Feb 22nd, 2010
by Vincent Young.
THIS IS AN EXCERPT.
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In order to effectively compete, challenger brands must learn to package innovative product offerings together with marketing programs designed to represent at least one of the following four forms of retailer financial growth:
FOUR WAYS TO OFFER RETAILERS FINANCIAL GROWTH:
1. Increase overall category demand
2. Increase the attach-rate of high-value complimentary items
3. Motivate a “trade-up” within the category
4. Help a given retailer win the war against another retailer
The most difficult thing for brands like Glad and Hefty is viewing themselves as challenger brands when their histories have been more reflective of the rare “power” brand.
Feb 15th, 2010
by Ben Smith.
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SUMMARY:
EVEN GARMIN CAN FEEL LOST:
Who wants to be the first to admit they don’t have the answer to a problem? What do you do when your product is becoming a commodity, and even worse, when others start giving it away for free?
Garmin, the maker of GPS systems, is getting hit with this double-whammy. The majority of their problems center on their Automotive/Mobile business segment, which includes the main product that comes to mind for Garmin, the portable GPS for your car. Just as Tivo has watched the cable / satellite companies erode their share with generic DVR’s, smart phones are poised to erode the stand-alone portable GPS business.
WHERE DOES GARMIN GO FROM HERE?
The central question for Retail Leverage and our readers is “What can Garmin do to gain Retail Leverage with its nüvifone line?”
Aug 19th, 2009
by Vincent Young.
THIS IS AN EXCERPT; TO READ FULL ARTICLE, CLICK ON TITLE.
SUMMARY:
Retail buyers hate risk.
Five approaches which establish a track record of success prior to engaging with the universe of major retailers:
1. Over-invest in Trade Shows
2. Seriously consider direct-response advertising
3. Launch exclusively with specialty/boutique retailers
4. Build a “community”
5. Launch exclusively with one major retailer
Remember, very few strategies give your challenger brand more leverage at retail than the promise of bringing your successful past to the retailer’s risk-averse present.
