You’ve worked hard to build your competitive positioning. Here’s what you should do in response to an aggressive competitor – and why.
The temptation for most businesses and indeed most brand managers is to look for growth right across their brand portfolio. Their strategy is developed on that basis. But that’s far harder and far less effective than it sounds.
Small brands are edgy, attuned and preferred. That seems to be a common sentiment right now. But there is nothing to suggest that any of this makes it easy to win as a small brand today.
Every brand decision is a negotiation between what has worked to date and what is required to succeed going forward.
It’s happened to Doc Martins, Burberry and others over the years: groups turned their brand into a symbol of something the brand itself did not believe or endorse.
Some time back, I looked at what it took to get a brand promise right. In this post, I want to examine the converse: when (consumers feel that) brands have not lived up to what they said they would deliver. What happens to generate customer disappointment?
Some searching questions, by way of a guide, for the leaders of companies expecting to build lucrative brands in the years ahead.
Can the same brand take two quite different positions? Yes. And no.
It’s not always easy to spot that your brand is falling out of favour with consumers, especially if, on the face of it, things look healthy.
Marketers talk about brands as vehicles for growth. But does that mean they should just keep growing – or is there a point when they reach critical mass?