніки України опинився на межі банкрутства. https://rau.ua/ua/news/eldorado-finansovogo-krizisa/

Sethuraman, R., & Gielens, K. (2014). Determinants of store brand share. Journal of Retailing, 90(2), 141–153.https://doi.org/10.1016/j.jretai.2014.02.002 DOI: https://doi.org/10.1016/j.jretai.2014.04.002

Steenkamp, J.-B. E. M., & Dekimpe, M. G. (2021). Retail disruptors: The rise of the private label. Journal of Retailing, 97(3), 429–443. https://doi.org/10.1016/j.j.jretai.2020.11.003

Steenkamp, J.-B. E. M., Van Heerde, H. J., & Geyskens, I. (2017). What makes consumers willing to pay a price premium for national brands over private labels? Journal of Marketing Research, 54(6), 889–904.https://doi.org/10.1509/jmr.15.0182

Volpe, R. J., & Lavoie, N. (2008). The effect of retailer market power on private label product pricing and variety. Journal of Agricultural & Food Industrial Organization, 6(1), Article 5. https://doi.org/10.2202/1542-0485.1166

Wamba, S. F., Gunasekaran, A., Akter, S., Ren, S. J., Dubey, R., & Childe, S. J. (2020). Big data analytics and firm performance: Effects of dynamic capabilities. Journal of Business Research, 70, 356–365. https://doi.org/10.1016/j.jbusres.2016.08.009 DOI: https://doi.org/10.1016/j.jbusres.2016.08.009

Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171–180. https://doi.org/10.1002/smj.4250050207 DOI: https://doi.org/10.1002/smj.4250050207