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Back to the Future
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C. F. Martin & Co. is a guitar-making company whose instruments have been favored by music legends, including Elvis Presley, Gene Autry, and Eric Clapton. Despite the company s legendary status, the financial crisis quickly took 20 percent off its sales of 52,000 guitars a year as its inventories of high-end guitars ballooned. What to do C. F. Martin simply revived the no-frills guitars that it sold during the 1930s, or the last serious depression. It introduced a solid-wood 1 series, so named for its simplicity. This guitar sells for less than $1,000, which is quite a value when you consider that the firm s guitars generally sell for $2,000 to $3,000. It
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VALUE IS THE NAME OF THE GAME
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accomplished this by removing expensive inlays, as its stripped-down 1930s model had done. The company introduced the 1 series in 2008 and promptly sold out its first year s output of 8,000 guitars. This return-to-basics strategy can be a natural way to reposition a company around value.
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Some Words about Promotions
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Finally, do price promotions add much value for a brand Some extensive international work has shown that sales generally go back to where they were once a short-term price promotion is over. The promotion lasts while it lasts. This has long been suspected, but the issue has only recently been systematically tested. Management has often harbored the hope that there might be a positive aftereffect, at least in a particular case. It is now known that this is not so, and why: A promotion is taken up almost exclusively by the brand s long-term or loyal customers. The evidence shows that people seldom buy a strange brand just because its price is cut. They simply avoid paying more than they have to when one of their customary and familiar brands is temporarily on sale. This is why there are no aftereffects from sales: A promoted brand does not hang on to those new cus141
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REpositioning
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tomers who might have first bought it during the sales blip, because there were virtually no such new customers. What s more, a typical short-term promotion reaches only a few of the brand s existing customers, say 10 or 20 percent. Yet promotions are very costly, and additionally, they have costly side effects on production and distribution logistics. Promotions do not seem to leave memory traces. ( What brand had 20 cents off six or so months ago ) Consumers seem to accept the idea that prices are sometimes cut (even for a BMW, say, or for air miles for first class). Large-scale promotions now occur even though management has traditionally sought to stop its salespeople from cutting the price. ( The only way I could nail the sale, sir. ) Marketing management itself now cuts the price, and even seems proud of it. Nonetheless, price promotions must generally be run at a loss; if they weren t there would be even more of them. And the bigger the promotional blip, the bigger the loss. So why is so much spent on price promotions Senior management would like to cut its promotional budget but usually does not know how to do so or what will happen if it does. The exception was the unknown CEO who said, If you re not sure, all you need is guts.
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CHAPTER NINE
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REPOSITIONING TAKES TIME
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It is critical to remind readers here that repositioning is about readjusting people s perceptions, not changing their perceptions. The marketplace is littered with failed efforts to change people s minds. Xerox lost hundreds of millions of dollars trying to convince people that Xerox could make computers and other machines that didn t make copies. Coke blew prestige and money in an effort to convince the market that its New Coke was better than the Real Thing. Cadillac tried to convince the market that its small versions were as good as its big versions, first with the Cimarron, then with the Catera. Both were disasters because a Cadillac that looks like a Chevrolet makes no sense. It s important to understand why changing people s minds is so difficult.
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