Managing brand images and building brand portfolios are difficult challenges even for the most seasoned executives. This is particularly true in hard economic times when consumers are prone to forego known names to buy less expensive store brand substitutes. The recent example of Pampers diapers illustrates many of the challenges and some of the opportunities available to marketers to increase the value of their brand franchise.
The Case of Pampers
When you think Pampers you think of what-diapers of course-expensive diapers at that. These rather narrow associations were not helping the Pampers brand.
Although the brand commands a 24% share in the diaper category, it was and is now under siege from lower priced counterparts, particularly in the wake of new and improved store brands that have greatly upped quality. The economic recession doesn't help-particularly since Pampers' price is 50% higher than that of store brands. Nor did Pampers' advertising which, since 1961 had changed relatively little and tended to talk down to mothers. Pampers (and other diapers) are also in some sense responsible for their own slowed growth as improvements in diapers means fewer diaper changes (see Emily Nelson, Wall Street Journal, December 27, 2001, B1).
How can companies build and enhance their brand franchise-both deepening the meaning of the core brand and insulating the brand from price-based competition? Attention to a few simple concepts provides a start.
Brand Longevity through Line Extensions