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1. ACTION PROJECT:
PRODUCT RELAUNCH
By:
Pawel Puszko
Ian Sheldon

2. Agenda
 Product Launch
 Product Re-Launch
 Branding
 Re-Branding

3. Product Launch
 “In recent years, product launching has become an art which
can make or break a product.” - Launching a New Product
into a Developed Market. (2014). Times 100 Case Studies

4. The importance of providing
consumer benefits
 Consumers do not buy products, they buy benefits
 Sensory benefits e.g. the colour and look
 Value, e.g. the price in relation to the quality
 Convenience, e.g. the ease

5. Marketing strategy
 A plan of action designed to achieve the goals of the
organisation
 Need to set out the key objectives you want to achieve
 E.g. to increase distributor, profitability and productivity by
providing a new and exciting business opportunity, to
optimise consumer convenience and value through
enhanced product differentiation with this exclusive and
revolutionary cleaning system, to provide innovative and
unique products to enhance the image

6. Positioning
 Think very carefully about the position that the new product
would take in the market-place
 E.g. A revolutionary product system that provides the ultimate
in customer convenience…

7. Strategy and tactics of the launch
 A strategy is a plan or practical measure designed to achieve
certain objectives, while the tactics are the actions taken to
implement the strategy and achieve these objectives
 Stage 1: to build excitement
 Stage 2: to create awareness
 Stage 3: to build product knowledge
Times 100 Case Studies, (2014)

8. Post launch analysis
 Assess how well the product has been received by the
consumer
 Research
 Surveys

9. Product Re-Launch
 This does not mean abandoning their strengths, but rather
adapting to a changing environment
 - changed legal requirements (e.g. new environmental laws
that reduce unnecessary packaging)
 - actions of competitors (e.g. a rival markets a new product)
 - shifts in consumer demand (e.g. consumers seeking more
sophisticated products)

10. Reasons for a re-launch
 Confusion
 Move a brand from the Mid Market sector to the growing
Premium Market
 To encourage lapsed users to repurchase and to generate
new customers

11. Developing a re-launch strategy
 Extends the lifecycle of a brand
 Review all the ingredients of the marketing mix in order to
differentiate products from competition and thereby provide a
more appropriate market position
Times 100 Case Studies, (2014)

12. Major Changes
 When making major changes to a product, it is essential to
communicate clearly:
 - what changes are taking place
 - why these changes are taking place
 - how the public, in particular consumers, will be better off

13. The use of the marketing mix in
product launch/re-launch
 Effective balance of the right product, price, promotion and
place (Product will achieve its critical success factors)
 In line with the product and the target market as well as
meeting your own business objectives

14. Product
 First stage in building an effective mix is to understand the
market
 Market research to target key market segments
 Eg.
 - using focus groups to listen to consumers directly
 - gathering data from consumers through a variety of different
research techniques
 - product testing with consumers in different markets

15. Price
 The costs of production or the business need to maximise
profits or sales
 A product’s price also needs to provide value for money in
the market and attract consumers to buy

16. Pricing Strategies
 Cost based pricing – this can either simply cover costs or include an
element of profit. It focuses on the product and does not take account of
consumers
 Penetration price – an initial low price to ensure that there is a high
volume of purchases and market share is quickly won. This strategy
encourages consumers to develop a habit of buying
 Price skimming – an initial high price for a unique product encouraging
those who want to be ‘first to buy’ to pay a premium price. This strategy
helps a business to gain maximum revenue before a competitor’s product
reaches the market

17. Place
 How the product arrives at the point of sale. This means a
business must think about what distribution strategies it will
use
 Where a product is sold

18. Promotion
 Promotion is how the business tells customers that products
are available and persuades them to buy
 Above-the-line promotion is directly paid for. E.g. TV or
newspaper advertising
 Below-the-line is where the business uses other promotional
methods to get the product message across. E.g. Events or
trade fairs, Direct mail & Public relations

19. What is a Brand?

20. What is a Brand?
a) The Company Name & Logo?
b) The Product?
c) Core Competencies?
d) The Company Mission Statement?
e) All of the above?

21. BRANDING
 Dream of the founder
 Message/Philosophy/Vision
 ‘Brand Story’
(Hestad, 2013)

22. BRANDING STRATEGY
 DO’S
 Build Brand Strategy.
 Unveil Captivating Brand Story & Logo.
 Determine Target Core Customer.
 Dynamic Implementation.

23. BRANDING STRATEGIES
DON’T
 Market product specifics.
 Compare self to competition.
Instead
 Market the company message.
 Advertise the BENEFITS gained/the add-value.

24. Types of Benefits
 Functional Benefit
 Emotional Benefit
 Self-Expression Benefit
 Experiential Benefit
 Creative Credibility Benefit
 Cultural Credibility/ Iconic Benefit

25. (Hestad, 2013)

26. Aspects of a Brand
(Hestad, 2013)

27. Synergistic Brand Management
(Hestad, 2013)

28. BRANDING CASE - Failure
 Sony Betamax
 Created the first VCR’s
(Betamax VCR’s).
 Refused to license
Technology to competitors.
 JVC creates alternative VHS-VCR. More willing to share format with
competition (saturate market with own technology).
 Betamax: Better sound and picture quality.
 VHS: VHS Cassettes are able to record for much longer by sacrificing
picture and sound quality.
 Market Chose JVC’s VHS. More companies offering that service.

29. Branding Case – Success
APPLE
Case
study

30. Top 10 Reasons for Rebranding
1. Confusing or nonexistent existing brand image.
2. Loss of market share.
3. The company is entering a new industry.
4. Change in company mission, ideology, culture.
5. Target Segment becomes Saturated.
6. New associations are needed to generate growth.
7. Aging target market.
8. New technology makes product obsolete.
9. Pressure from competition.
10. The Company would like to broaden its appeal to more
segments.

31. REBRANDING DO’S
 Plan ahead for strategic adaptation and ‘rollouts’
 Hire “fresh perspectives”
 Leverage brand equity and goodwill throughout rebranding
process
 Take the time to test implementations
 Attention to detail

32. REBRANDING DON’TS
 Cling to history.
 Navigate without a plan
 Rebrand without doing research first
 Base your rebrand on an ad. campaign
 Have Tunnel Focus
 Believe your too small for rebranding to matter
 Bypass the basics

33. REBRANDING CASE - Failure
NEW COKE
 Coca-Cola branded as the Classic, the
Original, the Industry leader.
 Late 50’s Coca-Cola outsold Pepsi-Cola 5-
1.
 60’s Pepsi-Cola successfully rebrands
itself as as the hip/youthful alternative.
 70’s Pepsi Introduces the ‘Pepsi-
Challenge’.
 Early 80’s dubbed ‘Pepsi Generation’.
Pepsi-Cola signed Michael Jackson as a
celebrity endorsement deal.
 80’s Coke’s market share on the rapid
decline.
 1984 Coca-Cola goes on the defensive.
Creates new sweeter formula which tastes
more like Pepsi.
 April 1985, New Coke is launched.
Production of Classic Coca-Cola is halted.
 July 1985, After much public outcry, Coca-

34. REBRRANDING CASE - Success
• Founded by the Strauss family in 1875.
• Originally marketed for the working
man.
• Grows into one of the best known global
brands of the 20th century.
• An icon of youth Culture by the ‘60’s.
• By ‘90’s the brand image grows stale.
Growth was stifled. Rebranding deemed
necessary.
1. Situational Analysis
2. Creating a brand plan (Brand mission and strategy)
3. Market Research (Interior & Exterior)
4. Strategic Implementation

35. IDEAS? COMMENTS?
QUESTIONS?

36. Lesson’s from NEW COKE
Source: Haig, 2012

38. References
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