To cope with these pressures and complexities, brand managers have had to create and manage brand teams that are often intricate and complex, involv- ing multiple brands, aggressive brand extensions, and complex structures involv- ing subbrands and endorsed brands. This set of challenges has created a new discipline that can be labeled "brand architecture" because it deals with relation- ships and structures not unlike those facing an architect who must design the structure and layout of rooms, buildings, and cities. A coherent brand architec- ture can lead to impact, clarity, synergy, and leverage rather than market weak- ness, confusion, waste, and missed opportunities.
To cope with these pressures and complexities, brand managers have had to create and manage brand teams that are often intricate and complex, involv- ing multiple brands, aggressive brand extensions, and complex structures involv- ing subbrands and endorsed brands. This set of challenges has created a new discipline that can be labeled "brand architecture" because it deals with relation- ships and structures not unlike those facing an architect who must design the structure and layout of rooms, buildings, and cities. A coherent brand architec- ture can lead to impact, clarity, synergy, and leverage rather than market weak- ness, confusion, waste, and missed opportunities.
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To cope with these pressures and complexities, brand managers have had to create and manage brand teams that are often intricate and complex, involv-ing multiple brands, aggressive brand extensions, and complex structures involv-ing subbrands and endorsed brands. This set of challenges has created a new discipline that can be labeled "brand architecture" because it deals with relation-ships and structures not unlike those facing an architect who must design the structure and layout of rooms, buildings, and cities. A coherent brand architec-ture can lead to impact, clarity, synergy, and leverage rather than market weak-ness, confusion, waste, and missed opportunities.
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To cope with these pressures and complexities brand managers, have had to create and manage brand teams that are often Intricate, and complex involv - ing multiple brands aggressive extensions, brand, complex and structures involv - ing subbrands And endorsed brandsThis set of challenges has created a new discipline that can be labeled "brand architecture" because it deals with relation - Ships and structures not unlike those facing an architect who must design the structure and layout of rooms buildings,, And cities. A coherent brand architec - ture can lead to impact clarity synergy,,, leverage and rather than market weak - Ness confusion waste,,And missed opportunities.
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