Will kinetizing initiatives be successful at creating new subcategories, of being game changer? It really depends on three questions. First, do the innovations represent a “must have” for a worthwhile segment: are they truly meaningful? Second, can the firm deliver on the promise going forward: is there the needed capability, resources, and commitment? Third, can barriers to competitors be created with enriching the offering, ongoing innovation, owning the category, branding the innovation, over-the-top execution, or other means? There are uncertainties and risks for sure. But the upside can be so strategically significant for a firm, that failing to pursue a possible kinetizing initiative can be nothing less than tragic. In general, firms overspend on product preference competition and underspend on kinetizing initiative.