Brand Architecture

Information on brand portfolio strategy

Brand Architecture


Stephen Whiteside, Event Reports, IRI Summit, March 2014
This event report describes how Frito-Lay, the snack foods company owned by PepsiCo, approached 'discovery brands' in the US. Discovery brands are defined as a trade-marked brand with small sales, and were found to account for 30%+ of value sales growth in 23 of the 25 top food and beverage categories.

Stephen Whiteside, Event Reports, ANA Multicultural Marketing & Diversity Conference, November 2013
This event report discusses how IMAN, the beauty brand targeted at multicultural consumers, has tapped into the rising affluence, digital savvy and comparative youth of its core audience. IMAN's strategy is embodied by the introduction of its BB Crème, which was unveiled on YouTube by a select group of beauty bloggers and made available to pre-order online, before then going on sale in bricks and mortar stores.

Kieron Mathews and Siva Raj, MRS Awards, Winner, December 2013
This article describes how Bausch & Lomb, the eye health company, used heart rate monitoring and facial coding technology to test a sales tool for a new contact lens product. The 'Detail Aid' has become a mandated process, with focus on content rather than creating an inspiring sales tool.

Geoffrey Precourt, Event Reports, The Market Research Event, October 2013
This event report describes how Frito-Lay, the snack manufacturer owned by PepsiCo, is trying to combine rational and emotional advertising messages. Working with a long standing campaign theme "Betcha Can't Just Eat One", Lay's continues to develop new products and promote its core rational benefit of being 'light, airy and crispy', whilst creating an emotional link for consumers.

Nicola Ko, Admap, November 2013
This article discusses a number of collaborative luxury brand extensions which are aimed at delivering an experience for consumers. Brand extensions should be consistent with brand values and reinforce the brand story.

Geoffrey Precourt, Event Reports, The Market Research Event, October 2013
This event report describes how Kimberly-Clark, the consumer packaged goods company, uses ethnographic research around the world to drive innovation and incremental growth in its home market of North America where it leads most of its categories. For this process, the company focuses on two groups of consumers – heavy users and “outliers” (e.g. those with different beliefs, special needs or non-users) – to gain insights for developing new offerings from its mature brands or within its mature categories.

Phil Sutcliffe, Admap, April 2013
The typical model for innovation is that a company will launch many products in the hope that some of them will stick and become a success. This article argues that brands should focus on identifying a smaller number of ideas that don't even have to be ground-breaking.

David Taylor, Market Leader, Quarter 2, 2013
This article describes a step-by-step process for brand owners to ensure their core business is kept refreshed and reinvented. Economic and technological upheavals often result in loss of corporate focus, but research shows that most successful businesses are built on a solid foundation of a core business where a brand has a leading position.

David Soulsby, Admap, January 2013
An efficient innovation process calls for a stage known as concept screening. If innovation is to deliver value to the bottom line, then it is essential to get concept screening right.

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