Brand Portfolio Strategy

Brand Portfolio Strategy

Creating Relevance, Differentiation, Energy, Leverage, and Clarity

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In this long-awaited book from the world's premier brand expert and author of the seminal work Building Strong Brands, David Aaker shows managers how to construct a brand portfolio strategy that will support a company's business strategy and create relevance, differentiation, energy, leverage, and clarity. Building on case studies of world-class brands such as Dell, Disney, Microsoft, Sony, Dove, Intel, CitiGroup, and PowerBar, Aaker demonstrates how powerful, cohesive brand strategies have enabled managers to revitalize brands, support business growth, and create discipline in confused, bloated portfolios of master brands, subbrands, endorser brands, co-brands, and brand extensions.
Aaker offers readers step-by-step advice on what to do when confronting scenarios such as the following:
• Brands are underleveraged
• The business strategy is at risk because of inadequate brand platforms
• The business faces a relevance threat caused by emerging subcategories
• The firm's brands are tired and bland
• Strategy is paralyzed by a lack of priority among the brands
• Brands are cluttered and confusing to both customers and employees
• The firm needs to move into the super-premium or value arenas to create margin or sales volume
• Margin pressures require points of differentiation
Renowned brand guru Aaker demonstrates that assuring that each brand in the portfolio has a clear role and actively reinforces and supports the other portfolio brands will profoundly affect the firm's profitability. Brand Portfolio Strategy is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.
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  • Free Press | 
  • 368 pages | 
  • ISBN 9780743249386 | 
  • April 2004
List Price $30.00
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Read an Excerpt

Chapter 1: Brand Portfolio Strategy

We hire eagles and teach them to fly in formation.

-- D. Wayne Calloway, former CEO of PepsiCo

You don't get harmony when everyone sings the same note.

-- Doug Floyd

Nobody has ever bet enough on a winning horse.

-- Richard Sasuly

The Intel Case

During the 1990s, Intel achieved remarkable success in terms of increase in sales, stock return, and market capitalization. Sales of its microprocessors went from $1.2 billion in 1989 to more than $33 billion in 2000. Its market capitalization grew to more than $400 billion in just over thirty years. Intel's... see more

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