Quem lê este blogue sabe o quanto recomendo às PME para subirem na escala de valor. No entanto, não sou parvo e sei o quanto custa a criar e a desenvolver uma marca. É preciso ter cuidado quando se toma essa decisão. Como costumo escrever aqui: os macacos não voam, a experiência passada delimita o campo de possibilidades presente.
Para quem quer subir na escala de valor à custa de uma marca própria pode ganhar alguma coisa em ler o texto da HBR de Setembro de 2019, "The CEO of Canada Goose on Creating a Homegrown Luxury Brand":
"achieving mass distribution by competing on price is not the way to succeed; that’s how you build commodity brands. [Moi ici: PME e comodities não jogam] I knew that to create a sustainable global business, we would have to grow from a foundation of undeniable core values that prioritized quality over quantity.
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many customers in Europe and Asia do indeed care where goods are produced, especially high-value ones. [Moi ici: Made in Portugal e calçado, uma vantagem a aproveitar]
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Today Canada Goose is arguably one of the country’s best-known apparel brands, selling a range of high-quality outerwear and other clothing at prices ranging from $295 to $1,695 in our own stores and e-commerce channels and with retail partners around the world. With three factories in Winnipeg, three in Toronto, and another two in Quebec, and training schools for sewers in each of those cities, we are also recognized as a leader in building and rebuilding Canada’s apparel manufacturing infrastructure.
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most of our revenue at the time came from private-label commissions: making outerwear on which other companies put their names.
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Those relationships could be unpredictable. Orders weren’t always as large or as frequent as my parents would have liked, but they wanted to keep their workers employed year-round. So they sometimes accepted less-profitable orders to keep the factory running. It was not a career they wanted me to pursue: “You should be a professional and make a predictable income,” they would tell me. “Running a factory is too hard.”
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I realized later that this wasn’t just a “parka business”—we were making something real. Our products had meaning that resonated with customers. [Moi ici: Gente que pensa que está no negócio dos sapatos não se deve meter na criação de uma marca]
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While working at the company, I also had some ideas about how the business could be improved. For example, this was in the early days of email and the internet, and we didn’t use either of them—so I set up an email account and built our company’s first website. My three-month stay turned into six months and then into a few years; it’s now been more than two decades since I started.
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As early as 1998 I began attending trade shows around the world....
If we were to build on that foundation, though, we would have to get out of the private-label business, eliminate the Snow Goose name, and focus exclusively on Canada Goose.
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Slowly but steadily, [Moi ici: Atenção a isto, a conversão foi feita com calma] I got out of our private-label deals and focused solely on the Canada Goose brand. I continued to travel extensively through Europe and Asia to better understand what consumers valued. Quality, of course, was key. People wanted a well-constructed, perfectly stitched, exceptionally warm coat made from the best materials. [Moi ici: Atenção qualidade aqui não é ausência de defeitos, isso é tido como garantido nesta liga. Qualidade aqui são atributos que diferenciam] That’s something else I learned from my parents. They always saved their money to invest in high-quality products that lasted a long time, rather than buying cheaper, disposable things. Our country of origin was also critical. To many people, owning a Canada Goose jacket is like owning a little piece of Canada, and for that they’re willing to pay a premium.
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We couldn’t afford glossy ad campaigns, so we focused on word of mouth. [Moi ici: O papel dos influenciadores no desenvolvimento das marcas]
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As a still-small company, we couldn’t afford glossy ad campaigns to drive consumer awareness or demand, so we focused on a different, and arguably more powerful, kind of marketing: word of mouth and telling real stories. When an expedition team traveled to the North Pole and was featured in National Geographic, we made sure the team members were wearing our jackets. We also outfitted TV and film crews that were shooting in remote cold-weather locations where temperatures could fall well below freezing. We protected people who lived and worked in the coldest environments on earth and then shared their stories."
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