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
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. Vol. 24, no 6, 610-620 p.
Brand architecture, Brand deletion, Brand map, Brand portfolio, Business performance, Marketing strategy, Portfolio strategy
Economics and Business
IdentifiersURN: urn:nbn:se:kth:diva-175637DOI: 10.1108/JPBM-12-2014-0764ISI: 000371051200005ScopusID: 2-s2.0-84942067691OAI: oai:DiVA.org:kth-175637DiVA: diva2:865192
QC 201510272015-10-272015-10-192016-03-22Bibliographically approved