As a CMO or Marketing Director, you’ll know that companies tend to get more complicated as they grow. You may have inherited a chaotic brand portfolio, one that has grown arms and legs from multiple acquisitions, innovations, or the isolated actions of siloed business units. There may still be legacy names in use and parts of the business that have never been fully integrated. Now it’s your job to bring clarity, drive growth, and make...
It is difficult to turn an iconic, affordable, available, statement brand into an exclusive, high-touch, rare, luxury brand, particularly when customers do not envision the brand as a competitor of Hermès, Maserati, Rosewood Hotels, or Cartier.
Corporate growth often depends on a company building or buying multiple brands. These may exist within one or several product categories. Such a strategy can provide economies of scale. It also reduces risk. If one brand is struggling to grow, profits can be diverted to brands or categories with greater growth potential.
One overlooked area in brand-business learning is the necessity for creating and implementing a brand-business architecture policy. Why is a brand-business architecture policy necessary?
In an effort to bring more of the rigor and discipline of financial analysis to marketing decisions, a number of scholars and consulting organizations have attempted to apply financial investment models to the management of multiple products within the firm. After all, firms manage portfolios of products.
