creating an effective brand portfolio strategy is one of the most difficult and critical challenges facing today’s executives. it is important to make sure that each brand has a well-defined role or set of roles to play in each product-market context that it is expected to contribute. a brand is said to have “a driver role” when it drives the purchase decision and defines the use experience. when deciding how to brand a new offering, you will need to understand the role of sub-brands and endorsed brands. three questions are involved in branding new offerings and deciding whether a new brand is needed. is there a compelling reason to generate a new brand? your brand portfolio strategy is intimately connected to the business strategy, which specifies the product-market growth directions and the associated value propositions.
in particular, brands are needed to provide visibility and credibility to new offerings in priority product-markets. a solution is to create or exploit branded energizers, a branded product, promotion, sponsorship, symbol, program, or other entity that by association significantly enhances and energizes a target brand. extension opportunities that will fit and add value to a brand through its associations and customer base should be sought out. the same is true when it is necessary to enter a super-premium market. a corporate brand can be a powerful master brand or endorser because it is uniquely suited to capture the organization’s heritage, assets and skills, people, values, citizenship and performance. eliminate brands that have no role and relegate a brand to descriptor status if it is not getting traction or failing to play a driver role. a brand portfolio strategy is about a family of brands, their roles and their relationship with each other.
having too many brands in a portfolio means assets are underleveraged and under-resourced, leaving companies vulnerable to more focused competition. the solution is to identify and prioritize the most powerful brands in a portfolio, explore and select the optimal orientation for each and assign the roles and resources required for each brand to meet its objectives. examples of brands that have effectively leveraged their relationships with customers to expand their offerings include dove (men+care and baby dove) and tide (tide spin). it allows you to identify which brands have a clear, strategic role in the portfolio today, or importantly, could have one in the future too. then, identify the brands that are important contributors to financial performance.
while identifying the strong and weak brands is relatively straightforward, the real opportunity is to determine what to do with “gray assets,” those that have strong financial performance but weak strategic intent or vice-versa. once the most relevant brands have been identified, the next step is to establish brand portfolio solutions that respond to the needs of target customers in the market. when you evaluate your brands and offerings as a portfolio, you may identify the need to divest brands to meet your strategic and financial objectives. this has been a traditionally difficult decision for executives, who are always concerned about the impact of giving away brands to competitors. once the portfolio solution has been defined, a brand portfolio roadmap must be established to clearly outline the roles and priorities of each brand during the transition. successful efforts are often led by an empowered cmo with enough influence in the organization to make the tough decisions, and generate buy-in of the resulting brand portfolio strategy.
creating an effective brand portfolio strategy is one of the most difficult and critical challenges facing today’s executives. that provide differentiation to other brands), for example, examples of brands that have effectively leveraged their relationships with customers to expand their offerings include examples of these dimensions include: customer segments, price points or value tiers, offer types, geographies, channels, and value propositions. what are the key elements of a “brand portfolio strategy”?, product portfolio strategy mckinsey, product portfolio strategy mckinsey, brand portfolio strategy ppt, brand strategist portfolio, brand portfolio strategy aaker.
anheuser-busch, for example, uses a coordinated approach: it recognizes that customers shift to brand portfolio strategy & architecture are critical for successful brand strategy. perhaps the most high-profile example of remedying this situation occurred in the late 1990s and early in this paper, brand portfolio strategy can be understood as how firms manage their brands and sub-brands within a tar for example, consumers often use price as a quality cue, making it difficult to, brand portfolio strategy book, brand portfolio template, brand portfolio analysis, brand strategy
When you search for the brand portfolio strategy examples, you may look for related areas such as product portfolio strategy mckinsey, brand portfolio strategy ppt, brand strategist portfolio, brand portfolio strategy aaker, brand portfolio strategy book, brand portfolio template, brand portfolio analysis, brand strategy. what is a brand portfolio strategy? what is brand portfolio example? what should a brand portfolio include? what are the 4 branding strategies?