With the end of COVID-19, China's music festival market has entered an explosive phase characterized by both "revenge growth" and structural transformation. This period has also exposed deep-seated industry challenges, including intensified homogeneous competition, low brand loyalty, and singular profit models. Taking the Foshan Gapday Music Festival as a typical case study, this paper conducts an in-depth analysis of its brand development and marketing pathways through field research methods. The study comprehensively applies the 7Ps theory of service marketing to deconstruct its product portfolio and on-site experience management, employs SWOT analysis to clarify its internal and external competitive landscape, and utilizes integrated marketing theory to evaluate the effectiveness of its online and offline multi-channel communication efforts. The research aims to systematically summarize the successes and shortcomings of the Gapday Music Festival in terms of brand positioning, experience design, and marketing integration. Furthermore, from a long-term development perspective focused on building brand equity, achieving differentiated competition, and fostering cultural-commercial synergy, the study explores how precise brand positioning can transform the Foshan Gapday Music Festival into an enduring brand. Ultimately, this research transcends the scope of a single case study by seeking to illuminate the path and paradigm shift of China's music festival industry—from pursuing short-term traffic dividends to striving for long-term brand value—thereby providing strategic insights for industry practitioners to build core competitiveness in the new consumption era.

The purpose of the article is to provide a comprehensive analysis of the marketing aspects related to the management of the Oral-B brand’s product portfolio, with a specific goal of identifying and substantiating areas for its strategic optimization. The research addresses the critical need for effective portfolio management in a highly competitive and saturated personal hygiene market, where brand loyalty and innovation are paramount. To achieve this objective, the research employs a robust methodological framework. This includes a theoretical analysis and generalization of product portfolio management concepts, a detailed content analysis of the brand’s market positioning, and a thorough marketing analysis of its product nomenclature and competitive landscape. The study further applies established strategic analysis tools, specifically a SWOT analysis to evaluate the portfolio’s strategic position, and a PEST analysis to assess the macro-environment. The portfolio’s internal balance and product life-cycle stages are evaluated using the BCG matrix. Finally, a comparative analysis is conducted against key market competitors, including Philips, Colgate, and Sensodyne, to benchmark Oral-B’s strategic advantages and weaknesses. The research findings indicate that the Oral-B product portfolio, managed by Procter & Gamble, is exceptionally broad and deep, covering all key oral care categories. The analysis of the product nomenclature, verified by the BCG matrix, identifies flagship “Star” products in the high-growth electric toothbrush segment. These are financially supported by stable “Cash Cow” categories, primarily the recurring revenue stream from standard refill heads. The portfolio also contains “Question Mark” categories with high growth potential but low current market share, such as oral irrigators and certain toothpaste lines. “Dog” categories, represented by basic or outdated models, are also identified. The brand’s positioning is clearly and effectively focused on ‘professional care at home’ and ‘innovations approved by dentists,’ leveraging technological leadership and a strong product ecosystem to target health- and technology-conscious consumers. The competitive analysis confirms Oral-B’s strategic differentiation from mass-market leaders, such as Colgate, through technological superiority, while simultaneously highlighting the intense, feature-driven competition with Philips (Sonicare) in the premium segment.

This study explores marketing management strategies employed by buffalo livestock traders at the Bolu-Rantepao Animal Market, North Toraja, in addressing extreme price volatility shaped by cultural and seasonal factors. Responding to a significant research gap in marketing practices within culturally embedded traditional markets, this study adopts a qualitative descriptive approach using case study methodology. Data were collected through in-depth interviews, participant observation, and document analysis with four purposively selected informants operating in high-volume buffalo trade. Analysis reveals that successful traders implement integrated marketing systems comprising five key components: market intelligence for predictive planning, product portfolio management through quality and segment differentiation, dynamic value-based pricing strategies, multi-channel distribution optimization, and customer relationship management (CRM) for loyalty and premium pricing leverage. These strategies enable traders to navigate volatile market dynamics, especially during ceremonial demand spikes such as the Rambu Solo. The findings highlight that adaptive execution, systematic planning, customer orientation, and feedback-driven improvements are central to marketing success. This study contributes to marketing theory by contextualizing modern management principles in traditional commodity markets and offers practical insights for strategic development in rural livestock economies. It also suggests digital adoption and CRM systems as key leverage points for future competitiveness in similarly structured markets across developing countries.

Dynamic pharmaceutical product portfolio management with flexible resource profiles

Disruptive Trends wie die Digitalisierung oder die Nachhaltigkeitswende verändern die Anforderungen an das Produktportfoliomanagement. Der Beitrag entwickelt ein Referenzmodell und eine Bewertungsmethodik, die neben finanziellen auch qualitative Faktoren integriert. Die Methode wurde durch Literaturrecherche, Online-Umfrage sowie Experteninterviews erarbeitet und validiert. Ziel ist es, die Verantwortlichen bei der Gestaltung zukunftsrobuster Produktportfolios zu unterstützen.

Rare watches, fine wines and spirits, sports cars, designer sneakers, and many other luxury goods create massive enrichment opportunities for consumers if they resell them on secondary markets. This trend is part of the enrichment economy, a novel form of market arrangement wherein consumers use iconic goods to increase their capital. However, it creates challenges for brands, such as preserving their primary market desirability and avoiding cannibalization. To understand how brands can navigate the enrichment economy, the authors conducted an ethnographic study of the luxury watch industry. They draw on market system dynamics to theorize market processes that sustain a market within the enrichment economy, and they explain the shared discourses, norms, and practices that make the enrichment economy function. This research makes four contributions. First, the authors theorize primary–secondary market dynamics as a novel class of market dynamics. Second, they theorize the new role of luxury brands as enrichment curators. Third, they discuss the ethics of enrichment by highlighting inequalities and risks it creates. Fourth, this research introduces the enrichment strategy as a novel brand strategy that capitalizes on the market dynamics of enrichment. The authors offer recommendations for luxury and nonluxury brands on product portfolio management, customer relationship management, and ethical innovation.

How loud is consumer voice in product deletion decisions? Retail analytic insights

This study explores the integration of data mining, customer relationship management (CRM), and strategic management to enhance the understanding of customer behavior and drive revenue growth. The main goal is the use of application of data mining techniques in customer analytics, focusing on the Extended RFM (Recency, Frequency, Monetary Value and count day) model within the context of online retailing. The Extended RFM model enhances traditional RFM analysis by incorporating customer demographics and psychographics to segment customers more effectively based on their purchasing patterns. The study further investigates the integration of the BCG (Boston Consulting Group) matrix with the Extended RFM model to provide a strategic view of customer purchase behavior in product portfolio management. By analyzing online retail customer data, this research identifies distinct customer segments and their preferences, which can inform targeted marketing strategies and personalized customer experiences. The integration of the BCG matrix allows for a nuanced understanding of which segments are inclined to purchase from different categories such as “stars” or “cash cows,” enabling businesses to align marketing efforts with customer tendencies. The findings suggest that leveraging the Extended RFM model in conjunction with the BCG matrix can lead to increased customer satisfaction, loyalty, and informed decision-making for product development and resource allocation, thereby driving growth in the competitive online retail sector. The findings are expected to contribute to the field of Infrastructure Finance by providing actionable insights for firms to refine their strategic policies in CRM.

INTRODUCTION. This article highlights the fundamental principles of predictive analytics as they apply to marketing, providing the reader with a thorough understanding of the methodologies and techniques used to predict consumer behavior and optimize marketing strategies. RESEARCH HYPOTHESIS. The article examines the key concepts and approaches underlying predictive analytics, including machine learning, statistical analysis, and forecasting algorithms. THE AIM of particular attention is paid to the application of these methods in various areas of marketing, such as market segmentation, pricing, product portfolio management, and determining the effectiveness of advertising campaigns. METHODS. The article examines the ethical and legal aspects of predictive analytics in marketing, emphasizing the importance of responsible use of data and algorithms. FINDINGS. The final section of the article focuses on the future development of predictive analytics in marketing, discussing new technologies, methods, and approaches that can contribute to improving the accuracy and efficiency of forecasts. CONCLUSION. The author expresses confidence that the further development and integration of predictive analysis into marketing strategy will contribute to the creation of more targeted and effective marketing campaigns while ensuring sustainable growth and competitiveness of companies in the market. KEYWORDS: predictive analysis; marketing; pricing; business development; marketing strategies; marketing tactics.

Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and how value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

This research seeks to ascertain how interest rates, GDP, and profit-sharing relate to mudharabah savings in Islamic commercial banks. This study employs a quantitative research design and measures its findings using a panel data regression approach. Sharia commercial banks that registered with the Financial Services Authority (OJK) between 2016 and 2020 make up the research population. There were 180 observations in total in this study because the sample was chosen using the purposive sampling method and included a total of nine Sharia commercial banks. This study employed secondary data, specifically quarterly financial reports. The study's findings demonstrate that mudharabah deposits benefit from interest rates. Mudharabah benefits from the amount of profit sharing. deposits. Mudharabah deposits are positively impacted by the GDP. It is well recognized that the amount of mudharabah savings is influenced by GDP, a measure of people's income. The managerial ramifications of how GDP, profit-sharing, and interest rates affect mudharabah deposits can be very significant in a financial context. Interest rates, income uncertainty, and risk management minutes. Profit sharing, compliance with Sharia principles, and product development and portfolio management.

Overview: This article presents the findings of an Innovation Research Interchange (IRI) study on practices and outcomes in new product (NP) portfolio management. Given the substantial investments in R&D and the consequential impact on the business’s future, effective portfolio management decisions play a pivotal role in achieving business success. Portfolio decisions influence R&D productivity, the success rates of new products, and several other performance metrics related to NPD.

In the engineer-to-order (ETO) business, companies provide customer value by customizing the products according to the customers’ needs in a project-like manner. As a result, the number of individual product designs tends to proliferate, causing challenges in company operations, and product portfolio and product lifecycle management. In addition, if the company's product offering is not well productized, using the ETO model may further lead to poor understanding of the offering, deficient reuse of previous designs, and challenges in sales and making offers. A qualitative multiple case study was conducted to analyze the productization challenges of four ETO companies. On the basis of the challenges and the previous literature, a generic model for commercial and technical productization in ETO business was constructed and further tested in the companies. The model utilizes the logic of commercial and technical product structures. The product structure logic is linked to four different scales of product development processes to address different types of customer requests based on the complexity of the modification that the request necessitates. The model may support clarifying the product offerings of ETO companies to improve their design reuse, sales, and making offers. Further, the ETO order-related decision-making can be linked to product portfolio management targets and company strategy.

Learning outcomes Upon completion of the case study, the students will be able to conceptualize the importance of brand differentiation; suggest the implications of brand differentiation in the context of the traditional Chikan art form; examine the aspect of a brand’s product portfolio management; and critically analyse the competitive advantages of the brand using the VRIO framework. Case overview/synopsis The Chikankari art form gained worldwide recognition. In fact, it also received a geographical indication (GI) tag which is important for international branding. The case is centred around an entrepreneur, Mr. Vinod Punjabi, who redefined the essence of the existing Chikan art form by value addition in terms of intricate designs, patterns and exclusivity. He founded the brand Ada in 2015 aimed at preserving the traditional art form while curating elegance and exclusivity in its product portfolio. The case outlined Punjabi’s journey. The protagonist carefully analysed the open and unorganized Chikankari market and adopted the strategy of brand differentiation to stand apart from the competitors. Punjabi’s daughter, the chief operations officer of Ada, described the aspects. The journey was arduous, but over the years, Ada emerged as a successful name in the Chikankari market. The brand’s intent of becoming synonymous with Chikankari was successful owing to its authentic and exclusive hand-crafted products in the competitive environment of machine-made replicas. Furthermore, the brand also consistently worked on the aesthetic appearance of its store to attract a wide range of customers. Punjabi ensured that the brand was an amalgamation of all the essential elements for its survival in the long run. Complexity academic level The case is aimed for students pursuing bachelor’s and master’s degrees in business administration/diploma in management, marketing and entrepreneurship. Furthermore, it will assist the management trainees in gaining valuable insights. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

A study on product portfolio management in small and medium-sized foundries

Abstract Increased focus on sustainability significantly impacts product development portfolio management in organizations. This paper focuses on the significant unaccommodated uncertainty caused by the green transition for current mid- and long-term portfolio management processes. These uncertainties arise in areas such as the regulatory environment, market demands, and technical capabilities. This paper makes four contributions: First, current product portfolio management literature is mostly employing deterministic practices. Uncertainties are incompletely addressed, and current methods fail to address the deep uncertainties of the green transition. Second, building a literature-based conceptual framework of the sources of uncertainty in 6 areas: Business Models, Technology, Regulation and Legislation, Finance and Insurance, Market and Consumer, and Organizational Context. Third, preliminary empirical evidence supports the usefulness of our model for product development portfolio management. Fourth, concluding with a suggested empirical research agenda to develop a deeper understanding of challenges towards method and theory development to support the green transition on the portfolio management level.

Ramp-up planning for alternative product portfolios in a multi-product-multi-stage production system

The object of the research is the current state of the climate action strategy for cement and concrete production, including possible levers for reducing CO2 emissions. It has been determined that the main source of carbon dioxide emissions per tonne of Portland cement, and subsequently per cubic metre of concrete, is the decarbonization of calcium carbonate, the main raw material component of Portland cement clinker. It also involves the combustion of fossil fuels, which are necessary for the decarbonization and firing of raw materials. Therefore, Portland cement with a reduced content of Portland cement clinker is considered as a solution for concrete manufacturing with a low CO2 footprint. Additionally, the potential of Ukraine in the development of a sustainable Portland cement clinker production approach based on using alternative fuels and alternative raw materials, which will positively affect the total amount of CO2 per ton of clinker, was evaluated. Improved quality performance of cement has been identified as a key direction in product portfolio management to promote cements with a lower clinker factor by increasing the content of active mineral additives. It is shown that the production of concrete with increased strength and durability requirements based on cements saturated with active mineral additives is an important task. Since active mineral additives have different origins, not all of them available for use in cement production exhibit hydraulic properties inherent in Portland cement clinker. Was investigated that «Complex Performance Testing System» (CPTS) as the main test method for evaluating the quality parameters of Portland cement with a reduced clinker factor in accordance with specific applications. This customer-oriented approach opens up the possibility of producing low-CO2 concrete. It has been shown that using the CPTS method, a reduction in the total amount of cement per cubic meter of concrete can be achieved, given the specified parameters of the concrete mix, which has a direct impact on the total amount of CO2/m3.

Products, services, product data, information systems, and business processes are very closely related issues. The products must be in control, and the product data and product portfolio suit the business to ensure process performance. Customers' demanding complex solutions necessitate considerations over decentralised or centralised management of data and products. Decisions on product and data management affect vital processes. Thematic analysis is applied to company product data management (PDM) and product portfolio management (PPM) practices to reflect the centralisation vs. decentralisation perspective and identify preconditions for centralisation. It appears that the volume of standard products, pressures to comply with regulations and standards, and product and process maturity influence whether a company benefits more from centralisation or decentralisation. Value is provided by revealing challenges of decentralised PDM and PPM, and by clarifying preconditions for centralisation. The findings indicate the order of priority for centralisation in terms of aligning processes and harmonising data.

Prototyping a data-driven customer segmentation utilizing machine usage data for product portfolio management