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.
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 purpose of this two-day workshop was to help marketers build successful multichannel strategies that connect with customers in increasingly meaningful ways across discreet yet interconnected channels. Specifically it focuses on how to: 1) develop a 360 view of customers to inform a channel architecture strategy, 2) deliver personally relevant information through a compelling content and contact strategy, 3) align channels through brand strategy to create a cohesive user experience, 4) integrate measurement across channels for business performance enhancement, and 5) create internal infrastructure and readiness systems that equip organizations to coordinate effective responses to customer needs.
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.
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 two-day workshop helped participants craft a high-potential business growth strategy that capitalizes on marketplace opportunities while leveraging organizational competencies and competitive advantages. Day 1 of the workshop consists of four modules: 1) an overview of business growth strategy, 2) conducting a current state assessment to identify business opportunities consistent with organizational core competencies, 3) articulating a business growth vision to remain competitive in a challenging marketplace environment, and 4) growing the core business to maximize revenue and profit.
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 purpose of this two-day workshop was to help marketers build successful multichannel strategies that connect with customers in increasingly meaningful ways across discreet yet interconnected channels. Specifically it focuses on how to: 1) develop a 360 view of customers to inform a channel architecture strategy, 2) deliver personally relevant information through a compelling content and contact strategy, 3) align channels through brand strategy to create a cohesive user experience, 4) integrate measurement across channels for business performance enhancement, and 5) create internal infrastructure and readiness systems that equip organizations to coordinate effective responses to customer needs.
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.
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 two-day workshop helped participants craft a high-potential business growth strategy that capitalizes on marketplace opportunities while leveraging organizational competencies and competitive advantages. Day 1 of the workshop consists of four modules: 1) an overview of business growth strategy, 2) conducting a current state assessment to identify business opportunities consistent with organizational core competencies, 3) articulating a business growth vision to remain competitive in a challenging marketplace environment, and 4) growing the core business to maximize revenue and profit.
At Straightline, we are dedicated to creating brands that transform businesses. That's why we've compiled the most compelling research on the impact brand architecture can have on business strategy.
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 two-day workshop helped participants craft a high-potential business growth strategy that capitalizes on marketplace opportunities while leveraging organizational competencies and competitive advantages. Day 2 of the workshop consists of four modules: 1) utilizing research and analytical methodologies to inform and achieve strategic business goals, 2) implementing business growth strategy for creating high-impact value propositions, 3) assessing organizational readiness and implementation for effective execution of growth strategies, and 4) measuring and monitoring the progress of business development and growth.
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,
After working on dozens of brand portfolio optimization projects across the world; we've taken what we believe are the best practices of each and developed a proprietary brand portfolio planning process
The presentation was part of a one-day roundtable session held for the membership of the Association of National Advertisers (ANA). It contains a real-world case study that illustrates how a former client: 1) dissected and ultimately defined what it means to be "green" in their industry, 2) identified key purchase decision-makers associated with "green," 3) segmented the market based on customers' attitudes toward "green," and 4) developed a compelling "green-based" value proposition and go-to-market strategy for the chosen target segment.
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.
Brand Architecture is your Brand Strategy. Get your strategy in place and build around it. Good examples with the auto industry compliments of Six Degrees | Sensory Branding and Interactive Marketing Company.
Brand architecture considerations for managing a portfolio of brands and relationships between a corporate brand or parent brand with child brands and sibling brands with one another. Includes an analysis of basic brand relationship approaches and pros and cons for brand architecture choices.
Assessing Your Brand Architecture August 2015Carol Phillips
THIS PRESENTATION IS OLD. SEE UPDATED VERSION 2019.
Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.
Before selecting a name, logo, product label or other branding elements, speak to trade mark law professionals who do it for established brands. You will be surprised what you don't know and the range of future business costs and hassles you can avoid. Call us for a chat.
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.
At Straightline, we are dedicated to creating brands that transform businesses. That's why we've compiled the most compelling research on the impact brand architecture can have on business strategy.
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 two-day workshop helped participants craft a high-potential business growth strategy that capitalizes on marketplace opportunities while leveraging organizational competencies and competitive advantages. Day 2 of the workshop consists of four modules: 1) utilizing research and analytical methodologies to inform and achieve strategic business goals, 2) implementing business growth strategy for creating high-impact value propositions, 3) assessing organizational readiness and implementation for effective execution of growth strategies, and 4) measuring and monitoring the progress of business development and growth.
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,
After working on dozens of brand portfolio optimization projects across the world; we've taken what we believe are the best practices of each and developed a proprietary brand portfolio planning process
The presentation was part of a one-day roundtable session held for the membership of the Association of National Advertisers (ANA). It contains a real-world case study that illustrates how a former client: 1) dissected and ultimately defined what it means to be "green" in their industry, 2) identified key purchase decision-makers associated with "green," 3) segmented the market based on customers' attitudes toward "green," and 4) developed a compelling "green-based" value proposition and go-to-market strategy for the chosen target segment.
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.
Brand Architecture is your Brand Strategy. Get your strategy in place and build around it. Good examples with the auto industry compliments of Six Degrees | Sensory Branding and Interactive Marketing Company.
Brand architecture considerations for managing a portfolio of brands and relationships between a corporate brand or parent brand with child brands and sibling brands with one another. Includes an analysis of basic brand relationship approaches and pros and cons for brand architecture choices.
Assessing Your Brand Architecture August 2015Carol Phillips
THIS PRESENTATION IS OLD. SEE UPDATED VERSION 2019.
Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.
Before selecting a name, logo, product label or other branding elements, speak to trade mark law professionals who do it for established brands. You will be surprised what you don't know and the range of future business costs and hassles you can avoid. Call us for a chat.
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.
Beyond brand as a buzzword, what's branding all about?Designit
While it’s a term that many of us use every day, do you really know what branding is all about? Designit has put together a useful guide on the ins- and outs of branding. Aimed at those with a beginners level of knowledge or simply for anyone looking for a tune-up, this guide will give you a simple overview of the key components involved in working with brand strategy.
Why PR Matters in Branding and Business Valuation.Bolaji Okusaga
Brand Valuation is an emerging subject, what with the IFRS recognition of attributes of the Brand as an intangible asset that can be factored into the value of Corporations.
Identifying growth platforms through a brand-driven innovation process: a case of the Sci Fi Channel. A roundtable discussion on behalf of The University of Chicago Booth School of Business.
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).
AMA Customer Experience Workshop: Optimizing the Customer ExperienceFullSurge
Tutorial workshop on optimizing the customer experience prepared for and facilitated on behalf of the American Marketing Association for the 2014 annual conference, Inspired Marketing.
This two-day workshop helped participants craft a high-potential business growth strategy that capitalizes on marketplace opportunities while leveraging organizational competencies and
competitive advantages. Day 1 of the workshop consists of four modules: 1) an overview of business growth strategy, 2) conducting a current state assessment to identify business opportunities
consistent with organizational core competencies, 3) articulating a business growth vision to remain competitive in a challenging marketplace environment, and 4) growing the core business to
maximize revenue and profit.
This two-day workshop helped participants craft a high-potential business growth strategy that capitalizes on marketplace opportunities while leveraging organizational competencies and
competitive advantages. Day 2 of the workshop consists of four modules: 1) utilizing research and analytical methodologies to inform and achieve strategic business goals, 2) implementing
business growth strategy for creating high-impact value propositions, 3) assessing organizational readiness and implementation for effective execution of growth strategies, and 4) measuring
and monitoring the progress of business development and growth.
The presentation was part of a one-day roundtable session held for the membership of the Association of National Advertisers (ANA). It contains a real-world case study that illustrates how a
former client: 1) dissected and ultimately defined what it means to be "green" in their industry, 2) identified key purchase decision-makers associated with "green," 3) segmented the market
based on customers' attitudes toward "green," and 4) developed a compelling "green-based" value proposition and go-to-market strategy for the chosen target segment.
We all know it is important to consistently grow brands, but what is the best way to achieve brand growth? This webinar was conducted for the membership of ANA. It discuss how to achieve growth by extending brands into new markets, whether by geography, by category, or by industry. It features a variety of case studies and best and worst practice examples while exploring critical questions such as: What are the challenges of managing your brand as you expand its reach to new customers with potentially new product offerings? Are there pitfalls that might damage your valuable brand? Can brands move up or down markets?
The purpose of this two-day workshop was to help marketers build successful multichannel strategies that connect with customers in increasingly meaningful ways across discreet yet
interconnected channels. Specifically it focuses on how to: 1) develop a 360 view of customers to inform a channel architecture strategy, 2) deliver personally relevant information through a
compelling content and contact strategy, 3) align channels through brand strategy to create a cohesive user experience, 4) integrate measurement across channels for business performance
enhancement, and 5) create internal infrastructure and readiness systems that equip organizations to coordinate effective responses to customer needs.
This workshop builds a foundation for how to identify, evaluate and pursue successful new product introductions for existing brands. It proposes a new definition for what it means to be “on
brand,” and outlines an approach for determining when a potential new business opportunity is brand-enhancing or brand-detracting. Specific topics covered include: 1) determining a brand’s
“bounds of extendibility,” 2) using brand as a source of inspiration for business-building ideas, and 3) testing/validating new business opportunities within the context of an existing brand.
The workshop uses a combination of best and worst practices, B2B and B2C context, and practical and real-world examples.
FullSurge managing partner Mitch Duckler delivered a presentation at the 2014 Small Firms Leadership Retreat in Ponte Vedra Beach, Florida. In this presentation, Mitch presents the latest guiding principles for how small consulting firms can drive growth. His presentation covers the importance of a firm defining its unique brand positioning and how to bring it to life operationally. Mitch also addresses how brand positioning can be used to inform activities such as thought leadership, expertise marketing, human capital, intellectual property, and knowledge management.
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.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...
Portfolio strategy & architecture
1. Proprietary and Confidential ISBM
ISBM
Principles & Best Practices in Brand
Portfolio Strategy & Architecture
March 25, 2013
2. Proprietary and Confidential ISBM
Common questions
Background & Context
Brand Definition/Requirements:
! What is the difference between a brand, a trademark and product name, and what are the
implications for how they should be managed?
! What kind of financial investment is required to launch a brand and grow it over time?
Brand Portfolio Strategy:
! What is the optimal number of brands for my company?
! When does it make sense to create a new brand versus launch a new product under an existing
brand?
! How “elastic” is my brand? What is its ability to stretch horizontally (across categories and markets),
and vertically (across price ranges)?
Brand Architecture:
! Should brands within my portfolio be linked to one another?
! If yes, what is the optimal way to link brands (e.g., sub-branding, co-branding, endorsement)?
! When does it make sense for my corporate brand to endorse my product brands?
3. Proprietary and Confidential ISBM
Polling Question #1
Background & Context
Which of the previous groups of questions are most pressing and/or pose the greatest
challenges in your organization?
A) Brand Definition/Requirements
B) Brand Portfolio Strategy
C) Brand Architecture
D) All of the Above
E) None of the Above
4. Proprietary and Confidential ISBM
Perspectives on Brand
Brand Portfolio Strategy
Brand Architecture
Process & Approach
5. Proprietary and Confidential ISBM
A brand is not just…
Perspectives on Brand
A Jingle
A ProductA Spokesperson
A SymbolAn Ad A Logo
A Slogan A Name
6. Proprietary and Confidential ISBM
A brand is…
Perspectives on Brand
! A promise
! A company’s most strategic asset
! The reflection of a customer’s entire experience with a company
! Built and protected by entire organization, not just the marketing department
7. Proprietary and Confidential ISBM
Powerful brands create significant economic value
Perspectives on Brand
Source: Interbrand, Brand Values 2011
• 1% increase in customer
satisfaction leads to a 3%
increase in market cap
• 2% increase in customer
loyalty leads to a 10%
cost reduction
• 5% increase in customer
retention increases
customer lifetime value
by 25%
• 5% increase in customer
loyalty can result in up to
a 95% increase in
profitability
• 50% of customers will
pay 20–25% more for
brands they are loyal to
Sources: Brandkey, Bain and Mainspring,
Marketing News
8. Proprietary and Confidential ISBM
Perspectives on Brand
Brand Portfolio Strategy
Brand Architecture
Process & Approach
9. Proprietary and Confidential ISBM
Brand Portfolio Strategy vs. Brand Architecture
Brand Portfolio Strategy
Portfolio Strategy
• An articulation of how a
company should define its
portfolio to drive profitability
• Specifies the optimal number,
scope, and role for every
brand in the portfolio
Architecture
• A depiction of the optimal
relationship between any two
brands within the portfolio
• Dictates both whether and
how brands should be related
to on another
10. Proprietary and Confidential ISBM
Five indicators you may have a portfolio problem…or opportunity
Brand Portfolio Strategy
Revenue growth is slowing1
2
3
4
5 Brands’ funding/support misaligned with profitability/potential
Products increasingly seen as commoditized
Poor cross-sell or up-sell between brands
M&A activity has resulted in a bloated portfolio
11. Proprietary and Confidential ISBM
Portfolio organizing frameworks
Brand Portfolio Strategy
Customer
Segment
Need/
Benefit
Price
Tier
Industry/
Category
Channel/
Distribution
Loyal
Enthusiasts
Speed Good
Financial
Services
Direct
Bargain
Hunters
Convenience Better
Consumer
Products
Retail
Knowledge
Seekers
Simplicity Best
Medical &
Healthcare
Online
Thoughtful
Planners
Performance Luxury
Federal
Government
Wholesale
One-stop
Shoppers
Productivity Value
Industrial &
Manufacturing
Distributor
Attitudinal & Behavioral Demographic/Firmographic
(Most Powerful) (Most Common)
12. Proprietary and Confidential ISBM
Brand portfolio spectrum
Brand Portfolio Strategy
Branded House House of Brands
Customer SegmentsFew Many
Investment in BrandingLow High
Business Make-upHomogenous Heterogeneous
Brand Mgmt. CapabilitySimplistic Sophisticated
Corporate RelevanceHigh Low
13. Proprietary and Confidential ISBM
Brand Portfolio Strategy guiding principles
Brand Portfolio Strategy
1 Build & Leverage a Strong Corporate Brand
2 Define Strategic Objectives for Brands
5 Maximize the Extendibility of Brands
4 Build Relevance Across Value Tiers
3 Employ Simple & Clear Brand Architecture
• Strategic financial asset
• Primary point of reference
• Leveraged across portfolio
• Strategic roles
• Financial objectives
• Clear positioning
• Relatively flat hierarchy
• Easy navigation
• Consistent nomenclature
• Maximize customer reach
• Avoid premium dilution
• Avoid value cannibalization
• Across markets & regions
• Across categories & segments
• Across offer dimensions
Overarching Goal: Fewer, stronger global brands
14. Proprietary and Confidential ISBM
Components of a Brand Portfolio Strategy
Brand Portfolio Strategy
Strategic Role/Business Objectives
Price/Value Relationship
Brand Positioning/Identity
Brand Relationship to Master Brand Positioning
Brand Architecture/Linkage
Brand Extendibility/Elasticity
• What specifically is the brand charged with doing for the Company? What objectives should be set for the brand from a
volume and financial perspective? What role does/should the brand serve from a channel perspective?
• What are the optimal pricing structures and price points for the brand? What sort of price differential should exist between it
and its most direct competitors? What sort of promotional support should the brand receive?
• How should the brand be positioned to the consumer, taking into consideration its strategic role within the portfolio, consumer
wants/needs, and its current equities? What is (or should be) its unique point of difference?
• What is the brand’s contribution to the Master Brand proposition? To what extent does it help the Company deliver on its
brand promises? Does the brand help the Company reinforce desirable equities?
• What is the optimal relationship between the brand and the Company brand? Should there be an explicit relationship between
it and other brands within the brand portfolio? If yes, what is the best way to establish this linkage?
• What is the brand’s “bounds of extendibility?” From a category perspective, where can the brand credibly go today, or in the
near or intermediate future? What should be considered off-limits for the brand?
Brand 2 Brand 3 Brand 4 Brand 5 Brand 6Brand 1
15. Proprietary and Confidential ISBM
Perspectives on Brand
Brand Portfolio Strategy
Brand Architecture
Process & Approach
16. Proprietary and Confidential ISBM
Five indicators you may have an architecture problem…or opportunity
Brand Architecture
Brands are cluttered and confusing to both customers and employees1
2
3
4
5
There is no internal system for managing how new brands are developed
Not getting enough leverage from key brands such as the corporate brand
Brand architecture is not aligned with business strategy
No plan for integrating recently acquired brands into existing architecture
17. Proprietary and Confidential ISBM
A common B2B brand architecture hierarchy
Brand Architecture
Business
Unit Level
Corporate
Level
Group/
Solution
Level
Product/
Offering
Level
The name of the company; often but
not always the legal entity
The name of a BU/subsidiary. May or may
not be a derivative of corporate brand
The name of a group of product lines that
share a common benefit or solution
The lowest level in the hierarchy – may
not warrant “branding” (i.e., name only)
(Johnson &
Johnson)
WorkCentre™ 6505
(Xerox)
18. Proprietary and Confidential ISBM
Polling Question #3
Brand Architecture
At which level of the hierarchy would you say the majority of brand equity resides within
your company’s portfolio?
A) Corporate Level
B) Business Unit Level
C) Group/Solution Level
D) Product/Offering Level
E) None of the Above
20. Proprietary and Confidential ISBM
Brand linkage options
Brand Architecture
Brand Type Definition Illustrative Examples
Master
A brand that serves as the primary frame of reference,
often carrying the corporate name
Co-
An equity overtly linked to the master brand, receiving
equal emphasis vis-à-vis the master (i.e. logo lock)
Endorsed An equity that is endorsed by the master brand,
deriving benefit from it by virtue of the association
Descriptive
An equity that is purely functional/descriptive in
nature, with a logo lock to the master brand.
Stand-alone
A brand that stands independent from the master
brand with no overt or implicit link to the master
Un-branded A brand that stands independent from the master
brand with no overt or implicit link to the master Strategic Outsourcing
IBM Software
Master Brand
Co-brand
Endorsed
Brand Descriptive
Brand Un-branded
Equity
Stand-alone
Brand
Netezza by IBM
IBM SmarterRetail
Emphasis on
Master Brand
Emphasis on
‘Other’ Brand
21. Proprietary and Confidential ISBM
Brand Architecture decision tree
Brand Architecture
1.
Revenue
Does the equity
have direct
revenue-
generating
responsibility?
2.
Market Need
Does the equity
offer a
differentiated
POV in the
marketplace?
3.
Competitive
Does the equity
hold competitive
precedence that
establishes
independence?
4.
Equity Flow
Is the equity
charged with
infusing unique
equity into the
Master Brand?
5.
Risk
Does association
with the equity
place potential
risk on the Master
Brand?
Determination
Stand-alone Brand
Co-brand Brand
Un-branded Equity
YES
START
NO
YES
NO
YES
NO
YES
NO
YES
NO
Endorsed Brand
Descriptive Brand
22. Proprietary and Confidential ISBM
Perspectives on Brand
Brand Portfolio Strategy
Brand Architecture
Process & Approach
23. Proprietary and Confidential ISBM
High-level approach
Process & Approach
Step 1: Current State Assessment
Step 3: Portfolio Scenarios & Business Case Step 4: Portfolio Migration Road Map
Step 2: Customer Insights & Brand Profiling
Need State 2
Segment 2
Segment 6
Segment 3
Segment 1
Need State 5
Need State 3
Segment 4
Segment 5
Need State 1
Need State 4
Brand 11
Brand 2
Brand 10
Brand 6
Brand 7Brand 12
MGM Grand
Brand 8
Brand 9
Brand 13
Brand 15)
Brand 3
Brand 14)
Trump (All)Brand 17)
Brand 1
Brand 5)
Brand 4
Non-Gaming
Amenities (-)
Gaming/
Comps (-)
Non-Gaming
Amenities (+)
Gaming/
Comps (+)
Need State 2
Segment 2
Segment 6
Segment 3
Segment 1
Need State 5
Need State 3
Segment 4
Segment 5
Need State 1
Need State 4
MGM Grand
Trump (All)
Non-Gaming
Amenities (-)
Gaming/
Comps (-)
Non-Gaming
Amenities (+)
Gaming/
Comps (+)
5% 10%
Location
• Most properties benefit from excellent locations…
Physical Features
• Highly variable - décor tends to be generic…
Ambiance
• Disconnected experience
• Lowest common denominator approach
Observed Customer
• The typical customer is older (>45), working class…
Offer
• Focuses primarily on gaming, particularly slots…
Service/Staff
• Staff appears to be friendly and enthusiastic…
Property anomalies within properties
• New Orleans décor has unique layout and
design featuring branded slot courts
• Tahoe offers a more sophisticated
• The customer experience needs to better match brand positioning by prioritizing key touchpoints that will…
• St. Louis and Atlantic City may be best practice examples for property standards to handle variability in quality
Atlantic City New Orleans
Lake Tahoe St. Louis
Joliet
Las Vegas
L
V
C
P
HP
1 23
4
5
6
7
8
9
10
11
12
13
24. Proprietary and Confidential ISBM
Research techniques
Process & Approach
Segment 1 Segment 2 Segment 3 Segment 4
Brand C
Brand E
Brand F
Brand B Brand D
Brand A
Portfolio A
Portfolio B
Brand G
Portfolio C
Discrete Choice ModelingPortfolio Concept Testing
Determines the impact of different
brand portfolio and architecture options
on customer purchase intent
Helps determine the extent to which
various brand portfolio options help
create clarity and preference
25. Proprietary and Confidential ISBM
Business case assessment
Process & Approach
0
13
28.8
34 34.7
2005 2006 2007 2008 2009
14.8
20.3
22.2
-37.8
-2.5
2005 2006 2007 2008 2009
0.0
24.8
57.5
71.4 72.3
2005 2006 2007 2008 2009
Revenue Impact
$Millions
EBITDA Impact
$Millions
Cash flow Impact
$Millions
Incremental
IRR 18%
What is it: Financial analysis of value creation opportunities which allows the team to test brand portfolio
moves and inform final recommendations (feasibility), value creation estimates, and high-level
implementation plan
26. Proprietary and Confidential ISBM
Brand portfolio migration
Process & Approach
Strengthen, manage (BAM), & promote
2011 2012 2013
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4
First Test Second Test
(per test results)
Strengthen & Manage (BAM)
Promote & begin endorsing division brands as
Brand J brand strength / equity is increased
(per test results)No immediate brand action
Rationalize brandEndorse w/ Brand J
(per test results)No immediate brand action
Rationalize brandEndorse w/ Brand J
(per test results)No immediate brand action
Rationalize BrandEndorse Brand C w/ Brand J
Strengthen, manage (BAM) Brand C
Br B
Br A
Br C
Br D
Br E
Br F
Current State
1
2 3
4
Future State
27. Proprietary and Confidential ISBM
Contact Information
Mitch Duckler
Senior Partner
(312) 451-2414
mduckler@fullsurgegroup.com