WO2001095235A1 - Methods and systems for brand portfolio marketing - Google Patents

Abstract

A method for managing a portfolio of a number of brands in a market. The method includes the steps of assessing of business destinations or goals (105), applying a market clustering if it is determined that the current portfolio dos not meet the desired business destination (210), identifying consumer opportunities (215), determining a number of opportunities to increase the performance of the portfolio of brands based upon consumer data (220), and for formulating one or more brand initiatives to address these opportunities.

Description

METHODS AND SYSTEMS FOR BRAND PORTFOLIO MARKETING

Technical Field

The present invention relates to methods of doing business in the field of consumer products and services, and more particularly relates to methods for marketing and managing a portfolio of different brands or types of products or services.

Background of the Invention

The manufacturer, distributor, and/or producer (hereinafter, the "promoter") of products or services, particularly consumer products or services, generally seeks to have its products available to the consumer in as many purchasing environments as possible at a competitive price. For example, The Coca-Cola Company of Atlanta, Georgia expanded its business throughout the world under the motto of placing the Coca- Cola brands "within an arm's reach of desire." In other words, the Coca-Cola brands were to be available wherever and whenever a consumer may desire a beverage at a reasonable cost.

Competition based on availability and price, however, is often fierce for many products, particularly mature products that have been in the marketplace for some time. As a result, competitive advantages in the marketplace are often due to advertising and promotion that creates or addresses a desire or a need of the consumer.

Current marketing methods generally focus on the promotion of a particular brand or product on a widespread scale. In other words, a particular brand may be promoted in a region- wide, a nationwide, or even a worldwide marketing campaign. These known methods, while successful in many respects, may lack a consistent or standardized approach. The promotion of a single brand on a widespread scale often may ignore the effect such a campaign may have on the promoter's entire portfolio of brands or products. Further, such widespread promotion may ignore the nature and needs of local markets.

For example, intensive promotion of one brand by the promoter may result in increased sales and market share for that brand. These sales, however, may come at the expense of other brands of that promoter. As a result, the promoter's overall market share and profitability may not increase even in light of a successful promotion campaign. Further, such promotion of one brand on a large geographic sale may not take into account local preferences and local needs. Issues of local preferences may be more readily addressed on a local basis instead of on a global scale. Specifically, the promotion of the particular brand may not be effective in a given area because of local preferences. As a result, the promotion may take resources away from a different brand of the promoter that may address a local need in a more profitable fashion.

What is needed, therefore, are methods and systems for marketing a product or a service in a consistent, process driven manner. Specifically, marketing personnel at all levels and in all markets need an analytical tool to aid in the consistent marketing of a portfolio of brands to meet a combination of short term and long term business goals. The analytical tool may drive marketing strategies by (1) understanding consumer demand, (2) satisfying consumer demand through existing brands, launching new brands, or acquiring existing competing brands, and (3) the evaluation of system and financial constraints. Further, these goals should be met on both a global and a local scale.

Summary of the Invention

The present invention thus provides a method for managing a portfolio of a number of brands in a market. The method includes the steps of determining the performance of the portfolio of brands, determining a number of opportunities to increase the performance of the portfolio based upon consumer data, and formulating one or more brand initiatives to address these opportunities. The performance of the portfolio includes consideration of the growth of the portfolio in terms of profit and volume. The steps of the present invention may be implemented in part on a computer-related medium.

Specific embodiments of the present invention include the brands in the portfolio being a number of different products within a product category. The step of determining the performance of the portfolio may include considering short-term and long-term performance. An evaluation of current performance, desired performance, and a forecast of future performance for each of the brands may be based in part upon historical sales data. The forecasts may be linear or exponential. The difference between the forecasted performance and the desired performance may be evaluated. The performance information may reside on one or more data fields in a stored data structure of a computer readable medium. The step of determining a number of opportunities to increase the performance of the portfolio of brands may be based upon a category analysis. The category analysis may include determining a volume for each of the different products in the market, determining the growth trends for the products, determining a percentage of the volume of each of the products occupied by the brands, and determining a growth potential for each of the brands with respect to the volume of the products. The category information may reside in one or more data fields in a stored data structure of a computer readable medium.

The step of determining a number of opportunities to increase the performance of the portfolio of brands may be based upon a consumption analysis. The consumption analysis may include considering a population estimate so as to determine a number of demographic segments for the market, considering consumer consumption data for the different products for each of the demographic segments, and determining a consumption volume forecast for each of the products in the demographic segments. The consumption information may reside in one or more data fields in a stored data structure of a computer readable medium.

The step of determining a number of opportunities to increase the performance of the portfolio of brands may be based upon a demand analysis. The demand analysis may include defining a number of demographic segments for the market, determining one or more needs satisfied by each of the products according to the demographic segments, determining a number of reasons for choice for each of the products, determining a number of occasions for consumption for each of the products, creating an index of performance for each of the products depending upon the reasons for choice and the occasions for consumption, and applying the index so as to determine which of the reasons for choice and the occasions for consumption are satisfied by each of the brands within the portfolio. The demand analysis also may include determining which of the reasons for choice and the occasions for consumption are not satisfied by the brands within the portfolio and then prioritizing these reasons in the context of each of the demographic segments. The demand information may reside in one or more data fields in a stored data structure of a computer readable medium.

The step of formulating one or more brand initiatives to address the consumer opportunities may include determining which of the opportunities relate to which of the brands. The formulating step may include initiating a promotional campaign, launching a new brand that exists outside of the market, launching new a brand, or acquiring a competing brand. The formulation information may reside in one or more data fields in a stored data structure of a computer readable medium.

The present invention may include the further step of determining the performance of the brand initiatives. This step may include ranking each of the initiatives according to the required investment, the anticipated return, or the business risks involved. This step also may include evaluating the mix of the brands within the portfolio. The mix of brands may include growth brands, star brands, profit brands, and niche brands. Each of these brands should be evaluated over a period of several years.

The present invention may further include the step of market clustering. This step may include evaluating consumer choice data in a number of markets, creating a correlation index of the choice data, and clustering individual markets into groups based upon the correlation index. The clustering information may reside in one or more data fields in a stored data structure of a computer readable medium.

A further embodiment of the present invention provides a computer- readable medium having stored thereon a data structure. The data structure includes a first data field with data representing the performance of a portfolio of brands of products, a second data field with data representing consumer consumption habits, a third data field with data representing a number of opportunities to increase the performance of the portfolio of brands based upon the consumer consumption data, and a fourth data field with data representing one or more brand initiatives to address the number of opportunities.

A further embodiment of the present invention provides a method for managing a portfolio of a number of brands in a market. The method includes the steps of receiving and storing data corresponding to the performance of the portfolio, receiving and storing data corresponding to consumer consumption habits in the market, and determining opportunities to increase the performance of the portfolio based upon a relationship between the data corresponding to the performance of the brands and the data corresponding to the consumer consumption habits. The invention may further include the steps of formulating one or more brand initiatives to address the opportunities based upon a relationship between the data corresponding to the performance of the brands and the data corresponding to the opportunities.

A further embodiment of the present invention provides for a system for facilitating the management of a portfolio of a number of brands in a market. The system includes a storage device and a processor connected to the storage device. The storage device stores a program for controlling the processor. The storage device also stores data representing the performance of the portfolio of brands, data representing consumer consumption habits in the market, and data representing opportunities to increase the performance of the portfolio. The processor is operative with the program to receive a request based upon the performance of the portfolio and the consumer consumption habits in the market so as to provide data concerning one or more of the opportunities.

A further embodiment of the present invention provides a method for launching a new brand of a product in a market. The method may include the steps of determining a number of characteristics for the consumers in the market, developing a number of brand products, developing a number of brand concepts, selecting a brand from the brand products and the brand concepts, developing a number of supporting elements to accompany the brand, and estimating the potential for success of the brand in the market. The steps of the present embodiment may be implemented in part on a computer-related medium.

The step of developing the characteristics of the consumers may include the use of a project charter having a description of one or more economic issues and a plan to address those issues. This step may further include determining a mindset of the consumers, determining one or more attitudes held by the consumers, determining one or more perceptions of the product held by the consumer, determining one or more reasons for choice for the product, and determining one or more occasions for consumption of the product. The characteristic information may reside in one or more data fields in a stored data structure of a computer readable medium.

The step of developing a number of brand products may include considering the functional consequences of the products and the alignment of the brand concepts to each of the brand products. The step of developing a number of brand concepts may include developing a positioning architecture for each of the concepts. The positioning architecture may include determining a target segment of consumers in terms of demographic and psychographic attitudinal descriptors. The positioning architecture also may include factors such as the frame of reference, the functional attributes, the functional consequences, and the psychological consequences for each of the brand concepts. The concept step may further include developing a point of difference, a core concept idea, and a link between the functional and the psychological consequences. A concept board for each of the brand concepts may be developed. The financial viability of each of the brand concepts should be evaluated. The development information may reside in one or more data fields in a stored data structure of a computer readable medium.

The step of selecting a brand from the brand products and the brand concepts may include developing a brand positioning statement. The brand positioning statement may include an identification of a target segment for the consumers, an expression of a point of reference for the brand, an expression of a point of difference for the brand, and an expression of one or more supporting reasons for the brand. The selection step may further include developing a brand communication strategy.

The step of developing a number of supporting elements may include developing brand elements and system elements. Brand elements may include a brand name, a brand package, a number of packaging graphics, and an advertising scheme. The system elements may include production resources, distribution resource, and merchandising resources. The step of estimating a potential for success of the brand may include developing a pricing strategy, a volume analysis, a profit and loss analysis, a quantitative volumetric research including a simulated test market, and determining measurable benchmarks.

A further embodiment of the present invention provides for a system for launching a new brand of a product in a market. The system includes a storage device and a processor connected to the storage device. The storage device stores a program for controlling the processor. The storage device also stores data representing characteristics for the consumers in the market, data representing a number of brand products, and data representing a number of brand concepts. The processor is operative with the program to receive a request based upon the characteristics of the consumers in the market, the brand products, and the brand concepts so as to provide data concerning one or more of the brands. Brief Description of the Drawings

Fig. 1 is a functional block diagram of an exemplary operating environment for implementation of the exemplary embodiments of the present invention.

Fig. 2 is a flow chart showing the major steps of the present invention. Fig. 3 is a flow chart showing the steps of assessing the desired business goals.

Fig. 4 is a spreadsheet calculating momentum volume estimates.

Fig. 5 is a flow chart showing the steps of applying market clustering.

Fig. 6 is a spreadsheet calculating consumer demand patterns. Fig. 7 is a spreadsheet calculating a correlation matrix between markets of different countries.

Fig. 8 is a spreadsheet calculating a final country clustering matrix.

Fig. 9 is a flow chart showing the steps of identifying consumer opportunity. Fig. 10 is a spreadsheet calculating category size and growth trends.

Fig. 11 is a graph displaying the current and projected market share by beverage category.

Fig. 12 is a spreadsheet calculating the opportunities by beverage category.

Fig. 13 is a spreadsheet calculating population size and growth by demographic segments.

Fig. 14 is a spreadsheet calculating beverage volume opportunity by demographic segment.

Fig. 15 is a chart showing population broken down into segments likely to have similar needs. Fig. 16 is a spreadsheet displaying consumer reasons for choice.

Fig. 17 is a spreadsheet displaying occasions for consumption.

Fig. 18 is a spreadsheet calculating a needs satisfied by beverage reason index.

Fig. 19 is a spreadsheet calculating a needs satisfied by occasion index. Fig. 20 is a scatter plot displaying a needs satisfied by beverage reason index.

Fig. 21 is a scatter plot displaying a needs satisfied by occasion index.

Fig. 22 is a spreadsheet displaying unmet needs by demographic segment.

Fig. 23 is a spreadsheet displaying opportunity priorities. Fig. 24 is a flow chart showing the steps of determining portfolio strategy.

Fig. 25 is a spreadsheet displaying product fit with demand based upon demographic segments, unmet needs, and product categories.

Fig. 26 is a spreadsheet displaying identified brand initiatives.

Fig. 27 is a spreadsheet scoring the initiatives previously defined. Fig. 28 is a spreadsheet displaying a brand contribution and growth matrix.

Fig. 29 is a diagram illustrating a brand portfolio development process.

Fig. 30 is a spreadsheet displaying a brand contribution and growth matrix over time. Fig. 31 is a flow chart showing the major steps involved in launching a new brand.

Fig. 32A and Fig. 32B illustrate a sample charter document.

Fig. 33 is a sample procedural evaluation grid.

Fig. 34A and Fig. 34B illustrate a sample consumer main frame. Fig. 35 is a scatter chart illustrating a consumer's frame of mind with respect to a product.

Fig. 36 is a sample illustration of the development process.

Fig. 37 through Fig. 41 illustrate several sample concept boards produced in the development process. Fig. 42 is an illustration of a product development strategy template.

Fig. 43 is an illustration of a brand proposition.

Fig. 44 is an illustration of a sample brand evaluation grid.

Fig. 45A and 45B illustrate a sample brand architecture analysis.

Fig. 46 is an illustration of a sample brand evaluation grid. Fig. 47 is an illustration of a sample brand positioning statement template.

Fig. 48 is an illustration of an outline of a communications brief.

Fig. 49 is an illustration of a sample benchmark.

Fig. 50 is an illustration of a sample brand evaluation grid.

Detailed Description of the Invention

The present invention is directed towards useful processes and methods for brand portfolio marketing. Specifically, the present invention provides the analytical tools for (1) identifying and exploiting new growth opportunities using existing and new brands, (2) managing the expanded brand portfolio to optimize volume and profits in a market, and (3) launching new brands. The processes and methods of the present invention may be implemented manually, via a conventional personal computer and database, via other types of computational and data storage devices, or in a combination of these options.

The brands to be marketed may be any type of product or service. In the embodiments of the present invention, the brand is preferably that of a beverage and/or a concentrate such as a carbonated soft drink sold under the Coca-Cola® brand name by The Coca-Cola Company of Atlanta, Georgia. Any beverage or similar product, however, would be suitable in this embodiment. The preferred beverages may include coffee, tea, waters, fruit, vegetable and other juice concentrates and/or beverages, isotonic beverages, non-isotonic beverages, and milk and milk-based products. Although any type of product or service may be used, consumer-oriented products are preferred. These products are preferred because of the existing knowledge and information on consumer lifestyle and purchasing habits and, more importantly, the knowledge of how this consumer information may be obtained and analyzed. Nonetheless, the techniques and processes described herein may be applicable to the sale and promotion of any type of goods or services.

The following description will refer to the drawings, in which like numerals indicate like elements throughout the several views. Fig. 1 and the following discussion are intended to provide a brief and general description of a suitable computing environment for implementing the present invention. Although the system shown in Fig. 1 is a conventional personal computer 100, those skilled in the art will recognize that the invention also may be implemented using other types of computer system configurations. The computer 100 may include a central processing unit 122, a system memory 120, and an Input/Output ("I/O") bus 126. A system bus 121 couples the central processing unit 122 to the system memory 120. A bus controller 123 controls the flow of data on the I/O bus 126 and between the central processing unit 122 and a variety of internal and external I O devices. The I/O devices connected to the I/O bus 126 may have direct access to the system memory 120 using a Direct Memory Access ("DMA") controller 124. The I/O devices are connected to the I/O bus 126 via a set of device interfaces. The device interfaces may include both hardware components and software components. For instance, a hard disk drive 130 and a floppy disk drive 132 for reading or writing removable media 150 may be connected to the I/O bus 126 through a disk drive controller 140. An optical disk drive 134 for reading or writing optical media 152 may be connected to the I/O bus 126 using a Small Computer System Interface ("SCSI") 141. The drives and their associated computer-readable media provide nonvolatile storage for the computer 100. In addition to the computer-readable media described above, other types of computer-readable media may also be used, such as ZIP drives or the like. A display device 153, such as a monitor, is connected to the I/O bus 126 via another interface, such as a video adapter 142. A parallel interface 143 connects synchronous peripheral devices, such as a laser printer 156, to the I/O bus 126. A serial interface 144 connects communication devices to the I/O bus 126. A user may enter commands and information into the computer 100 via the serial interface 144 using an input device, such as a keyboard 138, a mouse 136, or a modem 157. Other peripheral devices (not shown) may also be connected to the computer 100, such as audio input/output devices or image capture devices.

A number of software program modules may be stored on the drives and in the system memory 120. The system memory 120 can include both Random Access Memory ("RAM") and Read Only Memory ("ROM"). The software program modules control the manner in which the computer 100 functions and interacts with the user, with I/O devices, or with other computers. Software program modules include routines, operating systems 165, application programs, data structures, and other software or firmware components. In an exemplary embodiment, the present invention may include one or more software program modules forming a database management system 170 stored on the drives or in the system memory 120 of the computer 100. The database management system 170 may comprise computer-implemented instructions for providing a user with a graphical user interface for accessing a database (not shown) that may also be stored in the system memory 120, in the memory of a remote computer 160, on the optical media 152, or elsewhere.

The computer 100 may operate in a networked environment using logical connections to one or more remote computers, such as remote computer 160. The remote computer 160 may be a server, a router, a peer device, or other common network node, and typically includes many or all of the elements described in connection with the computer 100. In a networked environment, program modules and data may be stored on the remote computer 160. The logical connections depicted in FIG. 1 include a local area network ("LAN") 154 and a wide area network ("WAN") 155. In a LAN environment, a network interface 145, such as an Ethernet adapter card, can be used to connect the computer 100 to the remote computer 160. In a WAN environment, the computer 100 may use a telecommunications device, such as a modem 157, to establish a connection. It will be appreciated that the network connections shown are exemplary and other means of establishing a communications link between the computers may be used.

In sum, the present invention may be organized in a series of instructions and databases stored on the optical media 152 or otherwise and implemented by the computer 100. The user may navigate through the processes described herein below via conventional hyperlinks or otherwise. Specifically, the present invention may be formatted as a presentation in organizational software such as that marketed by Microsoft Corporation of Redmond, Washington under the mark "PowerPoint" with the use of additional spreadsheet software as described in more detail below. Any other type of conventional, interactive format may be used. As such, the user generally inserts the optical media 152 or other data means containing the elements of the present invention into the computer 100 and follows the format and instructions as described in detail below. Fig. 2 is a flow chart setting forth the general steps involved in the present invention in an exemplary method 200. The exemplary method 200 is an overview of a typical brand portfolio marketing process. The result of the processes described herein should enable a local promoter to identify and exploit new growth opportunities with new or existing brands, manage the expanded brand portfolio to optimize profits and volume, and determine how to launch new brands. The implementation of the steps of the method 200 in accordance with the exemplary embodiment of the present invention will be described in greater detail in Fig. 3 through Fig. 50.

The exemplary method 200 begins at starting block 201 and proceeds to method 205 where an assessment of the business destinations or goals is made. If in method 205 it is determined that the current portfolio meets the desired business destination in terms of performance, exemplary method 200 continues to method 220 to define and redefine the overall portfolio management strategy. The performance of the portfolio may be evaluated in terms of profitability, volume, and other parameters. The steps comprising method 205 are shown in Fig. 3 and will be described in greater detail below. However, if in method 205 it is determined that the current portfolio does not meet the desired business destination, the exemplary method 200 continues to method 210 where a market clustering analysis may be applied. The steps of method 210 are shown in Fig. 5 and will be described in greater detail below. From method 210, the exemplary method 200 continues to method 215 where consumer consumption and purchasing opportunities are identified. The steps of method 215 are shown in Fig. 9 and will be described in greater detail below. Next, the exemplary method 200 continues to method 220 where the overall portfolio strategy is determined. The steps of method 220 are shown in Fig. 24 and will be described in greater detail below. The exemplary method 200 ends at step 225.

Turing now to Fig. 3, describing the exemplary method 205 of Fig. 2, in which an assessment of the desired business goals is made. Method 205 begins at staring block 301 and advances to step 305 where these business goals are determined. The goal- making process may focus on both short term and long term objectives. As such, these objectives may include current year business targets and three to five-year business plans designed and tailored specifically for the local market. Business parameters to be considered herein may include volume of sales, growth rate, profit margins, per capita figures, market share, or any similar type of objective performance measurements. The business goals of step 305 should provide the road map for all constituents of the business to follow in seeking to expand the business. Once a determination is made of the business goals to be evaluated and pursued, method 205 continues to step 310.

At step 310 the performance of the current portfolio may be assessed in terms of volume, growth, and the other parameters. This step includes the evaluation of the current portfolio and then estimating the gap, if any, between the performance results expected from the current brand portfolio and the desired short-term and long-term business goals. For example, one performance measurement may be in terms of momentum volume estimates. Momentum volume estimates may be created by predicting brand volume sales over a given number of years. These estimates may be based on past trends and statistical forecasting techniques combined with local market judgment. Different forecasting techniques may be used based upon the available historical data for a particular brand.

One example of a basic forecasting technique is shown in Fig. 4. Fig. 4 is in the format of an electronic spreadsheet 405. The spreadsheet 405 calculates momentum volume estimates for a number of different brands within a promoter's portfolio. Historical sales data are entered in column A and the type of forecast that best suits each brand's sales history is chosen and entered into column B as is shown. Options for the type of forecast are provided in the spreadsheet 405 and may include (1) a linear forecast based on the past 5 years data, (2) a linear forecast based on the past 10 years data, (3) an exponential forecast based on the past 5 years data, and (4) an exponential forecast based on the past 10 years data. A linear evaluation may be better suited for mature brands (i.e., brands that have been in the marketplace for at least several years) because recently launched brands generally lack extensive historical data. Conversely, an exponential evaluation may be used for such recently launched brands. The spreadsheet 405 will generate the historical growth rates based upon the entered data and then will calculate the forecasted growth rate according to the chosen forecasting method. Any type of statistical calculation methods may be used. In this scenario, actual and forecasted Compound Annual Growth (CAG) rates are determined in column C.

Referring back to Fig. 3, after the current portfolio has been assessed, method 205 advances from step 310 to decision block 315 where it is determined if the current portfolio, as assessed in step 310, meets the business goals determined in step 305. Specifically, the desired growth rate or other performance parameters for a particular brand as determined in the business model is entered in column D of the spreadsheet 405. This growth rate is determined by the business goals described above. Column E then lists the gap between the currently expected growth and the desired growth as expressed in the business goals. The gap of Column E thus forms an indication of the extent of brand growth necessary to achieve the desired business goals. Column F estimates the "degree of fit", or the degree to which the forecasting method chosen in column B has been able to create a formula to fit the historical data so as to ensure a reasonably accurate forecast.

If the current portfolio meets the business goals, then method 205 advances directly to step 2425 of method 220 as shown in Fig. 24 so as to complete the portfolio strategy analysis. This step will be described in greater detail below during the discussion of method 220. If at decision block 315 the current portfolio does not meets the business goals, then method 205 advances to step 505 of method 220 as shown in Fig. 5.

Calculation of the aforementioned momentum volume estimates, as well as the subsequent spreadsheets, may be calculated using an electronic spreadsheet software package such as that marketed by Microsoft Corporation of Redmond, Washington under the mark "Excel". It should be appreciated by those skilled in the art that while the Excel spreadsheet is utilized in each spreadsheet of this preferred embodiment, other types of calculating processes that may or may not be performed in the context of computer related media might be used. Examples of other calculating processes may include the Lotus 1-2-3 software package, the Appleworks software package, any advanced forecasting proprietary statistical software package, or the processes herein may be performed by hand without the use of a computer.

Turing now to Fig. 5, describing the exemplary method 210 from Fig. 2 in which market clustering may be applied. Market clustering is a process that determines the effectiveness of marketing solutions by clustering similar markets within a certain group or level. Markets may be clustered according to similarities in demand such that markets within a given cluster are more similar to each other on chosen characteristics as compared to markets from other clusters. When markets are clustered, a new product may be launched in multiple geographic areas via similar marketing means. For example, a new product may be identified, launched, and promoted across a large geographic area, assuming a high correlation in demand is found among the markets comprising this geographic area. Alternatively, a product may be launched or promoted in a similar manner in several distinct geographic areas if the areas share similar traits.

Method 210 begins at decision block 505 where it is determined if there are numerous markets with scope for efficiency. In other words, a determination is made if consumer choice data is available for several markets. Consumer choice data may include consumer information such as reasons why a consumer selects a particular product. If several markets with scope for efficiency are not found, then market clustering generally is not applied and method 210 advances to step 515 which will be described in greater detail below. However, if there are several markets with scope for efficiency, then method 210 advances to step 510 and market clustering is applied.

In applying market clustering, consumer data may be entered into, for example, a demand pattern spreadsheet 605 as shown in Fig. 6. This data may come from internal sources, commercial sources, or elsewhere. The reasons for the demand for a product will vary with the nature of the product. For example, demand patterns for a beverage may be based on reasons for choice ("RFC") and the like as determined in consumer surveys in individual geographic areas. The weight assigned to each market may depend upon the sample size and the population of the market. Once demand patterns are created, a correlation matrix spreadsheet 705 may be created as shown in Fig. 7. The correlation matrix spreadsheet 705 provides an index ranging between zero (0) and one (1) for each geographic area in the study on the basis of the similarities in the reasons for choice. The closer an index is to one (1), the higher the correlation between the markets of the two countries. Once the correlation matrix spreadsheet 705 has been created, a final country clustering spreadsheet 805 may be generated as shown in Fig. 8. Countries may be clustered together based on the similarity of demand and the correlation index. The final clustering also may involve individual judgment as to natural clusters of countries as well as clusters based upon geographic location. For example, a few natural clusters of countries with the most similar set of similarities may be created. The remaining countries may then be added to different natural clusters one at a time. The resulting average correlation may then be checked and reviewed. The solution that generates the highest average correlation across all clusters should be chosen. Fig. 8 shows the determination of several distinct market clusters. Once demand based market clustering has been applied, method 210 advances to step 905 of method 215 as shown in Fig. 9.

Referring now to Fig. 9, method 215 identifies different types of consumer opportunities in a particular category for a promoter. In other words, if the promoter sells a specific brand in a specific category, this step evaluates the category as a whole and the position of the promoter's brand in that category. This step includes evaluation of the types of products in the category in question, who the consumers may be, and why each product is purchased or consumed. This information may help the promoter determine which products or segments of the category the promoter may not address adequately. The information also may suggest which segments may be attractive to the promoter for expansion or entry.

Category analysis is performed at decision block 905. Generally, category analysis determines what types of products are in demand. In this case, the analysis determines what types of beverages are being consumed. Category analysis is a process that uses information such as industry estimates, sales data, and momentum volume estimates to identify size, growth, and attractiveness of different product categories. In addition, category analysis is used to estimate current and projected coverage of categories and to identify growth opportunities.

In applying category analysis, the size of the category and the growth trends are evaluated. For example, Fig. 10 shows a category size and growth trend spreadsheet 1005. This spreadsheet 1005 displays historical sales data by beverage category and also calculates a forecast for future volume in a particular country. Spreadsheet 1005 is similar in many respects to spreadsheet 405, with the distinction that spreadsheet 1005 focuses on products throughout the beverage categories, such as "packaged water", "coffee", and the like. From this data, a share by category graph 1105 may be created. As is shown in Fig. 11, this graph 1105 displays the current and projected market share by product category for the promoter in question. In other words, the graph 1105 shows the total volume for each particular product in a category and the promoter's current volume for that product. The gap between the two figures shows the promoter's potential for expansion in each product in the category. In this example, volume is expressed in terms of Million Unit Cases ("mmuc"), with a case signifying twenty-four (24) eight (8) ounce servings of a beverage. Any type of volume measurement or other performance parameter, however, may be used.

Once the historical and forecasted data is determined, a summary of the potential opportunities may be created. For example, Fig. 12 shows a spreadsheet 1205 describing the opportunities by beverage category in term of objective growth potential data and subjective business concerns. Specifically, once the growth and market share information is entered, a subjective determination also may be considered. For example, consideration is made in light of the growth trends as to whether a particular category provides a good system fit. By "system fit", we mean whether the expansion of the promoter into a new product category may be accomplished in the promoter's existing manufacturing or distribution network without undue expense or delay. Other considerations may include competitive barriers, revenue potential, overall business attractiveness, and other subjective business . concerns. This spreadsheet 1205 thus provides an evaluation of expansion possibilities on a category basis in terms of objective and subjective considerations.

After the category analysis is performed in step 905, the next step is to determine the identity of the consumers of the product or the category of products in question in terms of common characteristics. Method 215 may continue to step 910 where it is determined if consumer preference and consumption data is available for the countries or geographic areas involved. This data may provide insight on the size and growth trends in different demographic consumer segments as well as the volumes of each category being purchased or consumed by consumers in these segments. Specifically in the case of beverages, this consumer data may capture local consumption patterns. It will be appreciated by those skilled in the art that any database or other type of information source that captures past consumption patterns by category may be used.

If at decision block 910 it was determined that the consumer data is not available for the areas involved, method 215 continues to step 2410 of method 220 as shown in Fig. 24. Step 2410 of method 215 will described in greater detail below. If, however, consumer data is available, method 215 continues to step 915 where the consumption analysis is performed.

In applying the consumption analysis, population size and growth by demographic segment are utilized as shown in the sample population size and growth by demographic segment spreadsheet 1305 of Fig. 13. In this scenario, the population growth estimates are based upon United Nations data. Any accurate population forecasting methods or data may be used. This population size and growth data is used along with the consumer consumption data for each demographic segment. Given the present consumption patterns and the growth rate, beverage consumption volumes can be forecasted by beverage category and demographic segment. This information is calculated in Fig. 14 as is shown in a spreadsheet 1405. The spreadsheet 1405 shows beverage volume opportunity by demographic segment information. The information may be organized on the basis of total consumption, i.e., the "share of stomach" or the total amount of beverages consumed in a given day divided by that percentage of the individual type of beverage. For example, bottled water is 8 percent of the total daily beverage intake for males 20-29. The information also may be organized on the basis of product volume in terms of cases sold or other types of measurements. In other words, information is provided by demographic segments as to daily consumption of different types of products. As is shown, certain beverages appeal more to certain demographic segments than to others. Information from this forecast may then be overlaid with an analysis of the reasons for choice and the occasions for consumption as described below to arrive at prioritized opportunities for product expansion.

After the consumption analysis is performed in step 915, method 215 continues to decision block 920 where it is determined if the information on consumer reasons for choice and occasion for consumption by brand and by beverage category is available for the countries involved. If at decision block 920, this data in not available, method 215 continues to step 960 where the given opportunities are prioritized. Step 960 will be described in greater detail below. If however at decision block 920, it is determined that this data or equivalent data is available, method 215 continues to step 925 where an analysis of why each product is consumed or purchased is made, i.e., a demand analysis. In the demand analysis, the needs that drive consumption of different beverage categories and the extent to which the promoter's brands currently satisfy these demands are identified within each demographic segment. Still referring to Fig. 9, method 215 advances from block 925 to step 940.

At step 940, the overall population is broken down into demographically defined segments that are likely to have similar needs. These groups may be broken down into one or more of the following categorizations: total population, gender, age group, socioeconomic level, household size, presence of children, and the like. The choice of the aforementioned categories may depend on the local market situation and the availability of adequate sample sizes within each group. For example, Fig. 15 shows a break down according to gender, socioeconomic level ("SEL"), and age.

From step 940, method 215 continues to step 945 where a determination is made as to the needs satisfied by each beverage. At this step, an understanding is developed as to why and when each category of beverage is consumed. An assessment may then be made as to the importance of each need. For each demographic segment defined in step 940, two spreadsheets may be made, a reason for choice spreadsheet 1605 and an occasion for consumption spreadsheet 1705. As shown in Fig. 16, the reasons for choice spreadsheet 1605 has a first column listing the reasons for choice for the purchase or consumption of a particular product. As is shown in Fig. 17, the occasions for consumption spreadsheet has the occasions for consumption of that product in the first column. In the subsequent column headings in both spreadsheets 1605, 1705, the types of products available in a given category are listed. In this case, the types of beverages available in the country are listed. Data is then entered into each spreadsheet 1605, 1705 representing the number of times the reason for choice or the occasion for consumption is mentioned for the beverage category. The data to be entered into the spreadsheet may be obtained from various types of commercial sources or the data may be the product of an independent commercial study. Examples of the reasons for choice and occasions for consumption are found in

Fig. 16 and Fig. 17 for the demographic segment of males ages 12-19 in a given country.

The data contained in these two spreadsheets, 1605, 1705 may be used to calculate an index of performance for each beverage category for the particular reason or occasion. In other words, the most common reasons for consumption of a particular product can be determined and ranked. A needs satisfied by beverage reasons index is calculated in spreadsheet 1805, Fig. 18, and a needs satisfied by occasion index is calculated in spreadsheet 1905, Fig. 19. As is shown, this demographic segment has a high affinity for consuming a carbonated soft drink at, for example, a restaurant, but little affinity for consuming a sports drink at such a location. As a result, the "why" and the "when" of consumption may be determined. This information may be useful in determining the context of marketing a particular product to a particular segment, i.e., it may seem more desirable to focus advertising for a carbonated soft drink in a restaurant setting than for a sports drink in a such a location. These indices will be used in step 950 to assess the coverage of the promoter and again in step 2405 of method 220.

Still referring to Fig. 9, method 215 advances from step 945 to step 950 where the promoter's coverage of consumer needs is determined. In this step, the extent the promoter's current product portfolio satisfies each consumer need is evaluated. Specifically, the data from the spreadsheet 1805, Fig. 18, on needs satisfied by beverage reasons and the data from the spreadsheet 1905, Fig. 19, needs satisfied by occasion, is graphed onto two scatter plots. An example of a needs satisfied by beverage reasons scatter plot 2005 is shown in Fig. 20. The scatter plot 2005 uses the reason for choice data from the performance index spreadsheet 1805 shown in Fig. 18.

Referring to the scatter plot 2005 of Fig. 18, the horizontal axis represents the importance of the reason for choice. Importance is measured by the number of times each demographic segment mentions a reason for choice as the reason for choosing any beverage. The vertical axis is the index of the promoter's performance. This index represents the importance of the reason for choice for selecting any of the promoter's brands relative to the importance of the reason for choice for any beverage. The dividing lines for the horizontal and vertical axes indicate the level of average importance. The promoter thus can determine graphically which consumer needs it serves and the relative importance of those needs. The promoter may use this information to tailor advertising to focus on its strong points or to alter the perception of the consumer as to a product's attributes. In other words, the promoter may launch a marketing campaign to alter the perception of the product for a given reason for choice, e.g., that the product is in fact "natural". This scatter plot 2005 process is repeated for the occasion for consumption data as shown in Fig. 19 to produce a needs satisfied by occasion scatter plot 2105 shown in Fig. 21. After the promoter's coverage of need has been determined in step 950, method 215 advances from step 950 to step 955 where unmet needs are identified. This step uses the scatter plots 2005 and 2105 created in step 950 to identify important needs that are unmet by the promoter's products. In this step, an unmet needs spreadsheet 2205 is constructed as shown in Fig. 22. The unmet need spreadsheet as shown in Fig. 22 is constructed by placing all of the important reasons for choice and occasions for consumption in the left most column. The top row of the spreadsheet contains all of the demographic segments as column headers. An "X" is marked in the cells where the promoter's indexes are below 100 against the reason for choice and occasion for consumption in the relevant demographic segment. Again, the promoter may use this information to tailor its advertising to focus on these unserved needs.

Specifically, after the unmet needs have been identified in step 955, method 215 advances from step 955 to step 960 where the market opportunities are prioritized. In this step, the beverage categories, the consumer segments, and the unmet needs that are most attractive are identified. This step utilizes data contained in the beverage volume opportunity by demographic segment spreadsheet 1405 produced by the consumption analysis, and if performed, data contained in the unmet needs spreadsheet 2205 produced by the demand analysis. The prioritized opportunity spreadsheet 2305 as shown in Fig. 23 is produced with the data contained in these two spreadsheets.

In creating the prioritized opportunity spreadsheet 2305, the first column is taken from the data contained in the first column of the beverage volume opportunity by demographic segment spreadsheet 1405, Fig. 14, and the second column is taken from data contained in the first column of the unmet need spreadsheet 2205, Fig. 22. From the population data contain in the population size and growth by demographic segment spreadsheet 1305, Fig. 13, and the producer's volume data contained in the beverage volume opportunity by demographic segment spreadsheet 1105, Fig. 11, the population size and growth rate along with the producer's share of the consumption of the demographic segment is calculated. Once these calculations are performed, the demographic segments may be ranked on size, growth rate, revenue criteria, and other factors. The overall priority may be based on the sum of the ranks, with a lower sum indicting a higher priority.

Unserved needs therefore can be identified in the context of the relevant demographic segments with respect to size and growth. In other words, the analysis of Fig. 23 shows not only which consumer needs may be addressed but also which needs may provide the greatest performance, return, and profit. As such, the promoter may direct its advertising to a particular segment in the context of having a product address a particular need, e.g., a carbonated soft drink at a restaurant. After the opportunities are prioritized in step 960, method 215 advances to method 220 and step 2405 shown in Fig. 24.

Turing now to Fig. 24, describing the exemplary method 220 from Fig. 2, a portfolio strategy is developed and considered. This step is performed to capture demand opportunities, evaluate several scenarios of portfolio brand mix, and consider the role the individual brand may play within the mix. The goal of method 220 is to attain long-term business goals with acceptable risk while maintaining adequate returns in the immediate future.

Method 220 begins at step 2405 with an analysis of which products currently satisfy which consumption opportunities. Specifically, the nature of the product fit with respect to demand is evaluated. Information from the category analysis, the consumption analysis, and the demand analysis steps as described above is considered in step 2410. Based upon this information, a measurement may be made as to the extent that existing and potential beverage categories satisfy prioritized demand opportunities.

For example, Fig. 25 shows a demand spreadsheet 2505. The spreadsheet 2505 may determine the product fit with demand based upon demographic segments, unmet needs, and product categories. Specifically, the product fit with demand spreadsheet 2505 considers the beverage volume opportunity by demographic segment spreadsheet 1405, Fig. 14, and the reasons for choice spreadsheet 1605, Fig. 16. For each segment, the volume untapped by the promoter in each beverage category is entered based on the results of the beverage volume opportunity by demographic segment spreadsheet 1405, Fig. 14.

For countries or areas where consumption data was available, the fit may be checked between any unmet needs and both the existing and the new prodcut categories. The index ratings from the beverage volume opportunity by demographic segment spreadsheet 1405, Fig. 14, for each category also may be used against reasons for choice and occasions for consumption to determine the fit. For categories not available in a country or in an area, individual judgement should be used to assess the product fit based on data from other countries or areas. Based upon this demand analysis, a promoter should have a realistic view of which products or brands satisfy which needs of which consumers. Likewise, the promoter also should have a realistic view of which segments of the market are being served or being adequately served by the portfolio.

From step 2405, method 220 continues to step 2410 where initiatives are developed to capture purchase or consumption opportunities. In other words, strategies are identified to allow the promoter to capture these demand opportunities. Because opportunities may be captured in many ways, this step identifies potential solutions in terms of initiatives for each opportunity and then justifies these solutions with specific business criteria. Options to source or provide volume for each opportunity may be evaluated based upon individual judgment. For example, options may be generated through, (1) initiatives on the promoter's brands currently available in the market, e.g., a promotion campaign aimed at consuming a carbonated soft drink at meal time, new packaging, new flavors, new pricing strategy, etc., (2) launching the brands of the promoter that exist outside of the particular market, (3) launching new brands, or (4) acquiring competing brands. In order to aid this judgment, the product fit with demand spreadsheet 2405, Fig. 24, or the summary chart of opportunity by beverage category spreadsheet 1205, Fig. 12, may be used.

As initiatives are identified, they are entered in the develop initiatives spreadsheet 2605, Fig. 26. Once a set of initiatives is identified, the set is evaluated by scoring each initiative on a scale between 1 and 5 in specific categories where a high score indicates the more desirable initiative. This scoring of the initiatives is performed in the short list of initiatives spreadsheet 2705 as shown in Fig. 27. Categories may include investment required, returns anticipated, and likely obstacles such as business risk, competitive barriers, bottler or producer needs, and the like. The scoring may be based upon the subjective judgment of the promoter for a specific geographic area. An overall score for each initiative may then be determined.

Once the initiatives are developed to capture these opportunities, method 220 continues from step 2410 to step 2415 where portfolio options are developed. At this step, the promoter may determine which combinations of initiatives may result in realistic brand portfolios. It is the goal of this step to develop several portfolios, also known as mix options, and to assess the strategic ability of these portfolios to meet short term and long term business goals. In addition to portfolio mix, time schedules for the new initiatives beyond the current planning cycle should be evaluated to insure future volume and profit drivers.

Still referring to Fig. 24, a brand contribution and growth matrix spreadsheet 2805 is constructed as shown in Fig. 28. This spreadsheet is constructed to view the brands from a portfolio point of view based on the strategic roles the brands may play in terms of volume, growth, profitability, and other factors. As a rule, a good portfolio is one that achieves short and long-term strategic volume and profit growth while staying within the applicable financial and system constraints. An idea scenario is one in which there is a fair representation of brands in all types of business roles. Business roles may include (1) growth: small, fast growing brands that require more investment than they generate in profit, but may drive future growth, (2) stars: medium, fast growing brands that generate profit to pay for themselves, but may drive future profits, (3) profit: large, slow-growing brands that generate large profits and drive current volume, and (4) niche: small, slow-growing brands that exist for historical or non- consumer reasons that do not generate much profit. If current profits are a priority, then the portfolio mix should focus on making growth brands into stars and stars into profit brands. The new brands, however, may be the priority if growth is an imperative. For example, as shown in Fig. 29, in year one Y may be a growth brand and X and B may be star brands. At year one, a new brand A may be introduced as a growth brand and Y may shift to being a niche. X and B may remain as stars. Progressing into year three, brand A may shift into the star role, B may shift into the profit role, and X may remain as a star. By year five, brand A may shift to the profit role, which B occupies and Y may be abandoned from the portfolio completely.

Referring back to Fig. 24, different portfolio mix options may be developed. The mix options may start with the base portfolio of the existing in-market brands and no new initiatives. From this point, a set of initiatives from the short list initiatives spreadsheet 2705 of Fig. 27 may be chosen. For example, the base portfolio plus one set of initiatives from the short list of initiatives spreadsheet 2705 may be considered as one portfolio mix option. By varying the set of initiatives chosen from the short list of initiatives spreadsheet 2705, different portfolio mix options may be created.

Once several portfolio options are developed, method 220 continues from step 2415 to step 2420 where these portfolio options may be evaluated. At this step, the portfolio options are evaluated for short and long term performance in terms of volume and likely profits. Portfolio options may be selected on whether they meet the desired business goals. For each portfolio option, a financial analysis may be performed using volume estimates, retail prices and mark-up, bottler or producer prices and expenses, and the promoter's prices and expenses. The financial analysis may estimate volume and profits for each of the portfolio options. Data from the financial analysis is entered into a brand contribution and growth matrix over time spreadsheet 3005 as shown in Fig. 30. For each brand within the portfolio option, present, planed, and projected volume, growth rate, and profit may be shown. The performance of a particular brand mix may then be compared to the base portfolio and the other portfolios. After the portfolio options are evaluated, method 220 continues from step

2420 to step 2425 where portfolio recommendations may be executed. Portfolio options may be selected on the basis of which portfolio options best meet the short-term and long-term business goals. Market plans may be developed based upon the roles of the individual brands within the mix. Brand wise budgets for investments and returns may then be established that may reflect the effects of adding new brands or acquiring existing brands. Once the budgets are in place, the creation or acquisition of new brands may be considered and pursued.

The present invention therefore provides the analytical framework for the local evaluation and expansion of brand portfolios. The analysis ensure proper consideration of the nature, needs, and preferences of the local market in term of the "who", "what", and "why" of local purchase and consumption. Once these factors are considered, a list of local opportunities may be created. The local promoter may then evaluate the current portfolio in light of these opportunities to create initiatives for growth and expansion.

Turning now to Fig. 31, describing the exemplary method 3100 in which a general framework for launching a new brand is described. As described above, this tool is intended as an analytical framework for the decision making process in one or more geographic areas if one of the selected initiatives is the launch of a new brand. Method 3100 begins at starting block 3101 and advances to step 3105 where the new brand project charter is developed. The objective of this step is to align all relevant participants in the decision making process and to gain approval from local senior management. This alignment and approval is needed to provide a case for action. Further, a clear direction for the project should be defined as well as the business results expected in the brand launch. The charter should be a written document of a few pages directed to senior management. The charter may articulate any combination of the following concepts, (1) key issues/case for action, (2) objectives, (3) strategies, (4) new brand development criteria, (5) definition of success, (6) mandates and constraints, (7) budget requested, (8) timing, and other issues. As described above, the decision making process will focus on one or more specific geographic areas and the economic scenario therein. The charter therefore should explain the local situation, the current problems if any, and a plan of action. For example, the market in country X may be facing a deteriorating economic environment and hard currency restraints. Due to this scenario, the existing portfolio brands are now oveφriced as compared to local alternatives. The existing brands are unable to capture the price-conscious consumer segment despite strong marketing. To stop portfolio volume and consumer losses, a new brand may be launched in country X that targets an under-leveraged market segment and also compliments the existing portfolio brands. The new brand preferably has perceived added value that will capture volume from the low- priced brands so as to compete on aspects other than price. The benefits of the new brand may be communicated on the package itself so as to limit advertising support requirements.

Given these brand development criteria, attention is then paid to defining the success of the project in terms of profits, utilization of bottler capacity, brand equity, or other business goals. A budget is defined for the launch and financial mandates or constraints are identified, e.g., no additional capital investment, recognition of hard currency restrictions, etc. Finally, a launch timetable is established.

A sample charter framework is shown in Fig. 32A and Fig. 32B. As is shown, the charter should provide the road map in term of how, why, and when a new brand may be introduced. Once the charter is established, the individual components therein are developed further, rigorously tested, and, perhaps, redefined.

Once the project charter is developed in step 3105, exemplary method 3100 advances to decision block 3110 where a procedural evaluation is made. The objective of step 3110 is to determine whether to continue pursuing the proposed new brand launch and, if so, to gain approval for a proper allocation of resources. A definite decision to proceed that is in alignment with senior management is needed at this point. The resources proposed to be allocated may need to be re-evaluated if the cost of the launch is deemed too high or too low. Re-submission may be required to obtain ultimate approval. A sample evaluation grid is shown in Fig. 33.

Consideration at this point should be made as to whether the new brand meets incremental consumer need, i.e., does the brand address an unmet or poorly met need as described above; does the new brand compliment the existing portfolio, i.e., will the new brand take volume away from existing portfolio brands; does the new brand show an advantage over the use of an existing brand; does the new brand achieve the appropriate business destination; does the launch remain within an acceptable level of risk; does the brand have a clear purpose in term of being better, different, or special as compared to existing brands; does the brand have a strong fit between the product and the concept; does the product fit within existing system constraints and capabilities; does the brand satisfy value chain business needs; is the brand long-term focused; and does the brand have strong system support? These basic questions will be addressed and readdressed throughout the decision making process.

If a negative procedural evaluation is obtained at decision block 3110, method 3100 advances to step 3112 and ends. If, however, a positive procedural evaluation is obtained at decision block 3110, method 3100 continues to step 3115 where an understanding of the local consumer opinions or "main frame" is sought. The objective of this step is to gain an insight into targeted consumers relative to the new brand opportunity so as to develop brand positioning and character.

The sought consumer insights may include, but are not limited to, (1) universal truths, values, and attitudes held by the consumer; (2) current perceptions and associations related to the opportunity, in other words, how does the consumer view the product, i.e., is the product for special occasions or a part of the every day routine; (3) reasons for choice for the category, the segment, the product, or the brand, i.e., does the consumer select the product for price, flavor, ingredients, or other reasons; (4) occasions for the category, the segment, the product, or the brand, i.e., when is the product used or consumed; and (5) understanding of the competitive set and the relevant frame of reference, i.e., who are the competitors, what is the availability of competing brands, what is the nature of the competing brands, how are the competing brands priced, and do the consumers have brand loyalty.

A sample consumer main frame example is shown in Fig. 34A and Fig. 34B. Further, this analysis can be applied to determine a consumer's view of a range of products on any number of different evaluations as is shown in Fig. 35. As is shown, a number of beverages can be evaluated in terms of being "modern" or "traditional" and in terms of being "artificial" or "natural". These responses can be charted on a scatter plot to determine the local consumer's mindset on the beverage industry as a whole.

Once an understanding of the consumer main frame is obtained, method 3100 continues from step 3115 to step 3120 where initial financial parameters are defined. Broad financial parameters are identified at this step so as to develop further the new brand concept and to guide product development. In order to achieve these goals, subject matter experts may be consulted to aid in the identification of product feasibility, operational considerations, and associated cost implications. In addition, reasonable assumptions should be made to determine a proposed initial range of expected revenues, cost of goods sold, and other expenditures. Issues to be considered include anticipated levels of consumption, price ranges, price points with respect to existing portfolio brands, impact on the existing manufacturing and distribution system, use of existing or new packaging, directional profit implications, and other types of financial issues.

From step 3120, method 3100 advances to step 3125 where several preliminary brand concepts may be developed. The goal of this step is to develop a range of different concepts. Once developed, targeted consumers can react to these concepts and help identify the most relevant, appealing, and persuasive concepts for the new brand. Preferably, a minimum of three (3) different concepts should be submitted. The number of concepts to be created may be based on the breadth of the ideas available to test. The range of ideas needed may be based on the insight gained in step 3115. Because clarity of communication is essential, the proposed concepts should be translated into consumer friendly language and supported by visuals.

The step of developing different concepts may include developing positioning architecture and then identifying the positioning components. Positioning architecture may include determining the target audience for the brand in terms of demographic and psychographic attitudinal descriptors. A frame of reference for the brand should be selected based upon how the consumers place the brand in the context of their lives and the nature of the products the brand should compete against. The functional attributes distinctive to the brand should be identified. These attributes focus on the nature of the product and how it will be perceived by the consumer, e.g., "no harmful additives" or "enriched with vitamin C". Likewise, the functional consequences delivered by the brand should be identified. These consequences focus on the consumers' perceived benefit in purchasing or consuming the product, e.g., "clean aftertaste" or "bold tasting". The psychological consequences relevant to the target consumers also should be identified. These consequences focus on the anticipated result of purchasing or consuming the product such as "lifts spirits" or "healthy". Preferably, a link should be created between the functional/psychological benefits that are most important to the target audience and the frame of reference.

Once the positioning architecture is developed, the positioning components may be identified. The target audience should be identified in terms of the most typical consumers that may give the brand a personality, e.g., "health-minded adults" or "value-conscious adults". A frame of reference for the target audience may then be identified as described above as well as a point of difference for the product. The point of difference should capture the primary feature or benefit of the product that differentiates it from the competition, e.g., "natural taste" or "no compromise choice." The point of difference should be meaningful to the target consumer, distinctive to the brand, and be factual based. Finally, identifiable support for the brand should be analyzed to determine if there is a reason "why" the positioning premise is believable.

Once the positioning components are identified, the brand concept may be developed. The brand concept should include a brand character and a core concept idea. This core concept idea should link the functional and psychological benefits and support a believable point of difference that is compelling for the target consumer, e.g., "an affordable drink that offers me good taste and vitamin C." A framework for the development process is shown in Fig. 36. Once the development process is completed, several concept boards may be developed as shown in Figs 37 - 41. As is shown, the concept boards may include a brief headline, a description paragraph, and visuals. The description paragraph should describe the concept of the brand in terms of the situation to be solved by the brand and the benefits of the brand. The visuals should include the brand's packaging. The concept boards thus provide a snapshot of the brand and its proposed message and imagery.

Once the preliminary concepts are developed, method 3100 advances from step 3125 to 3130 where the concepts developed in step 3125 are tested. The testing of the concepts is necessary to identify the concept, or a component of the concept, that will provide the greatest performance with respect to the business objectives and also provides a good fit with the product. In this step, the identification of the strongest concepts of the brand may be made and then followed by ways to improve upon the concept. Improvements may include brand and product attributes or associated imagery that may be leveraged to induce purchase and consumption behavior. For example, if the key functional consequence of the brand is "pure, clean taste", the functional attributes that create this consequence may be described in terms of taste, touch, smell, sight, and sound. From this point, suggestions or hypotheses may be made on how to deliver these attributes and consequences. An example of a testing template is shown in Fig. 42. From step 3130, method 3100 continues to step 3135. Early product development is performed in step 3135. The objective of this step is to narrow the product possibilities and then prioritizing those possibilities as to those that best meet the identified consumer opportunity. It is important to distinguish between the physical product itself and the proposed brand concept. Several different products and several different concepts may be considered in the development of a brand. The field of new products should be limited to those products that align with the overall product strategy and that meet product development requirements. When developing the new product, the desired functional consequences also should be considered. A profile of optimal products should be developed. Sensory groups or research and development personnel may be brought into the process early so as to gain alignment and also to allow as much time as possible to develop the best mode of the product. Financial parameters also should be considered to determine the cost of goods.

From step 3135, method 3100 advances from step 3135 to step 3140 where product testing is performed. This step is performed to identify the strongest products to meet the brand objectives. This step also produces a comparison of products tested on key ratings. These rating may include (1) overall rating/likeability, (2) alignment to concept, (3) purchase intent, and (4) superiority versus competition among a range of products. Use of both quantitative and qualitative investigation is suggested for situations with higher risk and less knowledge.

From step 3140, method 3100 continues to step 3145 where financial and operational considerations are identified. The objective of step 3145 is to assess system and financial reasonability and also to develop directional profit and loss information for the brand. These goals are accomplished by producing a preliminary value chain profit and loss evaluation on both an annual basis and over time. This evaluation may use assumptions based on the available information. The assumptions should be developed for at least the first three years of the introduction of the brand in terms of revenue, cost of goods sold, marketing expenditures, and other costs. These assumptions should determine the anticipated annual brand contribution and the economic profit. The analysis of profit and loss also should consider each party in the manufacturing/promotion/distribution chain to ensure that the brand will be profitable (eventually) for each link in the chain. Further, the analysis also should consider whether the existing chain has the capacity for the new brand or if additional capital investments may be required.

An adequate investment in the brand generally is required to ensure success. A successful brand launch may require a substantial investment for several years. A negative initial cash flow is not unusual for some time after the launch of the brand. Further, continued support throughout the initial years generally is more successful than intermittent investment. Initial investments in the brand may need to be higher if the competition is entrenched or if the brand expectations are high. As such, consideration needs to be made of both the costs of developing the brand and the possible competitive enrichment as a result of the launch. In sum, a long-term focus on investment generally is required.

After the financial and operational considerations are identified, method 3100 advances from step 3145 to step 3150. At step 150, the new brand proposition is developed. The new brand proposition focuses on the concept of the brand in connection with the product. The brand proposition should be consistent with the system and financial considerations described above. The brand concept should achieve a high likeability/purchase intent among the target group. The brand concept also should summarize the point of difference, the support points, and the frame of reference. The brand product should deliver against selected concepts such as the functional attributes and the consequences while meeting the system and financial objectives. The proposition may need refinement, based on the results of the concept and product tests and/or the operational and financial considerations. An example of a brand proposition is shown in Fig. 43. From step 3150, method 3100 advances to decision block 3155 where a second procedural evaluation is made to determine if the project warrants continued development. The process herein is similar to the evaluation grid described in step 3110. When deciding whether to continue with the launch, the proposed brand concept and the initial business proposition may be evaluated to assess objectively how well this project ranks with other opportunities. The financial assumptions and the value chain also should be considered. A preliminary marketing plan may be necessary to determine the anticipated marketing expenses. Support from all aspects of the manufacturing/ promotion/distribution chain should be confirmed. This evaluation should minimize overspending on projects that may not deliver the anticipated positive results. A sample evaluation grid is shown in Fig. 44. If a negative evaluation is obtained at decision block 3155, method 3100 advances to step 3112 and ends. If however, a positive evaluation is obtained at decision block 3155, method 3100 advances to step 3160.

At step 3160 the brand architecture positioning statement is finalized. The brand architecture may include consideration of (1) the human condition, i.e., the end goal or value into which the brand taps; (2) the sensory experience, i.e., the functional attributes of the product; (3) the functional and psychological benefits built on the functional attributes; (4) the motivations and occasions for the brand; (5) the competitive framework; and (6) the brand character, i.e., does the brand gain human character traits. An example of a brand architecture framework is shown in Fig. 45A and Fig. 45B. Similarly, the brand character description ensures that consumers have a clear view of what the brand stands for, the values, and the beliefs the brand represents. The character informs the tone and manner of all brand communications. An example of brand character is shown in Fig. 46. The analytical framework described herein then leads to the brand positioning statement. An example of a positioning statement framework is shown in Fig. 47. The goals, needs, and character of the brand should be summarized in this statement. The statement should be limited to the target market segment so as to avoid being all things to all people. Just because a group has not been specifically targeted, does not mean that their consumption will not be captured.

For example, if the brand is a carbonated soft drink made with purified water and the targeted group includes adults aged 25-49, the brand architecture may focus on an end goal of security and harmony; the psychological consequences may include helping the consumer build family memories; the functional consequences may include a genuine, true taste as remembered from childhood; and the functional attributes may include the use of purified water. The brand character therefore may focus on these attributes. For example, "New Brand X is a trusted companion whose calm, confident, and healthy attitude brings simplicity and clarity to my life which helps me feel that I am in control." The brand positioning statement may then include the target, the frame of reference, the point of difference, and the brand's support. For example:

To adults (25-49) going through the uncertainty of finding their place in the "new" X MARKET (target), NEW BRAND X is my carbonated soft drink (frame of reference) that adds comfort and joy to the moments shared with my family everyday (point of difference) because only NEW BRAND is made with purified water that brings out the true taste that I remember and trust from my childhood (support).

The brand positioning statement as is shown therefore communicates the_. essential message of the brand to the consumer.

From step 3160, method 3100 advances to step 3165 where the communications strategy for the brand is outlined. The communications strategy focuses on the direction of an integrated communications scheme for the brand. The communication strategy may include an evaluation of the puφose of the brand, the background, consumer content, the brand context, the competitive context, the brand strategy, the product content, brand positioning, and the brand character. This communication strategy leads to the creation of an integrated communication brief for brand elements such as advertising, package design, and packaging graphics. The strategy should specify the role of the brand, the desired consumer outcome in terms of the main idea of the brand and the desired behavioral change, the tone and manner of the advertising, the iconography, and the preferred media. An outline of a communications brief is shown in Fig. 48.

From step 3165, method 3100 continues to step 3170 where brand elements are developed. The objective of this step is to develop the appropriate packaging, packaging graphics, advertising, and brand name for the new brand based upon the communications step. Consideration of a new brand name may focus on a name or names that link the product with the desired brand positioning; a name that works well with the graphics; a name that is pleasing to the eye; a name that may be an "empty vessel" in that the name can be molded to mean a variety of things over time; and a name that can be protectable from a legal point of view. Evaluation of these elements may require the assistance of legal experts.

Upon completion of step 3170, method 3100 advances from step 3170 to step 3175 where the brand elements are tested. Step 3175 validates that the packing, packaging graphics, advertising, and the brand name align the brand with the positioning. The brand elements should have a high degree of likeability in the targeted population, positive purchasing intent, and preferably, be superior to the competing alternatives. In completing this step, the scope of the testing should be determined based on the magnitude of the launch and the associated risk. Larger brands may need all of the brand elements tested, while smaller brands may only need a few. The value of investing in research for the various components should be considered before the research has begun. The type of test employed needs to be consistent with the amount of risk or the knowledge needed. Situations with higher risk and less knowledge may need both qualitative and quantitative analysis. In other words, the launch of a brand outside of the promoter's usual product line may require more research and testing given the producer's lack of knowledge of the relevant market.

From step 3175, method 3100 continues to step 3180 where the product formulation is finalized. In order to meet the goal for the product, the product must meet consumer needs, deliver on the brand position, and fall within the agreed upon financial and operational parameters. Test results should be used to guide the decisions as opposed to counting on an absolute solution since the results may not indicate a clear winner in terms of financial success. Specifically, the product should deliver on the point of difference and the support factors as described above. Clear timetables should be used to ensure that product development timing meets the agreed upon launch dates. From step 3180, method 3100 advances to step 3185. System elements are developed at step 3185. Specifically, the objective of step 3185 is to develop system elements that help deliver the business destination and also that support the consumer and financial strategies. In other words, the production, distribution, and merchandising issues need to be addressed. In arriving at the system elements, key questions to consider in the context of production include whether the new product is made in-house or outsourced; where, how, and by whom will the product be made; how does the product impact current line capacity or other production logistics; and what are the storage requirements and do they differ from those of the current system? In the context of distribution, key questions may include what channels will be used; will the new brand use a direct or an indirect system and how does it differ from current system; how does this brand impact route trucks; is additional training required on product knowledge or storage; and what are the recommended stock levels? In terms of selling, merchandising, and equipment, key questions may include what is the selling story for incremental volume/profits; where will the shelf space come from; what is the merchandising strategy; what are stocking or merchandising norms; and is chilled equipment required? With respect to the channel and package fit, what are the estimated profit and loss calculations by pack and by channel? Any other type of similar issues also should be considered.

From step 3185, method 3100 continues to step 3190 where the economic proposition, including pricing strategy, is developed. This is done prior to the quantitative volumetric research described below, with revisions being made after the test results. In this step, full value chain profit and loss estimates are produced based on information available. As described above, value chain information concerns the profitability of the brand through out the manufacturing/promotion/distribution chain and elsewhere. Information to be considered includes the recommended product or concentrate fees as well as retail and consumer pricing guidelines by channel and package. Consideration should be made for any anticipated economic changes, such as currency devaluations or price increases in ingredients. This is particularly true of any possible negative economic developments. In evaluating a pricing strategy, consideration should be made of consumer price elasticity among key beverages/brands within the competitive set; development of different strategies between immediate consumption and future consumption as appropriate; the value-added proposition while still being competitive within the relevant beverage segment; and reaching agreement with key constituents on the strategy, other guiding principles, and contingency plans. Method 3100 advances to step 3197 to perform the quantitative volumetric research. The objective of step 3197 and thus the objective of quantitative volumetric research is to quantify the volume potential of the new brands as launched under various sets of assumptions. A simulated test market is one example of this type of research. This step produces volume potential and guidance on the best marketing activities and/or the level of activities needed to drive volume potential. From step 3197, method 3100 returns to step 3190 so as to repeat the economic proposition step described above as is needed.

From step 3190, method 3100 advances to step 3195 where a success criterion is determined by defining "success" against measurable benchmarks. As a result, quantifiable benchmarks for key consumer measures, aligned to the business destination, are produced. The benchmarks may be defined in terms of volume, market share, profit, or other types of targets. These benchmarks should be specific to the local situation and the results of the profit and loss analysis described above. Further action may be predetermined based upon whether these benchmarks have been met. The benchmarks may be changed in light of a change in circumstances. A sample benchmark framework is shown in Fig. 49. From step 3195, method 3100 advances to step 3198.

At decision block 3198, method 3100 determines if the project warrants moving to commercialization. In order to make this determination, the full brand proposition, including a Go-To-Market Strategy and all test results, should be reviewed. The evaluation grids also should be revisited to ensure that the brand proposition, with developed elements, continues to meet the defined criteria. An example of an evaluation grid is shown in Fig. 50. The proposed brand or business proposition may need to be reworked to proceed. The reason why the brand should be commercialized should be supported with the quantitative volumetric test results such that the overall benefits of launching should be apparent. This final evaluation may avoid further investment in projects that may not deliver the anticipated positive results. If a negative evaluation is given at decision block 3198, method 3100 advances to step 3199B and the method ends. If however, at decision block 3198 a positive evaluation was obtained, method 3100 advances to block 3199 and the brand is commercialized.

As with the portfolio steps described above, the brand launch techniques described herein are intended to be used as a guideline only. The techniques, however, should ensure that all relevant issues are considered, articulated, and tested. Although no set of guidelines can ensure a commercial success in the market, the steps described herein should promote a comprehensive and accurate analytical process. We again stress that although the foregoing examples have been in the context of launching a beverage brand, the underlying techniques are applicable to the launch or management of any type of product or service.

Claims

CLAIMSWe claim:

1. A method for managing a portfolio of a plurality of brands in a market, wherein said plurality of brands in said portfolio comprise a plurality of different products within a product category, said method comprising the steps of: evaluating a performance of said portfolio of brands; determining a plurality of opportunities to improve said performance of said portfolio of brands based upon consumer data; and formulating one or more brand initiatives to address said plurality of opportunities.

2. The method of claim 1, wherein said step of evaluating a performance of said portfolio of brands comprises considering a growth of said portfolio of brands in terms of profit.

3. The method of claim 2, wherein said step of evaluating a performance of said portfolio of brands comprises considering a growth of said portfolio of brands in terms of volume.

4. The method of claim 3, wherein said step of evaluating a performance of said portfolio of brands comprises considering a short-term and a long- term performance.

5. The method of claim 4, wherein said step of evaluating a performance of said portfolio of brands comprises determining a current performance of each of said plurality of brands and a desired performance.

6. The method of claim 5, wherein said step of evaluating a performance of said portfolio of brands comprises forecasting a future performance of each of said plurality of brands based upon said historical sales data.

7. The method of claim 6, wherein said step of forecasting a future performance of each of said plurality of brands comprises a linear forecast based upon said historical sales data.

8. The method of claim 6, wherein said step of forecasting a future performance of each of said plurality of brands comprises an exponential forecast based upon said historical sales data.

9. The method of claim 6, wherein said step of evaluating a performance of said portfolio of brands comprises determining a difference between said forecasted future performance and said desired performance.

10. The method of claim 9, wherein data concerning said performance of said portfolio comprise one or more data fields in a stored data structure of a computer readable medium.

11. The method of claim 1, wherein said step of determining a plurality of opportunities to increase said performance of said portfolio of brands based upon consumer data comprises analyzing said plurality of brands within said portfolio as to category.

12. The method of claim 11, wherein said step of analyzing said plurality of brands within said portfolio as to category comprises determining a volume for each of said plurality of different products in said market.

13. The method of claim 12, wherein said step of analyzing said plurality of brands within said portfolio as to category comprises determining a growth trend for each of said plurality of different products in said market.

14. The method of claim 13, wherein said step of analyzing said plurality of brands within said portfolio as to category comprises determining a percentage of said volume of each of said plurality of different products occupied by said plurality of brands.

15. The method of claim 14, wherein said step of analyzing said plurality of brands within said portfolio as to category comprises determining a growth potential for each of said plurality of brands with respect to said volume of said plurality of different products .

16. The method of claim 15, wherein data on said category analysis comprise one or more data fields in a stored data structure of a computer readable medium.

17. The method of claim 1, wherein said step of determining a plurality of opportunities to increase said performance of said portfolio of brands based upon consumer data comprises analyzing said plurality of brands within said portfolio as to consumption.

18. The method of claim 17, wherein said step of analyzing said plurality of brands within said portfolio as to consumption comprises considering a population estimate so as to determine a plurality of demographic segments for said market.

19. The method of claim 18, wherein said step of analyzing said plurality of brands within said portfolio as to consumption comprises considering consumer consumption data for said plurality of different products for each said of said plurality of demographic segments.

20. The method of claim 19, wherein said step of analyzing said plurality of brands within said portfolio as to consumption comprises determining a consumption volume forecast for each of said plurality of different products in said plurality of demographic segments.

21. The method of claim 20, wherein data as to said consumption analysis comprise one or more data fields in a stored data structure of a computer readable medium.

22. The method of claim 1, wherein said step of determining a plurality of opportunities to increase said performance of said portfolio of brands based upon consumer data comprises analyzing said plurality of brands within said portfolio as to demand.

23. The method of claim 22, wherein said step of analyzing said plurality of brands within said portfolio as to demand comprises defining a plurality of demographic segments for said market.

24. The method of claim 23, wherein said step of analyzing said plurality of brands within said portfolio as to demand comprises determining one or more needs satisfied by each of said plurality of different products within said product category according to each of said plurality of demographic segments.

25. The method of claim 24, wherein data as to said plurality of demographic segments for said market and data as to said one or more needs satisfied by each of said plurality of different products comprise one or more data fields in a stored data structure of a computer readable medium.

26. The method of claim 24, wherein said step of determining one or more needs satisfied by each of said plurality of different products comprises determining a plurality of reasons for choice for each of said plurality of different products within said product category.

27. The method of claim 26, wherein said step of determining one or more needs satisfied by each of said plurality of different products comprises determining a plurality of occasions for consumption for each of said plurality of different products within said product category.

28. The method of claims 27, wherein said step of determining one or more needs satisfied by each of said plurality of products comprises creating an index of performance for each of said plurality of different products within said product category depending upon said reasons for choice and said occasions for consumption.

29. The method of claim 28, wherein data as to said plurality of reasons for choice, data as to said plurality of occasions for consumption, and data as to said index of performance comprise one or more data fields in a stored data structure of a computer readable medium.

30. The method of claim 28, wherein said step of analyzing said plurality of brands within said portfolio as to demand comprises applying said index of performance so as to determine which of said reasons for choice and said occasions for consumption are satisfied by each of said plurality of brands within said portfolio.

31. The method of claim 30, wherein said step of analyzing said plurality of brands within said portfolio as to demand comprises determining which of said reasons for choice and said occasions for consumption are not satisfied by said plurality of brands within said portfolio.

32. The method of claim 31, wherein said step of determining a plurality of opportunities to increase said performance of said portfolio of brands based upon consumer data comprises prioritizing said reasons for choice and said occasions for consumption that are not satisfied by said plurality of brands within said portfolio in the context of each of said demographic segments.

33. The method of claim 32, wherein data as to said reasons for choice and said occasions for consumption that are satisfied by each of said plurality of brands and data as to said reasons for choice and said occasions for consumption that are not satisfied by said plurality of brands comprise one or more data fields in a stored data structure of a computer readable medium.

34. The method of claim 1, wherein said step of formulating one or more brand initiatives to address said plurality of consumer opportunities comprises determining which of said plurality of opportunities relate to which of said plurality of brands.

35. The method of claim 34, wherein said step of formulating one or more brand initiatives to address said plurality of opportunities comprises a promotional campaign directed at one or more of said plurality of brands that relate to one or more of said plurality of opportunities.

36. The method of claim 34, wherein said step of formulating one or more brand initiatives to address said plurality of opportunities comprises launching a new brand that exist outside of said market.

37. The method of claim 34, wherein said step of formulating one or more brand initiatives to address said plurality of opportunities comprises launching new a brand.

38. The method of claim 34, wherein said step of formulating one or more brand initiatives to address said plurality of opportunities comprises acquiring competing brands.

39. The method of claim 1, further comprising the step of determining a performance of said one or more of brand initiatives.

40. The method of claim 39, wherein said step of determining a performance of said one or more of said brand initiatives comprises ranking each of said one or more initiatives according to a required investment.

41. The method of claim 39, wherein said step of determining a performance of said one or more of said brand initiatives comprises ranking each of said one or more initiatives according to an anticipated financial return.

42. The method of claim 39, wherein said step of determining a performance of said one or more of said brand initiatives comprises analyzing one or more business risks involved with each of said one or more initiatives.

43. The method of claim 39, wherein said step of determining a performance of said one or more of said brand initiatives comprises evaluating a mix of said plurality of brands within said portfolio.

44. The method of claim 43, wherein said mix of plurality of brands comprises growth brands, star brands, profit brands, and niche brands.

45. The method of claim 44 wherein said step of determining a performance of said one or more of said brand initiatives comprises evaluating each of said growth brands, said star brands, said profit brands, and said niche brands over a period of several years.

46. The method of claim 1, further comprising a step of market clustering.

47. The method of claim 46, wherein said step of market clustering comprises evaluating consumer choice data in a plurality of markets.

48. The method of claim 47, wherein said consumer choice data comprises a plurality of reasons why a consumer selects a particular product or brand.

49. The method of claim 48, wherein said step of market clustering comprises creating a correlation index of said consumer choice data for said plurality of markets.

50. The method of claim 49, wherein said step of market clustering comprises clustering individual markets from said plurality of markets into groups based upon said correlation index.

51. The method of claim 50, wherein said consumer choice data in a plurality of markets, data as to said correlation index, and data as to said market clusters comprise one or more data fields in a stored data structure of a computer readable medium.

52. The method of claim 1, wherein said step of evaluating a performance of said portfolio of brands, said step of determining a plurality of opportunities to increase said performance of said portfolio of brands based upon consumer data, and said step of formulating one or more brand initiatives to address said plurality of opportunities, are implemented in part on a computer related medium.

53. A method for launching a new brand of a product in a market, said method comprising the steps of: determining a plurality of characteristics for a plurality of consumers in said market; developing a plurality of brand products; developing a plurality of brand concepts; selecting a brand from said plurality of brand products and brand concepts; developing a plurality of supporting elements to accompany said brand; and estimating a potential for success of said brand in said market.

54. The method of claim 53, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market comprises developing a project charter.

55. The method of claim 54, wherein said project charter comprises a description of one or more economic issues in said market.

56. The method of claim 55, wherein said project charter comprises a plan to address said one or more economic issues in said market.

57. The method of claim 53, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market comprises determining a mindset of said plurality of consumers in said market.

58. The method of claim 53, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market comprises determining one or more attitudes held by said plurality of consumers in said market.

59. The method of claim 58, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market comprises determining one or more perceptions of said product held by said plurality of consumers in said market.

60. The method of claim 59, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market comprises determining one or more reasons for choice of said product held by said plurality of consumers in said market.

61. The method of claim 60, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market comprises determining one or more occasions for consumption of said product by said plurality of consumers in said market.

62. The method of claim 61, wherein data concerning said plurality of characteristics for said plurality of consumers comprise one or more data fields in a stored data structure of a computer readable medium.

63. The method of claim 53, wherein said step of developing a plurality of brand products comprises considering one or more functional consequences of each of said plurality of brand products.

64. The method of claim 63, wherein said step of developing a plurality of brand products comprises considering an alignment of said plurality of said brand concepts with each of said plurality of brand products.

65. The method of claim 53, wherein said step of developing a plurality of brand concepts comprises developing a positioning architecture for each of said plurality of brand concepts.

66. The method of claim 65, wherein said step of developing a positioning architecture comprises determining a target segment of said plurality of consumers in terms of demographic and psychographic attitudinal descriptors.

67. The method of claim 66, wherein said step of developing a positioning architecture comprises determining a frame of reference for each of said plurality of brand concepts.

68. The method of claim 67, wherein said step of developing a positioning architecture comprises determining a plurality of functional attributes for each of said plurality of brand concepts.

69. The method of claim 68, wherein said step of developing a positioning architecture comprises determining a plurality of functional consequences for each of said plurality of brand concepts.

70. The method of claim 69, wherein said step of developing a positioning architecture comprises determining a plurality of psychological consequences for each of said plurality of brand concepts.

71. The method of claim 70, wherein data concerning said positioning architecture comprise one or more data fields in a stored data structure of a computer readable medium.

72. The method of claim 70, wherein said step of developing a plurality of brand concepts comprises developing a point of difference for each of said plurality of brand concepts.

73. The method of claim 72, wherein said step of developing a plurality of brand concepts comprises developing a core concept idea for each of said plurality of brand concepts.

74. The method of claim 73, wherein said core concept idea comprises a link between said functional and said psychological consequences.

75. The method of claim 53, wherein data concerning said step of developing a plurality of brand concepts comprise one or more data fields in a stored data structure of a computer readable medium.

76. The method of claim 53, wherein said step of developing a plurality of brand concepts comprises developing a concept board for each of said plurality of brand concepts.

77. The method of claim 53, wherein said step of developing a plurality of brand concepts comprises evaluating a financial viability of each of said plurality of brand concepts.

78. The method of claim 53, wherein said step of selecting a brand from said plurality of brand products and brand concepts comprises developing a brand positioning statement.

79. The method of claim 78, wherein said brand positioning statement comprises an identification of a target segment of said plurality of consumers, an expression of a point of reference for said brand, an expression of a point of difference for said brand, and an expression of one or more supporting reasons for said brand.

80. The method of claim 53, wherein said step of selecting a brand from said plurality of brand products and brand concepts comprises developing a brand communication strategy.

81. The method of claim 53, wherein said step of developing a plurality of supporting elements comprises developing a plurality of brand elements.

82. The method of claim 81, wherein said step of developing a plurality of brand elements comprises developing a brand name.

83. The method of claim 81, wherein said step of developing a plurality of brand elements comprises developing a brand package and a plurality of packaging graphics.

84. The method of claim 81, wherein said step of developing a plurality of brand elements comprises developing a brand advertising scheme.

85. The method of claim 53, wherein said step of developing a plurality of supporting elements comprises developing a plurality of system elements.

86. The method of claim 85, wherein said step of developing a plurality of system elements comprises developing a plurality of production resources.

87. The method of claim 85, wherein said step of developing a plurality of system elements comprises developing a plurality of distribution resources.

88. The method of claim 85, wherein said step of developing a plurality of system elements comprises developing a plurality of merchandising resources.

89. The method of claim 53, wherein said step of estimating a potential for success of said brand comprises developing a pricing strategy.

90. The method of claim 53, wherein said step of estimating a potential for success of said brand comprises a volume analysis.

91. The method of claim 53, wherein said step of estimating a potential for success of said brand comprises a profit and loss analysis.

92. The method of claim 53, wherein said step of estimating a potential for success of said brand comprises a quantitative volumetric research.

93. The method of claim 92, wherein said quantitative volumetric research comprises a simulated test market.

94. The method of claim 53, wherein said step of estimating a potential for success of said brand comprises determining measurable benchmarks.

95. The method of claim 53, wherein said step of determining a plurality of characteristics for a plurality of consumers in said market, said step of developing a plurality of brand products, said step of developing a plurality of brand concepts, said step of selecting a brand from said plurality of brand products and brand concepts, said step of developing a plurality of supporting elements to accompany said brand, and said step of estimating a potential for success of said brand in said market, are implemented in part on a computer related medium.

96. A system for facilitating the management of a portfolio of a plurality of brands in a market comprising: a storage device; and a processor connected to said storage device, said storage device storing a program for controlling the processor; said storage device storing data representing a performance of said portfolio of brands; said storage device storing data representing a plurality of consumer consumption habits in said market; said storage device storing data representing a plurality of opportunities to increase said performance of said portfolio of brands; and said processor operative with said program to receive a request for one or more of said plurality of opportunities based upon said performance of said portfolio of brands and said plurality of consumer consumption habits in said market so as to provide data concerning one or more of said plurality of opportunities.

97. A system for launching a new brand of a product in a market comprising: a storage device; and a processor connected to said storage device, said storage device storing a program for controlling the processor; said storage device storing data representing a plurality of characteristics for a plurality of consumers in said market; said storage device storing data representing a plurality of brand products; and said storage device storing data representing a plurality of brand concepts; said processor operative with said program to receive a request for one or more brands based upon said plurality of characteristics for a plurality of consumers in said market, said brand products, and said brand concepts so as to provide data concerning said one or more brands.