In my bag this week No. Denver Comic Con has been an annual event for Kate and I since it started four years ago. I went to all three days of the con — usually I skip the opening ceremonies on Friday night, but with the new schedule I still had three days to attend — Saturday, Sunday and Monday.
We are glad you are enjoying Advertising Age. To get uninterrupted access and additional benefits, become a member today. Log in or go back to the homepage. The economy looks like it's not going to pick up any time soon. Formerly loyal consumers are trading down in ever greater numbers, and discount brands and private labels are taking a bigger and bigger slice of your market share.
Your CEO needs something to shore up sales. It's an increasingly common dilemma for CMOs with brands in the middle or top end of the market. Should you tackle the threat head-on and reduce existing prices on your premium brand, knowing it will reduce profits and potentially damage brand equity?
Or should you maintain prices, hope for better times to return, and in the meantime lose sales from customers and support from your CEO? With both of these alternatives often proving equally unpalatable, many marketers have decided on a third option: It's one of the oldest strategies in branding. Unlike traditional brands that are designed with a set of target consumers in mind, fighter brands are specifically Kodak funtime film to combat low-price competitors that threaten to steal market share away from a company's premium brand.
When fighter brands work, they not only defeat low-priced competitors, they also open up new markets for companies to pursue. My research into fighter brands reveals five key strategic steps you should take to ensure your fighter brand will emerge victorious.
The first step is to ask yourself if a fighter brand is really what your organization needs. Can you afford to spend precious resources on a new, low-priced brand at a time when perhaps you should focus investment and management attention on your existing portfolio of brands?
Too often companies must embark on significant cost-cutting and re-pricing strategies for their premium brands after acknowledging that their respective fighter brand strategies have failed. These crucial strategic transformations are usually delayed for years while organizations conceive, execute and finally retract their fighter brands.
Start your fighter-brand campaign by questioning whether you even need one in the first place. If you decide to launch, the second step is to prevent cannibalization. Most fighter brands are created explicitly to win back customers who have switched to a lower-priced rival.
Unfortunately, once deployed, many have an annoying tendency to also acquire customers from a company's own premium offering. Third, create a fighter brand strong enough to bury the competition.
Fear of cannibalization often leads companies to overprotect their premium brands at the expense of the combative potential of their fighter brand. Make sure you market-test your fighter brand, and be prepared to recalibrate its price and performance so it finds the sweet spot between cannibalizing your premium brand and failing to damage your rivals.
In the late '90s, Intel launched the low-priced Celeron brand in response to archrival AMD's K6 processor chips, which were cheaper and better-positioned to serve the emerging low-cost PC market.
While Intel got the price right, the chips' feeble performance resulted in very poor quality reviews from consumers. Fortunately, Intel frequently launches new products and was able to quickly launch a new version of the chip called Celeron A, which retained a low price point but boasted stronger performance.
Fourth, give your fighter brand a sustainable business model. While a fighter brand is designed to attack a low-price rival, it also has to do so profitably, or it won't maintain those attacks long enough to eventually defeat its enemy.Teaching Note for ().
Harvard Business School. Harvard Business Review. Welcome to the Kodak film group! Members may add five photos per day to the pool. Photos must be shot with Kodak film and have an appropriate tag. Below is a list of film letter codes to use as tags. Note that tags with a space are surrounded by double quotation marks.
If you don't see your film listed here, please post a message in the group's film list thread. Kodak: Funtime Film Case Analysis Marco Cader Prof.
Fruzzetti MRKT 12/13/ I. Situation Analysis Eastman Kodak Company, founded in by George Eastman, was the prime manufacturer and distributor of easy-use cameras and films. Eastman Kodak – Case Analysis Problem The problem in this case is concerned with Eastman Kodak losing its market share in film products to lower-priced economy brands.
Over the last five years, in addition to being brand-aware, customers have also become price-conscious. This has resulted in the fast paced growth of lower priced segments in [ ]. Updated December, Notes: Some film have same code but different numbers! Also some of the newest film is not yet in this table.
In honor of expired film. Example: Kodak Funtime film was meant to combat Fuji's cheaper product but ended up doing more damage to Kodak's premium Gold Plus line. FAILURE TO ATTACK.