This workshop builds a foundation for how to identify, evaluate and pursue successful new product introductions for existing brands. It proposes a new definition for what it means to be “on brand,” and outlines an approach for determining when a potential new business opportunity is brand-enhancing or brand-detracting. Specific topics covered include: 1) determining a brand’s “bounds of extendibility,” 2) using brand as a source of inspiration for business-building ideas, and 3) testing/validating new business opportunities within the context of an existing brand. The workshop uses a combination of best and worst practices, B2B and B2C context, and practical and real-world examples.
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Brand Extendibility Hall of Shame
Unfortunately, brand extendibility examples like the ones below are far more common
than we realize
Burger King Boxers
Harley Davidson PerfumeHooters Air
Dr. Pepper Marinade Chicken Soup for Dog Lovers
Arizona Tea Nachos ‘n
Cheese Dip
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The Case for Brand Growth
Why So Many Brand Extensions Fail
Identifying Market Needs
Developing Inspiring Solutions
Determining Brand Relevance
Executing with Excellence
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Brand Extendibility Defined
The Case for Brand Growth
Brand extendibility is one of three ways to drive organic growth, representing essentially
the intersection of an established brand and new product or service development
Existing Brands
Brand Extendibility
Base Business
New Products
New Brands
Sources of Organic Growth
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The Need for Growth
The Case for Brand Growth
Driving business growth through new products and services is a a top priority for CEOs
0
20
40
60
Product/Service
Innovation
Increase Share in
Existing Markets
Mergers &
Acquisition
New Geographic
Markets
New JV/Strategic
Alliances
% of U.S. CEOs Citing Area as a Source for Growth
Source: PwC 17th Annual Global CEO Survey (2014)
36 37
14
10
3
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The Elusive Nature of Growth
The Case for Brand Growth
…Yet over half of CEOs feel they need to change/improve their capabilities in this area
Source: PwC 17th Annual Global CEO Survey (2014)
0
20
40
60
No Need to Change Considering or Planning Change Change is Underway or
Complete
% of U.S. CEOs Citing Their Product Development &
Innovation Capabilities as Follows
20
54
26
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Various Types of Growth
The Case for Brand Growth
Growth can be divided into two broad categories—organic and inorganic. Both categories
have well-defined sub-strategies and tactics for driving desired results
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The Benefits of Brand-driven Growth
The Case for Brand Growth
Brand-driven growth (brand extendibility) tends to be more incremental than merely
driving base business, and less expensive and risky than launching new brands
Products&Services
Brands
ExistingNew
Existing New
Market
Penetration
Brand
Extendibility
Portfolio
Extendibility
New Product
Development
Higher
Risk
Typically Less
Impactful
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The Case for Brand Growth
Why So Many Brand Extensions Fail
Identifying Market Needs
Developing Inspiring Solutions
Determining Brand Relevance
Executing with Excellence
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Just the Facts…
Why So Many Brand Extensions Fail
Although a desirable means for driving business growth, successfully extending existing
brands (even very strong ones) is not easy
0
20
40
60
80
100
Brand Extension Failure Rate* Brand Extension 3-year Survival Rate**
Brand Extendibility Track Record
*Ernst & Young, 2003; **David Talyor, Brand Stretch (2004)
84
54
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Top Barriers to Successful Brand Extendibility
Why So Many Brand Extensions Fail
When brand extendibility fails it can often be attributed to one or more of the following…
No Meaningful
Market Need
Demand
There is a Need,
but the Solution is
Uninspiring
Supply
There is a Need
and an Inspiring
Solution, but the
Brand is Wrong
Brand
Relevance
Everything Makes
Sense Strategically,
but the Execution
is Poor
Execution
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1) No Meaningful Market Need (Demand)
Why So Many Brand Extensions Fail
When there is no customer need for a new product or service, and little ability to create
the need, a brand extension has very little chance for success
Demand Supply
Brand
Relevance Execution
Track plant growth and
watch an entire growing
cycle in seconds!
PlantCamTM
Example
! Addressing the need is not profitable
Underlying Components:
! No need; difficult to create need
! Satisfactory solutions already exist
! The unmet need is too niche
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2) Uninspiring Product or Service Solution (Supply)
Why So Many Brand Extensions Fail
Even with an identified customer need, if the proposed solution is uninspiring or otherwise
sub-optimal, the brand extension will struggle to succeed
Smokeless Cigarettes…
“produced a flavor and a
smell so offensive that it
left users retching…”
Example
Demand Supply
Brand
Relevance Execution
! “Flavor of the Day” offering
Underlying Components:
! Solution not aligned with need
! Lack of imagination/creativity
! “Side effects” or other drawbacks
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3) Lack of Brand Relevance
Why So Many Brand Extensions Fail
When there is an identified need—and an attractive solution to address it—there still
needs to be a solid fit with brand under which the product or service is launched
EBay selling goods at
fixed prices made no
sense for the brand or
to consumers…
EBay Express was a
confusing and
contradictory concept
Example
Demand Supply
Brand
Relevance Execution
! Base brand “baggage”
Underlying Components:
! Lack of credibility
! Inconsistent persona
! Contradictory price/value relationship
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4) Poor Execution
Why So Many Brand Extensions Fail
Even when everything makes sense strategically, poor execution will almost always doom
a brand extension to failure
Example
Demand Supply
Brand
Relevance Execution
Community-specific news,
information and
engagement platform…
• Flawed business model
• Overly-ambitious launch
• Poor content quality
! Lack of clarity on goals/path forward
Underlying Components:
! Lack of senior-level commitment
! Culture gets in the way
! Capabilities are not up to par
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The Case for Brand Growth
Why So Many Brand Extensions Fail
Identifying Market Needs
Developing Inspiring Solutions
Determining Brand Relevance
Executing with Excellence
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Developing an Outside-In Perspective
Identifying Market Needs
The outside-in perspective is important as always. Business objectives for brand
extendibility should guide exactly who’s perspectives “outside” matter most
Primary Objective:
More Deeply Penetrate Existing
Base
Solicit Input and
Participation from
Current
Customers
Primary Objective:
Acquire New Customers for
the Brand
Solicit Input and
Participation from
Current &
Prospective
Customers
Primary Objective:
Fail Miserably in Brand
Extendibility
Solicit Input and
Participation from
Only Senior
Management
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Start Specific… Go Broad
Identifying Market Needs
A common mistake during needs identification is to focus too narrowly on the category in
question, without enough consideration to the broader context
Personal Values
Relaxation/Recharging
Role of Friends & Family in Life
Movies on
DVD/Blu-ray
Role of Entertainment in Life
Home Entertainment
Dimensions for
Understanding Consumers
Attitudes Toward Free Time
Broad
Specific
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The Latency Effect
Identifying Market Needs
Although “talking to the customer” is important, it’s not as simple as merely asking them
what they want/need
“If I had asked customers what they wanted,
they would have told me a faster horse.”
−Henry Ford
! Customers are often unaware they even
have a particular need (latent)
! Customers may be aware of a need, but
have trouble articulating it (tacit)
! Some of the most successful new products
and brand extensions in history were not
inspired by an articulated customer need
None of these products
addressed a widely recognized
problem that any of us had
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The Importance of Precision
Identifying Market Needs
Especially when attempting to identify problems, it is important to be very specific about
the nature of the problem, and what in particular needs to be addressed
“If you don’t know where you’re going, any road
will take you there.”
−Lewis Carroll
! When attempting to understand customer
needs, it is important to be as specific and
granular as possible
! Big problems and challenges are often
comprised of smaller component challenges—
each of which has different ideal solutions
! Performance—Is it about productivity?
Accuracy? Throughput? Speed?
! Convenience—Is it about speed? Ease?
Simplicity? Portability?
How can a 9-hour solution
solve the problem of dinner
preparation taking too long?
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Beyond Problems… Opportunities
Identifying Market Needs
Focusing only on solving problems is limiting. Many successful new products do not solve
a problem…they create an opportunity or deliver a better experience
“Effective innovators don’t wait for problems to
arise. They fix what isn’t broken and improve
things that have no apparent deficit.”
−Dennis Stauffer, Thinking Clockwise
While the world is full of problems, it’s also full of
opportunities…many of which do not solve a
particular problem
! Uncovering opportunities that are not inherently
problem-solving in nature requires a different
approach
! It’s less about asking customers what
they think/want…
! It’s more about observing what customers
actually do— “and connecting the dots”
Consumers weren’t exactly sitting
around thinking to themselves, “Gee, if
only I had a tablet…”
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A Reality Check
Identifying Market Needs
When seeking to identify unmet needs it is important to consider your core competencies.
Identifying needs that you have little chance for successfully addressing is futile
Brand Extendibility Playing Field
Market
Opportunity
Company
Capabilities
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Cost-effective, DIY Techniques
Identifying Market Needs
There are a number of techniques that are designed specifically to uncover customers’
unmet needs, and ultimately, business growth opportunity
Bulletin Boards/
Threaded Discussions
Community-building threaded
discussions in which we can
observe consumer-to-
consumer (or B2B customer-
to-customer) dialogue
Be Your Own Ethnographer/
Day-in-the-Life Observation
Spend a day in the customer’s
shoes. Shadow and observe
them closely. Selectively ask
“why” questions to understand
underlying motivations
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The Case for Brand Growth
Why So Many Brand Extensions Fail
Identifying Market Needs
Developing Inspiring Solutions
Determining Brand Relevance
Executing with Excellence
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Sources of Inspiration
Developing Inspiring Solutions
Inspiration to fuel potential solutions can come from numerous, diverse sources
Core Competencies
Cross-BU Collaboration
R&D and Contracted
Partnerships
Supplier Collaboration
Company
R&D
Vendors
Universities
JVs/Alliances
Analogies & Metaphors Product /
Technology
Business Model Levers
Best Practices
Case Studies
Delivery Channels
Service Models
Business
Model
Functional Attributes
Emotional Benefits
Core Values
Personality
Brand Levers
Brand
Customer Insights
Global Trends
Need Platforms
Digital Ideation
Customer Participation
Customer
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Defining Your Frame of Reference
Developing Inspiring Solutions
When thinking about potential solutions, it is important to consider and define your
brand’s frame of reference (What business is it in? What business should it be in?)
Workout
T-shirts
Sporting
Goods
Athletic
Apparel
Lifestyle &
Fitness
Health &
Wellness
Pedometers
Running
Shoes
Jerseys
Shorts
Socks
Sweatshirts
Footballs
Golf Clubs
Hockey Skates
Basketballs
Tennis Balls
Soccer Nets
Knee Bands
Trail Maps
Hiking Gear
Mountain
Climbing
Camping Gear
Prepared
Meals
Physician
Network
Wellness
Website
Nutrition
Plans
Fitness
Bands
Heart
Monitors
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Identify Ways to Cluster
Developing Inspiring Solutions
Look for ways to logically bundle products, categories, industries and sectors…
Original
Accessories
• Mobile
• merchandise
Gaming Hardware
• Consoles, devices, PCs
• Gaming gear
Home Appliances
• Sci Fi inspired
smart appliances
Ready to Assemble
• Changeable
Living Spaces
HH of tomorrow
Architectural
Lighting
• Illuminated
wallpaper
Technology enabled
apparel & jewelry
• Multi-function
wearable device
Multiple IPTV
channels
Service
Provider
Content Extensions
• ringtones &
Ring backs
• Wallpaper
• Text Alerts
Hotels & Resorts
• Fantasy
Destinations
Amusement
Parks /
• Fantasy
Destinations
• Arcades / FECs
• Conventions
Gaming Software
• Video Games, Online Games,
Mobile Games, Computer games
• Interactive Role Play Game
• Creativity Game
Home Storage,
Org. Products, &
accessories
Audio Video
Equipment
• Media Wall
• Immersion
pods
Internet / Digital
Music Distribution
& Downloads
UGC
• Online
story-building
Aggregation
Cable TV
Broadcast
TV
Production &
Distribution
Motion Picture
Production &
Distribution
(long format)
Travel
Services
• Staged events
Leisure
MusicMedia
Consumer
Products
(non-retailing)
Commemorative
Products
Television
Film &
Video
Book
Publishing
Periodicals
• Online story-
building
Trading Cards
& Comic Books
Digital Content
Distribution
Publishing
Consumer
Electronics
Toys &
Games
House wares
Home
Furniture
Lighting
Appliances
Apparel &
Jewelry
Lodging
Entertainment
Restaurant & Cafes
Training
Services
(support)
Mobile
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The Power of Convergence
Developing Inspiring Solutions
An effective way of inspiring new thinking is to consider how one new solution can
address multiple needs (i.e., that are currently being addressed through multiple solutions
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Cross-Pollinating the Unlikely
Developing Inspiring Solutions
To simulate lateral, out-of-the-box thinking, it is also useful to combine things that are
typically thought to be completely unrelated to see where the combination leads you
Mash-ups
+
Using the same design as a weed whacker with
a motor on one end and an impeller at the other,
a miniature computer-controlled heart pump has
been designed to help patients waiting
on the transplant list.
How Would X Approach Y?
+
If Google were in the business of manufacturing
nuts and bolts, how would they go about it? In
what ways would their nuts and bolts be different
from others on the market today? Why would
they be different and better?
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The Case for Brand Growth
Why So Many Brand Extensions Fail
Identifying Market Needs
Developing Inspiring Solutions
Determining Brand Relevance
Executing with Excellence
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Brand Extendibility Footprint
Determining Brand Relevance
A Brand Extendibility Footprint defines what your brand stands for today across multiple
dimensions, and helps you determine where it can potentially go (and not go) in the future
Brand Footprint
Dimension 1
Dimension 3
Dimension 2
Dimension 4
Dimension 5
Dimension 6
Dimension 7
Dimension 8
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Illustrative Dimensions/Axes
Determining Brand Relevance
Categories
Spices Seasonings Appetizers Main EntreesSide Dishes
Segments
Toddlers Young Kids Tweens Young AdultsTeens
Price Points
Entry Value Mid-Price LuxuryHigh-End
Occasions
Breakfast Snack Mini-Meal DinnerLunch
Emotions
Meditative Calming Relaxing StimulatingEnergizing
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Example—Extending Along Categories
Determining Brand Relevance
Categories
Desktop
Software
Cloud
Solutions
Subscriptions
/ Licenses
Value-added
Reseller
Consultative
Services
TODAY
Not doing today, but there
is high customer
permission…seen primarily
as new platforms
Credible
“stretch;” but
would likely
require some
convincing
Off-brand;
Not able to
span from a
‘mass’ to
‘custom’
Company:
Financial Planning
Software Developer
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Example—Extending Along Occasions
Determining Brand Relevance
Everyday/
Routine
Crunched
for Time
Portable/
On-the-Go
Seek Different
Experience
Special
Occasion
TODAY
Lack of drive-thru window
makes these occasions a
bit more challenging, but
still have ‘permission’
Basic food
fare makes
this a big
stretch; would
need to
significantly
alter cuisine/
menu offering
Off-brand;
Highly
functional
nature of
brand is a
disconnect
Occasions
Company:
‘Fast Casual’
Restaurant Chain
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The Power of the Intangibles
Determining Brand Relevance
In general, extending across intangible dimensions such as emotional benefits, persona,
etc. gives the brand more permission and leeway to extend in a meaningful way
“At Caterpillar, we build the machines that help
our customers build a better world. The boots
and shoes we build are made with the same
commitment.”
“Excellence is a continual quest at the Tata
group and Tata companies are supported in
their efforts to achieve world-class standards in
all aspects of operations...”
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The Case for Brand Growth
Why So Many Brand Extensions Fail
Identifying Market Needs
Developing Inspiring Solutions
Determining Brand Relevance
Executing with Excellence
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What About Execution?
Executing with Excellence
“I’m all in favor of it!”
—John McKay
Head Coach of the 0-14 Tampa Bay Buccaneers (1976)
…when asked how he felt about his team’s execution
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The Four C’s of Execution
Executing with Excellence
Executing with
Excellence
CULTURE
CLARITYCAPABILITY
COMMITMENT
Every aspect of the brand
extension/launch needs to be
clearly articulated, leaving
nothing no ambiguity or room for
misinterpretation
Internal Brand, Marketing,
Insights, Sales, and Product
Development functions need to
be staffed by capable talent
with relevant experience
Senior management has to believe in
brand extensions, and financially and
publically back their marketplace launch
and ongoing support
The organization’s values, visions,
norms, systems, beliefs, and habits
all tend to influence the extent to
which it executes successfully
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Commitment
Executing with Excellence
The top two reasons brand extendibility—and growth in general—do not succeed relate
to senior management commitment and level of support
1 Success has not been defined and agreed upon upfront and at the top –
failing to set up adequate expectations and measures for evaluation
2 Incorrect level of support – insufficient funds are allocated at critical
moments of the development process
3 Financial performance is inconsistent with general financially accepted
results in the company – resulting in misguided financial assessment
4 Use of incorrect testing methodology – either through erroneous results or
testing wrong measure results in early failure determination
5 Organizational misalignment – structure or lack of staff capabilities and
seniority hinder the process
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• Bureaucratic
• Short-term focused
• Fear
• Hierarchical
• Slow-moving
• Lacking shared purpose
• Rule-oriented
• Cautious
• Reactive
• Inefficient
• Stressful
• Trust
• Open to new ideas
• Willingness to experiment
• Disciplined execution
• Risk-taking
• Diversity of thinking
• Passion
• Collaboration
• Flexible
• Team-oriented
• Achievement-oriented
Culture
Executing with Excellence
Closely related to senior management commitment, cultural dynamics also impact the
extent to which brand extendibility is successful
Inhibit Growth/Expansion Facilitate Growth/Expansion
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Clarity
Executing with Excellence
It is important to have complete clarity on the process to be followed, the roles of each
team member, and the ways key decisions will be made
Process Maps
Role Descriptions
Decision Rights
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Capability
Executing with Excellence
It is important to ensure your company has the right capability in place, by critical function
Level 1
Basic
Level 2
Competent
Level 3
Proficient
Level 4
Advanced
Level 5
World Class
Company
Benchmark
—Illustrative—
Strategic Planning
R&D
Sales/ Channels
Manufacturing
Marketing
Innovation