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A Harvard Business Review deste mês de Outubro inclui um artigo na mesma onda, sobretudo agora, quando vivemos tempos especiais de migração de valor, "Should you Launch a Fighter Brand?" de Mark Ritson.
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"Economic strains are now causing consumers to trade down, and many midtier and premium brands are losing share to low-price rivals. Their managers face a classic strategic conundrum: Should they tackle the threat head-on by reducing prices, knowing that will destroy profits in the short term and brand equity in the long term? Or should they hold the line, hope for better times to return, and in the meantime lose customers who might never come back? Given how unpalatable both those alternatives can be, many companies are now considering a third option: launching a fighter brand.
A fighter brand is designed to combat, and ideally eliminate, low-price competitors while protecting an organization’s premium-price offerings."
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"For the most part, the history of fighter brands is a discouraging roll call of campaigns that inflicted very little damage on the targeted competitors and resulted instead in significant collateral losses for the companies that initiated them. What tripped them up? Five major strategic hazards that a manager must negotiate carefully in order to enjoy fighter brand success."
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"Economic strains are now causing consumers to trade down, and many midtier and premium brands are losing share to low-price rivals. Their managers face a classic strategic conundrum: Should they tackle the threat head-on by reducing prices, knowing that will destroy profits in the short term and brand equity in the long term? Or should they hold the line, hope for better times to return, and in the meantime lose customers who might never come back? Given how unpalatable both those alternatives can be, many companies are now considering a third option: launching a fighter brand.
A fighter brand is designed to combat, and ideally eliminate, low-price competitors while protecting an organization’s premium-price offerings."
...
"For the most part, the history of fighter brands is a discouraging roll call of campaigns that inflicted very little damage on the targeted competitors and resulted instead in significant collateral losses for the companies that initiated them. What tripped them up? Five major strategic hazards that a manager must negotiate carefully in order to enjoy fighter brand success."
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O autor identifica cinco grandes problemas que podem aparecer a quem lança marcas de combate:
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Cannibalization
Failure to Bury the Competition
Financial Losses
Missing the Mark with Customers
Management Distraction
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"But the greatest cost of a fighter brand may be its propensity to cause managers to delay essential strategic decisions on their existing portfolio of brands. In many cases, when a leadership team finally decommissions a failed fighter brand, its next action is a strategic review of its premium brand."
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"A manager will probably never encounter a strategy as tempting or as potentially ruinous as a fighter brand."
Failure to Bury the Competition
Financial Losses
Missing the Mark with Customers
Management Distraction
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"But the greatest cost of a fighter brand may be its propensity to cause managers to delay essential strategic decisions on their existing portfolio of brands. In many cases, when a leadership team finally decommissions a failed fighter brand, its next action is a strategic review of its premium brand."
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"A manager will probably never encounter a strategy as tempting or as potentially ruinous as a fighter brand."
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So, take care.
1 comentário:
Não sou expert neste tema, claro, mas sempre arrisco a seguinte reorganização:
Estas três:
- Cannibalization
- Failure to Bury the Competition
- Management Distraction
Originam estas duas:
- Financial Losses
- Missing the Mark with Customers
A fighter-brand será, em muitos casos, uma tentativa imediatista, e é isso que a condena.
Porque para o imediato, promoções de vendas bem trabalhadas são a melhor solução.
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