Global Journal of Management and Business Research, E: Marketing, Volume 21 Issue 4

VII. C onclusion After examining the research done in the fields of sales strategy and subbrands, it is clear that there is a huge scope for creating subbrands in the industry even though until now there is no clear research done on the implementation of sales strategy on subbrands. Though by analyzing the research done in both the fields, it is clear that there is a scope for further empirical research on developing sales strategies for subbrands. Although there are some challenges with implementing sales strategies for sub- brands, authors support the fact that subbrands increases the brand image and sales of the company with less cost of introduction. Different authors have different views on sales strategy, though each of those can be considered for designing strategies for the subbrands. Berk, Harald and Karl (2010) conducted research on evaluating the effect of marketing strategy on brand sales and Felix and Tobias (2015), analyzed the consumer behavior and found out the effect of pricing on sales, further research on designing sales strategies on subbrand can be developed in the same line. The strategy model shown in figure 1 and the proposal for further research shown in figure 2, gives a clear direction for further research to be done in the field of developing sales strategies for subbrands at levels. Additionally, as Aaker and Keller (1990) indicated in their research, there is a huge scope for brand extension through sub branding given the fact that the sales/ marketing strategies are properly aligned with the parent brand. R eferences R éférences R eferencias 1. Chernatony, L. D. (2001). A model for strategically building brands. BRAND MANAGEMENT, 32-44. 2. Frederick E. Webster, J. a. (2004). A roadmap for branding in industrial markets. BRAND MANAGEMENT, 388-402. 3. Schaefers, F. Z. (2015). Do Price Promotions Help or Hurt Premium-Product Brands? JOURNAL ADVERTISING RESEARCH, 272-283. 4. Sawhney, M. S. (1998). Leveraged High-Variety Strategies: From Portfolio Thinking to Platform Thinking. JOURNAL OF THE ACADEMY OF MARKETING SCIENCE, 54-61. 5. Merrilees, B. (2005). Radical Brand Evolution: A Case-Based Framework. JOURNAL OF ADVERSTING RESEARCH, 201-210. 6. Krishnatray, A. P. (2008). -Rethinking Branding: The Need for a New Conceptual Framework to Analyze Customer-Based Brand Equity. THE ICFAI JOURNAL OF BRAND MANAGEMENT, 31-38. 7. Cheng, P. L. (2008). Sales Warriors: What Makes Brand Sales Performers Successful? THE ICFAI JOURNAL OF BRNAD MANAGEMENT, 7-15. 8. Peter H. Farquhar, J. Y. (1992). Strategies for Leveraging Master Brands. MARKETING RESEARCH, 32-43. 9. M. Berk Ataman Harald J. Van Heerde, a. C. (2010). The Long-term Effect of Marketing Strategy on Brand Sales. JOURNAL OF MARKETING RESEARCH, 866-882. © 2021 Global Journals Global Journal of Management and Business Research Volume XXI Issue IV Version I Year 2021 ( ) E 17 Sales Strategies of Sub Brands Figure 2: Proposal for further research