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Part one of this article examines the interplay between trademark law and marketing strategy in selecting a brand name. Part two presents several strategies for limiting the ability of rivals to select and use other brand names.

PurposeThe paper aims to review Sony Ericsson's brand management decision to leverage a brand from the Sony portfolio in their cellular phones.Design/methodology/approachThe paper draws on data from Sony Ericsson and brand portfolio theories.FindingsThe results reveal that the function of the Walkman brand has changed from a sub‐brand strategy that initially protected the Sony brand against potential failure of the extension via a graveyard brand with outdated product categories into a brand driver defining the category of Sony Ericsson's premium MP3 player cellular phones.Practical implicationsThe paper provides strategic brand management insights and thinking underlying the Sony Ericsson brand portfolio strategy and how new product categories can subvert incumbent brands.Originality/valueThis paper is of particular value to anybody seeking to understand brand‐based business development, including business managers, brand managers and academic researchers.

While there are almost as many opinions on finewines as there are wines and wine critics, mostwould agree that Chaˆteau Margaux, the famousBordeaux first growth, is up there with the verybest. It is a wine of which author William Styron(1992) wrote, in the novel Sophie’s Choice, ‘‘whenyou live a good life like a saint and die, that must bewhattheymakeyoutodrinkinparadise’’(p.151).Itwould beamarketer’sdreamtoextendtheChaˆteauMargaux brand. It could perhaps be broadened tolessrare,morereadilyavailableearlydrinkingwines.Or, partnerships with wineries in other countries

Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it.