Brand Portfolio Management Research Articles

FORMULATION OF A MARKETING STRATEGY FOR COMPANY BRAND MANAGEMENT

The article is dedicated to the follow-up of the marketing approach to the formation of the company's brand strategy. The method of statistics is the development of theoretical provisions for marketing technology branding and the formation of a marketing strategy for managing a company's brand.
 It is clear to understand the «brand» behind the marketing approach with the guidance of the tlumachs of different authors. It has been seen that the trademark has been influencing the minds of different price segments, the role and importance of naming and the logo. Within the framework of the article, we have seen the marketing technology of branding, which is designed to allow the company to gain new competitive advantages. Introduced brand shaping technology as part of the market strategy of acceptance and brand valuation method. The article presents a score rating of the 100 most expensive brands in the world and a score rating of the 100 most expensive national brands. It is recommended to look at the value of the product before managing the company's brand. The marketing technology of branding has been examined, which is designed to allow the company to gain new competitive advantages.
 The novelty of taking away the results lies in the fact that the article has brought, that for the modern minds of brand portfolio management can be considered on the basis of a price approach. Under the hour of managing a portfolio of brands with a method of yogo optimization, the company can serve two antagonistic criteria: maximizing the value and maximizing the profit of the company. Optimization of the brand portfolio can be based on the guidance criteria based on the principle of synergy, if brandy combines mutual strength of competitive advantages one by one, it maximizes the brand capital and increases the efficiency of winning the company's capital.
 The results of this article show the importance of shaping a marketing strategy for a company's brand in our time and new competitive advantages that a company can achieve.

STRATEGIC BRAND PORTFOLIO MANAGEMENT

In the past twenty years or so, three approaches to brand portfolio management strategies have emerged. The first approach is marketing. This approach is associated with building a corporate brand portfolio. The goal is to increase diversified cash flows by entering new market segments. The second approach is related to the competitive strategy of the enterprise. A false portfolio of intellectual property applications is being created. Competitors are expected to spend resources in retaliation. The third approach is the formation of a dynamic strategy for investment portfolio management. Due to the complex structure of the modern global financial market, the heterogeneous structure of available financial instruments and traders using different approaches and time horizons, forecasts, as a rule, require a large number of observations, work poorly in the vicinity of bifurcations and do not have a computer model that could build forecasts in real time. In such structures, slow diffusion-type processes with the phenomenon of memory arise, that is, non-Markov processes. Moreover, such structures can have fractal properties. In this work, it seems to us, the first step has been taken to build a "synthetic" model of dynamic asset portfolio management. By analyzing the data available in the scientific literature, a mathematical model of strategic brand portfolio management is proposed. In view of the above, the model has the form of a differential equation in fractional derivatives. In connection with the risk analysis, two models of fractional entropy are also considered - fractional Kolmogorov-Sinai entropy and fractional Shannon entropy.

Brand strategies of container shipping lines following mergers and acquisitions: carriers’ visual identity options

Brand strategy is a fundamental part of corporate strategy and constitutes a key condition for companies operating in international B2B contexts, enabling them to manage relations with customers, stakeholders and shareholders effectively. Mergers and acquisitions (M&As) are drivers of change in both brand architecture and brand portfolio strategies pursued by B2B companies. This paper aims to investigate brand architecture and brand portfolio management strategies in the B2B domain by focusing on the branding decisions of container shipping lines in the context of M&As. A taxonomy of branding options available to B2B companies is presented and empirically applied to the container shipping industry, which has undergone several waves of M&A activities in recent decades. The brand strategies of some of the most M&A active players in the industry (i.e. Maersk Line, Hapag-Lloyd and CMA CGM) are examined, with a particular focus on corporate visual identity (i.e. the name and visual devices such as logo, typeface and colour) adopted after an M&A transaction. Our empirical dataset on M&As in container shipping includes the names of the acquirer and acquired company or merging entities, the geographical scale of the shipping networks of the acquirer and acquired, the type of transaction, the year of the the M&A’s formal completion, the adopted corporate visual identity after the M&A and the financials of the M&A transaction. Moreover, we propose a conceptualisation of the factors, drivers and impediments that shape ocean carriers’ attitude towards the different branding options and strategies. The results demonstrate two dominant strategies, for example the new entity adopts the visual identity and name of the acquirer (‘backing the stronger horse’), or the lead and target brands continue to exist independently after the M&A activity (‘business as usual’, often as part of a broader multi-brand strategy). These two strategies and the hybrid option of combining them represent 78% of the M&A cases. The remaining M&A cases strongly relied on hybrid strategies involving a change in the adopted strategy many months, or even years after the M&A. We show that the decisions of shipping lines regarding branding in an M&A context are influenced by a complex set of interacting drivers and factors which can differ from one case to another and can change over time. This paper contributes to extant literature by demonstrating a more comprehensive typology of possible brand strategies by providing an empirical analysis in a B2B environment and by presenting a novel conceptualisation of the factors affecting brand strategy in an M&A context.

Brand deletion implementation: The effect on performance of context and process factors

Although brand deletion (BD) is a key strategic decision within brand portfolio management, it has received very little attention in the scientific literature. This research expands the knowledge base on the BD strategy, particularly in the execution phase. Based on the literature addressing strategic change and marketing strategy implementation, this study explores the main and interaction effects of context (decentralization and consensus) and process (formalization and communication) implementation factors on the success of BD, measured in terms of its contribution to the firm’s economic performance. Using a representative sample of 155 cases of BD, we show that the four factors are related to BD performance, although these relations are complex and intertwined. Consensus, communication, and decentralization positively affect BD performance, with consensus being particularly influential. Formalization is found to be a double-edged sword as the effects of formalizing the execution of the deletion are particularly convoluted.

What to do when your brand gets kidnapped by Narcos: the case of Buchanan’s whisky

Learning outcomes Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy. Case overview/synopsis This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive. Complexity academic level This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing

Managing brand strength in a brand portfolio: A conceptual analysis

The maker research shows that traditional brand portfolio planning tools like the Boston Consultancy Group (BCG) matrix have become too generic, and are not able to properly capture different complex dimensions of modern brand portfolio architecture. The objective of this conceptual article is to understand how different dimensions of brand portfolio discussed in the extant literature can predict desirable portfolio outcomes through influencing the strength of different sub-brands included in the portfolio. This article has reviewed relevant existing literature related to the domain of brand portfolio management in order to develop a conceptual framework(s) that can guide brand portfolio managers. Based on reviewing the extant research, this article has developed three theoretical frameworks showing the impacts of different actionable brand portfolio characteristics on desirable portfolio outcomes through enhancing brand strength. It is also found that the effects of portfolio dimensions on portfolio outcomes vary across different types of brand portfolio architectures. A rubric is also developed suggesting different steps that brand portfolio manager should consider while taking brand portfolio structuring decisions. The value of the article lies in developing theoretical frameworks that would help brand portfolio managers in terms of enhancing their understanding of the roles played by contemporary brand portfolio characteristics that remain unexplained by the traditional portfolio planning tools like BCG matrix.

Linear Model for Brand Portfolio Optimization

Abstract Research purpose. The aim of the paper is to create a model that allows building an optimal brand portfolio, allowing an organisation to achieve its goals. The created model is based on the bivalent programming theory. A mathematical model of optimum brand portfolio is created based on linear programming with restricting conditions being the maximum acceptable risk level and budget. The basic types of resources and basic types of relations between brands are explained, which are part of the process of brand portfolio optimization. Design / Methodology / Approach. Knowledge and many years of experience of mainly economic disciplines were used for the selection of characteristics for brand portfolio specified in this article. Our assumptions were based mainly on project portfolio management, operational analysis and linear programming as well as tools and methods of graph theory. Findings. Brand portfolio management such as creating, planning, organising and then maintaining a successful brand is a costly and long-term process involving effective marketing strategies and decisions. The prerequisite for brand portfolio creation is deciding on the number and type of brands. A properly constructed brand portfolio is a prerequisite for achieving business goals. Originality / Value / Practical implications. Brand portfolio optimisation requires sufficient attention; however, rather than the selection of the highest number of brands, it should be based on compilation of a set, according to pre-defined priorities, which would provide the best possible means to meet the company’s goals for the current limitations. It should be implemented upon objective rules (in our case maximum allowable risk level and available budget). Frequent changes in the brand portfolio structure are not beneficial since they reduce the ability for the company to achieve its targets and represent excessive use of resources. In addition, qualitative brand characteristics have to be respected in the brand portfolio management, but this was not covered in our research.

Introducing multi-dimensional brand architecture: taking structure, market orientation and stakeholder alignment into account

Traditional research in brand architecture has primarily focused on bipolar, structural models describing brand constellations viewed from the brand owner’s angle of incidence. This paper further extends previous theorization within strategic brand management by offering the Conceptual Integrated Multi-dimensional Architecture (CIMA) model as an incorporation of existing research in brand architecture, arranged according to hierarchical structure, degree of collaboration with third parties and alignment with consumer perceptions. Traditional brand architecture is broadened using two additional dimensions—the level of intercompany partnerships and perceptional congruency between stakeholders—to produce a model that distinguishes between open and closed brand structures and includes the consumers’ perceptions as a mediator of brand strategy efficiency. The CIMA model implies that strategic brand management should consider the possible effects of third-party collaboration, in conjunction with consumer beliefs, on the efficiency of the pursued brand strategy and selected go-to-market approach. By including these two additional dimensions, marketing executives may find a more nuanced view of the potential challenges and obstacles that stand in the way of successful brand strategy execution. The paper is concluded by discussing the implications of this conceptual model and suggests a number of future research directions for brand architecture and brand portfolio management.

Cara Pils, a brand despite itself

Synopsis Cara Pils is the private label beer brand of Colruyt, the biggest supermarket retailer in Belgium. As a true private label brand, Cara Pils has never been advertised. In 2015, Colruyt undertook an initiative to reposition its numerous private label brands under two larger private label brands. Unexpectedly, customers were incensed by this initiative, came out in droves and took the matter to social media hoping to lament the demise of their beloved brand. This case study investigates the roots of this strong brand attachment and the consequences for its brand management. Research methodology This case is built on primary (one in-depth interview and two focus group) as well as secondary data sources (previous research and web information). Relevant courses and levels This case is designed to be used in a marketing management or brand strategy course for students that already followed an introduction to marketing course or for students at a master level. Theoretical bases This case should provide the basis of discussions on the topics of brand management, private-label brands, repositioning strategy, brand portfolio management, brand architecture, brand equity, brand elements, brand nostalgia, and consumers’ relationships with brands.

Why do firms delete brands? Insights from a qualitative study

ABSTRACTLarge consumer goods firms manage and market an assortment of brands and consistently deal with strategic challenges related to brand portfolio management, such as creating or acquiring brands, growing brand equity, managing brands in the portfolio and deleting brands. There is substantial research on several areas of brand portfolio management except in the area of brand deletion. This situation exists despite the fact that deleting weak brands has important implications for a firm and its brand portfolio. Therefore, it is critical to understand why firms delete brands from their portfolios. This research applies a qualitative approach using semi-structured interviews and thematic analysis in the context of firms that adopt a ‘house of brands’ brand architecture and presents findings guided by the strategic decision-making literature.

Hyundai Motors India Limited: positioning towards market leadership

Subject area: Marketing Management, Product Management, Marketing Strategy. Study level/applicability Bachelor of Business Studies, MBA, Executive MBA. Case overview The case throws light on the intensely competitive Indian passenger car market and its unique challenges faced by Hyundai Motors India Limited (HMIL). It tries to capture the evolution of this dynamic industry, which is characterized by regular product launches and re-positioning efforts. The students are expected to assess the performance of HMIL and the success of its positioning efforts through multiple quantitative and qualitative data points given in the case. The students need to come up with recommendations whether, amidst intense competition, Government regulations and changing consumer expectations, HMIL should launch new products in its portfolio? If, yes, in which segments? And what should be the guiding philosophy behind such product launches? Expected learning outcomes The case is expected to guide students: 1. in comprehending the various macro-environmental factors that has made India an attractive passenger car market to invest and operate in, to virtually all multinational players across all segments; 2. in analyzing how the passenger car market is segmented in India; 3. in assessing the product-driven segment-wise performance by HMIL specifically and organizations in general and what are its implications on decision-making; this is indicative of the brand portfolio management based on BCG Brand/Product Portfolio Growth Share Matrix; 4. in assessing the impact of re-positioning on the firms performance judged before and after the re-positioning efforts by the firm; 5. in analyzing the market potential of SUVs and MUVs in India and whether HMIL should launch new products/brands for these segments; and 6. in deliberating on the guiding philosophy in new product launches around the concept of “Consumer Perceived Value”. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.

Kill it or keep it?: The weak brand retain-or-discard decision in brand portfolio management

Firms make several decisions in brand portfolio management such as create or acquire brands, modify brands and leverage brands. However, one of their most challenging areas is deciding between whether to retain or discard a weak brand from their brand portfolios. Drawing on the strategic decision-making literature, the purpose of this article is to present a conceptual framework explicating the factors influencing a firm’s decision to retain or discard weak brands from their brand portfolios. Though we believe that firms rationally decide to discontinue weak brands because of poor financial performance, under certain interesting situations, firms also decide to retain weak brands based on several strategic non-financial factors. Understanding this is important because making a decision for one brand often impacts other brands in the portfolio and invariably the firm’s financial performance. The article contributes in the context of discovery through the conception of new relationships among established constructs in the strategic decision making and brand management literature, and the synthesis of existing constructs by tying them in one detailed conceptual framework. The article also attempts to enrich research in the field of brand portfolio management by drawing on cross-functional and inter-disciplinary research.

The influence of key capabilities on brand portfolio-based competitive advantage

This research aims to clarify the nature of the links between brand portfolio management, competences and competitive advantage. In a series of interviews within four different cosmetics companies, the author explores their approach to managing the brands they own. This work shows that brand portfolio management is enmeshed in an ensemble of competences acquired over time which are part of the companies’ history. The reality that emerges is that a brand portfolio strategy once truly established in an organisation, makes replication by a competitor very difficult due to the in determinability of the causes and effects, and also because it takes a long period of time to build the relevant competencies.

Brand names on packaging and their impact on purchase preference

AbstractThis study examines whether appearance of corporate, product and dual brand names (or a combination of brand names used together) on packaging influence consumer purchase preference. The face‐to‐face survey consists of consumers rating their purchase preference on a 7‐point scale sixteen random brand names, and combinations of brand names on packaging along with three different prices, each for two product categories: chocolate and cereals – a total of 4032 observations are examined. Hypotheses are tested using multiple linear regression models. The findings show corporate, product and dual brand names have little impact on purchase preference per se, instead brand category dominance influence consumer choice, and corporate names do not add value as previously thought. The study suggests trends and contexts in which, a corporate name and a product brand name may be extended to optimise consumer brand associations and influence purchase, as well as strategies for extending in remote product categories. Future research needs focusing on international consumers' response on brand linkages in the international arena, and the issues of brand building and brand equity maintenance in international markets. The study makes contribution to brand extension, brand portfolio management and strategic brand management research. Copyright © 2011 John Wiley & Sons, Ltd.

How extended hotel brands affect the Lodging Portfolio

The objective of this study was to evaluate the effects of extended hotel brands on its lodging brand portfolio. The research framework examines the effects of perceived quality and brand effects on attitudes toward extended brands, and subsequently on attitudes toward a lodging portfolio. Results showed that perceived quality, brand class and brand reputation were important in consumer evaluation of brand attitude toward extended brands. In addition, fit and familiarity seemed to be important variables of consumers’ attitude formation that moderates the attitude transferability between a brand portfolio and its extended brands. This article shows that hotel companies need to clearly understand how consumers perceive extended brands and its effects on a lodging portfolio for an effective brand portfolio management. The principle contribution of this article is that it provides the importance of holistic management strategy and its competitive advantages in brand portfolio management in the lodging industry.

From an aggregate to a brand network: a study of the brand portfolio at L'Oréal

Our purpose is to contribute to the understanding of brand-portfolio management by examining the brand-portfolio strategies of a world-leading company. We started to work on a case study with L'Oréal. Our research focused on two questions: (1) what reasons lead L'Oréal to develop a brand-portfolio strategy?; (2) how can brand-portfolio management create a higher and stronger level of competitive advantage for this company? The results show that an aggregation of brands is not in itself a brand portfolio. The juxtaposition of brands is one of, but not the sole, element necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key competences born out of organisational savoir-faire. By analysing the evolution of the L'Oréal brand portfolio, this work shows how the brand combination within a portfolio is a key factor for company development, growth, and risk management. It is a crucial phase to understand L'Oréal's competitive advantage.

Brands portfolios and competitive advantage: an empirical study

PurposeThe paper seeks to contribute to the understanding of brand portfolio management by examining the brand portfolio strategies of four leading cosmetics companies. The research focuses on two questions: what reasons lead companies to develop, or not, a brand portfolio strategy, and how brand portfolio management can create a higher and stronger level of competitive advantage that is harder to grasp and imitate.Design/methodology/approachThe paper utilises an exploratory approach by means of case studies. Data were collected from the following companies: L'Oréal, Clarins, Estée Lauder and Wella. The research involved in‐depth interviews with 33 company directors.FindingsThe research results show that an aggregation of brands is not in and of itself a brand portfolio. The juxtaposition of brands is one of the elements, but not the sole element, necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key factors born out of organisational savoir‐faire.Research limitations/implicationsThe results validate the existence of a link between brand portfolios and competitive advantage, a link based on the existence of four key factors identified in the research.Practical implicationsA model is proposed to assist managers in better understanding and controlling brand regrouping, because the research illustrates the benefits for a company that executes well‐coordinated brand management.Originality/valueThis research fits into the complex context of strategic/marketing relationships and broadens the field of brand analysis, notably its strategic dimension. The contribution of this research is to show how a brand portfolio can create a stronger and higher level of competitive advantage, which is more difficult to copy.

Research Note—Interbrand Variant Overlap: Impact on Brand Preference and Portfolio Profit

Firms often carry a portfolio of multiple brands within a product category to target different quality tiers in the market. Furthermore, to satisfy heterogeneous consumer preferences within each quality tier, these firms also offer several variants for each brand. A natural outcome of this practice is interbrand variant overlap that could occur across tiers or within a tier. In this paper, we show that across-tier variant overlap is likely to diminish the preference of an upper-tier brand and enhance the preference of a lower-tier brand. We also find that variant overlap within a tier is likely to increase preferences of a brand belonging to the tier. Such variant overlap effects have important brand portfolio management implications for a multibrand firm. Specifically, we demonstrate that such a firm can enhance its portfolio profit under certain conditions by pruning its variants to reduce variant overlap. Because our paper relies on aggregate data, future research should investigate variant overlap at the individual level using panel or experimental data.

Measuring brand performance through metrics application

PurposeThe purpose of this paper is to discuss the essential components of a brand metrics strategy and application of brand scorecard as an integrated approach to measure the overall performance of brands. Tools for brand performance measurement are integrated by firms into brand measurement systems, with new models for prioritizing the factors of brand influence introduced continuously. Hence, brands need to be periodically measured in terms of the impact on consumers, stimulating market demand, sustaining seasonality effects and exploring opportunities for proliferation.Design/methodology/approachThis paper determines the essential components of a brand metrics strategy conceptualizing the inter‐dependence of “Five‐A” factors which include awareness, acquaintance, association, allegiance and appraisal to measure the performance of brands. The application of a brand scorecard process as an integrated approach to measure the overall performance of brands is also discussed, explaining how different constituents of metrics can be linked to business performance.FindingsBrand metrics are considered to be effective tools for measuring the qualitative parameters of brand performance in a given market and time, allowing the firm to measure the effectiveness of brand‐building activity in reference to brand investment (financial inputs) and brand impact (growth outputs) in the business. It is also argued in the paper that brand management is not just a marketing issue; it also directly affects corporate profitability. Effective brand portfolio management starts by creating a fact base about the equity in each brand and the brand's economic contribution.Research limitations/implicationsAn effective brand measurement system helps businesses to understand how the brand is performing with the framework of customer values and against competing brands. This is a simple and effective tool of measuring brand performance in the market woven around the principle of pooling quantitative variables in various combinations in the metrics. It is important for a firm to understand relationships between brand perception, brand performance and financial impact, to work within the brand metrics process.Practical implicationsApplication of brand metrics and brand scorecard would be useful for the managers to conduct analysis of brand metrics for mapping yield‐loss score in reference to brands gained versus brands lost. The metrics tools help in measuring the impact of various market drivers such as demand, consumer preferences, retail sales, brand promotion, price sensitivity, product attributes, trial effects and repeat purchase behavior of consumers on the performance of brands.Originality/valueBrand metrics is a new concept and plays a major role in measuring the performance of brand in the market and applications of brand scorecard helps the process of determining the brand yield.

Brand management models of major consulting firms, advertising agencies and market research companies: A categorisation and positioning analysis of models offered in Germany, Switzerland and Austria

Based on a quantitative analysis of 48 brand management models (BMMs) offered by the most important commercial strategy consulting firms, advertising agencies and market research companies in Germany, Austria and Switzerland, this paper identifies six types of BMMs that differ in their area of focus and application. This categorisation gives brand strategists an overview of the BMMs available and well-structured guidance in selecting the right BMM. The results demonstrate that despite the large number of commercial BMMs, there are still gaps in the market particularly regarding timely topics such as brand extensions and co-branding, brand architecture and brand-portfolio management as well as global brand management. Commercial suppliers rarely offer BMMs on these more recent ideas.