In 2009, GOOGLE with the brand value of 100 billion U.S dollars won the first prize of BrandZ Top 100 again. Brand investigation is not only popular in western countries, but also in Taiwan now. Management Magazine has carried out the investigation on consumers¡¦ ideal brand for 24years. More and more Taiwanese enterprises are proud of being in higher ranking, it means that Taiwanese enterprises begin to understand how important brand management for their business is and they are willing to invest more resources to build a brand. Moreover, enterprises take brand portfolio to compete with others. From literature review, business model would affect the content of brand portfolio, but there¡¦s no material to explain how to affect. Therefore, the thesis focuses on the relationship of business model and brand portfolio strategy, and considers the interference of consumer behavior, besides, the feedback of brand portfolio objectives is also concluded. The method is case study, and Shiseido, LEXUS and AGV are the subjects. After collecting and analyzing primary data from the interviews and secondary data, the results are: (1) Business model would affect the content of brand portfolio strategy directly. (2) The roles of brand portfolio strategy would affect the two elements of business model which are ¡§revenue resources¡¨ and ¡§sustainability ¡§. (3) Involvement would adjust the relationship of business model and brand portfolio strategy. (4) Accomplishment of brand portfolio objectives would benefit the two elements of business model which are ¡§capabilities¡¨ and ¡§scope¡¨.

Multi-brand portfolios are characterized by comprising many brands in the same product category. Companies that have chosen to organize their products according to this strategy are facing both possibilities, such as expanding the accessible market size, and challenges such as how to organize the brands, their individual roles and their relation and position to the other brands in the category to maximize revenues. To address these aspects of multi-brand portfolios, I have investigated four product categories where multiple brands are represented at Mölnlycke Health Care, Unilever, Fagerhult and L’Oréal; how the multi-brand portfolios are organized, how the segmentation, positioning and product differentiation are done and what advantages and disadvantages that are associated with this strategy. My conclusions are that multi-brand portfolios can be organized in many different ways and to become successful, they have to be set in relation to the company’s whole brand architecture. Segmentation, positioning and product differentiation are important tools to differentiate the brands and to match them against distinct and specific customer needs. However, the importance and the function of each of them may depend on the overall brand and product organization. The main benefits of having many brands in the same product category are the opportunity to offer a complete solution for the customer and to reach a larger market by meeting diverse customer needs and preferences. The drawbacks are the risks for cannibalization, high marketing and administration costs and confusion among customers if they cannot distinguish between the multiple brands.

Some of the most important work in the development of economic theory is associated with the study of market structure. In essence, most markets are two-sided. For example, product markets connect tens of thousands of product brands to tens of millions of consumers; marriage markets couple the single men and women who would otherwise suffer from a lonely heart; and labour markets link the job candidates to their preferred employers and positions. Apart from the two-sidedness, we have explored another important common aspect of these market structures, i.e. interconnection/competition of the segments within one side of the market. Under this common thread, the three essays in this thesis are freshly formulated in a loosely related manner, covering topics in three different areas. Chapter 2 is motivated by strategic transitions of many marketplaces (e.g. Amazon.com). From the perspective of a platform owner, when it owns part of the business on one side of the market, there is no straightforward answer as to whether having the rest of business owned by others is advantageous or not. The argument is that, on the one hand, the platform welcomes more third-party business as it boosts revenue in terms of membership fees; on the other hand the business owned by the platform dislikes the incoming competitors whose participation drives down pro t margins. We propose a novel framework in this chapter to explore the trade-off between the two. Here, the intermediary can decide to be either a "merchant" or a "two-sided platform", or a hybrid one in between. Our analysis shows that in hybrid mode the platform extracts all the surplus from the producers of the merchandised brands, and the merchandised brands always charge a price premium compared to the directly retailed ones. We also show that as the platform absorbs an existing directly retailed brand into the self-brand portfolio, the equilibrium prices of both brand types are increased. We find that only the directly retailed brands dominate the market when the platform s capacity is relatively small; and both brand types coexist in the marketplace when the capacity is relatively large. Furthermore, we find a backward bending proportion plus a vertical proportion of the "contract curve" in comparative statics. That is, the self-brand portfolio always expands while the third-party-brand portfolio shrinks until it reaches a certain level, when the platform increases its capacity. It helps us to gain some ideas on the dynamics of brand portfolio management for the platform. Lastly, taking into account of indirect network effect which is the common feature in the two-sided market, it is shown that the platform is better o¤ when consumers have positive expected surplus. Chapter 3 is much motivated by the Chinese experience. China has witnessed the largest rural to urban labour ow (among which the majority are male) in the world s history over the last three decades. We propose an idea that the grand migration can also be attributed to the unbalanced sex ratio between rural and urban areas. This chapter develops a two-sided matching model of two linked marriage markets with homogeneous agents, non-transferable utility and search friction. We extend the one-market model of the previous literature into a two-market one, allowing the agents to migrate between the markets at a fixed cost. The analysis focuses on the unmatched as well as the migrating population, which is induced by the different sex ratios in the two geographically isolated marriage markets. We find that imperfections in the matching technology leads to the enlarged gap of sex ratio of the unmatched population compared to that of the unbalanced inflows. We are interested in the question of how the migrating costs affect the migration between rural and urban areas, and under what conditions a subsidy covering migrating costs might benefit a party in the marriage markets. We characterise the equilibrium set in the parameter space of migrating costs, and find that a full subsidy of migrating costs does not necessarily benefit those who receive it but always benefits the opposite sex, if they are the short sides of both markets. Chapter 4 explains the migration of labour force from a different angle. Here, the migration is of workers to jobs. Motivated by the distinction of public and private sector, we consider a spatial oligopsony model in which forms (two co-locating small firms with recruiting capacity constraints and a large firm without such limit) are competing for workers along a "strip" market. The capacity issue that is extensively discussed in the Chapter 2 again plays an important role in this model, though in a very different context. It is shown that the recruiting capacity affects the intra-group competition and hence the inter-group competition in wage- posting strategies. Additionally, we show that, as recruiting limits expand, the expected wages offered by the small firms increase while the wage offered by the big firm decreases, which helps to explain the recent trend of the wage disparity between public and private jobs. We also characterise the equilibrium wages and the size (direction) of the migration in the three-stage game (i.e. the workers decide whether to relocate in the first stage, then the big firm decides its wage offer, and lastly, the two co-locating firms simultaneous set wages), which helps us to understand better the inter-sector mobility in a changing environment of economy. We investigate the issues of interconnection and competition in three different markets. It is always of interest for a researcher of economics to have some ideas on the same issue from different perspectives. Remember that whilst this is a collection of essays on economic theory, it is nonetheless compared to empirical observation. And it will surely serve as a starting point for the author to further the research on market structure.

abstract: Private label growth in emerging markets has not kept pace with the growth in private labels elsewhere. For instance, in Europe and North America, private labels now constitute an average of 35% of total retail market share, compared to emerging markets, where market shares vary between 1% and 8 %. This dissertation examines the possibility that differences in private-label performance between developed and emerging economies is not driven by one mechanism, but arises from a variety of sources, both structural, and behavioral. Specifically, I focus on manufacturers’ market power, retailers’ private label portfolio strategies, and consumers’ perceptions of private labels. In most emerging economies, national brand manufacturers tend to be the sole producers of private labels. As a result, manufacturers have inherent market power and can deter retailers from pursuing aggressive private label strategies, which results in low private label market shares. Moreover, some retailers in emerging economies now carry their private labels as part of a multi-tiered portfolio. However, a small price-gap between the quality tiers results in high intraportfolio competition leading to cannibalization and lower private label market shares. Last, private label market shares in emerging economies may be smaller than in developed economies because low-income households prefer higher priced national brands. This counterintuitive phenomenon is driven by two interrelated factors. First, social influence implies that low-income households are upward-comparing, they contrast themselves with high-income households whom they believe are better-off. Because higher-income households purchase national brands, upward-comparisons lead to a preference for national brands. Second, low income households are unknowledgeable about private label advancements hence they prefer national brands. / Dissertation/Thesis / Doctoral Dissertation Agribusiness 2016

In today’s knowledge-based economies, the global competition has become fiercer. In order to respond to competition and gain a competitive advantage or, in some cases, survive, company takes a variety of means to improve its competitiveness. Companies that do not acknowledge the effective ways to innovate its brands fail to gain more market share and there is also a risk of losing their occupied market share. It is important for companies to innovate its brand effectively.   The purpose of this thesis is to identify the challenges related to brand innovation in the context of two different types of brand portfolios (i.e. “the house of brands”, and “the branded house”).   In this thesis, I use a case study to analyze three cases in one company so as to realize the importance of brand innovation and its challenges. In order to gather the important information, I interview respondents of Haier which is a big home appliance company in China.   This study demonstrates that the companies need to know the challenges of brand innovation a company face depending on its brand portfolio strategy. In addition, it is better for companies to make the right strategies when they innovate their brands, and to learn how to overcome the challenges of brand innovation.

This study represents an analysis of theoretical frameworks around brand integration strategies after mergers and acquisitions. The theoretical part of the paper is dedicated to the importance of brand equity, motives and advantages of brand acqui-sition and defines possible frameworks for brand integration strategies. A case study has been conducted on the application of the possible brand integration strategies based on an in-depth interview and thorough analysis of the outcomes of a specific acquisition in the domestic appliances industry

Branding dates back to centuries ago when traders were trying to distinguish their products from others in order to promise a higher quality to their consumers. Today, brands are considered as intangible resources that can have a significant contribution to the firm performance. Based on the Resource-Based Theory (RBT), valuable, rare, inimitable, and non-substitutable brands are strategic resources that create superior value and play a key role in achieving a sustainable competitive advantage over rivals. In the process of developing and maintaining strong brands, brand managers constantly need to make multiple decisions. Whether to add, delete or retail brands are among the routine decisions that brand managers face in managing their brand portfolios. Brand managers need to regularly assess their brand portfolios in order to make sure they are not selling redundant brands. Through brand portfolio assessment, brand managers can recognize weak brands and delete the unprofitable brands from the portfolio in order to free up resources and reinvest them in their stronger and more successful brands to gain competitive advantage in the market. This admonition is in line with the RBT of competitive advantage. This dissertation builds upon and extends previous literature on RBT in the context of brand deletion to achieve three main objectives. The first objective is to find the answer to why companies decide to delete brands from their portfolios. Thus, the focus of the first objective is to identify the organizational (i.e., firm, managerial, and brand) factors that drive the brand deletion strategy in a company. The second goal is to find the answer to the when question through identifying the environmental (i.e., market) factors associated with brand deletion decision making in a company. Finally, the third objective is to go deeper and investigate the different types of brand deletion strategy (i.e., merge, sell, milk, and kill). In other words, the third objective seeks to find the answer to the how question. Deleting brands from the portfolio of a company, being the most sensitive issue in strategic brand portfolio management, is yet understudied in the brand portfolio management literature. This study adds to the literature of strategic brand portfolio management by a) applying the Resource-based Theory (RBT) in the context of brand deletion decision making and b) empirically testing the relationships among the drivers of brand deletion strategies. The findings of this dissertation provide a better understanding on how each of these factors are associated with the brand deletion decision making process in companies. The current dissertation provides practitioners with several managerial insights as well. First, the study identifies and empirically tests several organizational-level factors that drive brand deletion decisions in companies. This will help brand managers be familiar with factors that they need to consider when evaluating their poor-performing brands. Breaking these factors into internal (brand and firm) and external (market) drivers provides practitioners with a better understanding of the brand deletion decision making process. In addition, the findings of this study help managers realize their own role (in terms of their attitude toward deletion and their commitment to the brand) in the brand deletion process. Finally, the identification and discussion of the four types of brand deletion strategy help companies have a clearer picture of how they can remove brands from their portfolios.

This three-essay thesis focuses on how value of the brand, i.e. brand equity is created, with each study investigating different parts of the relationships within the brand value chain. My first essay identifies and tests a new set of brand equity drivers such as brand structure and positioning, brand strategy, and customer characteristics. I use revenue premium as the retail level measure of brand equity and decompose it into price and volume premiums. Then, I explore the effects of different brand equity drivers on these premiums. The study on the universe of grocery industry in the U.S. shows compelling evidences that volume premium prevails over price premium in driving revenue premium. Brand structure and positioning, brand strategy and customer characteristics contribute significantly to the changes of the brand market performance measured with price, volume and revenue premiums. My second essay examines the association between consumer-based brand equity (IBBE) and brand market performance, and the moderators of this association. I explore a comprehensive set of market performance measures (penetration, loyalty, market share, price and revenue) of 216 major brands sold in the grocery channel in the U.S., in conjunction with EquiTrend© brand equity measure. The results show that customer based brand equity provides incremental explanatory power for brand market performance beyond the explanation by a wide array of performance determinants identified in the first essay. Furthermore, the equity-performance association is moderated by a set of product and category features, as well as the firm brand strategy. My third essay studies whether firms benefit from having multiple brands across different areas. I model brand market performance as a function of different elements of the firm brand portfolio, including the size and performance of sibling brands and the inter-brand distance. The dataset includes 1,700 brands from over 350 firms in the grocery channel within the U.S. The results show that the brand portfolio information provides incremental explanatory power for brand market performance. Moreover, the size and the performance of sibling brands have significant impact on a focal brand's market performance, and these impacts are moderated by the inter-brand distance.

<p>During the past two decades research has shown that brands are among a company’s most valuable assets. However, in today’s competitive landscape, it is not enough to just create strong brands. The focus lies rather in managing a range of brand lever-age strategies within complex brand portfolios. Moreover, the majority of today’s established brand concepts do not represent the reality of contemporary brand man-agement. Instead, they tend to be based on dichotomies and simplifications. In addi-tion, there is a lack of criticism towards many of the established brand concepts resulting in the reduction of brand management to a number of static categories and stagnated definitions – thereby missing out on the analysis of important intersec-tional issues between the various categories. This book explores the somewhat for-gotten area of intersection, investigating the territory in-between brands.</p><p>The methods used consist of a literature review covering some of the most influ-ential brand models within the area of brand portfolio and brand leverage as well as an empirical case study including the following seven brands: Adidas, Bang & Oluf-sen, Electrolux, H&M, Microsoft, Peak Performance and W. L. Gore & Associates.</p><p>The findings show that conventional brand management models and terminology do not fully explain common marketplace strategies and practice. As a result, this research introduces a more realistic viewpoint and dynamic framework that is based on convergence and that allows migration and iteration rather than today’s static approach. The framework, named the brand leverage palette, introduces various nuances between different leverage strategies, both adding clarity and offering guid-ance by explaining different migration movements among today’s brand portfolios.</p>

During the past two decades research has shown that brands are among a company’s most valuable assets. However, in today’s competitive landscape, it is not enough to just create strong brands. The focus lies rather in managing a range of brand lever-age strategies within complex brand portfolios. Moreover, the majority of today’s established brand concepts do not represent the reality of contemporary brand man-agement. Instead, they tend to be based on dichotomies and simplifications. In addi-tion, there is a lack of criticism towards many of the established brand concepts resulting in the reduction of brand management to a number of static categories and stagnated definitions – thereby missing out on the analysis of important intersec-tional issues between the various categories. This book explores the somewhat for-gotten area of intersection, investigating the territory in-between brands. The methods used consist of a literature review covering some of the most influ-ential brand models within the area of brand portfolio and brand leverage as well as an empirical case study including the following seven brands: Adidas, Bang &amp; Oluf-sen, Electrolux, H&amp;M, Microsoft, Peak Performance and W. L. Gore &amp; Associates. The findings show that conventional brand management models and terminology do not fully explain common marketplace strategies and practice. As a result, this research introduces a more realistic viewpoint and dynamic framework that is based on convergence and that allows migration and iteration rather than today’s static approach. The framework, named the brand leverage palette, introduces various nuances between different leverage strategies, both adding clarity and offering guid-ance by explaining different migration movements among today’s brand portfolios.