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Extensions and Target Market

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Sunanda K. Chavan
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Extensions and Target Market - September 16th, 2010

Extensions and Target Market



It extends your target market:

Gillette’s Sensor for Women leveraged the definition of the

business Gillette’s in and its brand benefit of the “clean shave,” effectively extending its

target market from only men to all adults who shave.

Extensions Should Support Brand Positioning

Extensions are even more powerful when linked back to the customer relationship and how it has been used

as a basis for your brand positioning. This means ensuring that the extension builds off one or more of the

following positioning components:

It extends your business definition:

In launching IBM Consulting, IBM changed the

definition of the business it was in from “technology-based” to “technology-based

solutions.”

It extends your point of difference:

By introducing the benefit of “guaranteed videos in

stock,” Blockbuster has grown its points of differentiation. So has Federal Express by

establishing a new drop-off time for packages of midnight in some locations.

It extends the entire positioning.

This usually occurs when a business is trying to enter a

new market for the first time with a brand whose strengths are recognized beyond its current target market

and current definition of the positioning.

The introduction of Caterpillar Footwear extended Caterpillar’s reputation and brand strength from the heavy

equipment market. And also for that matter Reliance.

It is not only into telecom services but also manufacturers of mobile phones, it is into Departmental stores named Reliance fresh ,also into Consultancy, Insurance etc.

This can be risky, but done right, it allows a company to diversify its range of branded products and take a

true portfolio approach to managing its brand.

Deepening – and Optimizing – the Customer Relationship

Clearly, the proposition of extending a brand and its equity is closely tied with the customer relationship now

and as, ideally, you would like it to develop. Defining and acting on that relationship is more problematic

today than ever before. Evolving business models involve multiple customer touch points, an increasingly

complex range of products, services and content, and multi-layered advertising, commission and margin-

based revenue structures. These demand new practices in not merely managing, but in optimizing the

customer relationship.
The Customer Relationship Optimization (CRO) perspective requires a more holistic and

enterprise-level understanding of the brand as the amalgamation of all customer experiences, and a strategy

for managing multi-faceted relationships.

Further, it requires a clear understanding of the value the customer wants to derive from the enterprise – and

the value the enterprise derives from the customer.

Each business segment and delivery channel has a distinct and separate revenue structure and customer

base.
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