Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation

Low, George S.; Fullerton, Ronald A.

doi:10.2307/3152192

Cited by 179 publications

(105 citation statements)

References 0 publications

Supporting

Mentioning

101

Contrasting

Unclassified

Order By: Relevance

“…On the one hand, the literature suggests several performance downsides, including lower price premiums from channel members and consumers (e.g., Aaker and Joachimsthaler 2000), lower "bang for the buck" in advertising expenditures as a result of demand cannibalization among the firm's brands (e.g., Kapferer 1994;Park, Jaworski, and MacInnis 1986), and lower administrative efficiency as a result of duplication of effort (e.g., Laforet and Saunders 1994). However, the literature also indicates several benefits from intraportfolio competition, including competition for channel resources and consumer spending creating an "internal market," leading to greater efficiency and better resource allocations (Low and Fullerton 1994;Shocker, Srivastava, and Ruekert 1994); creating a barrier to entry for potential rivals (e.g., Scherer and Ross 1990;Schmalensee 1978); and mitigating the negative effects of variety-seeking consumers' brand-switching behavior on the firm's performance (e.g., Feinberg, Kahn, and McAlister 1992).…”

Section: Intraportfolio Competitionmentioning

confidence: 99%

Brand Portfolio Strategy and Firm Performance

Morgan

Rego

2009

Journal of Marketing

238

228

View full text Add to dashboard Cite

Most large firms operating in consumer markets own and market more than one brand (i.e., they have a brand portfolio). Although firms make corporate-level strategic decisions regarding their brand portfolio, little is known about whether and how a firm's brand portfolio strategy is linked to its business performance. Using data from the American Customer Satisfaction Index and other secondary sources, the authors examine the impact of the scope, competition, and positioning characteristics of brand portfolios on the marketing and financial performance of 72 large publicly traded firms operating in consumer markets over ten years (from 1994 to 2003). Controlling for several industry and firm characteristics, the authors analyze the relationship between five specific brand portfolio characteristics (number of brands owned, number of segments in which they are marketed, degree to which the brands in the firm's portfolio compete with one another, and consumer perceptions of the quality and price of the brands in the firm's portfolio) and firms' marketing effectiveness (consumer loyalty and market share), marketing efficiency (ratio of advertising spending to sales and ratio of selling, general, and administrative expenses to sales), and financial performance (Tobin's q, cash flow, and cash flow variability). They find that each of these five brand portfolio characteristics explains significant variance in five or more of the seven aspects of firms' marketing and financial performance examined.

show abstract

Section: Intraportfolio Competitionmentioning

confidence: 99%

Brand Portfolio Strategy and Firm Performance

Morgan

Rego

2009

Journal of Marketing

238

228

View full text Add to dashboard Cite

show abstract

“…Branding as a construct can be traced back to the late 19th century with the development of branded consumer goods such as Quaker Oats and Gillette ( Low and Ronald, 1994 ). A defi nition of a brand was originally provided by the American Marketing Association as ' a name, term, sign, symbol or design, or a combination of these intended to identify the goods and services of one seller or a group of sellers and to differentiate them from those of competitors ' ( Kotler et al ., 2002: 469 ).…”

Section: Place Branding and Its Developmentmentioning

confidence: 99%

An analysis of terminology use in place branding

Hanna

Rowley²

2008

Place Brand Public Dipl

234

140

View full text Add to dashboard Cite

“…This retailer strategy has led some (e.g. Low and Fullerton, 1994) to suggest that brands and brand management are less relevant under category management. However, research into category assortment suggests that brands have a role (Broniarcyzk et al, 1998) for the retailer.…”

Section: Discussionmentioning

confidence: 99%

How Retail Category Differences Moderate Retailer Perceptions of Manufacturer Brands

Glynn

2007

Australasian Marketing Journal

View full text Add to dashboard Cite

This article examines how the type of product category influences manufacturer-retailer relationships involving manufacturer brands. Category management is a key retailer management mechanism, but this topic has not been addressed in the context of purchasing manufacturer brands. This study examined retailer perceptions of manufacturer brands across eight product categories and the effects on retailer relationship outcomes including satisfaction, trust, commitment and performance. A significant difference in model parameters was initially identified between the two liquor and six grocery categories. The effect of this difference on the retailer relationship outcomes with manufacturer brands was then assessed using multi-group structural equation modelling. There were no differences between the categories in terms of the effect of brand benefits on retailer satisfaction with the brand and the subsequent effect of satisfaction on retailer commitment and trust. However, the impact of retailer satisfaction with the brand on brand performance expectations was greater for liquor brands than for brands in the grocery categories. The results indicate a retailer's assessment of a brand's performance within the store environment depends on the role of the category as well as satisfaction with the brand.

show abstract

Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation

Cited by 179 publications

References 0 publications

Brand Portfolio Strategy and Firm Performance

Brand Portfolio Strategy and Firm Performance

An analysis of terminology use in place branding

How Retail Category Differences Moderate Retailer Perceptions of Manufacturer Brands

Contact Info

Product

Resources

About