Download Brand Stretch: Why 1 in 2 Extensions fail, and how to beat by David Taylor PDF

By David Taylor

David Taylor's insightful and encouraging glance contained in the global of brand name stretch finds the genuine purposes for the bad luck cost during this region and offers a pragmatic programme to assist advance your possibilities of luck. The 'brand extra price' strategy guarantees that extension efforts specialize in promising and offering compelling, aggressive shopper merits.

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Additional info for Brand Stretch: Why 1 in 2 Extensions fail, and how to beat the odds

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This is like trying to solve a jigsaw puzzle with too many pieces, and ones not even designed to fit together in the first place. Teams from different product categories or geographic markets invariably end up ‘fighting their corner’. A watered-down compromise is drafted to keep everyone happy, but this bland and uninspiring strategy gathers dust in the filing cabinet, being of no practical use to anyone. Back to the future A better way to develop a masterbrand positioning is to start with the future and work back to reality.

Finally, support was reduced or removed on older and more traditional products that did not fit as well with the vision, such as bouillon cubes and gravy mix. 1: Vision team tips. Overall: Experience on 50 brand visioning and positioning projects shows that many of these fail to add enough value to the business. They end up being theoretical exercises that ‘go through the motions’, filling in boxes but not driving a better brand mix. The following tips have been learnt from the more successful projects that did actually make a difference: 1.

Stage three: Indirect stretch The third and most ambitious part of the stretching programme was to move into more distant markets that did not have a direct link to the personal wash area. Dove became 14 BRAND STRETCH an ‘umbrella concept brand’ based on the broader idea of ‘simple, mild moisturization’. These ideas were hotly debated, as they pushed the brand boundaries further than had been imagined possible by many senior managers. Interestingly, the project champions came not from the brand’s US homeland, but from two of the younger Dove markets.

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