BRAND STRETCH in .NET

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BRAND STRETCH
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Figure 311: Complementing the core
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Reproduced by permission of Colgate Palmolive
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home hygiene , with extensions going outside the toilet and into products such as cleaning wipes for household surfaces The team has decided that what really works on Domestos is being a simple, straightforward and highly effective problem solver More success has been achieved with direct stretch into toilet gels that deliver germ kill plus limescale removal and cleaning (Figure 312) In 2003 the brand also relaunched its core bleach range with a thicker, more effective product
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The umbrella brand: Focus on indirect stretch
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This brand is much more supple because it has a promise with potential to serve as an umbrella concept for more distant markets that don t have direct link to the core The UK supermarket Tesco s idea of Every little helps has stretched beyond the core area of food to include other products and services that offer high quality, accessible prices and convenience A Tesco shopper can buy videos, clothes, petrol and even nancial services
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STEP TWO: VISION
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Umbrella concept: Indirect stretch with Bi-Actif multi-surface cleaning = less successful
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Staying a specialist: Direct stretch into toilet gel = more successful
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Core bleach
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Figure 312: Domestos extensions
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Product images reproduced by permission of Lever Faberge
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BRAND STRETCH
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Lifestyle/badge values
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Menswear
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Womenswear
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Leathergoods Glasses
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GUCCI BRAND WORLD Shoes Watches
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Perfume
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Figure 313: 360 stretch of a lifestyle brand
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The rst supermarket extension into banking in the mid-1990s was seen by many as a no-hoper, as one branding expert from the Henley Centre commented: Sainsbury is trying to make a big jump in one go I would worry it was a step too far (4) This extension now has 14 million customers and in 2002 operating pro t was 22 million, up 66 per cent year on year (5) In contrast, it would be much harder for Barclay s bank to start selling groceries in its branches, as it is much more of a specialist brand
The lifestyle brand: 360 stretch
If you are one of the rare brands that has badge values , you are the most supple of all These aspirational and emotional values provide the glue to tie together a disperse range of products People are effectively paying to be part of the Gucci club , whether they are buying a t-shirt, handbag or motorbike helmet (Figure 313) Brands with these values are more likely to be found in luxury goods or fashion than pasta sauce or potato chips
STEP TWO: VISION
Key takeouts
1 Having a clear and challenging vision for the masterbrand helps stimulate the creation of big, bold ideas for brand stretch 2 A broader market de nition is the foundation of such a vision 3 Care needs to be taken when laddering up to a bigger idea, to ensure that this is credible and not a brand ego trip
Checklist 3: Vision
Yes Are you working top down on the masterbrand vision, not bottom up Have you de ned your market in broad, bene t terms, not narrow manufacturer ones Have you brought to life a rich, vivid picture of your core positioning target Are you clear about what made your brand famous in the rst place When laddering up to a bigger brand promise, have you avoided brand ego tripping by being credible and motivating Is the positioning sharp and focused, not fat and abby Have you done a reality check on the suppleness of your brand to guide your extension efforts No
Handover
We have now seen how a clear and ambitious vision for the brand can serve as a stimulus for stretch We have also looked at the need to be realistic about the suppleness of your brand and the most appropriate form of stretch on which to focus With this in mind, we will now move on to see how speci c insights into people, brands and markets can be used as the catalyst for generating brand stretch ideas
Step Three: Ideas
2 VISION
TU RE
1 STRENGTHEN THE CORE
5 DE
LIVE
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Headlines
With a clear and inspiring vision in place, the next step is to use this for generating extension ideas This should start with a search for opportunities to extend the core range, using a number of different insight springboards Importantly, consumers are only one source of ideas Many successful extensions come from borrowing ideas from competitors and companies in other categories, or looking within the company itself Whatever the source of insight, be ready to work not in the neat and tidy fairytale world of innovation, but in the real one Here, innokill will be a key barrier to jump over or bash your way through on the way to launching a new extension