When markets turn hostile, it is no surprise that managers are
     tempted to extend their brands vertically - that is, to take their brands
     into a seemingly attractive market above or below their current positions.
     For companies chasing growth, the urge to move into booming premium or
     value segments also can be hard to resist.  However, leveraging a brand to
     access upscale or downside markets is more dangerous than it first
     appears.  Before making a move, managers should ascertain whether the
     rewards will be worth the risks.  In general, managers should avoid
     vertical extensions whenever possible.  There is an inherent contradiction
     in the very concept because brand equity is built in large part on image
     and perceived worth, and a vertical move can easily distort those
     qualities.  Still, certain situations demand vertical extensions.  One way
     to avoid any negative repercussions of accessing a downscale market is to
     launch a new brand.  Other options include repositioning the entire brand
     or using sub-brands.  Similar strategies can be used when moving a brand
     from a mainstream market into an upscale arena.