Defining dual-brand, customer-centered strategies for SKB and NANUK
Brand & Stakeholder Communications
After the merger of SKB and NANUK, the organization needed a dual-brand portfolio strategy to both prevent cannibalization and grow market share.
Client: SKB Cases / NANUK CasesRole: Associate Director, StrategyAgency: The Program
Challenge
Post-merger, SKB and NANUK would be sharing all internal resources, leading to a high risk of cannibalization, given that both brands sell the same type of products. Without a clear playbook on how the brands would maintain distinction while growing market share, they risk:
Market confusionBrand convergenceInternal inefficiencyLoss of strategic positionDestruction of investment valu
Insight
SKB and NANUK had clear value distinction and consumer/customer audiences that could be preserved and deepened as an internal defense to cannabalization and an external offense to growth.
Approach
Conducted stakeholder interviews and extensive company and market research.
Designed and facilitated a 2-day, in-person workshop with marketing, product, and sales leadership to define how they understand, serve, and grow relationships with customers across the brands, and as a unified team.
From the workshop outputs, we produced a brand portfolio strategy playbook that drives collective growth while protecting each brand’s core identity, strengths, and market role.
The brand portfolio strategy playbook resulted in foundational principles, frameworks, and governance for ensuring that the newly unified organization’s growth strategy was based on innovating differentiated customer experiences across brand, product, marketing, and sales.
Value
