• Portfolio Analysis using BCG and GE Nine Cell Matrix

1. Kapil nath dubey

2. What is Brand Architecture
Do we Need it?
Is it Important?
Benefits
Types of Brand Architecture Structures
Optimizing Brand Architecture
New Brand?
Conclusion

3. Brand Architecture is the logical, strategic and
relational structure for all of the brands in the
organization’s brand portfolio.

4. Internally, this involves developing a framework
that identifies how existing brands, products and
services interplay with one another, defining
which elements will be presented consistently
across these products and services, and creating
a criteria through which all subsequent
extensions are tested for perceived fit.

6. Most companies have multiple brands from
mergers and acquisitions. In addition aggressive
brand extensions can all result in increasingly
complex structures which if not done right can
result in confusion.

7. A clear brand architecture will help structure a
brand’s position both now and for the future. A
misaligned or unrefined architecture strategy can
come to restrict the success of branding initiatives
and obscure new opportunities.

8. Targeting needs of specific customer segments
Significantly reducing marketing costs
Clarifying brand positioning, naming, and
messaging
Increasing flexibility for future product and
service expansion
Bolstering confidence among stakeholders in the
strategic direction of your brand

9. Ensuring clarity and synergy between companies,
divisions, products, and services
Enhancing customer awareness of your offerings
while facilitating cross-selling
Building and protecting brand equity

10. There are two archetypal brand architecture
types, the ‘branded house’, and ‘house of
brands’.
Branded house structures are characterised by
products and services that primarily bear the
organization’s brand name to motivate
purchases and communicate value, while house
of brands structures are typically comprised of
owned products and services that feature a wide
variety of brand names.

11. Branded House – Masterbrand
A Masterbrand structure is characterised by a
single, recognizable brand name that aligns
individual products under the corporate entity’s
brand positioning. These products typically span
multiple product categories (Eg: FedEx).

12. Branded House - Masterbrand

13. Branded House – Endorser Brand
An Endorser Brand structure is characterized by a
series of individual products, each with its own
unique brand and positioning, that also feature a
well-known company name as a means of
endorsing quality and leveraging brand awareness
to motivate purchases (Eg: Marriot International).

14. Branded House – Endorser Brand

15. House of Brands – Product/Service Brand
A Product/Service Brand structure is characterised
by uniquely branded product lines, each with
their own unique positioning, where no equity or
awareness is leveraged from the parent
corporate brand i.e. it remains hidden (Eg:
Procter & Gamble).

16. House of Brands – Product/Service Brand

17. House of Brands – Source Brand
A Source Brand structure is characterised by a
parent brand that is well-known and guarantees
quality, but also takes a back seat to the
individual products themselves. In this model,
while the source brand equity and positioning
have an influence, the products themselves are
the heroes with their own unique (but aligned)
positioning (Eg: Nestle).

18. House of Brands – Source Brand

19. It is very difficult to generalize what and how to
put a vast number of brands in categories and
wed sets of them and their relationships into a
composite brand architecture. Each industry,
category and context is different. The overall
tendency though is towards having a “master
brand and only where there is a compelling need
for a separate brand is one considered since
there is a lot of money involved in the building of
a new brand

20. Start by looking at different ways to look at
segmentation and map your brand portfolio to
those segments
Examine segments with the most profitability
and/or growth potential, then identify where
your leadership brands can provide the best
leverage

21. Analyse this information to see if there are
sufficient growth opportunities in those
leadership brands to make up for the revenue-
losing brands
Explore opportunities to reduce those
underperforming brands by extending those
leadership brands or opportunities for new
brands for any underserved segments

22. Create and own a different set of associations
Develop a totally new product offering or
category
Avoid conflict in brand association and identities
Avoid channel conflict
Create price-driven label for competitive reason
Fulfil needs for new geographies or unique
customer segments

23. BRAND PORTFOLIO
Name- Sagar Dusane
Roll No- M-11
AIAIMS, Mumbai-1

24. Dimensions of the brand
portfolio strategy
•Brand scope: product categories and subcategories,
future scope
•Product defining roles: master brands, endorser
brands, sub-brands, driver roles
•Portfolio roles: strategic brands, branded energizers,
silver bullets, flanker brands, cash cow brands
• Portfolio structure: brand hierarchy, brand network
•Brand portfolio models: branded house, sub-
brands, endorsed brands, house of brands

25. Brand Portfolio
Definition: The Brand Portfolio refers to an umbrella under
which all the brands or brand lines of a particular firm functions to
serve the needs of different market segments. In simple words,
brand portfolio encompasses all the brands offered by a single firm
for sale to cater the needs of different groups of people.
• Most large firms have a portfolio of brands (P&G)
• In managing this portfolio there are two dimensions to consider
– Breadth of product mix: number and nature of different
product categories linked to the brands sold
– Depth of branding: number and nature of different brands and
lines/models/SKUs (stock-keeping unit) in a product category.

27. The brands in the Brand Portfolio play the following
different roles
1. Flanker Brand
2. Cash Cow Brand
3. Low-End Entry Level Brand
4. High-End Prestige Brand

28. Flanker Brand
A Flanker Brand also known as a Fighter Brand is a
new product launched in a market by the company in
the same category wherein an established brand is
already positioned. This is primarily done for the
increased market share as well as to cater to the need
of all the segments of customers.

29. Cash Cow Brand
A cash cow brand is that product in the brand portfolio
that has reached the maturity level in the product life
cycle but is able to bring in profits necessary for its
survival. These brands are not removed from the
market because necessary cash is flowing in through
its sale which is better than incurring heavy cost on
the launch of a new product.

30. Low-End Entry Level Brand
A low Entry Brand in a brand portfolio includes the product which is offered at less
price. The low priced product is added to the portfolio to ensure the purchase at least
once and bring the customer into the brand family.
Once the customer becomes a part of the family, he is then persuaded for the
purchase of the higher priced product in near future.

31. High-End Prestige Brand
A High-End Prestige Brand in the brand portfolio
is the product offered at a high price with the
intention of creating a sense of prestige in the
minds of customers. Other brands in the portfolio
also get the recognition because of the premium
brand and its quality do have a halo effect on each
product line

32. Models for Brand Portfolios
• Branded House
• House of Brands
• House Blend

33. Branded House
Branded House: using a single master brand across multiple products
and categories
Company takes a single primary brand across the board
Advantages:
•Creates focus on the brand
•Maximizes scale
Disadvantages:
•May lose its power to differentiate (all new products and new brands
must fit within the primary brand)
•Constrain innovation and growth
•Risky

34. House of Brands
• House of Brands: house of brands contains independent, disconnected brands
• Classic and most powerful model for a brand portfolio
• Company owns a number of different brands, possibly several brands in the same
category
• Advantages:
• Each brand can precisely target a group of customers with a distinct product offering
and positioning
• Company can stretch the brand to cover another target market
• Easy to make global
• Creates a distinct corporate brand
• Minimize risk because of diversification
• Disadvantages:
• Hard to manage due to complexity
• Senior management cannot focus on each brand individually
• Company is forced to devote resources to marketing the corporate brand

36. The key to managing a successful Brand Portfolio
• Build and extend core brands
• Add brands to the portfolio to address
major opportunities
• Proactively prune weak and redundant
brands
• Keep things simple
• Involve senior management

37. The “House Blend”
This is an architecture based on the development of sub-brands with
the added credibility of the the existing parent brand. Google, for
example, started as a search engine then continued to establish the
primary brand through offerings such as Gmail, Calendar, and Maps.
Eventually, they began to acquire other, smaller tech companies such
as Blogger, Picasa, and YouTube. These acquisitions maintained their
existing brands but gained credibility through the primary brand of
Google.