The purpose of Kinetizing Strategy is to help firms match their existing strengths with insights from market trendsto:
  • Create new markets and positions
  • Define new market-categories/subcategories to make competition irrelevant
  • Create emotive frames as bases for business or brand-customer relationship
  • Create what consumers will be willing to buy
  • Do the needful for customers and its carefully chosen target markets

Examples:

Category Dynamics: GEICO Insurance fundamentally shifted the way insurance is bought and sold by appealing to a growing segment of consumers who don’t want to pay the additional overhead cost of traditional insurance agents. By focusing on their brand competency of direct insurance, GEICO used a kinetizing approach to change the dynamics of their category.


Consumer Perceptions: Hanes apparel recognized its equity in the advertising line, “Wait ‘til we get our Hanes on you.” By updating the look and feel of the ads, using timely celebrities and evolving the line to, “Look who we’ve got our Hanes on now,” the brand was able to reach back into the consumers’ well of positive equity and update its image at the same time. That’s a kinetizing recipe for changing consumer perceptions in fashion market.


Market/Category Trend: In the Greek Yogurt marketeat-on-the-go trend led Yoplait developed Go-gurt. Delivered in a colourful nine-inch tube, designed to enhance portability and appeal to kids, Go-gurt helped Yoplait forged ahead of Danone’s Dannon, a category competitive brand it had trailed over a decade. With this kinetizing initiative, a new yogurt subcategory was created in which Dannon was not relevant.


The logic behind Kinetizing  is that individual enterprenuers or firms can  match their existing energies with inghts from market intelligence to drive market share dynamics just with accurate application of data from market-sensing. Through Kinetizing, market share trajectory can emerge - driven by subategory innovation that opens a defining gap between their products and competition.

One idea is to change what people buy by creating new categories or subcategories that alter the way that existing customers look at the purchase decision and use experience. Winning under the Kinetizing model in this wise, is very different, based on being selected because competitors were not relevant rather than not preferred, a qualitatively different reason. Some or all competitor brands are not visible and credible with respect to the new category or subcategory. The result can be a market in which there is no competition at all for an extended time or one in which the competition is reduced or weakened, the ticket to ongoing financial success or higher growth.

The Kinetizing strategy involves transformational or substantial innovation to create offerings so innovative that new categories or subcategories are created. It involves an organizational ability to sense changes in the marketplace and its customers, an ability to commit to a new concept and bring it to market, and a willingness to take risks by going outside the comfort zone represented by the existing target market, value proposition, and business model.

The power of any innovation to drive market dynamics comes creating the needful as a basis for customer loyalty. And if such bases are so relevant,  people will consider them as must-haves, a seek-after or a cannot-do-without, while competitive arguments will not be much considered. 

For example, Hypo! bleach transformed the bleach category after Parazone the  category pioneer, was overtaking and rendered irrelevant by Jik.  Hypo! did not only create market share trajectory through scaled innovation, quality, and affordability (the needful), but automatically becomes the real category  incumbent also, the thought leader  when a choice for  better Cleaniness is on the table.

While all categories or product silos have similar stories, I believe, an application and commitment to kinetizing strategies made Hypo! a market-success!