Brand portfolio strategies effects on consumers' attitude

PurposeThe aim of this study is to determine the effects of brand components (CBBE, brand fit, brand image, brand reputation, brand familiarity) on consumers brand portfolio attitude via perceived risk (for two main portfolio strategies).Design/methodology/approachThe study used a structured questionnaire to collect primary data from 636 consumers who made purchases from companies using house of brand (318) and branded house strategy (318). By conducting reliability and validity analysis, the model of this study was tested with confirmatory factor analysis and path analysis methods, using structural equation modeling.FindingsAccording to the results of the path analysis, the effects of CBBE and brand reputation on brand attitude were confirmed for both house of brand and branded house strategy. Moreover, the full and partial mediating effect of perceived risk was proven in the relationships.Research limitations/implicationsOne of the limitations of the study is determining a portfolio of brands for each strategy and collecting data for these brands. In addition, since the number of consumers using brand portfolios could not be reached in the study, data could be collected using the purposeful convenience sampling method. For this reason, it is thought that research conducted with the data obtained through systematic sampling methods can yield more reliable results.Practical implicationsManagers of companies with a brand portfolio should work on a main strategy that enhances CBBE and brand reputation regardless of the strategy they use. After these two variables, the variable that portfolio managers need to address is brand fit.Originality/valueIt will offer different perspectives in terms of understanding which portfolio strategy is needed, and which predecessors and outputs can be produced. Also, the findings of the research will produce important results to reduce the perceived risks of consumers and increase their positive attitudes toward brand portfolios.

Implant brand portfolios, the potential for camouflage of data, and the role of the Orthopaedic Data Evaluation Panel in total knee arthroplasty

Aims Knee arthroplasty surgery is a highly effective treatment for arthritis and disorders of the knee. There are a wide variety of implant brands and types of knee arthroplasty available to surgeons. As a result of a number of highly publicized failures, arthroplasty surgery is highly regulated in the UK and many other countries through national registries, introduced to monitor implant performance, surgeons, and hospitals. With time, the options available within many brand portfolios have grown, with alternative tibial or femoral components, tibial insert materials, or shapes and patella resurfacings. In this study we have investigated the effect of the expansion of implant brand portfolios and where there may be a lack of transparency around a brand name. We also aimed to establish the potential numbers of compatible implant construct combinations. Methods Hypothetical implant brand portfolios were proposed, and the number of compatible implant construct combinations was calculated. Results A simple knee portfolio with cemented cruciate-retaining (CR) and posterior-stabilized (PS) components, with and without a patella, has four combinations. If there are two options available for each component, the numbers double for each option, resulting in 32 combinations. The effect of adding a third option multiplies the number by 1.3. Introducing compatible uncemented options, with the effect of hybrids, multiplies the number by 4. An implant portfolio with two femoral components (both in CR and PS), with two insert options and a patella, all in cemented and uncemented versions leads to 192 possible compatible implant construct combinations. There are implant brands available to surgeons with many more than two options. Conclusion This study demonstrates that the addition of multiple variants within a knee brand portfolio leads to a large number (many hundreds) of compatible implant construct combinations. Revision rates of implant combinations are not currently reviewed at this level of granularity, leading to the risk of camouflage of true outcomes. Cite this article: Bone Joint J 2021;103-B(10):1555–1560.

Advantages of Hyaluronic Acid and Its Combination with Other Bioactive Ingredients in Cosmeceuticals

This study proposes a review on hyaluronic acid (HA) known as hyaluronan or hyaluronate and its derivates and their application in cosmetic formulations. HA is a glycosaminoglycan constituted from two disaccharides (N-acetylglucosamine and D-glucuronic acid), isolated initially from the vitreous humour of the eye, and subsequently discovered in different tissues or fluids (especially in the articular cartilage and the synovial fluid). It is ubiquitous in vertebrates, including humans, and it is involved in diverse biological processes, such as cell differentiation, embryological development, inflammation, wound healing, etc. HA has many qualities that recommend it over other substances used in skin regeneration, with moisturizing and anti-ageing effects. HA molecular weight influences its penetration into the skin and its biological activity. Considering that, nowadays, hyaluronic acid has a wide use and a multitude of applications (in ophthalmology, arthrology, pneumology, rhinology, aesthetic medicine, oncology, nutrition, and cosmetics), the present study describes the main aspects related to its use in cosmetology. The biological effect of HA on the skin level and its potential adverse effects are discussed. Some available cosmetic products containing HA have been identified from the brand portfolio of most known manufacturers and their composition was evaluated. Further, additional biological effects due to the other active ingredients (plant extracts, vitamins, amino acids, peptides, proteins, saccharides, probiotics, etc.) are presented, as well as a description of their possible toxic effects.

MANAGEMENT OF BRANDS’ PORTFOLIO POSITIONING OF DOMESTIC ENTERPRISES

Introduction. Nowadays, the development of the economy of Ukraine is a demonstration of the trend towards globalization and the necessity for enterprises, including greater understanding, to give more nutrition to the form and brand development.Hypothesis of scientific research. The management of brands’ portfolio positioning should not be based only on trademarks, which belong to an enterprise, but also on the construction of molecule of brands portfolio, which affect on the decision of the consumer independently of holding them, that allows the increasement of the validity of proper brand in the eyes of consumer.Aim of this research is the extension of the theoretical foundations and the development of science-and-practical recommendations, which is followed by the complete management of the brand portfolio.Methods of investigation: The following tools: (goal setting, information and marketing communications; marketing research); models, methods and techniques (traditional methods of statistics, analysis, marketing) modeling; model of brand code and mental fields according to T. Ged; naming techniques); the method of generalization of information, the result of which is the development of the brand / brands, the formation of the portfolio; formation of a brand beech were used in the study.Results of research. Based on the analysis of portfolio concepts in brand management, the essence of the brand portfolio as a set of brands that make up the brand carrier and affect the associated position in the perception of the consumer, regardless of ownership of the company is precised. The meaning "brand carrier" refers to a product, brand, enterprise, organization, person or character associated in the minds of consumers with a certain distinctive quality.Conclusions: Approaches to the formation of brand portfolios, which can be centric (based on the hierarchy of brands and based on systems / networks of brands) and invariant – based on the "molecule" of the portfolio. The model of the organization of management of a brand which includes principles, the purpose, tasks, essence of management and directions of works is formed. Systematized principles of brand management, which we divide into general and specific. Methodical approaches to brand management on the basis of brand positioning are studied, it is established that the method of brand management on the basis of brand positioning should be understood as a way of its practical implementation, then the method is a set of methods and techniques of its appropriate application.

Vis-à-vis: pampering the sophisticated and satisfying the simple

Learning outcomes Learning objectives of this case is to understand the hairdressing industry and develop the sub-branding strategy. After reading this case and practicing in class, students should be able to understand this business and marketing terminology and apply them in the real world. Students will learn the branding strategies: brand extension, brand architecture and brand portfolio. Students will design (DS) the brand name for the new store. Case overview/synopsis Case synopsis Mr. Tai-Hua Teng (aka TR) was a hair artist and opened his first hair salon, vis-à-vis (VS), in 1989 using a high-end positioning strategy. VS focused on offering superb and diverse services to keep ahead of the competition rather than trying to undercut prices. VS hair salon had a solid foundation based mainly on the elite, celebrities and high-salary customers. In 2017, TR owned 16 stores (including one in Canada and two intern salons), 1 academy, 265 employees and 3 brand names. The three brand names were VS, DS and concept (CC). DS and CC were less known to the public, so now these two brands had been carried the parent name and were known as VS DS and VS CC. Quick cut hairdressing businesses were thriving because customers needed quick and cheap hairdressing services. Acknowledging the benefits of entering the highly competitive quick haircut market, TR began to contemplate the new brand name and services to offer. VS had adopted the brand house strategy but TR wondered if it was better to have an individual brand name when entering the quick haircut market. The sub-branding strategy carried the established quality assurance of VS but there was possible brand overlap. An individual new brand name might lack the well-established values from VS but it also showed the potential to reach different segments of customers. TR’s decision to make: a branded house or hybrid? This case showed a high-end hair salon facing the need for simplicity in the market and considered how to expand its business to the lower-end market. Keywords: hairdressing, brand extension and sub-branding strategy. Complexity academic level Level of difficulty: easy/middle level to undergraduate courses specific prerequisites: it is not necessary for students to prepare or read any marketing theory or chapters of the textbook. However, it would help a more in-depth discussion if students know the CCs of brand architecture, brand portfolio, brand extension and line extension. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.