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Proprietary & Confiden0al
brand	growth	strategy	
Successfully	extending	your	brand	
	
	
Webinar	prepared	for	and	facilitated	on	behalf	of:	
AudioSolutionz	
	
Mitch	Duckler	
mduckler@fullsurge.com
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
2	
Brand	Extendibility	“Hall	of	Shame”	
Burger	King	Boxers	
Harley	Davidson	Perfume	Hooters	Air	
Dr.	Pepper	Marinade	 Chicken	Soup	for	Dog	Lovers	
Arizona	Tea	Nachos	‘n	
Cheese	Dip
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
3	
Which	of	the	following	is	THE	worst	example	of	brand	extension?	
a)		Burger	King	Boxers	
b)		Dr.	Pepper	Marinade	
c)		Chicken	Soup	for	Dog	Lovers	
d)		Arizona	Tea	Nachos	‘n	Cheese	Dip	
e)		Hooters	Air	
f)		Harley	Davidson	Perfum	
Polling	Question	#1
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
4	
Brand	Extendibility	Defined	
ExisRng	Brands	
Brand	Extendibility	
Base	Business	
New	Products	
New	Brands	
Sources	of	Organic	Growth
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
5	
The	Benefits	of	Brand-driven	Growth	
Products	&	
Services	
Brands	
ExisRng	New	
ExisRng	 New	
Market	
PenetraRon	
Brand	
Extendibility	
PorUolio	
Extendibility	
New	Product	
Development	
Higher	
Risk	
Typically	Less	
ImpacUul
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
6	
Just	the	Facts	…	
0	
20	
40	
60	
80	
100	
Brand	Extension	Failure	Rate*	 Brand	Extension	3-year	Survival	
Rate**	
Brand	Extendibility	Track	Record	
Ernst	&	Young,	2013		
84	
54
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
7	
Barriers	to	Successful	Brand	Extendibility	
Ernst	&	Young,	2013		
No	Meaningful	
Market	Need	
Demand	
There	is	a	Need,	but	
the	SoluRon	is	
Uninspiring	
Supply	
There	is	a	Need	and	an	
Inspiring	SoluRon,	but	the	
Brand	is	Wrong	
Brand	Relevance
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
8	
What	is	the	most	challenging	aspect	of	extending	brands	for	your	company?	
a)	IdenRfying	customer	unmet	needs/white	spaces	(demand)	
b)	Developing	creaRve/inspiring	soluRons	(supply)	
c)	Determining	appropriate	fit	with	brand	(brand	relevance)	
Polling	Question	#2
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
9	
Reason	#1:	No	Meaningful	Market	Need	(Demand)	
§  Addressing	the	need	is	not	profitable	
Underlying	Components:	
§  No	need;	difficult	to	create	need	
§  SaRsfactory	soluRons	already	exist	
§  The	unmet	need	is	too	niche	
Track	plant	growth	and	watch	an	
enRre	growing	cycle	in	seconds!	
Demand	 Supply	
Brand	
Relevance
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
10	
Think	Broad	
Dimensions	for	Understanding	Consumers	
Personal	Values	
RelaxaRon/Recharging	
Role	of	Friends	&	Family	in	Life	
Movies	on	
DVD/Blu-ray	
Role	of	Entertainment	in	Life	
Home	Entertainment	
Aktudes	Toward	Free	Time	
Broad	
Specific
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
11	
The	Latency	Effect	
“If	I	had	asked	customers	what	they	wanted,	
they	would	have	told	me	a	faster	horse.”	
−Henry	Ford	
§  Customers	are	omen	unaware	they	even	
have	a	parRcular	need	(latent)	
§  Customers	may	be	aware	of	a	need,	but	
have	trouble	arRculaRng	it	(tacit)	
§  Some	of	the	most	successful	new	products	
and	brand	extensions	in	history	were	not	
inspired	by	an	ar9culated	need	
None	of	these	products	addressed	
a	widely	recognized	problem	that	
any	of	us	had
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
12	
Importance	of	Precision	
“If	you	don’t	know	where	you’re	going,	any	
road	will	take	you	there.”	
−Lewis	Carroll	
§  Big	problems	and	challenges	are	omen	
comprised	of	smaller	component	
challenges—each	of	which	has	different	
ideal	soluRons	
§  Performance—Is	it	about	
producRvity?	Accuracy?	
Throughput?	Speed?	
§  Convenience—Is	it	about	speed?	
Ease?	Simplicity?	Portability?	
How	can	a	9-hour	soluRon	solve	
the	problem	of	dinner	
preparaRon	taking	too	long?
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
13	
Beyond	Problems	….	Opportunities	
“EffecRve	innovators	don’t	wait	for	problems	
to	arise.	They	fix	what	isn’t	broken	and	
improve	things	with	no	apparent	deficit.”	
−Dennis	Stauffer,	Thinking	Clockwise	
§  Uncovering	opportuniRes	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	connecRng	the	dots”	
Consumers	weren’t	exactly	sikng	around	
thinking	to	themselves,	“Gee,	if	only	I	had	
a	tablet…”
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
14	
Smokeless	Cigareues…	
	
“produced	a	flavor	and	a	smell	so	
offensive	that	it	lem	users	
retching…”	
Reason	#2:	Uninspiring	Product	or	Service	Solution	(Supply)	
§  “Flavor	of	the	Day”	offering	
Underlying	Components:	
§  SoluRon	not	aligned	with	need	
§  Lack	of	imaginaRon/creaRvity	
§  “Side	effects”	or	other	drawbacks	
Demand	 Supply	
Brand	
Relevance
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
15	
Sources	of	Inspiration	
§ Core	Competencies	
§ Cross-BU	CollaboraRon	
§ R&D	and	Contracted	
§ Partnerships	
§ Supplier	CollaboraRon		
Company	
§ R&D	
§ Vendors	
§ UniversiRes	
§ JVs/Alliances	
§ Analogies	&	
Metaphors	
Product	/		
Technology	
§ Business	Model	Levers	
§ Best	PracRces	
§ Case	Studies	
§ Delivery	Channels	
§ Service	Models	
Business	
Model	
§ FuncRonal	Auributes	
§ EmoRonal	Benefits	
§ Core	Values	
§ Personality	
§ Brand	Levers	
Brand	
§ Customer	Insights	
§ Global	Trends	
§ Need	PlaUorms	
§ Digital	IdeaRon	
§ Customer	ParRcipaRon	
Customer
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
16	
Defining	Your	Frame	of	Reference	
Workout	
T-shirts	
SporIng	
Goods	
AthleIc	
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	
NutriRon	
Plans	
Fitness	Bands	
Heart	
Monitors
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
17	
The	Power	of	Convergence
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
18	
Cross-Pollinating	the	Unlikely	
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	
paRents	waiRng	
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	beuer?
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
19	
EBay	selling	goods	at	fixed	prices	
made	no	sense	for	the	brand	or	to	
consumers…	
	
EBay	Express	was	a	confusing	and	
contradictory	concept	
Reason	#3:	Lack	of	Brand	Relevance	
Underlying	Components:	
Demand	 Supply	
Brand	
Relevance	
§  Base	brand	“baggage”	
§  Lack	of	credibility	
§  Inconsistent	persona	
§  Contradictory	price/value	relaRonship
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
20	
Brand	Credibility	Footprint	
Brand	Footprint	
Dimension	1	
Dimension	3	
Dimension	2	
Dimension	4	
Dimension	5	
Dimension	6	
Dimension	7	
Dimension	8
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
21	
Illustrative	Dimensions	/	Axes	
Categories	
Spices	 Seasonings	 AppeRzers	 Main	Entrees	Side	Dishes	
Segments	
Toddlers	 Young	Kids	 Tweens	 Young	Adults	Teens	
Price	Points	
Entry	 Value	 Mid-Price	 Luxury	High-End	
Occasions	
Breakfast	 Snack	 Mini-Meal	 Dinner	Lunch	
EmoRons	
MeditaRve		 Calming	 Relaxing	 SRmulaRng	Energizing
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
22	
Polling	Question	#3:	
What	is	the	most	‘dimension’	your	company	considers	when	extending	
brands?	
	
a)		Product	category	
b)		Customer	segment	
c)		Usage	occasion	
d)		FuncRonal	benefit	
e)		Something	else
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
23	
Example—Extending	Along	Categories	
Categories	
Desktop	
SoPware	
TODAY	
Cloud	
SoluIons	
SubscripIons/	
Licenses	
Not	doing	today,	but	there	is	
high	customer	permission…
seen	primarily	as	new	
plaUorms	
Value-added	
Reseller	
Credible	
“stretch;”	but	
would	likely	
require	some	
convincing	
ConsultaIve	
Services	
Off-brand;	
Not	able	to	
span	from	a	
‘mass’	to	
‘custom’	
Company:	
Financial	Planning	
SoPware	Developer
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
24	
Example—Extending	Along	Categories	
Categories	
Everyday/	
RouIne	
TODAY	
Crunched	
for	Time	
Portable/	
On-the-Go	
Lack	of	drive-thru	window	
makes	these	occasions	a	bit	
more	challenging,	but	sRll	
have	‘permission’	
Seek	Different	
Experience	
Basic	food	
fare	makes	
this	a	big	
stretch;	
would	need	
to	
significantly	
alter	cuisine/
menu	offering	
Special	
Occasion	
Off-brand;	
Highly	
funcRonal	
nature	of	
brand	is	a	
disconnect	
Company:	
‘Fast	Casual’	
Restaurant	Chain
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
25	
Example—Extending	Across	Different	Dimensions	
EmoIonal	Benefits	FuncIonal	Benefits	
§ 	Sets	ambiance	
§ 	Eliminates	odor	
§ 	Releases	scent	
§ 	Illuminates	
§ 	Cleans	
§ 	Trustworthy	
§ 	Welcoming	
§ 	Homey	
§ 	Family-oriented	
§ 	Soothing	
§ 	Diffuser	
§ 	Candles	
§ 	Plug-ins		
§ 	Sprays	
Product	AYributes
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
26	
The	Power	of	the	Intangibles	
“At	Caterpillar,	we	build	the	machines	that	help	
our	customers	build	a	beuer	world.	The	boots	and	
shoes	we	build	are	made	with	the	same	
commitment.”	
“Excellence	is	a	conRnual	quest	at	the	Tata	group	
and	Tata	companies	are	supported	in	their	efforts	
to	achieve	world-class	standards	in	all	aspects	of	
operaRons...”
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
27	
Parting	Thoughts	…	
The	hard	part	is	letting		
go	of	what	worked	for	you	
two	years	ago,	but	will	soon	
be	out	of	date	
Roger Von Oech
PROPRIETARY	AND	CONFIDENTIAL	
SUBSECTION	TITLE	
28	
Click	to	edit	Master	title	style	
1603	Orrington	
Evanston	IL	60201	
MDuckler@fullsurge.com	
fullsurge.com	
	
Thank	you

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