14 findings
Strategic › Product & Brand Management
Market share goes with higher profitability, but intangible business factors shrink the measured link.
Strategic › Growth Paths
Lasting marketing gains are possible for sales far more often than for market share.
Strategic › Product & Brand Management
Most brands that make no competitive response have no sales harm to defend against.
Strategic › Value Leveraging
Higher customer satisfaction predicts faster-growing, steadier cash flow the following year.
Strategic › Product & Brand Management
In this product-harm crisis, baseline sales and marketing effectiveness fell while links between brands changed.
Strategic › Value Leveraging
In a Chicago grocery chain, category margins are higher where shelf prices rest more on brand demand and competing brands' prices and less on past prices.
Strategic › Product & Brand Management
Distribution breadth has the strongest association with new-brand growth rate and long-term market potential.
Strategic › Value Leveraging
Among marketing, research-and-development (R&D), and operations capabilities, marketing has the strongest link to firm performance.
Strategic › Growth Paths
Innovation ranks first among marketing levers linked to organic growth, with advertising second.
Strategic › Value Leveraging
Advertising spending usually follows and amplifies the business cycle.
Strategic › Product & Brand Management
Firms in three-generalist industries show higher operating return on assets than firms in other structures.
Strategic › Product & Brand Management
Products with wider distribution hold more market share per point of distribution.
Strategic › Value Leveraging
Higher market share goes with modestly better financial performance, and with other factors held equal the link is strongest for firms that sell to consumers or face a moderate number of competitors.
Strategic › Product & Brand Management
Parent brand equity and extension fit are linked to brand extension success, with extension fit slightly stronger.
Cross the framework