Academic literature on the topic 'Umbrella brand strategy'

Business and consumer behavior that is always changing and growing rapidly requires companies to make changes in strategy to increase competitive advantage. The purpose of this study is (1) To determine the strategy of internal and external factors in implementing umbrella brand strategy at PT. Indofood as a competitive advantage. (2) To find out the strategy applied in developing the umbrella brand strategy of PT. Indofood Sukses Makmur as a competitive advantage. The results of this study are (1) Brand that has long been known by the people of Indonesia gets a weight of 0.104 and a rating of 3.8, Brand Image known as a food solution weighs 0.066 and a rating of 3.8, a Brand that has a sufficiently mature strategy is included in the Umbrella brand strategy and excels in competing . (2) PT Indofood's main strengths are brands that have a mature enough strategy, including umbrella brand strategy and excel in competition, Indofood's main weakness is Umbrella Brand (umbrella of many products) which creates confusion among consumers' perceptions of the products number, Indofood's main opportunity is Relationship with stakeholders (communities, retail traders), Indofood's Main Threats are several types of products that have similarities with competitors. (3) Indofood which is in quadrant I position that implements an aggressive strategy using internal strength to take advantage of external opportunities. Keywords : umbrella brand, competitive advantage.

Purpose The purpose of this study is to explore the impact of advertising, brand-related-stimuli, on the dimensions of sensory, emotional and intellectual brand experience. Design/methodology/approach The study is divided into two parts. In the first part, the objective is to examine antecedents to brand experience dimensions for umbrella brand and product brand using an experimental study; in the second part, the relationship among brand experience dimensions, brand experience evaluation and brand loyalty was examined using structural equation modeling by incorporating the measures after exposure to advertisement for both types of brands. Findings Based on a 2 × 2 factorial design, the results confirm that the main effect of advertisement exists on sensory, emotional and intellectual brand experience. For product brand, brand experience evaluation was mediator between both intellectual brand experience and emotional brand experience with brand loyalty. The effect of interaction between branding strategy and advertisement was not significant. For an umbrella brand, brand experience evaluation acted as a mediator between emotional brand experience dimension and brand loyalty. For product brand, brand experience evaluation acted as a mediator between both intellectual brand experience and emotional brand experience dimension with brand loyalty. Research limitations/implications The research has implications with regard to the antecedents and consequences of brand experience and offers implications for branding strategy. Originality/value The present study is integrated and comprehensive, as it covers various facets of brand experience.

Purpose The starting conjecture is that the market share of a brand in one category benefits from its performance in another category, and vice versa. The purpose of this paper is to assess the umbrella-branding spillovers by investigating the presence of synergy effect between categories when a retailer and/or a manufacturer decide to adopt/use the same name for his products. In fact, besides the cross-category dependency due to substitutability or complementarity, products can also be linked through their brand name in presence of an umbrella-branding strategy. Design/methodology/approach The authors propose an extended market-share model to account for the spillover effect at the brand level. The spillover is modeled to be generated by the brand's performance and not specific to marketing instruments, as done in the literature. They adopt a multiplicative competitive interaction (MCI) form for the attraction function. Based on aggregated data of two complementary oral-hygiene categories, the authors estimate the umbrella-branding spillover parameters using the iterate three-stage least squares (I3SLS) method. They contrast the results in three scenarios: no spillover, brand-constant spillover and brand-specific spillover. Findings The ensuing results indicate that umbrella-branding spillover is (i) significant and positive, i.e. the brand performance is boosted by its performance in a related category, through the so-called brand-attraction multiplier; (ii) asymmetric, i.e. the spillover is not equal in both directions; and associated to the market strength of each competing brand; (iii) variable across brands. The results show that not accounting for umbrella-branding spillover leads to misestimating the parameters and has a considerable impact on price-elasticities computation. Research limitations/implications Because store brands and some national brands exist in many categories, and thus because consumers make inferences when they face a large number of brands in different categories, spillover effects cannot be labelled as simply complementary or substitution-related. Future research may provide insight about the spillover phenomenon in a more general framework that would consider the spillover occurring between more than two categories. Practical implications Providing accurate assessment for umbrella-branding spillovers governing the competing brands, the results offer a relevant and straightforward method for decision makers to precisely assess the impact of a marketing effort in one category on the retailer's global performance. The findings provide better forecasts of market response in terms of sales and profit, within a cross-category perspective. Originality/value This study develops and estimates a market-share model with the aim of measuring brand-category spillover effects. The literature dealt with cross-category interactions in terms of substitutability or complementarity between the products offered in the two or more categories under investigation. Here, the focal point (and contribution) of the authors is the link at the brand level. Indeed, the authors only require that a minimum of one brand is offered in at least two of the categories of interest. Further, the spillover considered is not specific to marketing instruments, but is generated by the brand performance (attraction or market share), which is the result of both the firms marketing-mix choice and competitors marketing policies.

Subject. The restructuring of the Russian exports is a crucial issue of the foreign trade policy. Considering sanctions against Russia, exports can be reshaped with non-trivial methods. The Russian goods can be successfully offered to the foreign market if an umbrella brand Made in Russia is used. Objectives. The study determines difficulties and opportunities of promoting the Russian goods to the foreign market under the umbrella brand Made in Russia. Methods. The study relies upon general and special methods of research, such as retrospective, systems and functional structure analyses, observation, classification, tool-based techniques for grouping, sampling, comparison and summary, evolutionary and dynamic analysis. Results. The umbrella brand Made in Russia was proved to primarily include goods with the international recognition and gradually embrace promising and competitive goods, but not yet well known abroad. The article points out risks of the strategy as the umbrella brand may absorb some toxic regional goods or brands, which offer poor quality goods. Conclusions. To mitigate basic risks, it is necessary to draw upon the expertise of the Russian local brands and grow a commodity brand. There should be a special infrastructure to support national exporters, including the Russian export center, which should include a special function of foreign trade intermediaries. The foreign trade intermediaries are supposed to practically help national exporters, but also provide training programs for raising the foreign trade knowledge of businesses.

This case is developed to discuss options related to strategy in general and marketing strategy in particular that were implemented by an iconic brand—Old Monk—in the compelling attempt to revive the its brand value and relevance. The protagonist in the case is Mr Hemanth Mohan, the Director of this brand who is faced with serious challenges in resurrecting the brand in a hypercompetitive, ever-changing lifestyle alcoholic beverages market in India. The most significant of the challenges faced by Mr Mohan are changing tastes and preferences of the consumer, new foreign brands entering into the market, strong regulation, close monitoring from the government, and the monopoly of state-managed liquor retail chains. This case addresses and provides for the evaluation of various strategic options available for the brand in terms of repositioning itself in the relevant markets. The case presents questions related to how effectively a traditional brand can carry forward the legacy to redeem its brand value in the light of changing tastes and customer preferences. The case proposes to bring to light the importance of strategic decisions to be made around managing brand extensions in addressing the dilemma of brand value being spread too thin versus capitalizing on the past glory of the brand in finding life for the newly launched products under the known umbrella. This case is developed with an intent to be discussed among students pursuing undergraduate and/or graduate education in management discipline. The case is well aligned to be relevant for discussing concepts related to brand management, marketing strategy, strategic management, and consumer behavior. The content of this case is designed to be discussed and delivered in a typical 90-min class session, allowing students 120 min of pre-reading time and 120 min of post-discussion report preparation.

From the perspective of socioeconomic development framework, the article provides insights on the contemporary issues of branding management of administrative territorial units. Following the analytical review data on Sumy region communities based on the calculation of budget efficiency as the ratio of the community general fund income (financial potential of united territorial communities (UTC)) and the general fund expenditures, the hypothesis as to the consistent relationship between the successful performance of the united territorial community and strategic approach to its management has been verified. As the key priorities for the united territorial communities brand development the study offers to consider the following: UTC social priority group brands; UTC entrepreneurial priority group brands; UTC tourism priority group brands; and the UTC green brands. Based on the proposed algorithm for setting the priority areas of the united territorial communities brand development, a strategic matrix of UTC brand development of the Sumy region has been constructed. The implementation of the given strategic approach to setting the priority areas of the united territorial communities brand development will contribute to building a successful marketing strategy for the Sumy region as an umbrella brand that combines subbrands of united territorial communities, further distributed according to the development priority criterion. This approach allows, on the one hand, to design a unified algorithm for the development, operation and implementation of territorial branding and marketing, and on the other – to consider the unique characteristics of each of the UTC with its individual set of competitive advantages, specific history, image, key resources available and associated problems.

Purpose In the mid-1990s, market demands for around-the-clock (24/7) banking and financial transacting began to converge with advances in internet-based technologies. This confluence of forces gave rise to the birth of internet banking. Building upon the relevant literature, this paper aims to develop a set of propositions to address the following questions: what brand strategy or strategies were used at the birth of internet banking roughly 25 years ago? In the years since then, have merger and acquisition transactions involving internet or “direct” banking businesses only come to fruition where the direct bank was previously under a specific brand strategy? And finally, where there have been changes in internet banking brand strategy, have these invariably been in the ultimate direction of one particular brand strategy? Design/methodology/approach Because of the exploratory nature of the research question, this paper uses a case study examination as the research approach. In addition to gaining deeper insight into issues involving internet bank branding as these actually existed, this paper aims to propose preliminary and tentative conclusions that can later be tested empirically with larger sample size. The case studies specifically examine German commercial banks with direct bank businesses. Findings In the examination of the German commercial banks, this paper finds that their internet banking activities some 25 years ago were, in fact, never launched using an umbrella brand strategy but rather with a combined brand strategy or multi-brand strategy. Mergers and acquisitions (M&A) transactions involving internet-based direct banks were only consummated where the direct bank had previously been operated by the parent bank using a multi-brand strategy. Where the brand strategies of internet-based direct banks have been changed by their parent banks, this has invariably been in the direction of an umbrella brand strategy. Originality/value Within the marketing and banking literature, there are no in-depth examinations of internet banking brand strategies to be found. This paper, in addressing this research topic, marks the first full survey of German commercial banks with internet-based direct banking businesses. This survey, moreover, examines branding not only at the time that internet-based direct banks were first established starting in 1994 but also the subsequent development of internet banking brand strategies to the present day.

PurposeRetailers are increasingly adding banks, gas stations, mobile services and even real estate agencies to their portfolio and branding these new ventures with the retailer name, such as Tesco Bank or Asda Money. The purpose of this paper is to test the ability of a retailer brand to stretch from traditional packaged goods categories to very different categories such as banking.Design/methodology/approachUsing data from an online survey collected from 953 UK grocery buyers, this paper examines consumers’ behaviour towards UK retailer brands across four categories: soft drinks, chocolate, fuel and banking.FindingsThe results show that cross-category retailer brand purchasing is stronger between categories with similar buying behaviour (e.g. soft drinks and chocolate) than in categories with very different buying behaviour (e.g. soft drinks and banking). The behavioural spill over effects are stronger for retailer brands from the same chain and persist even for unrelated categories. However, apart from fuel, the strongest cross-purchasing occurs across competing retailer-branded offers within the same category.Research limitations/implicationsThe main implication of this study is that behavioural spill overs for retailer brands are possible even between unrelated categories. The finding about the effects being strongest within a given chain implies that umbrella branded strategy is a key to take advantage of the effects.Practical implicationsThese findings extend past literature about the cross-category buying of umbrella branded store brands to very different categories. This paper highlights the challenges retailers face regarding their ability to extend the retailer brand across categories. The findings also provide insights for cross-selling retailer brands in unrelated categories to current store brand buyers.Originality/valueThis is the first study to examine the use of retailer brands across a wide spectrum of categories from Soft Drinks to Fuel.

Purpose – The purpose of this research is to analyze brand competition in China using the Duplication of Purchase (DoP) law, with important implications for understanding Chinese buyer behavior in comparison with Western buyers. Discovered in the Western markets, the DoP law holds across a variety of product categories. Design/methodology/approach – Multiple sets of new data are examined to extend past research in the application of the DoP law in Chinese buying behavior. This study draws on panel data and self-reported data, utilizing bootstrapping to identify partitions where excess sharing occurs. Findings – This paper finds the DoP law holds across six categories (two personal care, two impulse categories and two durables), as well as over multiple years. Brands in China share customers with other brands in line with the market share of the competitor brand. There were few partitions where brands shared significantly more customers than expected. Partitions occur due to the same umbrella brand or ownership, and geographic location. Research limitations/implications – Areas for further research include extended replication in other categories, investigating partitions and whether a different consumer path to purchase occurs in China. Practical implications – DoP can be applied across a wide range of categories in China to understand market structure. New entrants to China can use this approach to understand a category from a consumer behavior perceptive. DoP provides guidelines for marketers to identify competition and allocate resources appropriately. Originality/value – This research provides a comprehensive, unparalleled examination across six very different categories of brand competition in China. This gives confidence in the robustness and generalizability of the results.

Branding is essential for a business success although it may be difficult to decide what branding strategy to use. The purpose of this paper is to investigate the concept of branding, and more explicitly the strategies of umbrella branding and brand extensions and how it relates to value, in practice. A case study of an ice cream company, SIA Glass, was conducted to answer the research question of how SIA Glass’ branding strategy affect its’ brands. The method used was based on a deductive approach with semi-structured interviews. The findings indicate that SIA Glass’ decision to offer a more diverse brand portfolio created problems in its’ internal communication and the focus was lost on brands less prioritized. Instead of focusing on the SIA Glass brand, the company wanted to connect SIA Glass to its’ corporate heritage and the Bertegruppen group, and offer products in new segments with less connection to the SIA Glass brand. Conclusions from the study imply that it is difficult for a company with limited resources to have an extended brand portfolio. In addition, as brand value is co-created with consumers and customers it demand more emphasis in practice, as well as in branding research.

Background: The brand embodied a set of values and attributes which were appropriate, which stimulated consumer interest, which distinguished brand from others and created a unique piece of property for its owners. From marketing point of view, brands are the means that consumers use to distinguish products and services based on essential and non-essential attributes and they are a source of business’s differential advantage. Furthermore, brands communicate tangible and intangible advantages and are attractive to a range of feeling. In order to make decisions for brand strategy, branding plays an important role. Kotler and Keller (2006) state that a brand is needed because it identifies the product, and the responsibility of the product hence lies in the hands of the makers or producers of the product. Brands are important in both consumer and business-to-business situations, where a decision of purchase is needed. A strong brand can create sufficient higher total returns to shareholders than a weak brand. Brands are at the heart of marketing and business strategy ( Doyle,1998, p.165) and building brand equity or strong brands, is considered to be one of the key drivers of a business success ( Prasad & Dev, 2000; p.22). Problem Statement: What are the promotional strategies company’s uses to create International brand in order to pursue the potential customer in B2C marketing environment?? Purpose:The purpose of the thesis is to investigate how firm employ effective promotional tools and techniques to create and sustain international brand in the customers mind. Research design: Both Qualitative and Quantitative method is applied in this thesis. Primary data is collected from interview (E-mail and telephone) and internet survey, while secondary data is gathered from books, journals, and internet source. Conclusion: The promotional tools capabilities can help businesses to spread the messages to the mass market. It is very powerful technique to be used to increase brand awareness of the organization. We found out those promotional tools such as sales promotion, direct marketing, personal selling, publicity, advertisement, and internet marketing play vital role to create international brand.

Den övergripande problematiken vi identifierat är relationen mellan starka varumärkenoch kundlojalitet i företag med flera olika produktvarumärken. Syftet med denna uppsats är att förstå om och hur företag med paraplyvarumärkesstrategier kan skapa och bibehålla lojala kunder. Vi vill överföra det övergripande teoretiska resonemanget inom varumärkesstrategi och inom lojalitetsstrategi på företag med paraplyvarumärkesstrategier.

Varumärket Axfood är ett exempel på ett företag som har flera olika produktvarumärken (Hemköp, Willy:s, Willy:s hemma med flera). Vi har vid genomförandet av studien valt att använda oss av Axfood som studieobjekt. Vi har intervjuat medarbetare och kunder till Axfood för att samla in relevant data.

Vi anser att det går att skapa lojala kunder för företag med paraplyvarumärkesstrategier. Det som avgör om det är möjligt är om de olika produktvarumärkena står för samma grundläggande kärnvärden. Produkterna kan skilja sig åt vad gäller typ av produkt eller karaktär, men vissa grundläggande variabler måste vara lika för att det ska vara möjligt att skapa lojalitet.

The comprehensive problems we acknowledged are the relationship between strong brands and customer loyalty in corporations with umbrella brand strategies. The purpose of this thesis is to understand if and how corporations with umbrella brand strategies can create and retain loyal customers. Our intention is to apply the theoretical framework of brand strategy and loyalty strategies on corporations with umbrella brand.

Axfood is one example of a corporation which hold a number of product brands (Hemköp, Willy:s, Willy:s hemma et cetera). In this study we have chosen to use Axfood as an object of study and we have interviewed employees and customers to collect relevant data.

Our conclusions are that it is possible to create loyal customers in corporations with umbrella brands. The crucial aspects are that the product brands support the same fundamental values. The products can differ considering type of product or characteristics but some fundamental values has to be equal to make it possible to create loyal customers.

This investigation work consists on an analysis with the model European Customer Satisfaction Index (ECSI), in order to know the influence that has belonging to an Origin Denomination in the wine sector. So, we’ve made a marketing research directed to the particular case of Somontano’s Wine Origin Denomination which acts as an “umbrella” brand for many wineries of Aragón (Spain). Simultaneously these wineries have their wines under different brands. This study tries to find out if to belong to a DO benefits the wineries. Possibly “strong” wineries improve the image of Somontano’s DO and other wineries of the zone. Young wineries benefit themselves with the image old ones have earned. It brings us to a question about if DO Somontano and their customers satisfaction are related or not. Model ECSI allows us to determine consumers’ satisfaction aabout a certain product or service. It also demonstrates the relations existing between satisfaction and other factors that take part on purchase.