Brand Failures
Brand Failures Brand Failures
Some brand failures have proved so illuminating they have been discussed and dissected by marketing experts since they first happened. These ‘classic’ failures help to illustrate the fact that a product does not have to be particularly bad in order to flop. Indeed, in the case of New Coke, the first failure we’ll cover, the product was actually an enhancement of the formula it replaced. The reason it bombed was down to branding alone. Coca-Cola had forgotten what its core brand was meant to stand for. It naively thought that taste was the only factor consumers cared about. It was wrong. In fact, all the examples in this chapter highlight fundamental marketing errors which many other brands have replicated since. These errors include such basic mistakes as setting the wrong price, choosing the wrong name, and getting too paranoid about the competition. However, these failures also illustrate the general unpredictability of all marketing practices. No matter how strong a brand becomes, the market always remains elusive. The best any brand manager can hope for is to look out for any likely pitfalls which could catch them out. It is in the interest of identifying these pitfalls, rather than for the sake of schadenfreude, that the following classic failures are explored in some depth.
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- Page 4 and 5: Brand Failures
- Page 6 and 7: Brand Failures Matt Haig
- Page 8 and 9: Contents 1. Introduction 1 Why bran
- Page 10 and 11: Contents vii 6. Culture failures 15
- Page 12 and 13: 4 Brand failures didn’t matter. A
- Page 14 and 15: 6 Brand failures market for which i
- Page 16 and 17: 8 Brand failures without trace are
- Page 21 and 22: 1 New Coke Think of a brand success
- Page 23 and 24: Classic failures 15 The problem, as
- Page 25 and 26: Classic failures 17 over US $10 mil
- Page 27 and 28: Classic failures 19 2 The Ford Edse
- Page 29 and 30: Classic failures 21 they all looked
- Page 31 and 32: Classic failures 23 ing with were b
- Page 33 and 34: Classic failures 25 Quality is imp
- Page 35 and 36: Classic failures 27 format VCR. By
- Page 37 and 38: Classic failures 29 Now, of course,
- Page 39 and 40: Classic failures 31 November 2001,
- Page 41 and 42: Classic failures 33 CHAPTER 3 Idea
- Page 43 and 44: Idea failures 35 As the examples in
- Page 45 and 46: Idea failures 37 5 Kellogg’s Cere
- Page 47 and 48: Idea failures 39 they could just ge
- Page 49 and 50: Idea failures 41 possibilities of b
- Page 51 and 52: Idea failures 43 Tale and The Anima
- Page 53 and 54: Idea failures 45 Niall Fitzgerald,
- Page 55 and 56: Idea failures 47 8 Pepsi In pursuit
- Page 57 and 58: Idea failures 49 the company had wi
- Page 59 and 60: Idea failures 51 Mattel explained t
- Page 61 and 62: Idea failures 53 10 The Hot Wheels
- Page 63 and 64: Idea failures 55 11 Corfam The leat
- Page 65 and 66: Idea failures 57 12 RJ Reynolds’
- Page 67 and 68: Idea failures 59 In introducing Pre
Some brand failures have proved so illuminating they have been discussed<br />
and dissected by marketing experts since they first happened. These ‘classic’<br />
failures help to illustrate the fact that a product does not have to be particularly<br />
bad in order to flop.<br />
Indeed, in the case of New Coke, the first failure we’ll cover, the product<br />
was actually an enhancement of the formula it replaced. The reason it<br />
bombed was down to branding alone. Coca-Cola had forgotten what its core<br />
brand was meant to stand for. It naively thought that taste was the only factor<br />
consumers cared about. It was wrong.<br />
In fact, all the examples in this chapter highlight fundamental marketing<br />
errors which many other brands have replicated since. These errors include<br />
such basic mistakes as setting the wrong price, choosing the wrong name, and<br />
getting too paranoid about the competition.<br />
However, these failures also illustrate the general unpredictability of all<br />
marketing practices. No matter how strong a brand becomes, the market<br />
always remains elusive. The best any brand manager can hope for is to look<br />
out for any likely pitfalls which could catch them out. It is in the interest of<br />
identifying these pitfalls, rather than for the sake of schadenfreude, that the<br />
following classic failures are explored in some depth.