The practice of brand extension through licensing: The Spalding challenge
In this case study, the Russell Corporation's acquisition of Spalding creates an opportunity for Spalding's marketing staff to reevaluate their licensing strategy. Prior ownership has heavily leveraged the equity of the Spalding brand to generate maximum licensing revenues with a minimal concern for the long-term impact on the brand. Placed in the position of Spalding's Vice President for Marketing, the reader must grapple with strategic licensing factors such as the rise of the big-box retailer in distribution channels and product category congruence across extensions. Ultimately, with several licensing contracts up for renewal, a decision on the future direction of the Spalding brand must be outlined and defended in a presentation to the executives at Russell.
Volume (Year): 12 (2009)
Issue (Month): 3 (August)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/716936/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/716936/bibliographic|
When requesting a correction, please mention this item's handle: RePEc:eee:spomar:v:12:y:2009:i:3:p:185-192. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If references are entirely missing, you can add them using this form.