McKinseys品牌创建.pdfVIP

Marketing Sales Practice Strike Up the Brands Top-Performing Portfolios Require a Well-Orchestrated Management Approach Overview Brand portfolios are growing at a breakneck pace, creating challenges across the value chain. Consumers are overwhelmed by the abundance of branded offerings. Retailers are pushing back to maintain room for their own private-label offerings. Manufacturers are frustrated by disappointing returns on their portfolio investments. Whats the answer? There is no single remedy, but we believe manufacturers can improve performance by taking a more proactive approach to managing their brand portfolios. A winning formula requires attention to three improvement levers: • Restructuring the portfolio, not for the success of individual brands but for the portfolio as a whole • Developing a stronger customer-versus-category perspective for the portfolio to align brands with consumer needs and to identify new growth opportunities • Adopting a capital-allocation mind-set to highlight investment trade-offs among brands to optimize spending across the portfolio These levers must be underpinned by an organizational structure that views portfolio management as a top priority. Such a commitment is critical because a successful portfolio transformation will be a long journey - spanning several years - that requires ongoing assessments of potential value creation versus risks across the portfolio. The impact of this approach, however, may be worth the wait: Experience suggests that an effective portfolio strategy can generate 5 to 10 percent increases in top-line growth and up to 15 percent profitability improvements. Brand portfolios are expanding at a staggering rate in many industries: pharmaceutical companies upped their average number of brands by 78 percent from 1997 to 2001; beverag