The document discusses brand architecture and brand portfolios. It defines brand architecture as the strategic structure of an organization's brand portfolio. It identifies different types of brand architecture, including branded house and house of brands models. It also discusses optimizing brand architecture through clarifying positioning, reducing costs, and bolstering flexibility. The document then covers benefits and types of brand portfolio structures, focusing on roles like flanker brands and cash cow brands. It emphasizes managing the portfolio to build core brands and prune weak ones.
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
This document discusses brand portfolio strategies and models. It defines a brand portfolio as encompassing all brands offered by a firm to serve different market segments. There are two dimensions to consider: breadth of product mix and depth of branding. The brands can play roles like flanker, cash cow, low-end entry, and high-end prestige. Models include the branded house with a single master brand, house of brands with independent brands, and house blend developing sub-brands under a parent brand. Managing a portfolio requires building core brands, adding brands for opportunities, pruning weak brands, keeping it simple, and senior management involvement.
The document discusses brand architecture, which refers to the strategic structure of a company's portfolio of brands. It outlines the benefits of having a clear brand architecture, such as reducing costs and clarifying brand positioning. There are two main types of brand architecture: branded house structures, where products share a single brand name, and house of brands structures, where products each have distinct brand names. The document provides examples of different branded house and house of brands structures, including masterbrands, endorser brands, product/service brands, and source brands. It emphasizes the importance of optimizing a brand architecture strategy based on each industry and context.
This document discusses brand portfolio management and brand extensions. It defines a brand portfolio as a collection of brands owned by a company under an overarching brand umbrella. An effective brand portfolio includes the set of all company brands, product-defining roles for each brand, and the portfolio's role in relation to products. Managing brands coordinately in a portfolio helps avoid confusing consumers and wasting resources. The document then discusses brand extensions, where a new product relies on an existing brand's name and reputation. Successful extensions allow market and sales diversification if the new product fits with the original brand. Reasons to extend brands include leveraging existing brand equity to reduce new product costs and capture long-term returns.
The document discusses brand portfolios and brand hierarchies. It explains that brand portfolios incorporate different brand roles like strategic brands, linchpin brands, and cash cow brands. Brand hierarchies graphically portray a firm's branding strategy and show the relationships between corporate/umbrella brands, family brands, individual product brands, brand modifiers, and product descriptions. Effective brand hierarchies can build brands at different levels by exploiting commonalities, reducing differences between identities, and responding to changes. Product-dominant strategies focus more on individual product brands while corporate-dominant strategies leverage the corporate brand across all products.
This document discusses branding and brand valuation. It defines what brands are, their importance for differentiation and customer loyalty. Strong brands have high brand equity and positive brand image. The document also discusses types of brands like manufacturers' brands and private labels. It notes Coca-Cola as the most valuable brand according to Interbrand's valuation methodology, which discounts projected brand earnings based on risk factors to determine net present brand value.
Leroy J. Ebert DipM MCIM, Chartered Marketer, MSLIM
Manager Marketing and Business Development – Logiwiz Ltd.
Presentation Developed as course material for the SLIM Diploma in Brand Management
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (9th May 2014)
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
This document discusses brand portfolio strategies and models. It defines a brand portfolio as encompassing all brands offered by a firm to serve different market segments. There are two dimensions to consider: breadth of product mix and depth of branding. The brands can play roles like flanker, cash cow, low-end entry, and high-end prestige. Models include the branded house with a single master brand, house of brands with independent brands, and house blend developing sub-brands under a parent brand. Managing a portfolio requires building core brands, adding brands for opportunities, pruning weak brands, keeping it simple, and senior management involvement.
The document discusses brand architecture, which refers to the strategic structure of a company's portfolio of brands. It outlines the benefits of having a clear brand architecture, such as reducing costs and clarifying brand positioning. There are two main types of brand architecture: branded house structures, where products share a single brand name, and house of brands structures, where products each have distinct brand names. The document provides examples of different branded house and house of brands structures, including masterbrands, endorser brands, product/service brands, and source brands. It emphasizes the importance of optimizing a brand architecture strategy based on each industry and context.
This document discusses brand portfolio management and brand extensions. It defines a brand portfolio as a collection of brands owned by a company under an overarching brand umbrella. An effective brand portfolio includes the set of all company brands, product-defining roles for each brand, and the portfolio's role in relation to products. Managing brands coordinately in a portfolio helps avoid confusing consumers and wasting resources. The document then discusses brand extensions, where a new product relies on an existing brand's name and reputation. Successful extensions allow market and sales diversification if the new product fits with the original brand. Reasons to extend brands include leveraging existing brand equity to reduce new product costs and capture long-term returns.
The document discusses brand portfolios and brand hierarchies. It explains that brand portfolios incorporate different brand roles like strategic brands, linchpin brands, and cash cow brands. Brand hierarchies graphically portray a firm's branding strategy and show the relationships between corporate/umbrella brands, family brands, individual product brands, brand modifiers, and product descriptions. Effective brand hierarchies can build brands at different levels by exploiting commonalities, reducing differences between identities, and responding to changes. Product-dominant strategies focus more on individual product brands while corporate-dominant strategies leverage the corporate brand across all products.
This document discusses branding and brand valuation. It defines what brands are, their importance for differentiation and customer loyalty. Strong brands have high brand equity and positive brand image. The document also discusses types of brands like manufacturers' brands and private labels. It notes Coca-Cola as the most valuable brand according to Interbrand's valuation methodology, which discounts projected brand earnings based on risk factors to determine net present brand value.
Leroy J. Ebert DipM MCIM, Chartered Marketer, MSLIM
Manager Marketing and Business Development – Logiwiz Ltd.
Presentation Developed as course material for the SLIM Diploma in Brand Management
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (9th May 2014)
Brand Architecture & Brand Extension Stratagies Venkat. P
Brand architecture defines the structure of brands within a company's portfolio. There are several types of architectures, including house of brands, branded house, product brand, source brand, line brand, and portfolio brand. Successful brand extensions and rebranding/rejuvenation require understanding factors like perceived risk, product similarity, and parent brand reputation. Companies may rebrand proactively to plan for growth or reactively due to issues like mergers, legal problems, or controversy.
This document provides an introduction to branding, including definitions of key branding concepts and strategies. It discusses why brands are important for both companies and consumers. Brands help differentiate products and build customer loyalty. Strong brands can command premium prices and remain resilient even if other assets are lost. The document outlines several factors that are important for building a successful brand, such as quality, positioning, communications, investing long-term, and internal marketing. It also defines different types of brands like manufacturers' brands, private labels, individual brands, and family brands.
The document outlines a proposed framework for developing and managing a brand architecture for Company X. It discusses developing a portfolio strategy, positioning brands, and defining the relationships between a master brand and other product or service brands. It proposes assessing the current state, developing hypotheses for a new architecture, selecting an optimal architecture strategy, and creating tools to manage migration to the new architecture. The goal is to evolve Company X's brand management as it moves into higher-value solutions.
This document discusses branding strategies and brand architecture. It defines different types of brands like corporate brands, family brands, and individual brands. It also defines brand modifiers. The document discusses different brand architecture structures like monolithic, endorsed, and independent brands. It provides examples of each structure and discusses their advantages and disadvantages. The key points are that brand architecture should reflect business strategy, be simple, flexible, consistent with brand values, and designed for customer needs.
This document discusses brands, their importance, and different types of brands. It notes that strong brands help companies achieve global success and customer loyalty. Brands differentiate products and allow companies to command premium prices. The document defines brands and discusses brand equity, image, and extension. It outlines benefits of brands for both sellers and buyers. Two main types of brands are described: manufacturer brands and private/store brands. Family and individual branding strategies are also covered. Finally, the document lists the top three most valuable brands as Coca-Cola, Microsoft, and IBM.
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.
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.
Branding and Brand Positioning / Marketing Management By Kotler KellerChoudhry Asad
This document provides an outline on branding and brand positioning. It defines what a brand and branding are, and lists advantages of strong brands such as improved perceptions, loyalty, margins, and marketing effectiveness. It discusses key aspects of branding including brand elements, equity, strategies, and portfolios. It also covers brand positioning and differentiating a brand through points of parity and points of difference. The document aims to educate on developing and managing brands for optimal market performance and value.
This document discusses strategies for branding new products and developing a branding portfolio. There are three main branding strategies: individual brand names, a corporate umbrella name, or a sub-brand name. A "house of brands" strategy uses individual brands while a "branded house" strategy uses a corporate umbrella name. Brand portfolios include flagship brands, cash cow brands for profitability with low marketing, low-end entry brands, and high-end prestige brands. Brand extensions, like line extensions or category extensions, can improve new product success but risk brand dilution. Developing the right branding strategy is important for introducing new products and building a brand portfolio.
This document discusses brand portfolio strategy and defines key related concepts. It explains that managing a single brand is challenging, but managing a portfolio of brands takes the challenge to another level, as decisions optimal for one brand may not be for another. A successful portfolio strategy requires trade-offs and tough choices. It then defines elements of brand portfolio structure including primary brands, sub-brands, endorser brands, and ingredient/service brands. Primary brands are the main name, while sub-brands segment product lines and endorser brands link to other brands to provide credibility.
This workshop was delivered to the Brand Consortium of ISBM. It helped identify the key variables in framing a brand portfolio strategy, including customer segments, product categories, customer end benefits, and price/value tiers. The workshop also helped participants identify the pros and cons associated with various brand portfolio strategies and architectures, and the circumstances where each makes sense. Best practices, guiding principles, case studies and interactive exercises are leveraged throughout…all with a heavy skew toward B2B examples.
This workshop was delivered to the Brand Consortium of ISBM. It helped identify the key variables in framing a brand portfolio strategy, including customer segments, product categories,
customer end benefits, and price/value tiers. The workshop also helped participants identify the pros and cons associated with various brand portfolio strategies and architectures, and the
circumstances where each makes sense. Best practices, guiding principles, case studies and interactive exercises are leveraged throughout…all with a heavy skew toward B2B examples.
The document discusses developing product strategy. It covers:
1) Classifying products based on durability, tangibility, consumer goods, and industrial goods.
2) Developing a product mix with the right width, length, depth, and consistency of product lines.
3) Analyzing product lines to determine what products to build, maintain, harvest or divest.
B Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
The document discusses different types of brand architecture structures including branded house, endorsed brands, and house of brands. It provides examples of each type such as FedEx using a masterbrand structure under the branded house model. Marriott International is an example of an endorsed brand where the company name endorses individual product brands. Procter & Gamble is an example of a house of brands structure where each product line has its own unique branding. The document also outlines key steps to defining the right brand strategy such as clarifying the value proposition, segmentation, brand pillars, benefits, and compelling reasons to believe. It provides questions to consider when evaluating an expansion or addition of a new brand to a portfolio.
This document discusses brands, what they are, and strategies for developing strong brands. It begins by defining a brand as a name, symbol or design that identifies a company's products and differentiates them from competitors. The key components of a brand are identified as the name, symbols, packaging, warranty and brand image. The document then covers various brand development strategies such as line extensions, brand extensions, multibrands and creating new brands. It analyzes the advantages and disadvantages of these strategies. Overall, the document provides an overview of what constitutes a brand and different approaches companies can take to develop and strengthen their brands.
As an entrepreneur with a small team, building a strong brand is key to success in a highly competitive service-based industry. But how do you structure your brand architecture to effectively communicate your company’s values, mission, and services? We’re breaking down what you need to know about brand architecture and sub-branding to make informed decisions that will help grow your business.
This document discusses various brand strategy concepts including umbrella branding, flanker branding, line extensions, brand extensions, house of brands, and branded house strategies. It provides details on each strategy, including definitions, examples, advantages, and disadvantages. Umbrella branding uses a single brand name for related products, while flanker brands target new customer segments. Line and brand extensions leverage existing brand equity to expand product offerings. A house of brands uses separate brand names, while a branded house markets all products under a single brand name.
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.
Media Chix & Bud_Markma Report_Sept162016Roselie Tubeo
The document discusses various topics related to brand management and product lifecycle management. It begins with defining what a brand is and the various roles of a brand. It then discusses how to build strong brands by discussing brand equity, brand elements, and internal branding. It also covers managing brand portfolios and brand extensions. Other topics included are crafting an effective brand positioning, conducting a brand audit, dealing with competition through various competitive strategies, and managing products through different stages of the product lifecycle.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Brand Architecture & Brand Extension Stratagies Venkat. P
Brand architecture defines the structure of brands within a company's portfolio. There are several types of architectures, including house of brands, branded house, product brand, source brand, line brand, and portfolio brand. Successful brand extensions and rebranding/rejuvenation require understanding factors like perceived risk, product similarity, and parent brand reputation. Companies may rebrand proactively to plan for growth or reactively due to issues like mergers, legal problems, or controversy.
This document provides an introduction to branding, including definitions of key branding concepts and strategies. It discusses why brands are important for both companies and consumers. Brands help differentiate products and build customer loyalty. Strong brands can command premium prices and remain resilient even if other assets are lost. The document outlines several factors that are important for building a successful brand, such as quality, positioning, communications, investing long-term, and internal marketing. It also defines different types of brands like manufacturers' brands, private labels, individual brands, and family brands.
The document outlines a proposed framework for developing and managing a brand architecture for Company X. It discusses developing a portfolio strategy, positioning brands, and defining the relationships between a master brand and other product or service brands. It proposes assessing the current state, developing hypotheses for a new architecture, selecting an optimal architecture strategy, and creating tools to manage migration to the new architecture. The goal is to evolve Company X's brand management as it moves into higher-value solutions.
This document discusses branding strategies and brand architecture. It defines different types of brands like corporate brands, family brands, and individual brands. It also defines brand modifiers. The document discusses different brand architecture structures like monolithic, endorsed, and independent brands. It provides examples of each structure and discusses their advantages and disadvantages. The key points are that brand architecture should reflect business strategy, be simple, flexible, consistent with brand values, and designed for customer needs.
This document discusses brands, their importance, and different types of brands. It notes that strong brands help companies achieve global success and customer loyalty. Brands differentiate products and allow companies to command premium prices. The document defines brands and discusses brand equity, image, and extension. It outlines benefits of brands for both sellers and buyers. Two main types of brands are described: manufacturer brands and private/store brands. Family and individual branding strategies are also covered. Finally, the document lists the top three most valuable brands as Coca-Cola, Microsoft, and IBM.
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.
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.
Branding and Brand Positioning / Marketing Management By Kotler KellerChoudhry Asad
This document provides an outline on branding and brand positioning. It defines what a brand and branding are, and lists advantages of strong brands such as improved perceptions, loyalty, margins, and marketing effectiveness. It discusses key aspects of branding including brand elements, equity, strategies, and portfolios. It also covers brand positioning and differentiating a brand through points of parity and points of difference. The document aims to educate on developing and managing brands for optimal market performance and value.
This document discusses strategies for branding new products and developing a branding portfolio. There are three main branding strategies: individual brand names, a corporate umbrella name, or a sub-brand name. A "house of brands" strategy uses individual brands while a "branded house" strategy uses a corporate umbrella name. Brand portfolios include flagship brands, cash cow brands for profitability with low marketing, low-end entry brands, and high-end prestige brands. Brand extensions, like line extensions or category extensions, can improve new product success but risk brand dilution. Developing the right branding strategy is important for introducing new products and building a brand portfolio.
This document discusses brand portfolio strategy and defines key related concepts. It explains that managing a single brand is challenging, but managing a portfolio of brands takes the challenge to another level, as decisions optimal for one brand may not be for another. A successful portfolio strategy requires trade-offs and tough choices. It then defines elements of brand portfolio structure including primary brands, sub-brands, endorser brands, and ingredient/service brands. Primary brands are the main name, while sub-brands segment product lines and endorser brands link to other brands to provide credibility.
This workshop was delivered to the Brand Consortium of ISBM. It helped identify the key variables in framing a brand portfolio strategy, including customer segments, product categories, customer end benefits, and price/value tiers. The workshop also helped participants identify the pros and cons associated with various brand portfolio strategies and architectures, and the circumstances where each makes sense. Best practices, guiding principles, case studies and interactive exercises are leveraged throughout…all with a heavy skew toward B2B examples.
This workshop was delivered to the Brand Consortium of ISBM. It helped identify the key variables in framing a brand portfolio strategy, including customer segments, product categories,
customer end benefits, and price/value tiers. The workshop also helped participants identify the pros and cons associated with various brand portfolio strategies and architectures, and the
circumstances where each makes sense. Best practices, guiding principles, case studies and interactive exercises are leveraged throughout…all with a heavy skew toward B2B examples.
The document discusses developing product strategy. It covers:
1) Classifying products based on durability, tangibility, consumer goods, and industrial goods.
2) Developing a product mix with the right width, length, depth, and consistency of product lines.
3) Analyzing product lines to determine what products to build, maintain, harvest or divest.
B Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
The document discusses different types of brand architecture structures including branded house, endorsed brands, and house of brands. It provides examples of each type such as FedEx using a masterbrand structure under the branded house model. Marriott International is an example of an endorsed brand where the company name endorses individual product brands. Procter & Gamble is an example of a house of brands structure where each product line has its own unique branding. The document also outlines key steps to defining the right brand strategy such as clarifying the value proposition, segmentation, brand pillars, benefits, and compelling reasons to believe. It provides questions to consider when evaluating an expansion or addition of a new brand to a portfolio.
This document discusses brands, what they are, and strategies for developing strong brands. It begins by defining a brand as a name, symbol or design that identifies a company's products and differentiates them from competitors. The key components of a brand are identified as the name, symbols, packaging, warranty and brand image. The document then covers various brand development strategies such as line extensions, brand extensions, multibrands and creating new brands. It analyzes the advantages and disadvantages of these strategies. Overall, the document provides an overview of what constitutes a brand and different approaches companies can take to develop and strengthen their brands.
As an entrepreneur with a small team, building a strong brand is key to success in a highly competitive service-based industry. But how do you structure your brand architecture to effectively communicate your company’s values, mission, and services? We’re breaking down what you need to know about brand architecture and sub-branding to make informed decisions that will help grow your business.
This document discusses various brand strategy concepts including umbrella branding, flanker branding, line extensions, brand extensions, house of brands, and branded house strategies. It provides details on each strategy, including definitions, examples, advantages, and disadvantages. Umbrella branding uses a single brand name for related products, while flanker brands target new customer segments. Line and brand extensions leverage existing brand equity to expand product offerings. A house of brands uses separate brand names, while a branded house markets all products under a single brand name.
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.
Media Chix & Bud_Markma Report_Sept162016Roselie Tubeo
The document discusses various topics related to brand management and product lifecycle management. It begins with defining what a brand is and the various roles of a brand. It then discusses how to build strong brands by discussing brand equity, brand elements, and internal branding. It also covers managing brand portfolios and brand extensions. Other topics included are crafting an effective brand positioning, conducting a brand audit, dealing with competition through various competitive strategies, and managing products through different stages of the product lifecycle.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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.
5.
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).
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).
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).
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).
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
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.
26.
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
35.
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.