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Publications (5 of 5) Show all publications
Åsberg, P. (2015). Perceived brand portfolios: how individual views hamper efficiency. Journal of Product & Brand Management, 24(6), 610-620.
Open this publication in new window or tab >>Perceived brand portfolios: how individual views hamper efficiency
2015 (English)In: Journal of Product & Brand Management, ISSN 1061-0421, Vol. 24, no 6, 610-620 p.Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate the perceived content and structure of a brand portfolio, which may differ between individuals, by mapping the brand portfolio of two multi-national companies from the perspective of the marketing team. The discrepant views between individuals are analyzed and an aggregated brand portfolio is presented. Design/methodology/approach – Semi-structured interviews with nine marketing professionals were used to map their individual perceived brand portfolios and structure, based on the Brand Concept Map methodology. Findings – The study finds that there is a consistent difference in the individual perceived brand portfolio between marketing professionals. Brands that are not supported by all stakeholders may be suffering from an unclear positioning or undesired associations, and should receive management attention. Research limitations/implications – Explanations for the results are offered and future research is suggested to determine the generalizability of the findings and the economic implications of discrepant views on the company’s brand portfolio. Practical implications – Marketing practitioners should consider the possible effects of conflicting views within their marketing teams on business performance. Identifying brands that are not supported by all stakeholders could be a way to discover under-performing brands with problematic brand positions in need of immediate attention. Originality/value – This study is the first to compare and fully map the differences in perception of a company’s brand portfolio among internal stakeholders and the possible implications of this discrepancy.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2015
Keyword
Brand architecture, Brand deletion, Brand map, Brand portfolio, Business performance, Marketing strategy, Portfolio strategy
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-175637 (URN)10.1108/JPBM-12-2014-0764 (DOI)000371051200005 ()2-s2.0-84942067691 (Scopus ID)
Note

QC 20151027

Available from: 2015-10-27 Created: 2015-10-19 Last updated: 2017-12-01Bibliographically approved
Uggla, H. & Åsberg, P. (2011). Leveraging the Luxury Partner-Brand: Strategic Brand Portfolio Motives. The Icfai Journal Of Brand Management, 7(6), 7-19.
Open this publication in new window or tab >>Leveraging the Luxury Partner-Brand: Strategic Brand Portfolio Motives
2011 (English)In: The Icfai Journal Of Brand Management, ISSN 0972-9097, Vol. 7, no 6, 7-19 p.Article in journal (Refereed) Published
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-61029 (URN)
Note
QC 20120117Available from: 2012-01-16 Created: 2012-01-16 Last updated: 2012-01-17Bibliographically approved
Uggla, H. & Åsberg, P. (2010). A Psycho-Semiotic Research Agenda for Strategic Brand Alliances. The IUP Journal of Brand Management, 7(1-2), 92-104.
Open this publication in new window or tab >>A Psycho-Semiotic Research Agenda for Strategic Brand Alliances
2010 (English)In: The IUP Journal of Brand Management, ISSN 0972-9097, Vol. 7, no 1-2, 92-104 p.Article in journal (Refereed) Published
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-60990 (URN)
Note
QC 20120117Available from: 2012-01-16 Created: 2012-01-16 Last updated: 2012-01-17Bibliographically approved
Uggla, H. & Åsberg, P. (2010). The Benefits and and Risks of Strategic Brand Collaboration. The IUP Journal of Brand Management, 7(3), 35-48.
Open this publication in new window or tab >>The Benefits and and Risks of Strategic Brand Collaboration
2010 (English)In: The IUP Journal of Brand Management, ISSN 0972-9027, Vol. 7, no 3, 35-48 p.Article in journal (Refereed) Published
Abstract [en]

This paper explains the benefits and risks of brand collaboration from a strategic perspective. It integrates the benefits and risks with co-branding that previously lay scattered across poorly integrated domains. It is argued that brand managers can have three general benefits from brand collaboration - functional, emotional and self-expressive benefits. However, it is also argued that beyond the more obvious benefits, brand collaboration also involves risks for both the parties involved. First, there is a risk with loss of control over the brand associations; second, there is a risk with loss of control and lost focus in the target groups; third, image dilution through overexposure; fourth, a lost focus in the target group; fifth, a risk that one of the brands in the alliance becomes generic; and sixth, less leverage points for the involved brands in the future.

National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-60983 (URN)
Note
QC 20120117Available from: 2012-01-16 Created: 2012-01-16 Last updated: 2012-01-17Bibliographically approved
Uggla, H. & Åsberg, P. (2009). Corporate Brand as Co-Driver: A Framework for more transparent Brand Leveraging. The Icfai University Journal of Brand Management, 6(3-4), 104-121.
Open this publication in new window or tab >>Corporate Brand as Co-Driver: A Framework for more transparent Brand Leveraging
2009 (English)In: The Icfai University Journal of Brand Management, ISSN 0972-9097, Vol. 6, no 3-4, 104-121 p.Article in journal (Refereed) Published
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-61016 (URN)
Note
QC 20120117Available from: 2012-01-16 Created: 2012-01-16 Last updated: 2012-01-17Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-0357-3264

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