The document discusses a framework for revitalizing a business through brand reinvention. It provides examples of how companies like Olay, Cadillac, IBM, Walmart, and Apple successfully reinvented their brands by redefining their propositions, targeting new customer segments, transforming their product offerings and production processes, and creating new distribution channels. The framework involves assessing a brand's flexibility, market potential, alignment with trends, revenue size, and strategic usefulness to determine if it is a candidate for reinvention. Reinventing a brand requires holistically changing the brand proposition, target customers, offerings, production, and channels in an inter-departmental effort to stay relevant and drive sustained growth.

1. REVITALIZING YOUR BUSINESS:
A BRAND REINVENTION FRAMEWORK
Submitted By:
Saransh Gupta

2. In 1985, P&G rescued Richardson-Vicks from Unilever.
P&G introduced Oil of Olay which was popularly mocked as “Oil
of Old Lady” by young women who, as children, watched their
mothers, aunts and grandmothers apply the beauty fluid before
going to bed.
In 2000, it ditched the oil and relaunched Olay with a
breakthrough product, Olay Total Effects.
Total Effects offered seven different compounds in a single
formula designed to prevent skin aging.
The new proposition enabled P&G to sell Total Effects for three
times the original Oil of Olay price in mass channels like Wal-Mart
and Walgreens.

3. Other products like Regenerist and Pro-X further expanded
Olay’s customer base and credibility by addressing the specific
skin care needs of different consumer segments.
P&G introduced beauty consultants that further reinforced its
technical benefits and ‘mass premium’ image and pricing.
By 2009, it became the world’s fourth largest beauty brand and
a significant player in Asian market accounting for more than
$2.5 billion in annual revenue.

4. DOES YOUR BRAND QUALIFY FOR REINVENTION?
How flexible is the brand?
It’s important to note that a strong existing proposition can
sometimes make a brand harder to reinvent.
Is there market potential?
Existing and adjacent category growth should be assessed for
under-leveraged markets.
Is it on trend?
Brands on the wrong side of history are difficult to align with
growing trends.
Is its revenue sizable?
Sizable sales figures may suggest under-utilized consumer love.
Is it strategically useful?
Brands that signify broader opportunities that a company wants to
take advantage of across the portfolio can help built internal
capabilities.

5. A BRAND REINVENTION FRAMEWORK
BRAND
Production
Channel
Offerings
Proposition
Target

6. PROPOSITION:
REDEFINE YOUR BRAND PROPOSITION TO STAY FRESH AND RELEVANT
Earlier slogans were most important tool a marketer could use
to convey value proposition to its customers.
Now consumer blogs, tweets and comments work as a means
of promotion of the brand.
CASE: BARNEY’S NEW YORK
•Opened discount menswear store in New York in 1923.
•Clothing at Barney’s Boys Town came from showroom
samples, retail overstocks, manufacturers’ closeout and
bankruptcy sales; Barney threw in the added value of custom
tailoring for a compelling retail experience at bargain prices.

7. •This proposition was threatened by competitors competing at low prices.
•Shifted the brand proposition away from the benefit of low prices
towards style and unique design.
•Removed Boys Town from name and got rid of the overstock inventory
that undermined the premium message.
•New slogan- “Select, Don’t Settle”- with imported new European suits by
upcoming designers.
•Also focused on custom tailoring and quality.

8. TARGET:
WHO YOU SELL TO CHANGES HOW YOU DO BUSINESS
Companies must understand how their customers think, what
they value and how their lives are changing.
Choosing the right audience to target comes down to many
factors- demographics, size and brand awareness- and knowing
a segment of the population better than your competitors.
CASE: CADILLAC
•By 1999, Cadillac had lost its place in America because of
strong competition from Mercedes-Benz, BMW and Lexus
appealing to a younger demographic.
•In 1999, it reinvented itself as a car brand powered by the
combination of ‘Art and Science’.

9. •Between 2000 and 2007, Cadillac replaced its entire product
portfolio with vehicles in ‘the new design language’.
•Identified new vehicle categories (like roadster and SUV).
•Sales rose from 182,750 vehicles per year in 1998 to over
235,000 in 2005.
•Average age of Cadillac owners dropped from 64 in 2000 to 57
in 2005.

10. OFFERINGS:
TELL A NEW STORY BY TRANSFORMING WHAT YOU OFFER
The role of offerings is to win genuine appreciation and
goodwill from customers.
If people believe that your offerings are the best, they become
your brand advocates.
CASE: IBM
•Appeared on the verge of collapse in 1993.
•Its massive product portfolio was more expensive than
competitors.
•Analysts and shareholders felt that IBM’s diversity left it
vulnerable from nimble and focused players.

11. •Company began to split, spinning off its printers and hard drive
businesses as independent companies.
•But new CEO realized that corporate IT departments like to buy
solutions not a bunch of technologies.
•IBM could act as a general contractor to large corporations by
assembling solution packages.
•Needed to transform its portfolio, lower the cost of production
and add customer valued features to existing offerings to achieve
this vision.

12. PRODUCTION:
REINVENT YOUR BRAND THROUGH HOW YOU GET THINGS MADE
Earlier, a company’s method of production were nearly invisible
to the public.
The role of production in brand reinvention is that it can either
serve as a point of proof to validate a brand’s promise, or it can
be a driving force to change the perception of a company’s
offerings.
CASE: WALMART
•Acquired an undesirable reputation by the beginning of 21st
century that it indulges in misconduct.
•By procuring more goods than any other retailer, it could make a
more impact on environment than any other company.

13. •CEO Scott Lee set audacious goals; to produce zero wastage,
use 100% renewable energy, and to supply customers with
sustainable products at lower prices.
•Today, Walmart is both the most prominent and effective
sustainable brand in the world and the largest company in
United States.

14. CHANNEL:
CREATE AN EXPERIENCE, NOT A TRANSACTION
The most critical considerations for channel transformation are
to eliminate existing channels that contradict the new brand
strategy and identify new ones that are resonant enough to
change perception.
CASE: APPLE
•In 1997, when Steve Jobs retook the top spot at Apple, revenue
growth was flat and market share was very small.
•Many argued that Apple needed to slash its prices to match
rivals like Dell.

15. •Jobs and his team showed that Apple’s biggest problem wasn’t its
products, its propositions or its production: the problem was that people
didn’t have anywhere to go to try out Apple products for themselves.
•Apple went into physical retail business itself in 2001, offering a ground-
up environment designed to let people try its products.
•Since then, Apple has opened more than 300 stores worldwide. Owning
its channels is believed to allow Apple to offer a market-low $499 price on
its iPad tablet while maintaining the best margins in the industry.
•Between 2001 and 2010, Apple’s revenue increased by more than 14
percent.

16. IN CLOSING…
The hallmark companies described here illustrate how long
standing brands can adapt and evolve to stay relevant and
timely.
Creating brands from scratch is often challenging for large
companies; leveraging existing assets is much easier. Brand
reinvention is a great way to achieve sustained top-line growth.
Identifying which brand to reinvent is the first step in the
process.
Second is to understand that brand reinvention is really
business reinvention, requiring a holistic approach that involves
inter-departmental collaboration.

17. THANK YOU