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Susan B. Anthony $1 coin as a replacement for the $1 bill. To the mint, it was a big improvement because it would save $50 million a year in printing and processing costs. To the public, there were no perceived benefits. It looked like a quarter, and many thought it was ugly. Good-bye, Suzy.
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Evolving a brand is a tricky piece of work because you can fuzz up your identity. Let s continue the discussion that we started in 1. In days gone by, most big brands were clearly perceived by their customers. The mind, like a camera, had a very clear picture of what its favorite brands were all about. When Anheuser-Busch proudly proclaimed, This Bud s for you! the customer knew exactly what was being served. The same went for Miller High Life, or plain old Coors Beer. But in the past decade, Budweiser has flooded the market with regulars, lights, drafts, clears, cold-brewed, dry-brewed, and ice-brewed beers. Now the statement This Bud s for you can elicit only the question, Which one do you have in mind
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That once-clear perception in the mind is now badly out of focus. It s no wonder that the King of Beers is starting to lose its following.
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The difference in views on this subject is essentially a perspective. Companies look at their brands from an economic point of view. To gain cost efficiencies and trade acceptance, they are quite willing to turn a highly focused brand, one that stands for a certain type of product or idea, into an unfocused brand that represents two or three or more types of products or ideas. We look at the issue of line extension from the point of view of the mind. The more variations you attach to the brand, the more the mind loses focus. Gradually, a brand like Chevrolet comes to mean nothing at all. Scott, the leading brand of toilet tissue, line-extended its name into Scotties, Scottkins, and Scott Towels. Pretty soon Scott flunked the shopping-list test. (You can t write down Scott and have it mean anything.)
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Things would have been fine in the land of Scott if the likes of Mr. Whipple and his squeezable Charmin tissue hadn t arrived on the scene. (The more you lose
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focus, the more vulnerable you become.) It didn t take long for Charmin to become the number one tissue. The course of business history seems to verify our concerns. For years, Procter & Gamble s Crisco brand was the leading shortening. Then the world turned to vegetable oil. Of course, Procter & Gamble developed Crisco Oil. So who s the big winner in the corn-oil mel e That s right, Mazola. The next move was to no-cholesterol corn-oil margarine. So Mazola introduced Mazola Corn Oil Margarine. So who s the winner in the corn-oil-margarine category You re right; it s Fleischmann s. In each case, the specialist or the well-focused competitor was the winner.
The Specialist s Weapons
impression on the mind.
Here are some thoughts
on why the specialist brand appears to make such an First, the specialist can focus on one product, one benefit, and one message. This focus enables the marketer to put a sharp point on the message that quickly drives it into the mind. For example, Domino s Pizza can focus on its home delivery. Pizza Hut has to talk about both home delivery and sit-down service.
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Duracell can focus on long-lasting alkaline batteries. Eveready had to talk about flashlight, heavy-duty, rechargeable, and alkaline batteries. (Then the company got smart and went to the Energizer only, a good move on Eveready s part.) Castrol can focus on its oil for high-performance small engines. Pennzoil and Quaker State are marketed for all types of engines. Another weapon of the specialist is the ability to be perceived as the expert or the best. Philadelphia is the best cream cheese (the original, so to speak). Titleist is the best golf ball. Finally, the specialist can become the generic for the category. Xerox became the generic word for copying ( Please Xerox that for me ). Federal Express became the generic word for overnight delivery ( I ll FedEx it to you ). 3M s Scotch tape became the generic word for cellophane tape ( I ll Scotch-tape it together ). Even though the lawyers hate it, making the brand name a generic is the ultimate weapon in the marketing wars. But it s something that only a specialist can do. The generalist can t become a generic. Nobody ever says, Get me a beer from the G.E. Some companies see evolution through a lens of what others are doing. This can be a problem.
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