Purvi Shah
Purvi has ‘done’ marketing and now she ‘teaches’ marketing at the Robert A. Foisie School of Business in Worcester Polytechnic Institute, Worcester, MA. She has a diverse industry experience in the marketing/brand management function of mid-size to large corporations across consumer goods, retail, and real estate verticals. In marketing academics, she aspires to play her role as a researcher (knowledge creation) and teacher (knowledge dissemination).
Her research questions, in the context of discovery, attempt to explain and understand interesting and challenging marketing phenomena that have not received much research attention. She is also skilled at teaching and training budding managers. She believes that one of the most gratifying aspects of an academic career is the opportunity to teach and interact with students, to guide them, to develop a well-designed course and related materials, and to learn a great deal in that process.The overarching purpose of her teaching is to improve upon her students’ knowledge base by facilitating learning through creative, critical, and reflective thinking. Having worked in industry as a marketing professional and now applying those experiences in marketing academics explains her passion for marketing.
Address: 100 Institute Road, Worcester, MA 01609
Her research questions, in the context of discovery, attempt to explain and understand interesting and challenging marketing phenomena that have not received much research attention. She is also skilled at teaching and training budding managers. She believes that one of the most gratifying aspects of an academic career is the opportunity to teach and interact with students, to guide them, to develop a well-designed course and related materials, and to learn a great deal in that process.The overarching purpose of her teaching is to improve upon her students’ knowledge base by facilitating learning through creative, critical, and reflective thinking. Having worked in industry as a marketing professional and now applying those experiences in marketing academics explains her passion for marketing.
Address: 100 Institute Road, Worcester, MA 01609
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Papers by Purvi Shah
situations. Brand managers would benefit by having a guide explaining various factors that contribute to a successful brand deletion and providing measures of brand deletion success. Therefore, the purpose of this article is to present a list of success factors and outcomes of brand deletion, which brand managers can adapt to their specific brand deletion context and which academic researchers can use to further investigate the systemic aspects of brand deletion.
If brand deletion leads to improvements in business performance represented by better customer relationship management, superior competitive position, and boosts in financial performance without
degrading stakeholder relationships, it can be called a success. Various factors contribute to this success such as a proactive approach to brand deletion with the involvement of top management and cross-functional
teams, timely implementation of the decision, considering the strategic role and importance of the brand to be deleted in the overall brand portfolio, and managing interests of all key stakeholders affected by and
influencing brand deletion.
Marketing practitioners can use the guidelines provided in this article and adapt it to their individual idiosyncratic contexts during brand deletion decision-making and implementation. Researchers are encouraged to further investigate the phenomenon of brand deletion strategy and focus more research attention on developing strong empirical knowledge in this important yet under-researched field.
brands and consistently deal with strategic challenges related to
brand portfolio management, such as creating or acquiring
brands, growing brand equity, managing brands in the portfolio
and deleting brands. There is substantial research on several areas
of brand portfolio management except in the area of brand deletion.
This situation exists despite the fact that deleting weak
brands has important implications for a firm and its brand portfolio.
Therefore, it is critical to understand why firms delete brands
from their portfolios. This research applies a qualitative approach
using semi-structured interviews and thematic analysis in the
context of firms that adopt a ‘house of brands’ brand architecture
and presents findings guided by the strategic decision-making
literature.
Conference Presentations by Purvi Shah
situations. Brand managers would benefit by having a guide explaining various factors that contribute to a successful brand deletion and providing measures of brand deletion success. Therefore, the purpose of this article is to present a list of success factors and outcomes of brand deletion, which brand managers can adapt to their specific brand deletion context and which academic researchers can use to further investigate the systemic aspects of brand deletion.
If brand deletion leads to improvements in business performance represented by better customer relationship management, superior competitive position, and boosts in financial performance without
degrading stakeholder relationships, it can be called a success. Various factors contribute to this success such as a proactive approach to brand deletion with the involvement of top management and cross-functional
teams, timely implementation of the decision, considering the strategic role and importance of the brand to be deleted in the overall brand portfolio, and managing interests of all key stakeholders affected by and
influencing brand deletion.
Marketing practitioners can use the guidelines provided in this article and adapt it to their individual idiosyncratic contexts during brand deletion decision-making and implementation. Researchers are encouraged to further investigate the phenomenon of brand deletion strategy and focus more research attention on developing strong empirical knowledge in this important yet under-researched field.
brands and consistently deal with strategic challenges related to
brand portfolio management, such as creating or acquiring
brands, growing brand equity, managing brands in the portfolio
and deleting brands. There is substantial research on several areas
of brand portfolio management except in the area of brand deletion.
This situation exists despite the fact that deleting weak
brands has important implications for a firm and its brand portfolio.
Therefore, it is critical to understand why firms delete brands
from their portfolios. This research applies a qualitative approach
using semi-structured interviews and thematic analysis in the
context of firms that adopt a ‘house of brands’ brand architecture
and presents findings guided by the strategic decision-making
literature.