| deepak_bista |
Posted
on 13-Oct-03 12:25 AM
...is a powerful tool. Would you like to eat Chana chatpate cooked by American Red Indians instead of Bihari smelling Indians. It just would not evoke the aesthetics, atmospherics, theatre, smell and taste. That is the kind of my logic here in terms of brand and product management. Would you drive a car made by Coco-Cola and this is called brand discontinuity.
So brand architecture is a powerful tool that can help companies better organise various brands with their portfolios and focus on strategic goals for individual brands. SDherpa name has been utilised for batteries and shoes and that is okay by me. However, I would not trust Sherpas as my 5 star chef to cook my sea food. It is just a bizzare and fantusi idea. Doing so has enabled more effective and consistent brand management and helped put an increased focus on strategies to meet specific growth, sales, and profit goals for individuals (I suggest the Ulan Bator Mongolians would love a jimbudari Sherpa and Yakky prawn coctail with horse mares fermented milk soup to go along with it under the smokey Yurt). That is the perfect market targeted and segmented based on Sherpa smell and taste based discourse).
Unfortunately, many companies today have trouble keepung their brand portfolios in order. Most brand architecture efforts to focus on either the past-rectifying problems caused by a lack of defined brand roles and inconsistent brand-building and acquisition strategies-or present-organising brands to best meet short-term objectives. Further, brand architecture is primarily traeted as an internal excercise aimed at defining brand "territories," where brands are viewed as separate and dsitinct and are managed independently rather than collectively. The customer perspective is rarely included in the process. Finally, most brand architecture decisions still tend to be highly subjective driven more by emotional sentiments (of Czar, Sewak, Enigma and much more) AND BAGGAGE THAN BY RATIONAL, DATA BASED JUDGEMENT.
Bill Gates said "Getting the right customers often depends on the magnetism of the value proposition and the referrals it generates than on brilliant salesmanship."
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