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Presented	
  by	
  	
  
Muthoni	
  Kanyana	
  
CEO	
  	
  
MK-­‐AFRICA	
  
Brand	
  Por.olio	
  Strategy	
  
-­‐	
  David	
  Aaker	
  
“You	
  need	
  to	
  change	
  the	
  orienta0on	
  of	
  a	
  	
  
company	
  so	
  that	
  pe...
Ques0ons	
  You	
  May	
  Hear	
  from	
  Management	
  
•  Why	
  do	
  we	
  have	
  two	
  brands	
  serving	
  the	
  ...
Brand	
  Por.olio	
  Strategy	
  
The	
  effec=ve	
  crea=on,	
  deployment	
  and	
  	
  
management	
  of	
  brand	
  ass...
Topics	
  
•  	
  About	
  MK-­‐Africa	
  
•  Brand	
  and	
  brand	
  porIolio	
  strategy	
  
•  Brand	
  architecture	
...
A	
  Sustainability	
  Marke=ng	
  Firm	
  
Who We Are
Topics	
  
•  	
  About	
  MK-­‐Africa	
  
•  Brand	
  and	
  brand	
  porIolio	
  strategy	
  
•  Brand	
  architecture	
...
hFps://www.youtube.com/watch?v=JKIAOZZritk	
  	
  
What	
  is	
  branding?	
  
What	
  is	
  a	
  Brand	
  Por.olio	
  Strategy?	
  
The	
  effec=ve	
  crea=on,	
  deployment	
  &	
  management	
  of	
 ...
 
Relevance	
  of	
  a	
  Brand	
  PorIolio	
  Strategy	
  
	
  
Brands	
  =e	
  a	
  company	
  to	
  its	
  customers	
 ...
Why	
  is	
  Brand	
  PorIolio	
  Strategy	
  So	
  Challenging?	
  
Generally,	
  no	
  single	
  group	
  is	
  reviewin...
Topics	
  
•  	
  About	
  MK-­‐Africa	
  
•  Brand	
  and	
  brand	
  porIolio	
  strategy	
  
•  Brand	
  architecture	
...
Brand	
  Architecture	
  vs.	
  Brand	
  Por.olio	
  
Strategy	
  
Brand	
  Architecture 	
  Brand	
  Por.olio	
  Matrix	
...
Brand	
  Architecture	
  vs.	
  Brand	
  Por.olio	
  
Strategy	
  
Brand	
  Architecture	
  Strategy	
  
•  Brand	
  Architecture,	
  describes	
  how	
  a	
  family	
  of	
  brands	
  rela...
Brand	
  Por.olio	
  Strategy	
  
Cash	
  Cows	
  
Low	
  Growth;	
  High	
  Market	
  
Share	
  
•  Strong	
  compe==ve	
  businesses,	
  which	
  generate...
Stars	
  
High	
  Growth;	
  High	
  Market	
  
Share	
  
•  Stars	
  have	
  a	
  high	
  market	
  share	
  in	
  a	
  f...
QuesDon	
  Marks	
  
High	
  Growth;	
  Low	
  Market	
  
Share	
  
•  Ques=on	
  Marks	
  are	
  businesses	
  which	
  h...
Dogs	
  
Low	
  Growth;	
  Low	
  Market	
  
Share	
  
•  These	
  are	
  businesses,	
  which	
  have	
  a	
  low	
  mark...
Brand	
  Por.olio	
  Strategy	
  
•  Brand	
  porIolio	
  strategy	
  addresses	
  key	
  strategic	
  business	
  
issues...
 
Brand	
  Architecture	
  vs.	
  Brand	
  PorIolio	
  Strategy	
  
	
  
Brand	
  architecture	
  provides	
  a	
  more	
 ...
Topics	
  
•  	
  About	
  MK-­‐Africa	
  
•  Brand	
  and	
  brand	
  porIolio	
  strategy	
  
•  Brand	
  architecture	
...
An Approach to Brand Portfolio Strategy
Take a long-term, holistic approach to managing your portfolio of
brands
Stage 1 S...
An Approach to Brand Portfolio Strategy
The following questions begin the brand portfolio strategy process
! What is the o...
Case	
  Analysis	
  
Dove:	
  Evolu=on	
  of	
  a	
  brand	
  
What	
  is	
  Dove?	
  
•  A	
  cleansing	
  brand	
  in	
  the	
  
health	
  and	
  beauty	
  sector	
  
owned	
  by	
  U...
UNILEVER	
  Por.olio	
  
UNILEVER	
  CompeDtors	
  
(Annual	
  revenue	
  of	
  $69	
  
billion)	
  
(Annual	
  revenue	
  of	
  $68	
  
billion)	
...
In	
  February	
  2000	
  Unilever	
  embarked	
  	
  
on	
  a	
  five-­‐year	
  strategic	
  ini=a=ve	
  
called	
  	
  “P...
Why	
  the	
  need	
  for	
  
fewer	
  brands?	
  
•  Global	
  decentraliza=on	
  brought	
  problems	
  of	
  control.	
...
1957	
  
Launched	
  	
  
in	
  the	
  	
  
market	
  
1	
  	
  970’s	
  
Popularity	
  	
  
increased	
  	
  
as	
  milde...
1957:	
  The	
  ‘QuesDon	
  Mark’	
  Phase	
  
•  The	
  1957	
  launch	
  
adver=sing	
  	
  campaign	
  for	
  
Dove	
  ...
1970s:	
  The	
  ‘QuesDon	
  Mark’	
  Phase	
  
The	
  term	
  “cleansing	
  cream”	
  was	
  replaced	
  with	
  
“moistu...
1995:	
  The	
  ‘QuesDon	
  Mark’	
  Phase	
  
•  Brand	
  extension:	
  from	
  1995	
  to	
  2000,	
  Dove	
  
extended	...
The	
  Star	
  Phase:	
  Campaign	
  for	
  Real	
  
Beauty	
  
•  In	
  2000,	
  Dove’s	
  global	
  brand	
  director	
 ...
The	
  Star	
  Phase:	
  Campaign	
  for	
  Real	
  Beauty	
  
•  “Young,	
  white,	
  blonde	
  and	
  
thin”	
  	
  were...
•  In	
  the	
  search	
  for	
  an	
  alterna=ve	
  view	
  of	
  the	
  goal	
  of	
  personal	
  	
  
care,	
  Unilever...
Campaign	
  for	
  Real	
  Beauty	
  
hFps://www.youtube.com/watch?v=XpaOjMXyJGk	
  	
  
Campaign	
  for	
  Real	
  Beauty	
  
•  Most	
  viewed	
  and	
  3rd	
  most	
  shared	
  commercial	
  of	
  all	
  =me	...
Unilever	
  BCG	
  Matrix	
  
Topics	
  
•  	
  About	
  MK-­‐Africa	
  
•  Brand	
  and	
  brand	
  porIolio	
  strategy	
  
•  Brand	
  architecture	
...
Leading	
  brand	
  por.olio	
  pracDces	
  for	
  
driving	
  growth	
  
Three	
  considera=ons	
  for	
  driving	
  grow...
Leading	
  brand	
  por.olio	
  pracDces	
  for	
  
driving	
  growth	
  
2.  Op=mize	
  the	
  brand	
  porIolio	
  
ü  ...
Topics	
  
•  	
  About	
  MK-­‐Africa	
  
•  Brand	
  and	
  brand	
  porIolio	
  strategy	
  
•  Brand	
  architecture	
...
ParDng	
  Thoughts…	
  
Some	
  key	
  success	
  factors	
  regarding	
  the	
  development	
  
&	
  implementa=on	
  of	...
How	
  to	
  unify	
  &	
  scale	
  sustainability	
  
across	
  brand	
  por.olio	
  
People	
  .	
  Planet	
  .	
  Profit...
Unique Positive Contribution (UPC)
Asante Sana
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Brand portfolio strategy presentation

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A presentation on the effective creation, deployment and management of brand assets in support of simultaneous top and bottom-line growth.

Published in: Marketing
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Brand portfolio strategy presentation

  1. 1. Presented  by     Muthoni  Kanyana   CEO     MK-­‐AFRICA   Brand  Por.olio  Strategy  
  2. 2. -­‐  David  Aaker   “You  need  to  change  the  orienta0on  of  a     company  so  that  people  think  of  brands   as  assets.  Then  you  must  manage  your     por;olio  of  brand  assets.”  
  3. 3. Ques0ons  You  May  Hear  from  Management   •  Why  do  we  have  two  brands  serving  the  same  purpose  in    our   por5olio?   •  How  should  we  use  our  budget  to  drive  brand  growth?   •  We  need  to  consolidate  brands.  What  is  your     recommenda;on?   •  What  is  the  ra;onale  for  how  you  have  allocated  your     marke;ng  budget?   •  How  well  do  our  customers  understand  what  we  have  to     offer?  
  4. 4. Brand  Por.olio  Strategy   The  effec=ve  crea=on,  deployment  and     management  of  brand  assets  in  support  of     simultaneous  top-­‐  and  boFom-­‐line  growth  
  5. 5. Topics   •   About  MK-­‐Africa   •  Brand  and  brand  porIolio  strategy   •  Brand  architecture  vs.  brand  porIolio  strategy   •   An  approach  to  brand  porIolio  strategy   •  Brand  porIolio  strategy  in  the  hotel  industry   •  Leading  brand  porIolio  prac=ces  for  driving   growth   •  Conclusion  
  6. 6. A  Sustainability  Marke=ng  Firm  
  7. 7. Who We Are
  8. 8. Topics   •   About  MK-­‐Africa   •  Brand  and  brand  porIolio  strategy   •  Brand  architecture  vs.  brand  porIolio  strategy   •   An  approach  to  brand  porIolio  strategy   •  Brand  porIolio  strategy  case  study   •  Leading  brand  porIolio  prac=ces  for  driving   growth   •  Conclusion  
  9. 9. hFps://www.youtube.com/watch?v=JKIAOZZritk     What  is  branding?  
  10. 10. What  is  a  Brand  Por.olio  Strategy?   The  effec=ve  crea=on,  deployment  &  management  of   brand  assets  in  support  of  simultaneous  top  and     boFom-­‐line  growth   Maximum  PorIolio  Value   Access  to  new   markets  and   Consumers   Marke=ng   Investment   Efficiency     Strengthened   Customer   Rela=onships    Uncovered   Latent  Brand   Poten=al   Key  Benefits  
  11. 11.   Relevance  of  a  Brand  PorIolio  Strategy     Brands  =e  a  company  to  its  customers  –  the  brand   strategy    must  inform  and  be  informed  by  the   business  strategy       Brand  strategy  is  business  strategy…       Business     Strategy   Professional   Experience  &  Execu=on   Research  Brand  &  Brand   Company  PorIolio  Strategy    Customer     Experience           Feedback,  percep=ons,  sa=sfac=on,  etc.  
  12. 12. Why  is  Brand  PorIolio  Strategy  So  Challenging?   Generally,  no  single  group  is  reviewing  or  has  the  authority  to     manage  the  en=re  porIolio,  resul=ng  in  many  challenges  for     senior  execu=ves…   •  Overlapping  brands  in  a  porIolio  offering  similar  products/services   targeted    to  the  same  customer   •  Inefficient  alloca=on  of  brand-­‐building  resources  including  having  to   support    mul=ple  brands  across  mul=ple  countries   •  Mergers  &  acquisi=ons  resul=ng  in  bloated  brand  porIolio   •  No  clear  brand-­‐driven  growth  plaIorms  to  fuel  future  growth   •  Internal  constructs,  poli=cs,  and  new  product  development  drive   porIolio    strategy  vs.  customer-­‐insights  and  strategic  growth  drivers   •  Lack  of  porIolio  management  system  
  13. 13. Topics   •   About  MK-­‐Africa   •  Brand  and  brand  porIolio  strategy   •  Brand  architecture  vs.  brand  porIolio  strategy   •   An  approach  to  brand  porIolio  strategy   •  Brand  porIolio  strategy  in  the  hotel  industry   •  Leading  brand  porIolio  prac=ces  for  driving   growth   •  Conclusion  
  14. 14. Brand  Architecture  vs.  Brand  Por.olio   Strategy   Brand  Architecture  Brand  Por.olio  Matrix   Addresses  how  a  company  can  Addresses  how  a  company  can   best  structure  and  communicate  use  its  brand(s)  to  achieve  top-­‐     its  por5olio  of  brands    and  boEom-­‐line  growth  
  15. 15. Brand  Architecture  vs.  Brand  Por.olio   Strategy  
  16. 16. Brand  Architecture  Strategy   •  Brand  Architecture,  describes  how  a  family  of  brands  relate   to  one  another   •  There  are  essen=ally  3  architectural  naming  models  to   which  businesses  subscribe:  -­‐  Masterbrand,  Endorsed   Brand  &  Individual  Brand.   •  Many  brand  architectures  are  complex,  requiring  diligence   in    streamlining  and  aFemp=ng  to  maintain  consistency   •  Brand  architecture  is  a  cri=cal  component  of  brand   porIolio    strategy  
  17. 17. Brand  Por.olio  Strategy  
  18. 18. Cash  Cows   Low  Growth;  High  Market   Share   •  Strong  compe==ve  businesses,  which  generate  cash  surplus     •  Typically  have  a  strong  brand  recall  which  allows  the  company  to   charge  higher  prices  than  its  compe=tors.   •  The  excess  cash  generated  could  be  deployed  by  the  company  for   dividends,  debt  repayments  &  driving  future  growth  in  other   segments  of  the  company  (i.e.  Ques=on  Marks  or  Stars)  
  19. 19. Stars   High  Growth;  High  Market   Share   •  Stars  have  a  high  market  share  in  a  fast-­‐growing  industry.   •  However,  since  they  operate  in  a  fast  paced  industry,  they  require   huge  amounts  of  investment  to  sustain  their  market  leadership.   •  The  inten=on  in  running  such  businesses  is  to  turn  them  into  cash   cows  should  they  sustain  their  market  leadership  for  a  long  =me,   especially  when  the  economy  slows  down,  if  not,  they  may  have   to  be  divested  (like  Dogs).  
  20. 20. QuesDon  Marks   High  Growth;  Low  Market   Share   •  Ques=on  Marks  are  businesses  which  hold  a  small  share  in  a  fast-­‐ growing  industry.     •  The  future  performance  of  these  businesses  is  uncertain  and   companies  should  invest  very  carefully  in  Ques=on  Marks.     •  If  their  performance  does  not  live  up  to  the  expecta=ons,   Ques=on  Marks  should  be  reclassified  as  Dogs  and  should  be   divested.  
  21. 21. Dogs   Low  Growth;  Low  Market   Share   •  These  are  businesses,  which  have  a  low  market  share  with  no   scope  for  growth.     •  Because  these  businesses  do  not  hold  much  economic  promise,   organiza=ons  should  either  not  invest  in  them  or  sell  them  as  soon   as  possible.  
  22. 22. Brand  Por.olio  Strategy   •  Brand  porIolio  strategy  addresses  key  strategic  business   issues    and  decisions  rather  than  the  linkages  of  brands   within  the     •  It  is  the  intersec=on  of  brand  and  business  strategy     •  By  strategically  building,  leveraging,  and  protec=ng  the   company’s  brands,  the  brand  porIolio  strategy  op=mizes   the  value  of  the  en=re    porIolio   •  It  is    not  sta=c  but  is  grounded  in  market  dynamics  and  can   change  drama=cally  over  =me    
  23. 23.   Brand  Architecture  vs.  Brand  PorIolio  Strategy     Brand  architecture  provides  a  more  tac=cal  focus  while  brand    porIolio  strategy  provides  a   more  strategic  focus   BRAND  ARCHITECTURE  BRAND  PORTFOLIO  STRATEGY   Sample  QuesDon:  Sample  QuesDon:   •  What  should  this  brand  be  called?  •  Is  this  not  only  the  right  brand,  but     Should  it  be  linked  to  the  master    the  right  category  in  which  to  grow   brand  or  not?  revenues  by  15%?     Primary  ObjecDve:  Primary  ObjecDve:   •  Achieve  clarity  and  synergy  among  VS.  •  Maximize  porIolio  value  by     brand(s)  in  the  porIolio      strategically  growing,  leveraging,   and  protec=ng  brands  in  a  porIolio     Scope  of  AcDviDes:  Scope  of  AcDviDes:   •  Customer  research  to  understand  •  Comprehensive  fact  base  (customer     exis=ng  equi=es  of  brands    and  brand  data  –  qual./quant.)   •  Brand,  business,  and  customer  filters  •  PorIolio  mapping     to  iden=fy  op=mal  solu=on   •  Business  case  development   •  Naming  and  visual  iden=ty  system    .  
  24. 24. Topics   •   About  MK-­‐Africa   •  Brand  and  brand  porIolio  strategy   •  Brand  architecture  vs.  brand  porIolio  strategy   •   An  approach  to  brand  porIolio  strategy   •  Brand  porIolio  strategy  in  the  hotel  industry   •  Leading  brand  porIolio  prac=ces  for  driving   growth   •  Conclusion  
  25. 25. An Approach to Brand Portfolio Strategy Take a long-term, holistic approach to managing your portfolio of brands Stage 1 Stage 2 Stage 3 Renovation & Identification of Optimization Rationalization Growth Opportunities •  Focus and clarify portfolio • Expand brand and business • Maintain brand relevance to ensure efficient allocation frame of reference • Manage portfolio roles to of resources • Leverage brand(s)into new combat market pressures, •  Determine scope, roles and markets or customer e.g., consumer bifurcation relationships of brands in segments • Build branded differentiators the portfolio (brand • Make strategic brand or energizers to maintain architecture) acquisitions brand-built margins Ongoing Management System •  Determine appropriate organizational structure to manage brands as a portfolio •  Develop metrics system to track brand and business performance across the portfolio •  Other operationalization issues, e.g., channel, sales force, pricing?
  26. 26. An Approach to Brand Portfolio Strategy The following questions begin the brand portfolio strategy process ! What is the optimal number of brands in a specific Optimal Number? portfolio? ! What is the scope of each brand within the portfolio? Scope? ! What are the roles and responsibilities for each brand Roles/ Responsibilities? (silver Bullet) within the portfolio? ! How do brand linkages affect equity of other brands in Equity Transfer? the portfolio? (brand architecture) ! How should acquired brands be integrated into the Acquisitions? portfolio? ! What is the strategic roadmap for the portfolio to facilitate Strategic Roadmap? future growth?
  27. 27. Case  Analysis   Dove:  Evolu=on  of  a  brand  
  28. 28. What  is  Dove?   •  A  cleansing  brand  in  the   health  and  beauty  sector   owned  by  UNILEVER   •  Unilever,  a  leading  global     manufacturer  of  packaged     consumer  goods,  operates     in  the  food,  home  and     personal  care  categories
  29. 29. UNILEVER  Por.olio  
  30. 30. UNILEVER  CompeDtors   (Annual  revenue  of  $69   billion)   (Annual  revenue  of  $68   billion)   (Annual  revenue  of  $34   billion)  
  31. 31. In  February  2000  Unilever  embarked     on  a  five-­‐year  strategic  ini=a=ve   called    “Path  to  Growth.”  An   important  part  of    this  ini=a=ve  was   a  plan  to  winnow  its  more  than   1,600  brands  down  to  400.  
  32. 32. Why  the  need  for   fewer  brands?   •  Global  decentraliza=on  brought  problems  of  control.   •  Lack  of  a  unified  global  iden=ty.   •  A  small  number  of  brands  would  be  selected    as  “Masterbrands”   and  there  would  be  a  global    brand  unit  for  each  Masterbrand.  
  33. 33. 1957   Launched     in  the     market   1    970’s   Popularity     increased     as  milder   soap   2    000   Campaign     for  real     beauty   2    002   Self-­‐esteem     project   1995   Extension     of  Dove’s     range  of     products   Evolu=on  of  brand  “Dove”  
  34. 34. 1957:  The  ‘QuesDon  Mark’  Phase   •  The  1957  launch   adver=sing    campaign  for   Dove  was  created  by    the   Ogilvy  and  Mather   adver=sing    agency.     •  The  message  was,  “Dove     soap  doesn’t  dry  your  skin     because  it’s  one-­‐quarter   “cleansing    cream.”   hFps://www.youtube.com/ watch?v=6sU8g0b1vDY    
  35. 35. 1970s:  The  ‘QuesDon  Mark’  Phase   The  term  “cleansing  cream”  was  replaced  with   “moisturizing    cream”—but  Dove  stayed  with  the  claim   not  to  dry  skin,  and  with  the    refusal  to  call  itself  a  soap,   for  over  40  years  
  36. 36. 1995:  The  ‘QuesDon  Mark’  Phase   •  Brand  extension:  from  1995  to  2000,  Dove   extended  its    range  of  products.     •  It    also  ventured  into  men’s  products.  
  37. 37. The  Star  Phase:  Campaign  for  Real   Beauty   •  In  2000,  Dove’s  global  brand  director  led  a    worldwide   inves=ga=on  into  women’s  responses  to  the    iconography   of  the  beauty  industry.   •  Unilever  went  to  3,000  women    in  10  countries  and   explored    some  of  the  hypotheses    generated  by  the   psychologists.       •  Among  the  findings  was  the  fact    that  only  2%  of   respondents    worldwide  chose  to  describe    themselves  as   beau=ful.  
  38. 38. The  Star  Phase:  Campaign  for  Real  Beauty   •  “Young,  white,  blonde  and   thin”    were  the  almost   universal    characteris=cs   of  women  portrayed  in   adver=sing  and    packaging   •  For  many  women    these   were  unaFainable     standards,  and  far  from   feeling  inspired,  they  felt   taunted.  
  39. 39. •  In  the  search  for  an  alterna=ve  view  of  the  goal  of  personal     care,  Unilever  tapped  two  experts:  Nancy  Etcoff,  a     Harvard  University  psychiatrist  and  author  of  the  book,     Survival  of  the  Prexest  and  Suzy  Orbach  a  psycho-­‐ therapist  and  author  of  the  book,  Fat  is  a  Feminist  Issue.   •  Unilever  also  hired  photographer  John  Rankin  Waddell,  an   Avant-­‐guarde  fashion  photographer  well-­‐known  for  using   ordinary  people  in  supermodel  contexts  and  for  books  of   nudes  featuring  plain-­‐looking  models.   The  Star  Phase:  Campaign  for  Real   Beauty  
  40. 40. Campaign  for  Real  Beauty   hFps://www.youtube.com/watch?v=XpaOjMXyJGk    
  41. 41. Campaign  for  Real  Beauty   •  Most  viewed  and  3rd  most  shared  commercial  of  all  =me  -­‐   viewed  more  than  114  million  =mes  &  uploaded  in  25   languages  to  33  of  the  brand's  YouTube  Channels     •  The  12-­‐year  old  campaign  has  won  a  plethora  of  ad  awards   and  sales  have  jumped  to  $4  billion  today  from  $2.5  billion   in  its  inaugural  year.   •  In  September  2006,  Landor  Associates  iden=fied  Dove  as     one  of  10  brands  with  the  greatest  percentage  gain  in     brand  health  and  business  value  in  the  past  three  years.  It   computed  that  the  brand  had  grown  by  $1.2  billion.  
  42. 42. Unilever  BCG  Matrix  
  43. 43. Topics   •   About  MK-­‐Africa   •  Brand  and  brand  porIolio  strategy   •  Brand  architecture  vs.  brand  porIolio  strategy   •   An  approach  to  brand  porIolio  strategy     •  Leading  brand  porIolio  prac=ces  for  driving   growth   •  Conclusion  
  44. 44. Leading  brand  por.olio  pracDces  for   driving  growth   Three  considera=ons  for  driving  growth  through   brand  porIolio    strategy:   1.  Set  a  clear  customer  focus   ü  Understand  customer  profitability,  iden=fy   customer  targets,  and    evaluate  how  well  each   brand  in  the  porIolio  meets  customers  needs   ü  A  more  comprehensive  understanding  of  drivers   of  customer  choice    enables  marketers  to  beFer   structure  the  porIolio  
  45. 45. Leading  brand  por.olio  pracDces  for   driving  growth   2.  Op=mize  the  brand  porIolio   ü  The  goal  is  to  drive  growth  and  generate  marke=ng   efficiencies   ü  Decisions  o{en  require  tough  calls  and  must  be   guided  by  detailed    analysis  of  customer  targets,   brand  performance  and  impact  on    business   results   3.  Organize  for  success   ü  Most  companies  fail  to  op=mally  manage  their  brand   porIolios   ü  Senior  execu=ves  must  ins=tute  the   organiza=onal  structures,    processes,  and   metrics  that  foster  long-­‐term  brand-­‐building  
  46. 46. Topics   •   About  MK-­‐Africa   •  Brand  and  brand  porIolio  strategy   •  Brand  architecture  vs.  brand  porIolio  strategy   •   An  approach  to  brand  porIolio  strategy     •  Leading  brand  porIolio  prac=ces  for  driving   growth   •  Conclusion  
  47. 47. ParDng  Thoughts…   Some  key  success  factors  regarding  the  development   &  implementa=on  of  a  winning  porIolio  strategy:     •  A  brand  porIolio  strategy  should  logically  flow  from,  and  lend   support  to,  the    broader  business  strategy   •  As  a  rule,  a  porIolio  of  fewer,  bigger  and  beFer  brands  is  preferred   over  a  broader  porIolio  of  regional  and  niche  brands   •  A  brand  porIolio  strategy  must  provide  clarity  on  the  scope,   role  and    interrela=onship  for  all  brands  within  the  porIolio   •  Brand  porIolio  strategy  should  dictate  the  level  and  mix  of   investment  and  communica=on  priori=es  across  the  porIolio   •  It  is  impera=ve  to  have  an  organiza=onal  structure  that  is   empowered  to    manage  the  brands  and  is  aligned  with  the  right   talent  and  processes   •  A  measurement  system  needs  to  be  establish  to  gauge  and  guide   success  of    the  brand  porIolio    
  48. 48. How  to  unify  &  scale  sustainability   across  brand  por.olio   People  .  Planet  .  Profits  
  49. 49. Unique Positive Contribution (UPC)
  50. 50. Asante Sana

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