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DV Hardware bringing you the hottest news about processors, graphics cards, Intel, AMD, NVIDIA, hardware and technology! We already knew for a couple of weeks about Intel's plans and today they have officially launched their new brand identity. Intel has been driving a fundamental shift in its approach to the market that began with the development of the Intel Centrino mobile technology platform. With the coming launch of new brands such as Intel Viiv technology, the new branding system simplifies and unifies the look and feel across Intel products and platforms in an effort to better communicate important characteristics and value to consumers. The new brand identity involves changes to the widely recognized Intel Inside logo that was created in 1991, and the original Intel “dropped-e” logo, which was created by Silicon Valley pioneers Robert Noyce and Gordon Moore 37 years ago as they were forming their new “integrated electronics” company. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising.
The purpose for Brand Architecture is to create a logical system of organizing and naming your products and services in a way that helps your target audience form a set of expectations about a particular offering in your portfolio and the brand as a whole. An effective brand hierarchy provides a structure to the brand family, allowing consumers to "fill in the gaps" and establish expectations and perceptions of the entire brand family based on what they know about one or some of the individual brand levels.
Brand hierarchies are critical across all industries and audiences, not just consumer packaged goods. Learn more about how to optimize Brand Architecture to provide a clear and leverage able ‘face’ for your business strategy.
Despite its continuing popularity, mergers and acquisition (M&A) has a terrible track record.
Early, continued, and focused consideration of brand during the deal can go a long way toward making sure that you create value rather than destroy it when acquiring other brands. The challenges of building value from acquired brands depend on the brand architecture you already have in place.
From a structural perspective, the house of brands architecture is the most accommodating for acquisitions. The challenge for a house of brands company is to manage and control the overall number of brands in the portfolio.
Operationally, the question is whether the acquiring company can provide new opportunities for a brand to flourish. All this is not to say that acquisitions are always smooth sailing for house of brands companies.
Branded houses are inherently hostile toward acquired brands, tending to fold them under the master brand umbrella.
AECOM, which provides technical services for large-scale infrastructure projects, had until recently gone to market as 21 different operating companies worldwide, most of them acquisitions with reputation in specific disciplines.
Especially in B2B businesses with well-managed customer relationships, a brand’s transition can be accomplished quickly.
Tata, the fast-growing Indian business group, is a prime example of just how complicated things can get. Companies that develop a systematic approach and a well-articulated brand architecture strategy will find it easier to decide what to do with an acquired brand. What makes M&A so often a “win the battle, lose the war” situation is that brand, a large and volatile component of a company’s overall value, is not kept front and center during the deal process. If you find our thought pieces on brand strategy and brand management insightful and would like a deeper understanding for yourself, your marketing teams or leadership teams we can develop a tailored learning solution for you. Brand Education is a core competency of The Blake Project, the brand consultancy behind Branding Strategy Insider. Branding Strategy Insider helps marketing oriented leaders and professionals build strong brands. Subscribe to Branding Strategy Insider Now and get regular updates and two FREE Chapters of Brad VanAuken's best selling book Brand Aid direct to your inbox. The company reorganized itself around the platform model last year, and is now focused on four key market segment opportunities: mobile, digital home, enterprise and health. The system includes new logos for Intel Viiv technology and Intel Centrino mobile technology, and re-designed logos for individual processors, chipsets, motherboards and other Intel technologies. Intel’s new logo combines the essence of both of these powerful symbols, building on Intel’s rich heritage, yet also signaling the new direction the company is headed today.


Reviews find that the chance of an acquisition increasing shareholder value is no better than a flip of the coin. The better defined the brand architecture strategy, the more likely a company will be to keep brand top of mind during the deal, value an acquisition appropriately, and have an effective plan in place to leverage the new brand assets. Procter & Gamble is the exemplar of this type, with many, many product brands independent of each other, targeting different customers across multiple product categories from pet food to toothpaste. Product brands can be slotted into position in the portfolio alongside the brands already there. At some point, the costs of managing a complex portfolio start to outweigh the benefits that each single brand can deliver. In the case of P&G, acquired brands are joining the preeminent consumer packaged goods marketer, with all the value-added opportunities that entails.
It’s certainly possible for P&G to overpay for an acquisition but it starts from a favorable position. Diamond Foods, a fast-growing company based in San Francisco, recently made a number of strategic acquisitions including Pop Secret and Kettle Foods.
There may be challenges related to knowledge transfer, lost expertise, or product overlap, for example. These use a single master brand to cover a portfolio of products and services that can be bundled in different configurations to serve different needs.
The cost of the acquired brand may even be a total loss—not an ideal basis for generating shareholder returns. The sales and customer service teams, your frontline troops, must be fully prepped and able to reassure customers that products and service will be maintained (or, even better, improved).
But as the market expanded and demand increased, AECOM needed a more unified approach to take advantage of global opportunities. But if the equity of an acquired brand is high, the acquiring company has no reputation in the business space, or some other risk is identified, a slower transition is advisable. Whereas a house of brands will need separate management for each business, a branded house will be able to consolidate.
Companies at either end of the brand architecture spectrum are clear about how they will treat an acquired brand. Tata group has more than 90 operating companies in seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products, and chemicals.
Without such a strategy, they are likely to base decisions on a limited perspective or a single variable (such as the brand equity valuation).
Join us for The Un-Conference: 360 Degrees of Brand Strategy for a Changing World, May 2-4, 2016 in San Diego, California.
As practitioners and educators we deliver interactive brand education workshops and keynote speeches designed to align individuals and organizations on essential concepts in brand management and empower them to release the full potential of their brands. Army and Wyndham Worldwide are some of the organizations that have turned to The Blake Project for help in meeting learning objectives.
We focus on sharing thought provoking expertise that promotes an elevated conversation on brand strategy and brand management and fosters community among marketers. The company has also announced that it will deliver a new platform for the digital home – Intel Viiv technology – in early 2006.
Brand contribution varies from business to business but can be over 50 percent in the case of marketing heavyweights like Coca-Cola, McDonald’s, and Disney.
Once a brand is acquired, its value will rise or fall depending on how the acquiring company manages it.
But if you go to market under one company brand, acquisitions can be much more difficult to manage.
P&G itself has successfully absorbed a steady diet of new brands, building up its pet food business by acquiring Iams and Natura Pet Products and its personal care business with the acquisition of Gillette.
That’s why P&G, Unilever, and other packaged-goods companies have been aggressively divesting or even shutting down brands over the past few years.
The chances are high that it’s going to be able to add value over and above what the previous owner was able to deliver and over and above what other bidders might be able to generate as well. Diamond has taken advantage of the existing distribution and retail partnerships of these acquisitions to extend the reach of Emerald Nuts and other brands already in its portfolio.


And smaller companies acquiring brands from a larger firm’s divestiture may have less infrastructure in sales, marketing, and R&D to support the acquired property, which can erode brand value. But with thoughtful and deliberate action, at least some if not all of an acquired brand’s equity can be transferred to the new owner. If the company brand changes but the salespeople, the experience, and the products and services remain the same, customers are far more likely to accept a new brand. The marketing team, meanwhile, handles the transition from a communications perspective so that customers aren’t confused or left in the dark about the brand change.
Based on a new, compelling brand positioning, AECOM was able to consolidate all 21 brands and establish itself as a global leader in its industry.
This builds trust and gives customers confidence that the new owners will manage the business at least as well as the previous ones did. Often, it will use the acquired products and services to enhance existing business, an efficient and value-building approach. Marriott uses its company name as the lead brand on some of its hotels, places it in an endorsement position on others (Courtyard by Marriott), and omits it entirely on its luxury properties (Ritz-Carlton).
For each of its businesses, it must decide how closely to associate the Tata brand with the products or services. They may end up with a house of brands strategy by default because they never considered the advantages of consolidation. A brand architecture strategy is not a cure-all that will guarantee added shareholder value, but it can definitely help. Make sure that your acquisition offer reflects the brand’s value in light of how you will use it. A fun, competitive-learning experience reserved for 50 marketing oriented leaders and professionals. BSI is a service of The Blake Project, a leading brand consultancy based in the United States, serving marketers around the world.
Leap ahead.” This tagline is Intel’s unique brand promise and is designed to communicate what drives Intel as a company, and what Intel makes possible.
Well, brand value is very difficult to measure, so it’s likely to get less attention than tangible assets without some structured intervention. Brands that fit into the P&G portfolio are likely to deliver more in that environment than almost anywhere else. You’d like them to believe it’s nothing more than a name change, meaning that equity has been successfully transferred. If branded house companies can mitigate their inherent structural disadvantages and recognize cost-saving and benefit-building opportunities available, they are still well positioned to increase shareholder value. A clear strategy means everyone will know how to treat an acquisition, so its value is less likely to be squandered. The speed, efficiency, and effectiveness of brand integration are critical: You don’t want acquired brands to be in limbo, wasting time, money, and effort.
In its Tetley acquisition, the name changed to Tata Global Beverages, though the tea bags are still called Tetley to retain the equity there.
To get your new brands adding value quickly requires a clear, step-by-step plan of action for everyone involved. It may find opportunities to launch better products, provide better service, or enhance the customer experience. In the hotel sector, where Taj is well established, Tata’s acquisitions get as much Taj as possible—Taj Boston (formerly a Ritz-Carlton), Taj Campton Place—with a few exceptions like The Pierre (a Taj Hotel) with specific existing equity. A brand architecture plan keeps brand front and center during the acquisition process and provides the evaluative framework that helps assess the potential value of an acquired brand.



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