Alexandra R. GlazerBrand Management, MKT 4515 Professor Fisher Final Exam May 3, 2012
1. Brand Organization A. Brand Architecture Acushnet Company, House of Brands • Golf Brands: Titelist, Pinnacle, Cobra, BullsEye, FootJoy • In 1932, the golf ball division was created although it originally started off as a company producing rubber. Each of these brands has a specific segment or product that they are targeting that is unlike the other products (all horizontal brand extensions that add completeness to company). Keeping the brands seperate allows each to create their own reputation of excellence in a specific niche without that influencing any of the other brands. For example. although Titleist focuses on the needs of the serious and professional golfer , Pinnacle targets the value concious golfer instead. Titleist, Branded House • Golf Brands: At time of case, none • Now (Vokey Design, Scotty Cameron, Titelist Preformance Int.) • Titleist has come to stand for excellence, products with Titelist on them will sell better. Because Titleist is a very specific segment of people looking for elite equipment, the people who buy these products do not want their equipment associated with what may be perceived as a lower quality brand because it costs less. Having Titleist actually produce the products for quality while having big names like Scotty Cameron & Bob Vokey tied to the brand, will add another level of credibility . Nike, Branded House • Golf Brand: Nike Golf • Nike s brand awarenessand recognition is extremely high throughout all categories in the general sports industry and is a top competitor. For them it is important to keep their name on everything because it can attract even an amateur player or loyal Nike fans to the merchandise. On that same note, Nike is capable of producing much more than balls but also golf gear from head to toe. Because Nike has a wider range of products and they are more commercial with only a small golf segment, it may be inferred that their technolog is not as developed. There is a lot of weight in the brand name of Nike, and keeping a stable identity is important to them. Their brand equity is already so high throughout the sporting goods industry so there is no need for them to create a new brand.
B Titleist Core & Extended Brand Identity Logo Celebrity Endorsements Sponsors Merchandise "#1 Ball in Golf" Tournaments Tiger Woods X-Ray Tech. Premium Serious Golfers Professional Wound Balls Brand Identity has two different ways of breaking down. First it is important to lookat the core and extended identity of the brand. The core is the root of the business, theconstant and timeless essence of what they stand for that will always be represented ineverything they do. The extended identity is intended to enhance the brand by providingtexture and completeness. This part of the identity is allowed to change based on changingtrends and consumer needs. Titlelist prides themselves on being a premier brand withtechnologically advanced equipment for a serious amateur golfer or professional purposes.This will always be the niche that they representing. However, in the extended identity arethings such as sponsors and endorsements, which will change over time, for example TigerWoods is no longer signed on as of 2011. #1 Ball in Golf was their tagline at the time, butthis is allowed to change as well. The second way to look at brand identity is through brandas a person, organization, product and symbol. The following chart details these elements.
Brand Identity Organization Product Titleist is an organization The product of Titleist is a Person Symbol that provides trust top of the line premium The person who Titleist can be indentified because of so many years good that has specializedrepresents Titleist will be a by its cursive black logo. in the industry and global golfing equipment for serious golfer who enjoys Titleist is derived from the recognition. Lots of different terrain, strokes, the game and talking word "titlist" which means research and development etc. The equipment hasabout the equipment they title holder. This brand is conducted by the team state of the art technology use or a professional who logo is consistent on all to make sure their to make it the best in the is looking for high products and promotes technology is top of the industry. These products preformance. easy brand recognition. line and in sync with are the best, used by the consumer needs. best in the sport. C Brand Positioning Statement “Titleist is a world recognized brand as the premiere line of golf equipment used by serious golfers and professionals that yields high performance thus feelings of prestige and success when using these products.” Although the brand positioning statement is targeting a very specific niche and leaves out the amateur golfer, Titleist is supposed to be the premium brand as opposed to another Acushnet brand Pinnacle that is directed more toward this left out segment. In addition the technology in Titleist products would not benefit the novice golfer as certain products are designed for skills only more experienced players are able to master. Titleist appeals to their customers by providing a highly functional product with emotional and self-expressive rewards because of the feelings of success after using this products and well recognized premium brand logo.
D Brand Equity (Kopp)The Kopp model of Brand Equity is formatted as a pyramid as shown above. All of theseelements are the product of strong brand equity. Here are the components furtheranalyzed.Brand Personality, (Thinking + Feeling = Gestalt) Thinking: “Titleist is the ball of excellence used by the best golfers there are, year after year they win tournaments with the help of the special technology in this ball.” Feeling: “I trust using this ball because I have seen the results it produces. When I use this line of products I feel special and elite because it is top of the line quality.” Gestalt: “Titleist, the ball you can depend on.”Authenticity Acushnet Company is the master brand behind Titleist. They have been around since 1910 and have a reputation of producing excellent quality throughout all of their brands. Titleist has many award recognitions and has been the most played ball of winners of several PGA Tours, US Open and other prestigious tournaments.Brand Assets Logo: Their tagline, “#1 Ball in Golf” pretty much says it all. Prior to the 1990s when the revolution began, Titlelist completely dominated the professional golf ball industry.
CVP, Function + Emotional + Self Expressive Titleist yields all three factors of a strong CVP. Functional benefits are obvious, ahigh quality, success producing ball. Emotional benefits are the feeling you get from using aball with such history that your father and grandfather probably also used. Also included inthis is the emotion you receive when the ball brings you success. The self-expressivebenefits are that this brand is a premium good and thus extending a piece of yourself to say“yes I use expensive, top of the line golf equipment.” Although this product is sold at ahigher price, their target is willing to pay because the benefits from the all three aspects ofthe CVP are relative and balance out a high cost.Value/Delivery Titleist products are only sold in very particular markets: “on course” retail shops,pro shops, golf specialty stores, and high end sporting goods stores. They do this becausethen the good becomes something that is not as easily attainable and provides more valuein terms of prestige and selective users. If not just any golfer has the opportunity to use thisball, then the ball further becomes a ball of the elite golfers who chose to seek it out. Asmentioned previously in regards to the CVP, the benefits are high and so is the cost, thus abalanced value is established. D. Recommendations for Titleist Going Forward Based upon how the golf ball marketplace is changing, I would make 3recommendations for Mr. Uihlein to consider in going forward with a competitive strategy.These recommendations include establishing a strong brand community through thedevelopment of lifestyle branding, new product development, and similar to the secondsigning on a new celebrity to endorse the new product whether it be something not evenon the marketplace or the solid golf ball. I believe all of these strategies will work becausethey are multifaceted with functional, emotional and self-expressive benefits. Titleistalready has many generations of extremely loyal fans, creating a brand community throughlifestyle branding or having the ability to use Titleist in other areas of your life off the golfcourse, will allow consumers to fully embody the Titleist brand. In addition, this will beadditional advertising because the usual fans will be wearing the brand or using nonrelated products with the logo. It is important here to still be consistent with the core andtarget market when establishing lifestyle branding. This would ideally be modeled afterPorsche or Harley Davidson and their ability to establish their brands in the everyday liveson consumers. The reason why I feel like this would be a good recommendation is becauseit is easier to retain loyal customers than bring in new ones. Making the already establishedfan base feel a part of the Titleist community is a great way to pull people back in. It hasalways existed, now they have a larger way of expressing it with people alike. I also feel like new product development would be a smart decision for Titleist.Although the solid ball is gaining a lot of momentum in the industry, Titleist has never beenone to be a part of the crowd. I would generally advise that Titleist not conform to this
trend, but rather establish a new ball that makes them stand out even more in the industryas the #1 ball. Easier said than done I’m sure—Titleist is known for their advancedtechnology and they would be able to do the research and development themselveswithout outsourcing. Perhaps they could even revamp their signature wound ball (which Ihave put in to the core identity) and have that be launched to gain back people who initiallyliked the ball anyway but were distracted by the hype of new solid balls. I am alsosuggesting that with this new product launch comes a large celebrity to endorse theproduct and have it run under his name. If Titleist is faced with the decision of toincorporate solid balls in to their line just because everyone else is having them, theydefinitely will need an endorser to make this ball further differentiated. Titleist is supposedto be the face of excellence in the industry with top performance equipment and players.Adding a big name professional player to endorse this product will not only create evenmore face time for the brand, but the professional will use this ball and win (promotesfunctional), the golfers who want to feel like they are this professional will use the ball(emotional), and lastly the golfers who want to be seen with an exclusive brand name ballby their favorite golf company and player will buy this ball (self-expressive). Adding thecelebrity golfer back in to the Titleist brand will help Titleist regain credibility and up theirbrand awareness and visibility.3. Brand Strategy DecisionA. If Saucony wants to launch a new shoe for the sport of volleyball, it is myrecommendation that they are going to need to launch a new brand as opposed to a brandextension. Time and time again we have discussed in class that Saucony struggled withmanaging their brand in terms of how to compete with the big names out there. Finallyafter discovering that the consumer perception was that Saucony was a great running shoe,the company decided to focus all of their efforts toward this niche and stay there. With thatsaid, there are several points to bring up. First, Saucony cannot add a volleyball brand extension where running is not themain focus, when Saucony’s reputation and image is now solely about shoes for running.However, if Saucony did want to make brand extensions, a smarter decision would besomething such as a track and field shoe or a sprinter shoe, etc. In addition inconsistent lineextensions can dilute and create a lot of confusion as to what the company stands for,weakening the CVP with customers. For this reason, when they do develop a new brand, Iwould suggest a House of Brands structure so that the Saucony name is not visually tied tothe new company, but rather people will just know that they are behind the operations. Secondly, because Saucony has been managing a niche which is much different thanmanaging other brands, we know that they are capable of being successful within theirdesired target market. On that note, as a volleyball player for all 4 years in high school, I
have never been directed to purchase a certain shoe for the game. Certainly there arevolleyball shoes being sold at the moment, but there is not one company in particular thatis known specifically for their volleyball shoe. If Saucony was capable of developing anadvanced technology based on specific consumer needs, this to me would seem like a bigidea in a big category, and furthermore support why I am recommending a new brandlaunch. Nike, the largest threat in the industry, may have a volleyball shoe on the market,but my assumption is that they have this shoe to say they have a shoe for every sport andthe technology is not nearly as developed and specialized as it could be. The new brand is a smart business decision because they are experienced intargeting specific segments and developing technology specific to the athlete. Being avolleyball player, if I had discovered that Saucony the niche running brand was creating anew niche volleyball brand, I would expect they are going to be delivering the same qualitybut with a different sport. This however, also opens the company up to several risks. With every new operation, of course there are inherit risks. If Saucony does developthe new volleyball brand, there will be a high expectation of these volleyball shoes becausethey are going through such effort to create a new brand all together. There are going to bea lot of initial costs including the research and development for this new technology alltogether as well as all of the promotion and advertising expenses that come with a newbrand on the rise. One risk would be for all of Saucony’s money to go toward launching thenew brand, and see Saucony’s numbers plunge because not enough money will be allocatedtoward maintain the Saucony image.C. A silver bullet is defined as a small opportunity that is capable of turning around anentire brand. Though I feel like the obvious answer to this question would be to discussDiesel and their concept of the StyleLab, to me I don’t feel like this actually is the bestchoice. Diesel decided to develop an upmarket brand of luxury meets casual that closedshortly after it was launched. In my learning, I’ve come to find that a silver bullet is theiconic product that turns around an entire brand image; how can a product turn around thebrand if it is no longer even in existence. I understand that this brand had the potential tobe a silver bullet, but I would rather discuss a company that completing revolutionizedthemselves. For this reason I believe that the Mini Cooper case best demonstrates a silverbullet strategy. In 1995, BMW acquired the Rover Group in search of a compact vehicle which wasknown for its small car the “Morris Mini-Motor”. Although it was introduced to the US inthe 1960s, it only sold 10,000 cars within 8 years. BMW took the brand under their wingsand re-launched it as MINI with an entirely new strategy for success that turned the carinto something iconic, with social and cultural relevance. They knew that in order to do thisthey had to “climb to the top rung of the emotional ladder” (Fisher). Although the product
maintained its core with the oversized headlights and general shape, safety, highperformance and customization were added features that were important to consumers.MINI was able to define the company through a variety of non-traditional techniquesbefore the public had time to define the brand for them. Though the product wasn’t entirelynew, the revolution of this car and what it stood for completely changed the way peopleviewed MINI. I am not looking at the Mini Cooper as necessarily a silver bullet for BMW asthey are separate brands and it didn’t have a lot of impact on the master brand, but ratherfor its own brand reputation. This opportunity to reevaluate the brand personality andmake MINI in to an icon made the value of this car much higher, and appeared to be anentirely new unique product on the market, thus a silver bullet.C. Skippy Peanut Butter has declined by 3 market share points over the last two years.Market share is the product of awareness, trial, repeat and distribution. It is important thatthe problem is identified so that Skippy can quickly find a solution to get our market shareback up. It is important to note that there is a difference between perception andpreference, and although a consumer may perceive the company a certain way, preferenceis what actually makes the consumer buy the product or not. I will use these tools todetermine the attributes of peanut butter that customers like best and how we can bettercommunicate that to our target. As the brand manager I am going to use conjoint analysisand perceptual mapping to discover where the disconnect is between brand and consumer. Conjoint analysis is a predictive technique that will measure the value of trade offand options to a given concept. In other words, this model realizes that people weighdifferent attributes with different amounts of value, and this allows us to see which of theseattributes are weighted most heavily and why. Conjoint analysis is useful because insteadof just looking at the attributes on a numerical scale, it also provides insight in to theconsumer behavior of why they do or do not prefer something. Therefore they are able tosee what is important to people who are interested in buying peanut butter and howSkippy compares. This may be helpful because perhaps they are focusing on promoting anattribute that is not important and rather lacking in something that is. The next technique to examine declining market share would be to use a perceptualmap. There are two types of methods when using a perceptual map, attribute rating andoverall similarity. Determining which to use is based on whether or not the attributes forour product can be easily communicated, (hard or soft). Although peanut butter does have“hard” attributes, it is hard to differentiate peanut butter brands from one another and thusit might be better if overall similarity is used because we already know that their attributesare similar to begin with. The graph will place Skippy in comparison to other brands basedon the similarity in responses from consumers interviewed and receive a much moremultidimensional response. This will allow for Skippy to find ways in which they can
differentiate themselves because we can see the current product positioning and shift it towhere necessary. On another note, I think Skippy may have actually done some analysis tools becauseupon researching I discovered that Skippy now has a line extension “Skippy Natural” thathas lower caloric content and different ingredients. It can be inferred that as a result of thisline, perhaps they found that people want a healthier option for their peanut butter andthus the creation of Skippy Natural.4. Traditional vs. NewA. As the launch team manager of Cinch, I am suggesting that we implement a newmedia campaign in our efforts to make the product as successful as possible. This type ofadvertising has many beneficial factors as long as the risks are managed properly. Withoutresearch one might think that because this product is directed at middle age women, thatnew media is a poor choice because it is out of the target markets reach. This is wildlyincorrect because new media is not synonymous with just Facebook and Twitter which aredirected at younger generations, but has many other platforms for a variety of segments.The problem with traditional forms of media is that people are not using them as muchbecause they appear to be more time consuming. For someone who wants to watch atelevision program but does not have a lot of extra time to sit around, they have probablyDVRd the show or will watch it online and skip through the commercials anyway.; thisperson that doesn’t have all this extra time is exactly Cinch’s market and we wouldn’t bereaching them. In addition, reading magazines is also becoming less popular as it takes upmuch time and electronic copies can be more convenient. New Media is able to reach people in a way without seeming to be inconvenient forthe consumer. It is more likely in this day in age that someone will go on the internet as apart of their daily ritual as opposed to picking up a magazine. This allows for new media tomarket to people more subtly and gain more trust for the brand. New Media also makes itpossible for users of the brand to engage with other users comparing experiences andopinions, making everyone feel more involved and harnessing a strong customer valueproposition by increasing the emotional benefits. Using new media platforms makes it feellike you have a personal connection to the brand because you are being marketed todirectly and can easily contact them, potentially receive immediate feedback or recognition. This does open New Media up for some potential risks. If the brand is not controlledproperly, allowing too much communication between users could lead to one customerhaving a bad experience and tarnishing the entire brand identity. Letting customers dictatethe brand identity would be allowing Cinch to fall in to the brand image trap.
B. The two specific new media options that I am going to implement for Cinch’s firstyear launch program are video blogs (At Home with Cinch) and buzz bloggers (OperationMom). Video blogs have been chosen because according to Forbes Magazine, popular sitesthat mom’s frequent such as newbaby.com receive 500,000 hits per month where theywatch on average 13 videos per visit (Forbes). This is clearly a platform that is moreefficient because it specifically targets mothers. At Home with Cinch, will be a corporatecampaign where video advertisements will link back to the Cinch homepage where thevideo and blog are featured. This will be launched in the first few months of the calendar topromote awareness of product and give visual representation to how the product worksand differentiates itself. After watching the video, there will be an option to enter a rafflefor hosting an “At Home with Cinch” party, there will be x amount of winners depending onlocation and number of entrants. Upon winning this raffle, a representative will come to thewinner’s house where they are allowed to invite other guests, and they will demonstratethe product and other cleaning tips and tricks that any head of the household would love toknow. The guests will receive a discounted price on purchasing the product and the host afree gift, thus hoping At Home with Cinch will generate both trial and repeat. This is a verydifferent way of getting to the consumer but one that generates more credibility throughexperience and gaining trust. The second new media campaign will be to hire “buzz” bloggers of blogs thatspecifically target moms as 71% of moms are now looking to the internet for productinformation (Linder). It has also been found that 55% of moms rely on recommendationsfrom friends and family when making purchases for the home (Brown). It is clear thatmoms seek reviews of products before purchasing and look for trust in others in decidingwhat this product is. Cinch will hire buzz bloggers for Operation Mom which is essentiallypaying or rewarding popular bloggers to include reviews of Cinch in their blogging andinteract with moms if they have questions and further promote the product. This is chosenbecause of the mom “groupthink” but also because it was found that stepford-ish, idyllicadvertisements are not the way to stand out to moms, rather they would prefer somethingrelatable to catch their eye (Brown). This platform is entirely relatable because mom’s willthink they are one of their own. Although Cinch should use buzz blogging all year long, themost popular blogs will be targeted to do a special following Thanksgiving and how theyused to the product to clean up. This will generate buzz just in time for the Christmas andNew Year’s holidays. Many large bloggers even do giveaways, thus we would like theselarge blogs to do a product giveaway to coincide with the holiday season of giving.
C. Traditional New Media Media TV: $70,000/ 30 Video seconds (avg) Advertisements: $3.50/CPM Radio: $200/ 20 seconds Buzz Bloggers: Magazine: $8.52/CPM $20,000/one page*Video Advertisements is using CPM for Online Banner Advertising and Buzz Bloggers isusing CPM for Google Search Advertising as I found these to be more closely related. My P&G team originally chose traditional methods of TV, radio and magazinesadvertisements to launch the product as it was 1983 and these were the most popularmethods at the time. I do not believe even with New Media that traditional methodsshould be erased completely. I think that if we were to replace any methods, radiowould be removed because I do not find it nearly as effective today, and we would cutdown on TV commercials because they are expensive and not watched as often. Thisextra budget would go toward revenue for new media. Considering that the cost fornew media is based on number of impressions, in order to make an impact, the cost willinitially be quite dramatic assuming we want at least 500,000 hits every month as thisis the average on a not extremely popular website (mentioned above). I think that inorder to successfully launch Cinch, a balance between both the old and new must bemaintained. Also, it is harder to compare these numbers based on inflation andtraditional methods of media are significantly higher as of 2012. New media methodsare definitely very popular right now, but still many people are not active inparticipating, and for these people there must be included traditional. Also, becausepeople are receiving so much stimuli via the internet already, certain people are not asreceptive to these new media methods. Either way it is important that in the launch ofthe brand to remember SOV=SOM, thus ad spending is absolutely crucial. Though it maybe a large cost, but also hopefully equally as rewarding. In order to penetrate this
market appropriately and keep up with the competition Cinch must spend a lot to get a lot!5. Wall Street JournalPepsi Brings Back the King of Pophttp://online.wsj.com/article/SB10001424052702304746604577381792902984470.html This article particularly attracted me because of the large celebrity featured as wellas the multimillion dollar cola company, so I decided to investigate further. The King of Popis referring to the one and only Michael Jackson and how Pepsi has signed a new deal withhis estate managers to feature him in their upcoming marketing campaigns. This isparticularly interesting for a variety of reasons. First, the article is a play on words as MJ isthe King of Pop (music) but also now the face of pop, as in a carbonated cola product, verycreative of the marketing team. This article fits in perfectly with several of the concepts wehave been studying all semester long in Brand Management. I have identified the marketingteams use of Think Global, Act Local because of their ability to recognize that different TVcommercials should be featured in China than in the US; Nicki Minaj would not do as muchfor Chinese people whereas United States recognizes her as a pop icon. Also, the brandmanagement team wants to make sure that Pepsi is consistent with their Brand Identity bykeeping music at the core, incorporate it in to the majority of campaigns. At the end of thearticle, there is also a note how Pepsi plans on utilizing New Media by incorporating adigital campaign involving artist and producers reinterpreting some of MJ’s songs .I wantedto recognize these tools in the article but concentrate largely on the following three frommy brand management toolbox. SOV=SOM In Shroer’s model, Share of Voice= Share of Market, or in other words, the more you spend, the more successful you will be in the industry. Although Cola has been around for longer and is a larger corporation than Pepsi, the latter has certainly been putting up quite a fight and established a strong following of the company’s own. Pepsi has clearly shown that they will not go down without a fight. They have signed some large names in the past, including musical talents including Ray Charles, Madonna, and Britney Spears which certainly add to the brand’s popularity. This WSJ article states that Pepsi is planning on adding $600 million to the advertising budget, which is a 20% increase over last year’s costs. Especially with the summer Olympics coming up where Coca Cola is said to be a large sponsor, Pepsi has made appropriate measures to keep active in the battle of the brands. CVP= Functional + Emotional + Self Expressive Benefits Michael Jackson was a legendary, monumental celebrity, and his death moved the nation only 3 years ago. He had an enormous following of people very attached to him and his music. Pepsi is making an extremely smart play by recognizing that so many people are loyal and deeply emotionally involved to MJ, so by attaching him to the brand, they are reinserting emotional benefits back in to drinking a can of Pepsi with the Michael Jackson silhouette (Exhibit 1). I am sure that people who aren’t
even fans of Pepsi but are fans of MJ will go out and purchase these limited edition products just to honor him and engage with him in some way after his death to feel a connection. MJ’s brand community is now a part of Pepsi’s brand community, and now Pepsi will have the legacy as the first company to make a deal with the late MJ. Pepsi has established its functional benefits long time again and even still it’s hard to differentiate between crisp cola taste. They understand that in order to get ahead, they are going to have to target emotional and self-expressive benefits instead. Brand Identity: Brand as a Person Taking on a celebrity endorsement means that Pepsi’s identity is now being tied with MJ’s identity, or rather seeing the brand as a person. One large concern I can see arising from this campaign would be that people generally feel that using a deceased person in a campaign can feel creepy and get mixed reviews. Pepsi plans to combat these notions by instead promoting his influence on the future of music, as opposed to nostalgia toward the death of MJ, which will inevitably arise on its own anyway. Also, one risk that Pepsi should consider is MJ’s reputation later in life and some of the questionable decision he had made. Though I do see this as a concern, I believe his legacy of music and early life overshadows some of the poor decisions he may have made as he began spiraling into mental illness.6. Judo Brand Diversion New Idea Confectioners is faced with the decision of how to market and brand ournewest candy bar comprised of delicious marshmallow and peanut butter ingredients.Fluffernutter is the commonly accepted term for the combination of these two spreads thatdates as far back as the 1950s in the US. Through much research and blind taste tests, itwas supported that this candy bar will be a huge hit for a wide range of ages. Fluffernutterwas trademarked back in the 1960s, way before it was ever coined as a generic term for thecategory (Staff). Despite the trademark, when a product is able to capture the category, thatcompany loses its exclusive rights to trademark. For example, no matter what adhesivebandage brand you are actually using, you are more than likely to call it a “Band-Aid”,which is actually a specific brand and not the product. Another example of this would bethat people will commonly use the term “Xerox”, but to “Xerox” something is to actually gomake a duplicate on a copy machine. There is no other competing phrase that exists thatcould replace or compete with fluffernutter, and so the peanutbutter-marshmallow tastecategory exists only as fluffernutter. With that said, we must be aware in launching the product that in 2006 Durkee-Mower sued William Sonoma for this exact reason of producing a candy bar under thefluffernutter brand name (Coleman). It was found that later the law suit resulted in asettlement. There was much PR surrounding the lawsuit, with many people actually insupport of William Sonoma, because the general public had no idea fluffernutter was evenoriginally trademarked. In my opinion, this is all free, positive press and would be a smart
business move to create awareness for a new product. In addition William Sonoma is amuch large corporation with money to go after opposed to my start-up company that theywouldn’t (or shouldn’t) waste much time targeting. Because this lawsuit is relatively fresh,I would suggest launching the candy bar as NutterFluffer, something that is obviously thesame ingredients but rather a pun that will still get attention from press. The descriptioncan be something like, That same fluffernutter taste, almost mocking the previous lawsuitand still providing taste through the generic term.
Exhibit 1Pepsi to launch Michael Jackson campaign, 2012.
Works CitedBrown, Abram. "Master Marketing to Moms." Inc.com. 25 Oct. 2011. Web. 07 May 2012. <http://www.inc.com/articles/201110/mastering-marketing-to-moms.html>.Coleman, Ron. "Trademark Fluff over Fluffernutters." Likelihood of Confusion. 24 June 2011. Web. 7 May 2012. <http://www.likelihoodofconfusion.com/395/>.Fisher, John. Brand Management Powerpoints, Spring 2012.Linder, Melanie, and Lisa LaMotta. "How to Market to the Modern Mom." Forbes. Forbes Magazine, 8 Jan. 2009. Web. 07 May 2012. <http://www.forbes.com/2009/01/08/mother- marketing-gm-ent-sales-cx_ml_0108marketingtomom.html>.Staff, Msnbc.com, and News Service Reports. "Williams-Sonoma Sued over Fluffernutter" Msnbc.com. Msnbc Digital Network, 08 Mar. 2006. Web. 07 May 2012. <http://www.msnbc.msn.com/id/11728918/ns/business-us_business/t/williams- sonoma-sued-over-fluffernutter/>.