While the retail markets were becoming increasingly saturated in the 1970s, some of the retailers were strategizing to gain larger market share by their futuristic marketing strategies. These new retailers were to become the sophisticated marketing strategists, to the extent that they challenged national brand marketers. The strategies were very convincing not only to customers but also to brand marketers. These brand marketers now began to feel the need to collaborate with the retailers to gain market share.

In 1970s, other than the economic difficulties like inflation and recession, the retailers were facing the difficulties of saturating markets. Gaining market share had become difficult because of product proliferation, wide distribution and the absence of fair trade laws. Providing high quality of service, to gain larger market share, was not feasible due to the high labor cost. Location, also, was not a factor that could provide competitive edge, as the customers had a wide variety of shopping choices. The adversities had led to the quite revolution in retailers. Retailers were becoming sophisticated strategists.

"Sears starts National wide price plan"—was the headline of a retail trade newspaper. The news meant a remarkable change in Sears' policies: Sears was to take the brand building in its own hands from the regional managers. It also meant that a retailer was to market its name and products nationwide, which was otherwise done by a brand marketer. Television was a traditional medium for nationwide brand marketing and pricing. Television was a territory of the brand marketers. The new policies were to lead Sears into direct competition with brand marketers, a competition directly from nationally recognized brands (like Levi's Strauss, GE).

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