Managing brand strength in a brand portfolio: A conceptual analysis

Juhi Gahlot Sarkar
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Juhi Gahlot Sarkar: Ghaziabad-Department of Marketing, Institute of Management Technology, Ghaziabad, India

Journal of Administrative and Business Studies, 2019, vol. 5, issue 4, 219-227

Abstract: The maker research shows that traditional brand portfolio planning tools like the Boston Consultancy Group (BCG) matrix have become too generic, and are not able to properly capture different complex dimensions of modern brand portfolio architecture. The objective of this conceptual article is to understand how different dimensions of brand portfolio discussed in the extant literature can predict desirable portfolio outcomes through influencing the strength of different sub-brands included in the portfolio. This article has reviewed relevant existing literature related to the domain of brand portfolio management in order to develop a conceptual framework(s) that can guide brand portfolio managers. Based on reviewing the extant research, this article has developed three theoretical frameworks showing the impacts of different actionable brand portfolio characteristics on desirable portfolio outcomes through enhancing brand strength. It is also found that the effects of portfolio dimensions on portfolio outcomes vary across different types of brand portfolio architectures. A rubric is also developed suggesting different steps that brand portfolio manager should consider while taking brand portfolio structuring decisions. The value of the article lies in developing theoretical frameworks that would help brand portfolio managers in terms of enhancing their understanding of the roles played by contemporary brand portfolio characteristics that remain unexplained by the traditional portfolio planning tools like BCG matrix.

Keywords: Brand strength; House blend; House of brands; Branded house; Brand portfolio (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:apb:jabsss:2019:p:219-227

DOI: 10.20474/jabs-5.4.3

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