A recent article in the Harvard Business Review (HBR) caught my eye.1 It discussed the need for and steps involved in deleting a brand from your company's portfolio. Here are some of the facts from the article:

The remainder of this column deals with this particularly thorny issue and the ways in which business intelligence (BI) can help solve it. The HBR article provides substantial detail in terms of how companies can decide if they have too many brands and how to "prune" the underperformers. The author continues to say that this process is difficult because it is so subjective, open to differing interpretations and perspectives, and many times results in long and acrimonious debates. He recommends that these decision-makers "fill in their best guesses if the data on brand level profitability are not available...." This is where I started to get squeamish.

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