Insights on Brand Portfolio & Architecture:

Why our Automakers are Eating Competitors' Dust [PDF]
By Andrew Pierce

The U.S. automotive industry presents yet another cautionary tale of how myopic thinking can decimate, if not destroy, brand equity and financial performance, leaving an iconic sector of American business choking in competitors’ dust. (Marketing News, October 1, 2008)

Brand Portfolio and Brand Architecture in Single Brand Companies [PDF]
By Teresa Schrezenmaier

In this article, we discuss how single-brand companies can utilize brand portfolio and architecture to maximize business results.

Don't Burn Your Brand Equity [PDF]
By Prophet

Brand equity is part of the purchase price of a company.  Prior to, or shortly after senior executives buy a company or merge two or more existing companies, they must decide which brands to keep and which ones to dissolve. Using examples from UBS and BP, this article highlights key questions on brand strategy and how to answer them successfully. *Please note this PDF is in German. (Finance, July 2006)

AT&T's Baggage Weighs Down SBC
By Scott Davis

What's in a name? Plenty. It's the most obvious representation of a brand and comes with all sorts of positive and negative associations, externally and internally. (BrandWeek, January 2006) 

Brand Portfolio Strategy: Managing and Investing in the Right Brands to Drive Business Results [PDF]
By Scott Davis

In this first webcast of a three-part series ("Using Brands to Drive Growth") originally presented to members of the American Marketing Association, Scott Davis reveals how to manage a portfolio of brands to optimize business growth and profoundly affect your firm's profitability. Using the latest thinking from Brand Portfolio Strategy, written by David Aaker, Prophet's Vice-Chairman, and leveraging Scott's extensive brand portfolio work with leading companies, he introduces strategic ways to stay relevant with customers, capitalize on under-leveraged brands, and generate energy among your brands. To listen to the audio version, play the on-demand webcast.
(American Marketing Association, September 2005)

Fixing Brand Bloat: Focus on Customer-Centric Portfolio Strategy, Management [PDF]
By Scott Davis

Businesses today are staggering from the weight of their brand portfolios, and there's no one easy way to lessen the burden. It takes a commitment from the corporation's upper reaches to take a fresh look at the family of brands to ensure they're all working in tandem to drive enterprise-wide business value. (Point, July/August 2005)

Incorporating Brand - and Marketers - in Mix Can Enhance M&A Outcomes [PDF]
By Kevin O'Donnell

This article provides insight into the importance of incorporating brand into a merger or acquisition opportunity for a more successful outcome. (Marketing Magnified, a publ. of the CMO Council, December 2004)

The Acquired Corporate Brand [PDF]
By David Aaker

With the resurgence of mergers in the pharmaceutical industry, companies need to consider the perceived value, role and importance of the acquired brands when determining whether and how to integrate the two organizations. (Pharma Times, December 2004)

Expand Your Brand's Sweet Spot [PDF]
By Scott Davis

The article addresses the importance of continuing to understand and manage your brand's sweet spot in order to increase likelihood of success of new products, exert more channel power and drive your companies growth. (Brandweek, September 2004)

How To Remodel Your House of Brands [PDF]
By David Aaker

A discussion of ten questions to help determine what brand portfolio problems your company may be facing and potential next steps to solving them. (MWorld, August 2004)

David Aaker asks, "Are you Getting the Most From Your Brand Portfolio?" [PDF]
By David Aaker

There's more to brand strategy than creating and managing a strong brand, especially since virtually all businesses have multiple brands in their portfolios. Too many businesses, however, have neither the underlying strategy nor management processes in place to allow their brand portfolios to reach their full potential as an important driver of business performance. (MWorld, Summer 2004)

The Innovator's Prescription: The Relevance of Brand Relevance [PDF]
By David Aaker

A perspective on the importance of maintaining relevance with customers and strategies to help companies achieve that goal. (Strategy+Business, June 2004)

Lessons in Successfully Using a Master Brand [PDF]
By David Aaker

David Aaker highlights some thoughts from his new book, Brand Portfolio Strategy. (Marketing Week, May 2004)

Rise to the Brand Challenge [PDF]
By David Aaker

Insights into five brand hurdles and how marketers can deal with them. (Marketer, May 2004)

Why It Pays to Jump on the Brandwagon [PDF]
By David Aaker

David Aaker, in an interview about his new book, provides examples of brand portfolio issues that companies are facing. (Financial Times, April 2004)

Brand Portfolio Strategy
By David Aaker

In this long-awaited book from the world's premier brand expert, David Aaker shows how to construct a brand portfolio strategy that supports your business strategy and profoundly affects your profitability.

Leveraging the Corporate Brand [PDF]
By David Aaker

A perspective on how a company can dial up the importance and role of the corporate (company) brand. (California Management Review, March 2004)

Even Brands Need Spring Cleaning [PDF]
By David Aaker

An overview of his latest book, Brand Portfolio Strategy. (Brandweek, March 2004)

Decline of the Master Brand [PDF]
By Prophet

a commentary on the decline of corporate master brands as more flexible models are becoming necessary to accommodate complex business and product liens. (President & CEO, December 2003)

The Power of Brand Differentiator (Abstract)
By David Aaker

An introduction to a new tool that can help companies maintain a competitive age. (MIT Sloan Management Review, September 2003)

Viewpoint - Debunking the Myth of Global Branding [PDF]
By Michael Petromilli

Insight into four degrees of global branding supported by examples of companies that follow each style of global brand management. (IndustryWeek.com, June 2003)

Rebranding and Brand Delivery are Highly Visible Among B2B Companies*
By Michael Dunn and Scott Davis

A look into traditional companies who are rushing to reorganize and integrate brands. (Corporate Brand Management (in Japanese), October 2002)

Building the Brand-Driven Business
By Michael Dunn and Scott Davis

In this book, learn how to map out a strategy that can help an entire organization manage and live (not just think about) its brand.

Do Corporate Brands Matter? [PDF]
By Prophet

An overview of the role corporate brands play in the hotel industry. (National Hotel Executive, September 2002)

Creating Brand Harmony: The Strongest Brand Families Are The Ones That Stay Connected [PDF]
By Michael Petromilli

This article addresses how to use brand architecture to drive top and bottom-line growth. (Marketing Management, July 2002)

Fueling Growth Through Ingredient Branding [PDF]
By Prophet

This article explores the concept of ingredient branding and why it is an important strategy for companies to consider to help protect or grow market share. (SAM Magazine, January 2002)

Brand Leadership
By David Aaker and Erich Joachimsthaler

This book examines how brand leadership can be achieved in the face of increasing competitive and economic pressures, including over-capacity, vicious price competition, product sameness, product proliferation, and powerful retailers.

The Brand Relationship Spectrum: The Key to the Brand Architecture Challenge
By David Aaker and Erich Joachimsthaler

This white paper introduces a powerful brand architecture tool, the "brand relationship spectrum" and addresses how companies can manage a portfolio of brand assets. (California Management Review, January 2000)

The Brand Relationship Spectrum: The Key to the Brand Architecture Challenge
By David Aaker and Erich Joachimsthaler

This white paper introduces a powerful brand architecture tool, the "brand relationship spectrum" and addresses how companies can manage a portfolio of brand assets. (California Management Review, January 2000)