The Visionary Brand | Strategic Competitiveness
The Visionary Brand | Strategic Competitiveness

The Visionary Brand | Strategic Competitiveness

Anjali Adhikari

20 min
Business & Finance
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<p><a href='https://open.spotify.com/show/40VbLzYVsQgjYOXjtDqEeU'></a></p> The Visionary Chronicles Podcast <p>CHRONICLE: March 7th, 2023</p> Content from… The Visionary Brand, The Success Formula Behind the World's Most Visionary Brands. <ul><li> Readers Favorite Award Winner; Top Marketing Book </li> <li> Amazon Bestseller. </li> </ul> <p>“Be a yardstick of quality. Some people aren't used to an environment where excellence is expected.” –  Steve Jobs</p> <p> </p> <p> </p> <p>THE VISIONARY BRAND | Strategic Competitiveness</p> <p>Strategic Competitiveness is born from a Brand that has established itself as premium and can be trusted to consistently provide the best level of products or services.</p> <p>With the strategic weapon of premium brand positioning, a brand can extend its market share by deploying a Product Squeeze.</p> <p>The Product Squeeze happens when a brand looks to extend its product mix beyond its core offering without degrading brand equity. That is the key, and it happens without destroying brand equity or community trust.</p> <p>How does a brand achieve the “squeeze” successfully? It is best explained through marketplace reference. At TaylorMade, we had a commanding market share with Movable Weight Technology (MWT) with our “first mover” advantage. Our flagship product then was the R7 Series of woods and irons. However, our leading sporting goods retailer had requested additional products at a faster pace at differing price points.</p> <p>All retail footprints are built off three distinct price tiers; Good, Better, and Best. We were the Best but needed a product covering all price tiers. Our strategy was to reintroduce a previous TaylorMade product series without the flagship tech of MWT. We would reintroduce the Burner product line. Great product, but with one distinct difference, no MWT Tech. Introducing the Burner line it allowed us to capture the “Better” Tier. With one Tier left to conquer, we would decrease product development and commercialization, allowing to introduce new generation

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