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The global pandemic has reshaped the scenario for marketing organizations across several industries, as the former apparently represents one of the most remarkable environmental changes in modern marketing history, with relevant consequences on consumer behaviour. Overall, the latter had more time at home, which resulted in new habits and new opportunities of engagement. In this context it is becoming more and more important to study the relationship between the magnitude of brand loyalty and store loyalty as PLs enhance customer store loyalty. PLs have been able to build brand equity throughout their development, with considerable differences across product categories. The aim of the paper is to analyse the components of Private Label equity and the positive relation between PL loyalty and store loyalty: PLs enhance customer store loyalty, setting the basis for further research in this field. Higher level of PL brand equity reduces the price competition between PLs and NBs and enhances their differentiation, which allows more market power for both.

The purpose of this paper is to analyse the progress of risk management and the tools that can help companies to better deal with the risks they face. The research carried out on a sample of companies from different sectors offers confirmation and new conviction. The documentation collected was examined by asking four questions. Is there a specific risk management function? With which risks does it deal in particular? Which policies? What place does risk management have in the organisation? The main conclusions reached by authors have been compared with what companies do in reality. For this purpose, a sample of companies from the automotive, pharmaceutical, electronic, air transport and mass retail sectors was chosen.