JOHN IDUH on Kinetizing Marketing is a blog that highlights some insightful, innovative, and breakthrough marketing accomplishments by winning organizations. The specific aim is to help Businesses STOP COMPETING! Instead, use the Kinetizing Exemplaries as guidance to Creating innovative offerings, market-compelling values, Must-Haves or customer-will-be-willing -to-buy; capable of forming and defining a new BUSINESS SPACE, and exclude Competition from choice discussion, at the time of Customer-purchase decisions. With such initiative, firms stand the chance of becoming market-successful, beyond compare! 

What is Kinetizing Marketing?

Kinetizing Marketing is a Strategic business growth model designed to help firms  match their existing energies (or strengths) with insights from Market intelligence, such that company products  are tailored with relrvance to fit the trending-market requirements - such as buyer needs, goals, aspirations, choices, priorities and lifestyles -by creating  "must-haves", that open some defining gaps from compettiton, creating market category-space.

The Kinetizing firms are those firms that are  proficient in leveraging their existing energies (or strengths) with  insights from market intelligence to create new markets or subcategories away from competition. Those firms are smart in:

  • Detecting market signals from the business periphery and acting on them
  •  Markets, Competition / Change Sensing : Learning the current and the distance events in the business landscapes. 
  • Researching key drivers of customer Value and how market segments are evolving
  • Learning consideration sets people use to form preferences for making product purchases 
  • Devising strategies from the outside-in
  • Generating Ideas for Value Creation that consumers will be willing to buy.
  • Creating new Categories, subcategories  - Market spaces that open defining gap from competition.
  • Crafting emotive frames for Brand/Market positioning as bases for business or brand-customer relationship
  •  Customer linking, Market Relating Doing the needful for customers and carefully chosen target markets.
  •  Market-Channel Bonding & Relationship
  • Business re-alignment at the time of market dynamics, heightened competition, and declining market shares, profits and revenue margins.
Kinetizing Marketing: A Guide to Creating Customer-Compelling Value capable of Excluding competition from Choice Discussion at the time of Customer-Purchase Decisions.


Since I began, in the year 2010, my ongoing market research: studying industry dynamics,market-successes of brands, and changes in and around product  categories, I have been convinced that Kinetizing Marketing has the potential to help businesses: 


    • Creating  Customer-compelling spaces for their products!
    • Pioneer new categories or subcategories and choice drivers!
    • Innovate Must-haves, relevance or people-will-be-willing to buy!
    • Exclude competition from purchase option!
    • Prevent their brands from declining into irrelevance!
    •  Drive Customer Loyalty & Relationship with their brands
    • and ultimately becoming market-successful!

This is because:


"a firm could develop great marketing supported by large budgets but not make a dent or even move a needle unless it drove  new markets, New categories or subcategories, unless a new competitive arena in which the competitors were not effective emerged; and unless it kinetizes by  creating customer-compelling drivers of choice that  exclude competition during purchase decision processes. Then success could be dramatic in terms of sales, profits, and market position". 

Towards that endKinetizing marketing Model was designed with  some  archetypes  to help businesses create customer-impressing spaces. To begin with:

Use Emotive Frames: The concept of framing, and of supporting metaphors and vocabulary, is a key to business growth. Get the framing right and the business will be market-driving. Framing, if turns out, can affect how consumers perceive, talk about, develop attitudes toward, and, ultimately, buy and use an offering. Framing matters because it influences thinking, perceptions, attitudes and behavior. The same information will be processed or not processed, be distorted or not distorted, affect attitudes and behavior or not affect attitudes and behavior, depending on the frame. Framing creates relevance as well as winning Customer Loyalty and Relationship: If you look at brands in the apparel, beverage, and cosmetics categories, even the automobile space, consumer or customer loyalty and relationship were driven by such emotive frames that create relevance, defining  new market spaces. Consider these:
    • Aerial powdered detergent explains that one wash is what consumers should seek in detergents. With this initiative, the brand was a market-success.
    • Amstel Malt tells the sugar-conscious consumers to  consider "low-sugar Malt" when the need for malt arises". This is cleverly relevant; and it serves as a basis, a motivation for customer loyalty and relationship.
      • Renaissance Credit convinces the loan-seeking markets to go for  24hr cash loan
      • Oral B toothpaste defines the mouth-care space as "Strong Teeth"a basis for customer loyalty and relationship with the  brand
      • Etisalat, in the telecoms space, provides EasyLife, Easycliq, Easyflex, Homezone etc  as bases for customer loyalty.
      • MTN in the same space, created Super Saver, Family & Friends, Free Night Calls, Pulse, as good reason patronizing it over competition.
      • The U.S Democrat Party  stands for  Tax-Relief, free-education, etc.
      • Paracetamol delivers Pain-Relief from feverish condition - the reason for choosing it over competition.
      • Blackberry  provides for us  Pinging -  as bases for customer relationship
      • In Educational market, there are Weekend Schools, Night Schools; Branding schools, Online Schools, Tailoring Schools, Catering Schools; 6 Days MBA programme, etc.
      • Forex-Trading, in the  Investment and stock trading category,   becomes a different platform,
      • Body Treat Cosmetics Provides Skin-Lightening and beauty clarifying - relevance delivered,
      • Dove delivers Moisturizing;
      • Close-Up Toothpaste delivers Fresh-Breath;
      • Volvo provides Safety Car;
      • Indomies provides  Instant Noodles; 
      • Rolex delivers luxury watch

      All the emotive-frames above are customer-compelling so relevant that they serve as motivation for customer loyalty and relationship to the brands.

      Emotive-frame as an  archetype of Kinetizing model shapes choice discussion, providing a perspective and vocabulary. A car brand competing with Jaguar will have to explain that it has parity or superiority in design, or why that design should not be a deciding factor, because the frame has elevated design to provide the initial perspective about consumers’ choices within the subcategory. It will not be possible to ignore the framing structure because it is bigger than the business. Framing really does two things. First, it defines a subcategory (or sometimes a category) and in doing so, it often suggests why that subcategory should be preferred over others. Blackberry provides  Pinging alert-  as bases for customer relationship.

      Emotive-frame matters, and there’s plenty of research to back that up:

      •  In general, attributes that are portrayed positively have a greater impact than the same attributes portrayed negatively. People prefer 75% lean to 25% fat, as Irwin P. Levin and Gary J. Gaeth found in “How Consumers Are Affected by Framing of Attribute Information Before and After Consuming the Product,” published in the Journal of Consumer Research.
      •  A firm that is framed as nonprofit because of a “.org” domain name will be perceived as more caring but less competent than a firm with a “.com” suffix, as Jennifer Aaker, Kathleen D. Vohs and Cassie Mogilner found in “Non-Profits Are Seen as Warm and For-Profits as Competent: Firm Stereotypes Matter,” published in the Journal of Consumer Research. 
      • A premium beer with some balsamic vinegar added is preferred unless the product is reframed as beer with vinegar added, according to Dan Ariely’s book Predictably Irrational.
      •  A wine that was purported to be from California rather than North Dakota not only was preferred, but also caused users to linger over a meal, reports Brian Wansick in the book Mindless Eating

      • Kraft’s DiGiorno introduced a “rising crust” pizza, the first frozen pizza without a precooked crust, and reframed the frozen pizza category to include delivered pizza. With the tagline, “It’s not delivery. It’s DiGiorno,” the brand was a market success. In the reframed category, instead of being a premium-priced frozen pizza, DiGiorno now had a decided price advantage by being often half the price of delivered pizza. Further, its quality was now suggested to be comparable to delivered pizza. Kellog on marketing 

      There is an illusion prevalent in organizations that customers are rational and seek out relevant information, establish clear objectives, weight functional benefits heavily and make logical decisions. Such a model of the world matches our instinct that the winning strategy is to develop and communicate logical, functional benefits. But, unfortunately, this model is wrong. Even if they had the motivation and the time, customers lack credible information, memory capacity, computational ability, and often even sufficient knowledge about a product area to obtain relevant information and use it to optimize decision making. As a result, they rely on information cues teed up by the framing strategy. A frame, by influencing the dialogue surrounding a product or service, can trump logic, even for those who are informed.

      So, when developing a growth initiative, instead of arguing about the superiority of the product or  brand, consider framing a subcategory, or choice discussion, based on one or more “must haves” and then shaping the discussion so that competitors’ arguments are not even relevant. 

      • Create must-have or essential: Augment the offering with a feature or service that consumers will regard as essential: Westin Hotels, a property of Starwood Hotels & Resorts Worldwide Inc., created a subcategory of hotels that offer a premium bedroom experience with its Heavenly Bed, a pillow-like mattress filled with down, and, later, the Heavenly Shower, extra roomy and with dual shower heads. General Motors Corp.’s OnStar service, which allows motorists to get help or get directions, has changed automobile buying criteria for some.

      • Find an underserved segment. That’s what Clif Bar Inc. did with the Luna energy bar for women, introduced in 1999. Clif Bar still markets the Luna as the first nutritional bar with a taste, texture and nutritional ingredients chosen to appeal to women.

      • Provide faster access to new products: Two successful clothing retail chains, Zara, part of Spain’s Inditex SA, and American Apparel Inc., have innovated in fashion by keeping design and manufacturing primarily in their home markets, Spain and the U.S., respectively. This helps the companies deliver new fashions into their stores much faster than some of their competitors.

      • Expand the offering from components to systems: This is what software companies do when they go from selling isolated applications to offering a system to handle all of the customer’s related needs. Microsoft Corp.’s Office suite, for one, bundles features such as word processing, spreadsheets, calendars and email.
      • Market a new and distinct use or application: Bayern Corp. helped create a new market for itself by offering the regular use of Bayer Low Dose aspirin as a way to ward off heart attacks. The innovation brought new users into the market.

      • Create a new product form or delivery method. Packaging yogurt in Go-Gurt’s colorful nine-inch tube helped Yoplait, a subsidiary of General Mills Inc., forge ahead of Danone SA’s Dannon, a brand that Yoplait had trailed for decades. Go-Gurt’s tube changed what parentsn were buying, making yogurt easier and more fun for kids to eat. Similarly, the invention of cereal bars, in responseto a society on the run, succeeded in changing where and how consumers bought and ate cereal. Capture a market need, whether latent or visible. There was no general outcry for upscale coffeehouses when Starbucks Corp. started building its chain of stores that delivered consistent high-quality coffee in a social and aesthetically pleasing environment.

      • Use Brand Archetype Framework: In these insightful models,  Joseph Gelman and Michael Dunn posits that companies often engage in an analytical and creative process to develop or review their brand positioning, an exercise often triggered by the need to support a revised business strategy. One of the risks they may encounter, however, is embarking on positioning development that lacks a strong enough strategic foundation. One way to offset this is by employing a “Brand Archetype” model, which helps define the space in which brands should play, providing strategic direction for the brand positioning.

      The Brand Archetype model was inspired by the understanding that brand positioning is dictated by a company’s assets, business situation, and future strategy, as well as the “appetite” for category disruption.


      The model has two axes:

      • Issues Addressed: This axis refers to the opportunities or issues that the brand wants to address with its positioning. These include “business issues” that are specific to the brand’s current situation, “category issues,” or situations that are typical to the category. Another, “changing the narrative,” means the positioning will address aspects that are not at the core of the current category thinking.
      • Message Focus: The second axis provides guidance on the messaging that the brand will want to pursue in its positioning. It might be around “established customer beliefs” that already exist in the category, or around “unclaimed, new territories” which are unexpected and in principle not commonly associated to the different brands in the category.

      There are six archetypes that can be explored to help frame the options for positioning: 

      • Archetype 1: Use key driver of choice in the category:In Archetype 1, a brand will invest behind a single, key driver of choice in the category. This archetype is usually present in industries with very clear and stable drivers, and is pursued by brands that can credibly own these drivers today and in the future. Brands in this space are typically incumbent or strong leading players in their categories. One example in the U.S. is Verizon, which consistently positions its brand around the quality, reach, and superiority of its network, the key driver of choice in the industry that can be fully owned and leveraged by the category leader. In Europe, Banco Santander has been able to win in the category by consistently owning key functional such as size, number of offices, global reach and financial strength, which are increasingly important during the financial crisis. Brands that are in the position of owning key drivers of choice in their categories should definitely develop a positioning that anchors on Archetype 1. This entails reinforcing leaderships versus trying to force an “emotional positioning” and disregarding what is really driving consumer choice.

      • Archetype 2: Bring together two seemingly conflicting ideas: Archetype 2 involves bringing together two seemingly conflicting ideas. It is usually pursued if established category trade-offs can be upended, and by any brand that can identify these “conflicting” ideas and make them work together. The key challenge in this archetype is making these two conflicting ideas work together in a relevant and credible way. The traditional example of brands playing in Archetype 2 would be when the soda category developed diet or light versions, as at that stage refreshing cool drinks were associated with sugar and weight gain. Bringing those two aspects together was truly differential and resonated well with consumers. A more recent example in the U.S. would be the retailer Target, which successfully proved that shopping for the best prices does not conflict with a premium, and even “stylish” experience.

      • Archetype 3:  Destroy the established thinking of the category: Archetype 3 is a “high risk - high return” one. In it a brand will aim to destroy the established thinking of the category by basically commoditizing the key drivers of choice. Brands should pursue Archetype 3 if they don’t have the key assets to compete but they believe there is “another way” in their category. Many new entrants in established categories embody this archetype. European insurer “Direct Line” has reframed the industry by basically commoditizing the product and delegitimizing the relevance of traditional drivers as the role of the agent and the need for a solid and established company behind the brand. Its brand is trying to convince consumers that car insurance is a commodity with no value added and it should therefore be acquired through a less time-consuming process and at the lowest possible price. Established or market leading brands find it difficult to adopt this archetype, as it usually implies fundamental change in the dominant business model or a price war, which is achievable by new entrants but not by established players with a lot of business to lose if the category gets disrupted.

      • Archetype 4: Turn a disadvantage into an advantage: Sometimes, a company can win by turning a disadvantage into an advantage. This requires the company to speak in a clear and transparent way, to recognize that it has failed and that has learned from past mistakes and re-emerged stronger and more confident. This archetype should be pursued if the brand believes that it can extract value out of an apparent liability. The re-branding of Domino’s Pizza is one such example. It has involved explicit and transparent communications of all the negative aspects that the consumer experienced and a public commitment to improving. A more subtle and emotional approach is the Chrysler corporate story, admitting that the company has “lost its way”, but still promising a comeback in a very confident way. To win in this archetype, the brand needs to be able to publically acknowledge its flaws and commit to dealing with them. That’s not easy, and it requires transparent communications, long-term commitment, and internal desire for real change.

      • Archetype 5: solve key category pain points that are widely known and suffered by customers: Some categories, particularly in the service sector, generate a great deal of frustration in customers. Archetype 5 focuses on solving key category pain points that are widely known and suffered by customers. This archetype should be pursued if a brand understands that customers are open to a “new way.” In Europe, insurance company Zurich Financial has positioned its brand in this archetype. Through extensive research it found that category customers felt that the industry was not getting the basics right. In particular, customers didn’t believe their insurer would be there for them if there was a problem or accident. Building on that key industry pain point, Zurich Financial developed the “Zurich Help Point” positioning. It was implemented successfully across all the relevant touchpoints of the customer journey, ensuring that customers believed that the brand will be there for them when needed. Category pain points are often widely understood by key brands in the market, but not addressed because they either require high levels of investment or would negatively impact sources of revenues. When a brand commits itself to addressing category pain points, it needs to be aware of the financial implications of this move. To succeed with this type of positioning, it will have to act in a way that is not natural (or the norm) to its category.

      • Archetype 6: Investing in a driver that it is unexpected for the category: The most difficult archetype to tackle is Archetype 6: investing in a driver that it is unexpected for the category. This one can be pursued if there is a white space for differentiation that extends beyond category parameters. Identifying that white space can prove challenging. A positioning around this archetype takes considerable out-of-the-box thinking that translates into new, bold and big ideas to anchor the brand. A small number of truly successful brands have been created around this archetype, but success takes internal comfort with an idea that cannot be “proved” up front via traditional research. It requires being comfortable with a lower burden of proof and making a final decision almost entirely based on existing information and instincts. When done successfully, it represents a long-term source of competitive advantage. Camper, the Spanish shoe brand that now has a global presence, is anchored in Archetype 6. The brand basically looked away from all traditional functional and emotional drivers in the category, and has been positioning itself around its capacity to be different. This included claims/campaigns around things like “the walking society” and “a little big company.” A better-known example is Apple, with its focus on design, simplicity, and style in a category that at one stage was dominated by hard-core technology and performance.There is no single “right” archetype and in principle, any brand could explore positioning in any of them. That said, as the descriptions suggest, certain models may hold more value for certain types of brands than others.

      Archetypes of the business kinetizing model are  helpful intermediate guide to inform thinking about creating customer-compelling spaces that exclude competition during purchase decision. By understanding the various spaces in which a brand can play off its essence, attributes, and customer experiences, businesses can more easily develop and refine their brand positionings with the benefit of a stronger strategic perspective. In doing so, companies increase the likelihood that they’ll win with customers and in the market.