Examines the value of mature brands. Argues that managing mature brands is an ongoing process of birth or revitalisation of established brands. Illustrates this by looking at a line of Pillsbury products, called Pillsbury Dough, since the 1960s. Notes the changes that occurred in this business and how the company reacted to them ‐growth in the 1960s, difficult times in the 1970s, revitalisation in the 1980s, and finally market expansion in the 1990s. Finally surmises management principles for mature brands.
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