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It remains a challenge to satisfy all customers’ demands, remain profitable and maintain performance increases when market conditions keep deteriorating.
This paradoxical situation suggests that, despite their popularity in managerial practice, understanding of the drivers and benefits related to proliferation strategies may be incomplete, including the ways in which product proliferation affects brand and product portfolio’s performance. The author benefited from a Research Contract in 2010 at L’Oreal’s Consumer Product Division based in Paris/ Saint-Ouen (France).
The author would like also to thank Grenoble Ecole de Management for its support.
”In the past decade, products in many industries have grown more similar and thus confronted companies and brands with a disturbing, complex competitive situation.”
terms of market dominance, high market share firms in any industry aggressively expand their product lines, as do firms with relatively high prices or short existing product lines. Brand proliferation thus might increase a national brand manufacturer’s ability to raise the price of its products (Putsis, 1997), assuming that product proliferation increases overall demand for the firm’s products and its associated costs (Bayus and Putsis, 1999). However, to the best of our knowledge, no prior analysis has sought to put the benefits of proliferation strategies into perspective, in terms of their contributions to market share when market conditions are changing or declining.
We argue that under a product proliferation strategy, brand dominance is relative in any market share analysis.

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Terms of market dominance, high market share firms in any industry aggressively expand their product lines, as do firms with relatively high prices or short existing product lines.

Brand proliferation thus might increase a national brand manufacturers ability to raise the price of its products , assuming that product proliferation increases overall demand for the firms products and its associated costs .

Evaluating the performance of a product proliferation strategy, thus, remains necessary and topical for marketing and brand managers, particularly in changing market conditions, to avoid confusing the growth dynamics of mature vs emerging markets.

In this dynamic sector with growing demand though, changing market conditions may challenge the relevance of proliferation strategies and their contributions to brands market share performance and dominant positions.

According to academic literature, the effect of product and brand proliferation strategies depends on the distribution of market shares that result from the addition of new products and brands .
To manage the knowledge that the organisation holds, it is important to select a strategy that is appropriate to the firms context and link knowledge management strategy to the organisations overall strategy , as this link is integral for KM success in the organisation .

Knowledge stored in the minds of people and required for problem-solving is called tacit knowledge , which helps individuals produce explicit knowledge.

The project architect manages the architectural project within the firm and depending on the scope of works might manage the delivery of the full project acting as the project manager.

To enable the organisation to manage knowledge as a strategic asset, the organisation needs to identify and categorise the important knowledge which supports its competitive position.

To enable the organisation to manage knowledge as a strategic asset, the organisation needs to identify and categorise the important knowledge which supports its competitive position .
Indeed, the practice of environmental marketing is changing, becoming both more sophisticated and individualized to the particular conditions of the practicing organization and target market.

The astute manager understands that the practice has transformed from just selling green attributes to the green niche to a host of potential strategies that have proven successful across a number of contexts.

The traditional approach to environmental marketing is to market the pure-green attributes of a product or service to consumers who hold values and beliefs that compel them to pay attention to the environmental impacts of the products they purchase .

Second, this strategy is more resilient to changes in customer attitudes toward green products because it provides a superior offering without reliance on green claims.

Third, customer benefits are often embedded in greener products simply because of the nature of the products themselves.

Marketing green products has evolved from a narrow pursuit, focused on convincing a niche market to buy green for the sake of green, into a complex yet vibrant activity in which the functional benefits of green products are recognized and promoted to a broad audience.

While some argue that the marketing of green products has lost its effectiveness, innovative companies have found ways to capture market share and increase profits through environmental marketing.

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