What is Kinetizing Strategy?

Kinetizing Strategy is the matching firm's existing energies or strengths with insights from market trends to achieve higher growth.

A firm is said to be Kinetizing, if it matches her existing energies or strengths with  insights from market trends to achieve higher growth through:

  • Creating new markets and positions
  • Defining new market-categories/subcategories
  • Creating emotive frames as bases for business or brand-customer relationship
  • Creating what consumers will be willing to buy
  • Doing the needful for customers and its carefully chosen target markets.
The  aim of Kinetizing Strategy is to adjust a firm's business or product model to become a growth driver.


Kinetizing Strategy As a Tool For Delivering Higher Growth Through Emotive Frames.


Kinetizing Strategy
as a business tool for achieving higher growth through emotive frames as bases for business or brand-customer relationship, is very obvious:

MTN, for example, has existing energies or strengths in the telecom service. So it harmonizes the strength with insights from browsing-on-the-go-trend. The result was MTN Pulse - a basis for customer loyalty and relationship with MTN brand.

Put mathematically,  MTN Strength + Browsing on the go trend = Pulse.

MTN also created Supersaver for market group that value spending less when talking at length. In this wise:

MTN strength + Customer need for less spending at talking = Supersaver.

These examples show that the telecom giant used Kinetizing approach to create two bases for its brand- customer relationship given the market trends.  However, the brand-customer relationship converges by  key bases which come in form of emotive frames  that define new markets  or subcategory space, and at the same time create a  position in the marketplace.

If you look at brands in the apparel, beverage, and cosmetics categories, even to the automobile space, consumer or customer loyalty and relationship are driven by such such emotive frames that aim at higher purposes - defining new market category.

Consider:

  • Omo powdered detergent which explains that Stain-Removal is what consumers should seek in detergents.
  • Aerial also tells us to choose One Wash if a choice for detergent is on a table
  • Renaissance Credit that that stands for  24hr cash loan
  • Oral B toothpaste redefines the mouth-care space as "Strong Teeth"- a basis for customer loyalty and relationship with the Oral B.
  • Amstel Malt that stands "low-sugar Malt attuned to diabetic or sugar-conscious trend". This serve as a basis for customer loyalty and relationship.
  • Etisalat that Provides EasyLife, Easycliq, Easyflex, Homezone etc  as bases for customer loyalty.
  • MTN that also delivers Super Saver, Family & Friends, Free Night Calls, Pulse, as good reason patronizing it over competition.
  • The U.S Democrat Party that stands for  Tax-Relief, free-education, etc.
  • Paracetamol that delivers Pain-Relief from feverish condition - the reason for choosing it over competition.
  • Blackberry that provides  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.
  • Investment and stock trading Categories Forex Trading defines a different platform,
  • Body Treat Cosmetics Provides Skin-Lightening and beauty clarifying,
  • 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 serve as motivation for customer loyalty and relationship to the brands, given their market/category trends.

The logic behind Kinetizing  is that individual enterprenuers or firms can  use their existing energies  to drive market dynamics by creating the needful for customer loyalty and realtionship, resulting in new market positions defines by subcategory frames that make competition irrelevant.

Through Kinetizing, market share trajectory will emerge - driven by subategory innovation that opens a defining gap between the product and competition.The 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 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.

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 mode


Creating Emotive Frames Matters in Eecuting Kinetizing Strategy?.

It matters whether you are buying an energy drink for athletes, for office workers or for women, or a nutrition drink, a breakfast drink, a protein bar or a diet bar.

For example:

Jaguar is differentiated, in part, around design.

Dove provides moisturizing.

3M offers innovation.

Whole Foods Market has sustainable seafood.

Framing 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.

Framing has a bigger agenda.Framing really does two things. First, it defines a subcategory (or sometimes a category) and in doing so, it oft en suggests why that subcategory should be preferred over others. So Jaguar defines a subcategory of cars with superior design, Dove a subcategory of products that deliver moisturizing and so on. The defining characteristic is put forward as a “must have” so that to be relevant, a competitor brand needs to have an answer to the “must have.” A brand is selected not because it is preferred, but because the subcategory is preferred and it is the most relevant (or the only relevant) brand in the subcategory.

Second, framing shapes the 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 brand.

The concept of framing, and of supporting metaphors and vocabulary, is a key to branding. Get the framing right and the brand will thrive.


Framing, if turns out, can affect how a person perceives, talks about, develops attitudes toward, and, ultimately, buys and uses 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.


Which Frame Wins?

So which frame will win, will be the dominant influence of the perspective of the category or subcategory? The most appropriate one should win and sometimes does. However, in many cases, your frame’s ability to win will be governed by three other considerations.

First, find the right label or metaphor to describe the frame. It needs to be on target and very descriptive. It helps if it is a meaningful metaphor that will add vividness, memorability and texture. The “good hands” of Allstate and the “good neighbor” of State Farm provide visual metaphors that serve to frame a subcategory. A tagline that gets traction can define a category or subcategory frame. Consider some classics like “A diamond is forever” that reframes diamonds from their functional benefits like sparkles to a symbol of long-term love; or “Melts in your mouth, not in your hand” that served to define a subcategory for which other chocolates were not relevant; or “We try harder” that frames car rental agencies in terms of customer service rather than price and cars.

Second, be persistent and disciplined. Always use the label of metaphor and never deviate. Make it so pervasive that competitors also will use it. That is when you know you have won.

Third, become the subcategory exemplar, the brand that represents the subcategory. With the exemplar status, the firm can control and evolve the frame, and competitors will be on the defensive.


When building a brand, instead of
arguing about the superiority of the brand,
consider framing a subcategory based
on one or more “must haves” and then
shaping the discussion so that competitors’
arguments are not even relevant. Framing
can affect perceptions, attitudes and
behavior no matter what the logic and
evidence might say. Strong frames or
perspectives smother and distort rational
information processing...David Aaker.

 

Kinetizing Begins with Four Fundamental Questions:

Firm's Existing Energies or Strengths: What is the own-able, credible and extendable re-interpretation of your current strengths? Core competencies and Distinctive Capabilities, in customer base, cash-flow,  reputation, or anything that serves as firm's existing strength qualifies. 


Business Trends
: What are the forces shaping the future of your category? Consumer trends, Consolidation, increased competition, an emerging opportunity, a category trend — anything that helps define the future of your business and focus your organization's efforts, qualifies.


Consumer Insight: What do you know about consumers that can help you connect with them in a meaningful way? Unmet needs, aspirations, cultural trends, emotional affinity for your brand — any consumer knowledge that you can use as you bring your business to life answers this question.


Brand's Equity: What is your brand known and respected for, today? Your brand's current equity is one of the the starting point for identifying your potential energy. Hanes apparel, for example,  recognized its equity in the advertising tagline, “Wait ‘til we get our Hanes on you.” By updating the look and feel of the ads, using timely celebrities and evolving the tagline reframed as , “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.

 

Brand Archetype Models: A Guide to Positioning Strategy, Can Support your Kinetizing Successfully.


In thess 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

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

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

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

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

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

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.

Brand archetypes are a helpful intermediate guide to inform thinking about brand positioning. 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.

How To Kinetize

#1. Adjust your organization to Make a focused Commitment towards creating a new unique offering that will define a new category: Your entire organization should make a commitment to creating a new product that will contain values or what people (consumers) will regard  "so relevant" which will create  a new category or subcategory.

#2. Get a Kinetizer Behind the Initiative: Appoint a kinetizer who will be the category innovation leader capable of supporting kinetizing strategy going forward. This kinetizer may be a CEO, CMO, an Agency or a timely manager in your organization. This is important because without his support and efforts, the initiative would lack genuine focus.

#3.Identify your firms existing energy: Your firm's existing energies or strengths may be skills, assets, competencies, reputation, capabilities, Brand equities or past achievements; then get your  kinetizing logics that will help in creating the new category.  For example, what is the logic behind Forex-trading? What should motivate people towards the new category? Which consumer needs or aspirations would the category address?

#4.Find your kinetizing Logics or DNA:  The kinetizing initiative must support the creation of new unique category or subcategory of what people buy - a platform or context with essence that defines what people will “desire-to-have or consider as must-have”. However,  its underlying motivation and logics are very important. For example, Andriods contains necessary apps as logical evidence or associations that define a new software category. Hence create category characteristics  like Smart Phone +Apps; Computer+DVD; Car+TV with evidence that will both provide bases for customer loyalty and relationship, and which will also promote the category and its underlying logics, relevance and motivation.

#5. Detect Environmental signals and build category / market trends into the innovation: The kinetizing initiative must correlate with market signals, consumer trends, emerging opportunities or consumers’ aspirations. Hence the Kinetizer should have the ability to sense market signals such as trends and changes in the consumer landscape. For example, In the Yogurt business, eat-on-the-go trend led Yoplait created Go-gurt. Delivered in a coloured nine-inched tube, Go-gurt makes yoplait forge ahead of Dannone's Dannone - a category competitive brand it had trailed for more than a decade.

#6 .Focus on Able-to-win Minds: The kinetizing initiative must focus on wining mindsets if not, the effort will fail.   For example, will consumers find instant noodles [ a food subcategory] desirable? Hence,  manage the resulting perception towards the concept because the category concept ought to win. More so,  it has to define what consumers or people would “desire-to-have or consider as must-have”. To win consumers' attentions towards the products visibility the concept should fit consumer aspirations, needs, choices and prorities before bringing the idea to the marketplace.

#7. Create Winning Positioning that showcases category Exemplar: The kinetizing initiative must create innovation that has category exemplar status. The Kinetizer should make sure that the innovation possesses the right attributes that define the category or serve as its representative and the thought leader. In other word, the innovation should become the category representative – the true-to-type thought leader of the new category in other to create barrier to competitive assaults. The innovation should also become the thought leader when the category is sought. For example, one campaign of Peak Milk was framed as “ Drink Milk more often” – promoting the category “Milk” rather than the brand “ Peak ”. Indomie is the thought leader of "instant noodles" category. It is what consumers look for when the category is sought. Dettol is the incumbent in liquid antiseptic category. Panadol and paracetamol are  the thought leaders in the " pain-relief" market. Make provision for choice drivers as a bases for customer loyalty and relationship. Then promote the category rather than the product itself: motivate people, your chosen target market to buy the category rather than the product.

#8. Scale the Innovation: Make the product easy to buy like IKEA's Knocked down furniture; Samsung Easy Buy Offer; Hypo! Satchet Bleach; Cowbell Sachet Milks; Unilever Sachet Omo and Close-up ToothPaste;  .  take advantage of new opportunities or enter another category's weak points but be attentive to forces that drive their emergence!

#9. Focus on non-users: Target non-users or treasure hunters in a large category.

The noncustomer might also be attracted if the offering were augmented or changed. Energy bars pioneered by PowerBar had very male taste, texture, ingredients, packaging and associations when Luna and then Pria created an energy bar that was designed for women. Most beers in Germany are designed for the heavy beer drinker, but Beck’s Gold was a beer designed for a younger segment looking for a lighter beer with the appropriate personality. The change can be major. Nintendo had one of the most spectacular runs of any brand when it vaulted in brand rankings from 150 to #1 in Japan in just a few years. It turned its back on the young male audience, which wanted violence and high-level graphics and focused on families and girls with involving and sometimes educational games. The DS and then the Wii introduced a new type of electronic game that appealed to a huge, underserved segment. Enterprise Rent-A-Car surpassed Hertz by looking past the business traveler and instead to the consumer needing car repairs and established an infrastructure to serve that segment, which became a barrier to competitors. The non-users in a large category can be a source of opportunity. For example 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.

#10. Enter the Market with Right Timing:

Creating a new category or subcategory using substantial or transformational innovation is difficult, can be diverting, and involves the ultimate risk that it may not work in the marketplace. Many firms explicitly or implicitly avoid innovating new categories or subcategories because of these risks and because they want to focus on existing product markets. Their strategy is to allow small firms to innovate and prove the new category or subcategory has traction. They then enter the category or subcategory by acquisition or by creating a competitive offering.

For this strategy to work, the timing needs to be exactly right. If the timing is too early, market and offering uncertainly will still be high and the category or subcategory sales level will be inadequate to justify organizational support. The far more prevalent problem with this “enter” strategy, however, is that the timing is likely to be late.

One “enter” option with a category or subcategory that has “arrived” is to buy the leading brand or one of the leaders. The problem is that such a brand, even if it is available and not owned by a competitor, may be prohibitively expensive for two reasons. First, the category or subcategory will likely represent a visibly hot new market that has delivered healthy and maybe outstanding growth. Second, the brand is likely to have established formidable barriers in terms of customer loyalty, brand equity, operations experience, market expertise, and knowledge around the offering and its technology. A high price will mean that there will be little margin for error in managing its future growth and significant downside risk. An outlandish price led Coca-Cola to walk away from the Gatorade acquisition.

Another option, buying a third or fourth place brand or building an offering and brand internally, faces a formidable task to break into a market with such an established competitor. Coca-Cola found how tough this can be as their acquisition of Honest Tea and their Gold Peak tea entry have seen mixed results in making a dent in the growing tea arena against the big players (Arizona and Snapple) and their Full Throttle and NOS brands have not challenged the leaders in the energy drink arena (Monster or Red Bull). It is an uphill struggle.

When the timing is right, usually well before the category or subcategory has been established, an acquisition entry strategy can work well. The leading brand, which can be a potential exemplar of the new category or subcategory, will be available at a reasonable price because it will still be small and underleveraged. Often just scaling that brand by entering new markets or offering variants will provide sales enhancements that will more than make up for any price premium. Clorox has done this well with brands such as Hidden Valley Ranch Dressing and KC Masterpiece Sauce and Coca-Cola has done so as well with several brands including Odwalla.

With the timing right, an organic entry strategy can work as well because the leading brand will not have such a strong brand and customer base and may be underfunded and vulnerable.

With dynamic markets driven by substantial and transformational innovation, it is crucial for firms to have an information system that identifies and tracks market trends, an organization that will respond in a timely manner, and an ability to develop brands and bring them to the market. Being late is expensive and can be fatal.

Be earlier to the market but get the timing right. This means the technology, the market and the trends need to be ready, promising profitable opportunities. However, the concept should be tested before your organization  should go on creating the new unique product that will represent the  category.

#11. Create Barrier to Competition: To create barrier to prevent competition gaining entrance and visibility into the category, have a large customer base;  make your Marketing program execution supporting the new category substantial or out of the box to make the category gain visibility. Also demand a proprietory Technology like Apple. Predictably, competitors copied Apple and took marketing share leadership with products that looked very much like the iPhone and iPad. But Apple didn’t roll over. Instead, the brand fought back with one of the most expensive legal attacks of all time. And won! Their innovative “must haves” were protected, and as a result a class of products will not prematurely descend into commodity status. Also Embrace ongoing innovation like Apple, Microsoft and Dell.

#12. Execute Flawlessly and also Use social media: In order to break out of media clutter and gain market attentions substantially, embrace over-the-top execution. In other words, execute flawlessly. Tirlessly integrate media to deliver information about the innovation. This is because the innovation is worthy talking about. Hence, make use of social media like Facebook, Twitter and others. However, Promote the category rather than the product itself, for the reason that when the category wins, the product will also win. For, example, one campaign of Peak Milk framed the milk category as “ Drink Milk more often” – promoting the category “Milk” rather than the brand Peak ”. As  the milk category keeps winning so also the "Peak" wins the more.

Three examples of Kinetizing.

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.

Business Definition: By changing the definition of its business from ground-package shipping to enabling global commerce, UPS expanded its role in the business lives of its customers. People began to think of UPS as not only a stronger player in the ground shipping business, but as a force in supply-chain management.

The logic behind Kinetizing  is that individual enterprenuers or firms can  use the power of innovation through their existing energies  to drive marketshare dynamics by creating a change in conventional products people buy, resulting in new category frames such that a basis for customer loyalty and relationship is created. Through Kinetizing, marketshare trajectory will emerge - driven by category or subcategory innovation, if so relevant  such that people will consider them as must-have, a seek-after or a cannot-do-without. For example, through scaled innovation that is so relevant and appropriate for consumers  and lovers of neatness, Hypo! bleach transformed the bleach category after Parazone the  category pioneer, was overtaking and rendered irrelevant by Jik.  Hypo! does not only create market share trajectory through scaled innovation, but also automatically becomes the real category  incumbent, the thought leader  when a choice for the category is on the table. While all categories or silos have similar stories, I believe, an application and commitment to kinetizing strategies made it happen!

 

 




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