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| Preface | |
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| Acknowledgments | |
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| What is Brand Portfolio Strategy? | |
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| Brand Portfolio Strategy | |
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| The Intel Case | |
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| What Is a Brand Portfolio Strategy? | |
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| Dimensions of the Brand Portfolio Strategy | |
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| Brand Portfolio Objectives | |
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| The Brand Relationship Spectrum | |
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| The Disney Brand Family | |
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| Master Brands, Endorsers, Subbrands, and Driver Roles | |
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| Linking Brands--The Brand Relationship Spectrum | |
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| A House of Brands | |
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| Endorsed Brands | |
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| Subbrands | |
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| A Branded House | |
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| Selecting the Right Position in the Brand Relationship Spectrum | |
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| Inputs to Brand Portfolio Decisions | |
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| Microsoft | |
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| Citigroup | |
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| Market Forces and Dynamics | |
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| Business Strategy | |
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| Brand Equities and Identities | |
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| The Brand Portfolio Audit | |
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| Managing the Brand Portfolio | |
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| Creating Relevance, Differentiation, and Energy | |
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| Brand Relevance | |
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| PowerBar | |
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| What Is Relevance? | |
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| Strategies to Create or Maintain Relevance | |
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| Relevance vs. Stick to Your Knitting | |
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| Energizing and Differentiating the Brand | |
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| Sony | |
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| Differentiating and Energizing a Brand | |
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| Branded Differentiators | |
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| Branded Energizers | |
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| Managing Branded Differentiators and Energizers | |
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| Accessing Strategic Assets: Brand Alliances | |
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| Ford Explorer Eddie Bauer Edition | |
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| Co-Master Branded Offerings | |
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| External Branded Differentiators | |
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| External Branded Energizers | |
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| Tactical Brand Alliances | |
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| Developing Effective Brand Alliances | |
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| Leveraging Brand Assets | |
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| Leveraging the Brand Into New Product-Markets | |
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| Dove | |
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| Leveraging the Brand into New Offerings | |
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| Will the Brand Enhance the Extension? | |
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| Will the Extension Enhance the Brand? | |
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| Is There a Compelling Need for a New Brand? | |
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| Putting Extension Risks into Perspective | |
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| Creating Range Brand Platforms | |
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| Participating in Upscale and Value Markets | |
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| GE Appliances | |
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| Marriott | |
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| The Vertical Brand Extension | |
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| Moving the Brand Down | |
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| Moving a Brand Up | |
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| Bringing Focus and Clarity to the Brand Portfolio | |
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| Leveraging the Corporate Brand | |
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| Dell | |
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| United Parcel Service (UPS) | |
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| The Corporate Brand | |
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| Why Leverage the Corporate Brand? | |
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| Challenges in Managing the Corporate Brand | |
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| Endorser Role | |
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| Changing the Corporate Brand Name | |
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| Toward Focus and Clarity | |
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| Unilever | |
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| Ford vs. BMW | |
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| Too Many Brands? | |
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| Too Many Product Variants: Decision Fatigue | |
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| Strategic Brand Consolidation | |
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| Epilogue: Brand Portfolio Strategy--20 Takeaways | |
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| Notes | |
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| Index | |