TY  - JOUR
AB  - Considers the managerial processes that lead to the launch of successful line and brand extensions. Seeks to clarify the role, if any, that brand equity considerations have in the extension decision process. Uses a case study approach. Data relating to 11 extension launches were collected from major fast‐moving customer goods (FMCG) manufacturers in Europe, the USA, and Australia by The Boston Consulting Group (BCG). The output of the analysis is a set of propositions about the extension process, summarized in the form of a process model. Concludes overall that extension decisions are more about brand development than new product development.
VL  - 6
IS  - 4
SN  - 1061-0421
DO  - 10.1108/10610429710186752
UR  - https://doi.org/10.1108/10610429710186752
AU  - Ambler Tim
AU  - Styles Chris
PY  - 1997
Y1  - 1997/01/01
TI  - Brand development versus new product development: toward a process model of extension decisions
T2  - Journal of Product & Brand Management
PB  - MCB UP Ltd
SP  - 222
EP  - 234
Y2  - 2024/05/01
ER  -