The paper aims to review Sony Ericsson's brand management decision to leverage a brand from the Sony portfolio in their cellular phones.
The paper draws on data from Sony Ericsson and brand portfolio theories.
The 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strategy that initially protected the Sony brand against potential failure of the extension via a graveyard brand with outdated product categories into a brand driver defining the category of Sony Ericsson's premium MP3 player cellular phones.
The paper provides strategic brand management insights and thinking underlying the Sony Ericsson brand portfolio strategy and how new product categories can subvert incumbent brands.
This paper is of particular value to anybody seeking to understand brand‐based business development, including business managers, brand managers and academic researchers.
