Pete Canalichio
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Pete Canalichio’s “crisis-tested leadership skills” were forged not in a battle with the competition or a challenging business turnaround—although he has certainly excelled in those arenas—but in the dark skies above the Pacific Ocean as he flew a military jet aircraft whose engine had caught on fire. Clear-headed and decisive under those extraordinary circumstances, he has applied that same leadership style to every challenge and opportunity he has faced in a distinguished executive career with such firms as Coca-Cola and Newell Rubbermaid.
Most recently General Manager of CardScan, a $20 million global technology business unit of Newell Rubbermaid, Pete delivered both quick wins and strategic long-term growth while rejuvenating the organizational culture. In a prior role directing Newell Rubbermaid’s global licensing program, he earned the corporate MVP award for more than doubling royalty revenues and wholesale sales in just two years.
Previously, as Business Development Director at Tula Communications, Pete spearheaded an aggressive pursuit to become Samsung’s agency of record for its pioneering Olympic Torch Relay sponsorship—elevating both Samsung and Tula into world-class ranks in Olympic marketing. Pete has deep expertise in Olympic and sports marketing through prior positions with Coca-Cola, where he directed sponsorship activities in conjunction with the Salt Lake, Nagano, and Atlanta Games. He also negotiated numerous sponsorship and licensing agreements with high-visibility athletes and professional sports organizations, including MLB, NHL, NASCAR, and the World Cup.
Before transitioning to marketing and licensing arenas, Pete earned his MBA from the University of North Carolina and was recruited into the global finance unit at Coca-Cola. He rose quickly to managing $32 billion in transactions yearly as Treasury Operations Manager in London and built a strong foundation of business skills and diverse experiences within the world-class company. Throughout his career, Pete has operated in the global arena, having worked in more than 40 countries and managed extensive projects across national and continental borders.
After graduating from the US Naval Academy, Pete was an award-winning Naval aviator and instructor pilot, honing his leadership and decision-making skills as commander of a large multi-engine aircraft and 12-member crew during the height of Cold War tensions. With the absorption of his business unit into a larger organization at Newell Rubbermaid, Pete has decided to leverage his extensive brand licensing expertise and launch Licensing Brands, Incorporated, a company designed to help businesses maximize their licensing opportunities.
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With so much at stake, only those CEOs that are either reckless or desperate would consider licensing. Right? Maybe the problem isn't licensing, but its poor or improper execution? It's either the lack of sound brand guardrails in the brand licensing process or a failure to heed to those guardrails.
An increase in brand value can help drive revenue growth through higher consumer demand, improve gross margin by commanding a premium on prices and reduce business costs through improved supplier agreements. One method of valuing a brand is to take the market value of a company (total shares of stock outstanding multiplied by the company stock price) and subtract the value of its assets (found on the balance sheet).
What you need to know before you get started with licensing your brand. An easy way to get started on the topic of Brand Licensing is to break the subject into its two component parts – brand and licensing.
What are the 10 things Licensees should watch out for when they are thinking about licensing their brand?
Three ways to expand the licensing value of your brand include strengthening your brand's reputation, increasing your brand's extendability and delivering a best-in-class licensing program.
This article will help you understand brand licensing better, as well as address why companies license brands. We will also take you through the process of how to determine the license-ability of a brand, expectations of licensors and licensees, the brand licensing process and the royalty payment flow. To understand brand licensing better, one must understand the two component parts separately – brand and licensing. Let's begin with understanding the meaning of the term ‘brand.'
