By David A. Aaker
During this long-awaited booklet from the world's ideal model specialist and writer of the seminal paintings development robust manufacturers, David Aaker indicates managers how one can build a model portfolio technique that may aid a company's enterprise procedure and create relevance, differentiation, strength, leverage, and readability. development on case reviews of world-class manufacturers comparable to Dell, Disney, Microsoft, Sony, Dove, Intel, CitiGroup, and PowerBar, Aaker demonstrates how robust, cohesive model recommendations have enabled managers to revitalize manufacturers, help enterprise progress, and create self-discipline in careworn, bloated portfolios of grasp manufacturers, subbrands, endorser manufacturers, co-brands, and model extensions. Aaker bargains readers step by step recommendation on what to do while confronting eventualities akin to the subsequent: • manufacturers are underleveraged • The enterprise technique is in danger due to insufficient model structures • The company faces a relevance chance because of rising subcategories • The firm's manufacturers are drained and bland • process is paralyzed via an absence of precedence one of the manufacturers • manufacturers are cluttered and complicated to either shoppers and staff • The enterprise must circulation into the super-premium or price arenas to create margin or revenues quantity • Margin pressures require issues of differentiation popular model guru Aaker demonstrates that assuring that every model within the portfolio has a transparent position and actively reinforces and helps the opposite portfolio manufacturers will profoundly impact the firm's profitability. model Portfolio technique is needed examining not just for model managers yet for all managers with bottom-line accountability to their shareholders.
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Additional info for Brand Portfolio Strategy
New brands enabled the firm to address competitive threats and enter new markets. The relationships between brands were particularly important in defining new and transitioning business arenas, while the umbrella Intel Inside brand provided an essential synergetic force in the portfolio. Many of the branding decisions were difficult and internally controversial. But again and again, the portfolio structure reflected and enabled the business strategy, thereby enhancing the firm’s chance to succeed.
I. Title. 8’27—dc22 2003063055 ISBN 0-7432-4938-0 ISBN 978-0-743-2-4938-6 eISBN 978-1-439-1-8883-5 To Tom DeJonghe, a real friend who enhances my life with his remarkable ability to be stimulating, adventurous, enthusiastic, humorous, and fun. CONTENTS PREFACE ACKNOWLEDGMENTS PART I: WHAT IS BRAND PORTFOLIO STRATEGY? CHAPTER 1. BRAND PORTFOLIO STRATEGY THE INTEL CASE WHAT IS A BRAND PORTFOLIO STRATEGY? DIMENSIONS OF THE BRAND PORTFOLIO STRATEGY BRAND PORTFOLIO OBJECTIVES CHAPTER 2. THE BRAND RELATIONSHIP SPECTRUM THE DISNEY BRAND FAMILY MASTER BRANDS , ENDORSERS , SUBBRANDS , AND DRIVER ROLES LINKING BRANDS—THE BRAND RELATIONSHIP SPECTRUM A HOUSE OF BRANDS ENDORSED BRANDS SUBBRANDS A BRANDED HOUSE SELECTING THE RIGHT POSITION IN THE BRAND RELATIONSHIP SPECTRUM CHAPTER 3.
A linchpin brand will indirectly influence (as opposed to generate) significant sales and market position in the future, serving as the “linchpin” or leverage point of a major business area or of a future vision of the firm. Hilton Rewards is such a brand for Hilton Hotels, because it represents the future ability to control a substantial and critical segment in the hotel industry—frequent travelers. If a competitor’s rewards program for these travelers became dominant for any reason, Hilton would be at a strategic disadvantage.
Brand Portfolio Strategy by David A. Aaker