Empirical Conclusion from the Managerial Perception for the Various Multi-Brands Strategies and their Implementations
This study enumerates the implicit conclusions (i.e. rank/ importance of multi brand strategies) which are drawn from the managerial perception for various multi-brand strategies while interrogating the impact of such conclusions on the level of implementation of stated strategies. The study concludes that the strategies which have the higher perceptual rank (importance) are not necessarily implemented the most, as the strategy in terms of obtaining more shelf space has a lower comparative rank (importance as perceived by mangers) but it has the significant and highest level of implementation, while, the strategy in terms of occupying the various market segments has an insignificant level of implementations though it has a highest score of perceived importance by managers.
|Date of creation:||2011|
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- Mary W. Sullivan, 1992. "Brand Extensions: When to Use Them," Management Science, INFORMS, vol. 38(6), pages 793-806, June.
- Eli Segev, 1987. "Strategy, Strategy Making, and Performance---An Empirical Investigation," Management Science, INFORMS, vol. 33(2), pages 258-269, February.
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Department of Economics, Working Paper Series
qt1nr3k6nk, Department of Economics, Institute for Business and Economic Research, UC Berkeley.
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- Gregory S. Carpenter & Kent Nakamoto, 1990. "Competitive Strategies for Late Entry into a Market with a Dominant Brand," Management Science, INFORMS, vol. 36(10), pages 1268-1278, October.
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