Create a decision framework to define when [Company] should introduce a sub-brand versus using a descriptive product line under [Master Brand]. Evaluate triggers such as new-to-world propositions, distinct value pools in [Region], and risk of equity dilution. Quantify cannibalisation risk, portfolio complexity, and incremental revenue potential. Map parent/sub-brand responsibilities across positioning, pricing latitude, and channel focus.
Output format: (1) 150-word executive summary; (2) Decision tree (bullet/indented) with go/no-go criteria and thresholds (e.g., [Target Gross Margin %], [Minimum Revenue in Year {{Timeframe]}}); (3) Scored options table with columns: Option, Strategic Fit (0–5), Equity Leverage (0–5), Complexity Cost (£), Risk, Decision; (4) 90-day action plan with owners and dates.