How to Slim Down a Brand Portfolio
The objective is not merely to divest brands,
but to achieve higher rates of growth for the brands that remain.

by Nikhil Bahadur, Edward Landry and Steven Treppo of Booz | Allen | Hamilton

To their credit, CPG companies have awakened to the risks of an overextended brand portfolio and begun to cut the fat with a vengeance. Unfortunately, brandportfolio liposuction can be high-risk surgery. CPG companies must walk a fine line. They must rid themselves of second and third tier brands that consume resources while receiving little space on store shelves, without losing the strong portfolios and geographic breadth that allow them to be influential, valued partners of major retailers.

Download the full article
(100k Zipped/Compressed PDF file)
 

Booz Allen Hamilton, a leading global consulting firm, has 19,000 employees serving clients on six continents. Integrating the full range of consulting capabilities, Booz Allen is the one firm that helps government and commercial clients solve their toughest problems with services in strategy, operations, organization and change, and information technology.
www.boozallen.com

Date article published: 07/2007