This paper discusses the unconventional marketing strategies and analyzes the logic of business behind these strategies. Four separate examples that have been pioneers in the field of the so-called radical or unconventional marketing are cited here. These organizations have successfully implemented marketing strategies that have, at times, seemed counter-intuitive to the conventional marketing rules. The four examples discussed are of Snapple, Skoda, Intel and Patagonia. The methodology followed in each example is to capture the initial situation of the incumbent organization, including its motivation to try out a new marketing strategy. Finally the authors' analysis has been mentioned which attempts to disentangle the possible reasons for the success of the strategy, as well as some salient aspects of the strategy adopted. The observations and conclusions so arrived at, capture the common threads that appear from the discussion of the examples. The three reasons which the authors think have led to the success of the unconventional marketing strategies are: (i) the factor of 'marketing dominant logic'; (ii) a unique consumer insight; and (iii) focus on single strategy. It should be noted here that these are not exhaustive, and there may be more reasons for success. The satisfaction of all the above conditions increases the probability of success of any new marketing idea, however revolutionary it may be.
Over
the past one century, the corporate world has witnessed
instances of a small brand challenging, the market leader
with its innovative marketing strategies or a huge brand
trying to defend its market share by re-inventing itself
and its marketing practices. These players have taken
decisions that often looked radical and unconventional
at the outset. In this particular paper, we look at
such instances involving brands like Snapple, Skoda,
Intel and Patagonia. Each of these brands, in our view,
has taken a road, less traveled before, and further
attained success thus displaying a mix of thought leadership
and execution excellence. Snapple went ahead with what
we termed as fun branding, wherein they projected the
company as one being run by fun loving individuals and
not business minded MBAs. They have executed this excellently
by ensuring that various activities taken up by the
company reflected the core ideas. Similarly, Intel has
introduced the concept of Ingredient brandinga hitherto
unknown strategy at that point of time. While Patagonia
found success with their environment-friendly strategy,
Skoda employed self-deprecating humor, and laughed at
itself, thereby endearing itself to consumers. |
