Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
Brand architecture is the structure of brands within an organizational entity and a brand portfolio is used to encompass all these entities under one umbrella. Under this topic,
An overview of the types of brand architecture. A brand architecture needs to align to the corporate's overall brand strategy. It needs to be robust and have the ability to grow and adapt.
This was a webinar conducted for ISBM members to help them understand the key components that comprise a brand portfolio strategy, and how these components relate to and inform brand architecture decision-making. This requires developing a thoughtful brand portfolio strategy; one that defines the optimal number, scope and strategic role for each brand within the portfolio. The webinar leverages best practices, guiding principles, and real-world examples.
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
Best Practices in Brand Portfolio StrategyFullSurge
A tutorial workshop on the best practices in brand portfolio strategy prepared for and facilitated on behalf of The Institute for the Study of Business Markets (ISBM).
Brand architecture is the structure of brands within an organizational entity and a brand portfolio is used to encompass all these entities under one umbrella. Under this topic,
An overview of the types of brand architecture. A brand architecture needs to align to the corporate's overall brand strategy. It needs to be robust and have the ability to grow and adapt.
This was a webinar conducted for ISBM members to help them understand the key components that comprise a brand portfolio strategy, and how these components relate to and inform brand architecture decision-making. This requires developing a thoughtful brand portfolio strategy; one that defines the optimal number, scope and strategic role for each brand within the portfolio. The webinar leverages best practices, guiding principles, and real-world examples.
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
Brand Architecture Toolkit: Optimizing the Portfolio for Growth 4.29.19Carol Phillips
Completely UPDATED version of our earlier Toolkit. Is your brand portfolio easy for customers to navigate? Helping you prioritize your investments? Learn how to organize brand assets to help your business grow.
A brief look into brand identity and some of the models involved with its such as the brand identity prism. as well as examples of Nikes Identity prism and Jaguars identity prism.
A lot more info can be located on my website : https://digibowl.wordpress.com/2016/03/30/what-is-brand-identity-a-closer-look-at-the-brand-identity-prism/
Many brands are misguided by so many notions around and about brand strategy. Here's a brief checklist for you to know if you are approaching your brand strategy right.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on Brand Strategy PowerPoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of thirty slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. http://bit.ly/3bqpIaU
Y&R’s BrandAsset® Valuator (BAV) is our proprietary brand management tool and global database of consumer perceptions of brands. For the past 20 years, we have studied consumer response to more than 50,000 brands from hundreds of categories in 51 countries around the world. And collected data from close to 1 million people.
Brand management is the analysis and planning on how that brand is perceived in the market. Developing a good relationship with the target market is essential for brand management. Tangible elements of brand management include the product itself; look, price, the packaging, etc. The intangible elements are the experience that the consumer has had with the brand, and also the relationship that they have with that brand.Brand management is a function of marketing that uses special techniques in order to increase the perceived value of a product
Naming Architecture: A Blueprint for Portfolio SimplicitySiegel+Gale
Jeff Lapatine (strategy director, brand development) delves into naming and nomenclature architecture, and how by deploying simple, easy to codify concepts, you can unlock the potential of your portfolio through the power of simplicity.
“A ‘brand’ is not a thing, a product, a company or an organization. A brand does not exist in the physical world – it is a mental construct. A brand can best be described as the sum total of all human experiences, perceptions and feelings about a particular thing, product or organization. Brands exist in the consciousness – of individuals and of the public.” – James R. Gregory, “Leveraging the Corporate Brand”
This was a webinar conducted for ISBM members to help them understand the key components that comprise a brand portfolio strategy, and how these components relate to and inform brand
architecture decision-making. This requires developing a thoughtful brand portfolio strategy; one that defines the optimal number, scope and strategic role for each brand within the
portfolio. The webinar leverages best practices, guiding principles, and real-world example.
Brand Architecture Toolkit: Optimizing the Portfolio for Growth 4.29.19Carol Phillips
Completely UPDATED version of our earlier Toolkit. Is your brand portfolio easy for customers to navigate? Helping you prioritize your investments? Learn how to organize brand assets to help your business grow.
A brief look into brand identity and some of the models involved with its such as the brand identity prism. as well as examples of Nikes Identity prism and Jaguars identity prism.
A lot more info can be located on my website : https://digibowl.wordpress.com/2016/03/30/what-is-brand-identity-a-closer-look-at-the-brand-identity-prism/
Many brands are misguided by so many notions around and about brand strategy. Here's a brief checklist for you to know if you are approaching your brand strategy right.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
This complete deck can be used to present to your team. It has PPT slides on various topics highlighting all the core areas of your business needs. This complete deck focuses on Brand Strategy PowerPoint Presentation Slides and has professionally designed templates with suitable visuals and appropriate content. This deck consists of total of thirty slides. All the slides are completely customizable for your convenience. You can change the colour, text and font size of these templates. You can add or delete the content if needed. Get access to this professionally designed complete presentation by clicking the download button below. http://bit.ly/3bqpIaU
Y&R’s BrandAsset® Valuator (BAV) is our proprietary brand management tool and global database of consumer perceptions of brands. For the past 20 years, we have studied consumer response to more than 50,000 brands from hundreds of categories in 51 countries around the world. And collected data from close to 1 million people.
Brand management is the analysis and planning on how that brand is perceived in the market. Developing a good relationship with the target market is essential for brand management. Tangible elements of brand management include the product itself; look, price, the packaging, etc. The intangible elements are the experience that the consumer has had with the brand, and also the relationship that they have with that brand.Brand management is a function of marketing that uses special techniques in order to increase the perceived value of a product
Naming Architecture: A Blueprint for Portfolio SimplicitySiegel+Gale
Jeff Lapatine (strategy director, brand development) delves into naming and nomenclature architecture, and how by deploying simple, easy to codify concepts, you can unlock the potential of your portfolio through the power of simplicity.
“A ‘brand’ is not a thing, a product, a company or an organization. A brand does not exist in the physical world – it is a mental construct. A brand can best be described as the sum total of all human experiences, perceptions and feelings about a particular thing, product or organization. Brands exist in the consciousness – of individuals and of the public.” – James R. Gregory, “Leveraging the Corporate Brand”
This was a webinar conducted for ISBM members to help them understand the key components that comprise a brand portfolio strategy, and how these components relate to and inform brand
architecture decision-making. This requires developing a thoughtful brand portfolio strategy; one that defines the optimal number, scope and strategic role for each brand within the
portfolio. The webinar leverages best practices, guiding principles, and real-world example.
Balancing efficiency and innovation is one of the key challenges that executives, strategists and portfolio managers face, especially in tough times. While these two pressures are seemingly opposing, it’s all a question of finding a sense of balance in your product and brand portfolio. In other words, how do you ensure you are reacting to shifts in customer behaviour while combining a growth and innovation mindset with efficiency or prudence?
In this short webinar, we will provide advice on navigating the dilemma of portfolio management as well as guidance on making clear choices about the brands and products you need and feed. We’ll be diving into how to optimise resources, sharpen positionings and capitalise on opportunities to ensure growth.
When it comes to sponsorship development, too many associations are still stuck in the signs and banners and "metal level" era. The sponsorship environment has changed and associations need to get on board or become irrelevant from a sponsorship perspective.
PORTFOLIO RESTRUCTURING/BUSINESS PORTFOLIO ANALYSIS:
Large diversified organizations basically use combination strategy. For example: an organization may simultaneously seek growth through the acquisition of new businesses, employ a stability strategy for some of it existing businesses and divest of any other business which runs in loss.
It is very complicated to identify a consistent strategy for large diversified organizations, because a number of different business-level strategies need to be coordinated to achieve overall organizational objectives.
Business portfolio models are tools for analyzing: the relative position of each of an organization’s businesses in its industry & the relationships among all the businesses of the organization.
The well-known approaches to develop business portfolio include: BCG Matrix, GE 9 Cell, 7s Framework & Balance Score Card.
BCG Matrix is also known as BCG Growth-Share Matrix.
It states that the organization should have a balanced portfolio of businesses such that some generate more cash than they use and can support other businesses that need cash to develop & become profitable.
The role of each business is determined on the basis of two factors: the growth rate & market share
The vertical axis indicates the market growth rate which is the annual growth percentage of the market (current or forecasted) in which the business operates.
The horizontal axis indicates the market share dominance or relative market share. It is computed by dividing the firm’s market share (in units) by the market share of the largest competitor.
The matrix is the combination of rows & columns. The growth-share matrix has four cells.
A star is the market leader in a high growth market (HMS & HMG). They are question mark business that become successful.
The organization has to spend a great deal of money keeping up with the market’s growth rate & fighting off competitor’s attack.
Stars are often cash using category rather than cash generating. They are profitable units and provide high ROI as compared to others.
Hold strategy is maintained for this success and benefit from market growth by means of a Star.
Question mark is also known as problem child as it operates in high growth market, but low relative market share (LMS & HGR).
The term question mark or problem child is well chosen, because the organization has to think hard about whether to keep investing funds to become a star or it comes down to dog category.
Most business start off as question marks, in that they enter in a high growth market in which there is already a leader.
A question mark generally requires the infusion of a lot of funds to keep adding plant, equipment, personnel to keep up with fast growing market & it wants to overtake the leader.
Build strategy is appropriate for question mark as it increases share inorder to become a star by creating a new brand and a new target audience.
Question mark is also known as problem child as it operates in high growth.
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CRO
Brand portfolio strategy presentation
1. Presented
by
Muthoni
Kanyana
CEO
MK-‐AFRICA
Brand
Por.olio
Strategy
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. 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. 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. 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
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
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.
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. 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. 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. 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
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
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. 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. 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. 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. 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.
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. 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. 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. 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?
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
30. UNILEVER
CompeDtors
(Annual
revenue
of
$69
billion)
(Annual
revenue
of
$68
billion)
(Annual
revenue
of
$34
billion)
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. 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. 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. 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. 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. 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. 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. 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. • 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
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.
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. 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. 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. 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. 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. How
to
unify
&
scale
sustainability
across
brand
por.olio
People
.
Planet
.
Profits