Kill A Brand, Keep A Customer  

Oleh:

Kumar, Nirmalya

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 81 no. 12 (2003), page 86-95.
Topik: customer; brand management; customer retention; divestiture; market segmentation; profitability

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.23 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Most brands don't make much money. Year after year, businesses generate 80 % to 90 % of their profits from less than 20 % of their brands. Yet most companies tend to ignore loss - making brands, unaware of the hidden costs they incur. That's because executives believe it's easy to erase a brand ; they have only to stop investing in it, they assume, and it will die a natural death. But they're wrong. When companies drop brands clumsily, they antagonize loyal customers : Research shows that seven times out of eight, when firms merge two brands, the market share of the new brand never reaches the combined share of the two original ones. It doesn't have to be that way. Smart companies use a four - step process to kill brands methodically. First, CEO s make the case for rationalization by getting groups of senior executives to conduct joint audits of the brand portfolio. Next, executives need to decide how many brands will be retained, which they do either by setting broad parameters that all brands must meet or by identifying the brands they need to cater to all the customer segments in their markets. Third, executives must dispose of the brands they've decided to drop, deciding in each case whether it is appropriate to merge, sell, milk, or just eliminate the brand outright. Finally, it's critical that executives invest the resources they've freed to grow the brands they've retained.

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