Towards an Integrative Perspective for Measuring Brand Equity: Implications for Brand Portfolio Management

2014 ◽  
pp. 197-197
Author(s):  
Ahmed H. Tolba ◽  
Salah S. Hassan
Keyword(s):  
Brand Equity ◽  
Portfolio Management ◽  
Brand Portfolio Management ◽  
Brand Portfolio

scholarly journals Linear Model for Brand Portfolio Optimization

2019 ◽  
Vol 16 (1) ◽  
pp. 32-39
Author(s):  
Pavol Kral ◽  
Katarina Janoskova ◽  
Pavol Durana
Keyword(s):  
Linear Programming ◽  
Portfolio Optimization ◽  
Portfolio Management ◽  
Risk Level ◽  
Portfolio Optimisation ◽  
Use Of Resources ◽  
Business Goals ◽  
Brand Portfolio Management ◽  
Brand Portfolio ◽  
Selection Of

Abstract Research purpose. The aim of the paper is to create a model that allows building an optimal brand portfolio, allowing an organisation to achieve its goals. The created model is based on the bivalent programming theory. A mathematical model of optimum brand portfolio is created based on linear programming with restricting conditions being the maximum acceptable risk level and budget. The basic types of resources and basic types of relations between brands are explained, which are part of the process of brand portfolio optimization. Design / Methodology / Approach. Knowledge and many years of experience of mainly economic disciplines were used for the selection of characteristics for brand portfolio specified in this article. Our assumptions were based mainly on project portfolio management, operational analysis and linear programming as well as tools and methods of graph theory. Findings. Brand portfolio management such as creating, planning, organising and then maintaining a successful brand is a costly and long-term process involving effective marketing strategies and decisions. The prerequisite for brand portfolio creation is deciding on the number and type of brands. A properly constructed brand portfolio is a prerequisite for achieving business goals. Originality / Value / Practical implications. Brand portfolio optimisation requires sufficient attention; however, rather than the selection of the highest number of brands, it should be based on compilation of a set, according to pre-defined priorities, which would provide the best possible means to meet the company’s goals for the current limitations. It should be implemented upon objective rules (in our case maximum allowable risk level and available budget). Frequent changes in the brand portfolio structure are not beneficial since they reduce the ability for the company to achieve its targets and represent excessive use of resources. In addition, qualitative brand characteristics have to be respected in the brand portfolio management, but this was not covered in our research.

scholarly journals Brand Portfolio Management

2007 ◽  
Vol 2 (9) ◽  
pp. 563-565
Author(s):  
Moise Ioan Achim ◽  
Hinescu Arcadie ◽  
Dragolea Larisa
Keyword(s):  
Portfolio Management ◽  
Brand Portfolio Management ◽  
Brand Portfolio

Store Brand Portfolio Management

2015 ◽  
pp. 77-88
Author(s):  
Jean-Baptiste Coumau ◽  
Lars Köster ◽  
Kai Vollhardt
Keyword(s):  
Portfolio Management ◽  
Store Brand ◽  
Brand Portfolio Management ◽  
Brand Portfolio

Unveiling the corporate brand: the role of portfolio composition

2020 ◽  
Vol 37 (3) ◽  
pp. 279-290
Author(s):  
Veronica Gabrielli ◽  
Ilaria Baghi
Keyword(s):  
Internal Consistency ◽  
Brand Equity ◽  
Brand Management ◽  
Product Category ◽  
Mediation Effect ◽  
Brand Strategy ◽  
Corporate Brand ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Brand Portfolio

Purpose This paper aims to investigate the effects on corporate brand equity when a company moves from a house of brand strategy to a branded house. In fact, recently, most of large companies (Procter & Gamble, Unilever) are managing this swift in order to simplify and optimize their efforts. Design/methodology/approach A total of 433 consumers participated in a between-subject experimental design completing a questionnaire. Each respondent was exposed to one of eight hypothetical scenarios with real-existing brands. A moderated-mediation model was tested. Findings The number of individual brands interacts with the variety of product categories within the portfolio to define its internal consistency which, in turn, exerts a significant mediation effect on corporate brand equity. Research limitations/implications The study supports the mental accounting process (subtyping vs bookkeeping), demonstrating how this psychological framework is applicable within brand management. Practical implications The study unveils a strong dichotomy: consumers award very small portfolios focused on a single product category or, conversely, they appreciate a wide and highly diversified brand portfolio. No chances for intermediate and hybrid solutions. Findings demonstrate that a brand architecture shift might be a flexible opportunity to manage an on-going diversification strategy. Originality/value The study is the first to analyse the importance of internal consistency within a brand portfolio in case of a shift in the portfolio strategy. Moreover, it investigates the effects since the first announcement of a linkage between the individual brands and the corporate one.

Managing across a corporate and product brand portfolio: evidence from a large South African service organization

2018 ◽  
Vol 27 (1) ◽  
pp. 18-28 ◽  
Author(s):  
Louise Sevel ◽  
Russell Abratt ◽  
Nicola Kleyn
Keyword(s):  
South African ◽  
Brand Equity ◽  
Critical Role ◽  
Corporate Brand ◽  
Marketing Department ◽  
Content Type ◽  
Marketing Function ◽  
Service Organisation ◽  
Brand Portfolio

Purpose The purpose of this study is to understand how a large service organisation with a brand portfolio manages its corporate brand relative to its portfolio of product brands. Design/methodology/approach The authors use an interpretivist research paradigm to investigate four research questions concerning the relative roles of corporate and product brands, the role of the CEO, the structures and capabilities that support the development of brand equity (including the role of the marketing function) and the role of employees in building corporate brand equity. A case study design was used, and the Tsogo Sun, one of the largest hotel and casino organisations in Africa, was the focus of the investigation. Findings The findings highlight the important role of both the CEO and the marketing department in optimising brand equity and managing across corporate and product brands. Employees were found to play a critical role and the need to clarify their relative roles as both recipients and expressors of brand identity across corporate and product brands emerged as an important theme. Originality/value Although the corporate brand has received much attention in recent years, much of literature remains conceptual. In addition to responding to calls for empirical research, the paper also contributes to deepening understanding about how to manage a corporate brand alongside a number of product brands.

Cara Pils, a brand despite itself

2018 ◽  
Vol 14 (1) ◽  
pp. 69-87 ◽  
Author(s):  
Nicolas Kervyn ◽  
Michael Breazeale ◽  
Iskra Herak
Keyword(s):  
Portfolio Management ◽  
Brand Management ◽  
Secondary Data ◽  
Private Label ◽  
Brand Strategy ◽  
Content Type ◽  
Brand Portfolio Management ◽  
Depth Interview ◽  
Private Label Brands ◽  
Master Level

SynopsisCara Pils is the private label beer brand of Colruyt, the biggest supermarket retailer in Belgium. As a true private label brand, Cara Pils has never been advertised. In 2015, Colruyt undertook an initiative to reposition its numerous private label brands under two larger private label brands. Unexpectedly, customers were incensed by this initiative, came out in droves and took the matter to social media hoping to lament the demise of their beloved brand. This case study investigates the roots of this strong brand attachment and the consequences for its brand management.Research methodologyThis case is built on primary (one in-depth interview and two focus group) as well as secondary data sources (previous research and web information).Relevant courses and levelsThis case is designed to be used in a marketing management or brand strategy course for students that already followed an introduction to marketing course or for students at a master level.Theoretical basesThis case should provide the basis of discussions on the topics of brand management, private-label brands, repositioning strategy, brand portfolio management, brand architecture, brand equity, brand elements, brand nostalgia, and consumers’ relationships with brands.

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