Logical brand management in a dynamic context of growth and innovation

Purpose – The aim of this paper is to propose a consistent framework that allows the brand manager to detect innovation/growth opportunities and risks. Design/methodology/approach – The paper is based on an extensive theoretical study of innovation and growth approaches combined with analysis of cases (Dell and Red Bull) and many practical examples. The different approaches are compared at three levels: the customer value, the process and customer segment level. It also uses principles of the logical brand management model, proposed in a JPBM (2004) article as a benchmark. Findings – The paper shows that many frameworks still focus too much on the firm's perspective instead of the customer perspective. An approach is proposed in which growth and innovation starts from the customer value. It allows to detect potential opportunities and risks at a very detailed level. Research limitations/implications – The growth and innovation model proposed may be used in a business‐ to‐consumer and a business‐ to‐business context (as illustrated with the cases and examples). Practical implications – Continuous adjustment of the customer value, by manipulating importance and satisfaction rates of different brand drivers leads to a continuous redefinition of contextual segments. In an effort to keep current customer segments and to attract new ones a balance must be sought continuously when adjusting the brand drivers. This kind of audit may also be perceived as a risk management approach for brand managers who want to evaluate innovation and growth options. Originality/value – This paper “integrates” many innovation and growth approaches into “one” consistent approach.