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4 elements of an effective brand extension

Like all other marketing strategies, this growth strategy also carries great risk. If not properly planned and evaluated, brand extensions can easily drag a strong brand image to the ground. To avoid such adverse effects, companies can consider the following elements of an effective brand extension:

1. Related or complementary products.Venturing into a new product line that is closely related to the original brand product can provide a strong product and brand recognition from consumers. In this way, instant loyal buyers can be achieved as they can easily associate these new products with the strong original brand. For example, a toothpaste company may also venture into producing toothbrushes.

2. Good quality.Consumers value the quality of products as part of their purchase decision. It is prudent that the new product line also provides the same excellent quality that your original brand product offers. Therefore, it is important that the new product line meets or, better yet, exceeds customer expectations.

3. Innovative.It is not enough for brand extensions to simply be based on the strong brand image of the original product. Also, it’s important that the new product line provides a great experience or something new that gets customers interested in trying and choosing your company’s product over established and existing competitors.

4. Memorable brand slogan.Creating a brand tagline for the original and brand extensions can make it easy for consumers to associate all of your products with the strong brand image. Nike’s “Just Do It” is simple yet memorable and promotes harmony in all of its product lines, be it shoes, apparel, sporting goods and apparel, shoppers receive a sense of triumph, success and accomplishment.

It is noteworthy that customers consider brand extensions to be one with the original brand, therefore; they should complement and support the original brand, rather than causing inconsistencies, incompatibilities, and possibly confusion among buyers.

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