Strategy for senz° to become a lifestyle brand

Abstract

Currently, senz° is directed linked with wind-proof umbrellas in the customers’ mind. Therefore, there is a need to change the image of senz° from a product focused company to a lifestyle brand, using the laptop sleeve launch and its market positioning as a case study. However, it was needed to optimize the product first since it is not finished yet. On the other hand, based on a previous research potential customers see the laptop sleeve as a “cool” product when someone wears it, however they do not see themselves using it yet. This means that there is still a boundary to be crossed unlike the umbrella which is in its mainstream market. Therefore it is highly important to design a communication strategy that clearly shows the added value of the product aligned with the communication of the brand, in order to assuage customers´ doubt involved in product adoption. This project addressesed the problem that senz° is facing right now, from two different angles. First, the need of a roadmap strategy for the company aligned with its new vision to become a lifestyle brand, considering a laptop sleeve as starting point. Second, the need of a strategy to create an emotional attachment to the brand, products and customer, by exploring the role of social media. This research showed that the most logical step to become a lifestyle brand would be to turn into an iconic brand and then a lifestyle brand Positioning the brand within the context of commuting by using the 2 steps proposed here, will create value for senzº in four ways mainly as Aaker & Keller (2012) would argue. First, it will provide extension options for senzº in the future and therefore it will increase its leverage potential. Therefore senzº will be able to launch new accesories for commuters without harming the core brand. Second, it will improve brand memorability since a coherent brand identity and position will be easier to remember than the current personality of senzº brand. Hence it is very important to be consist across different touchpoints of the brand. Due the variety of channels in which the customer will have contact with the brand, senzº will come to customers minds first than the brands that have fewer touchpoints. Third, it will provide meaning and focus to the company. When the brand strategy is clear, all senzº employees will know how to align their actions in terms of a central strategy. Moreover, a strong brand identity and position could also create a sense of pride that motivates employees and even suppliers, far beyond short-term financial performance goals. Finally, future senzº products, including the laptop sleeve will use the brand as a competitive advantage that creates a high entry barrier for competitors. Therefore, the brand equity will most likely increase. As a result, a strong brand asset will be the basis of a business with a real competitive advantage. The core of the iconic brand will be to develop a vision of the ultimate identity that the brand will possess, and the product lines that the brand will support. On the other hand, community affiliation is changed from a pasive role to an active role (Fournier & Lee, 2009). This means that the content that is on senzº social media channels is not just created by the brand itself and hopefully seen by customers, but is co-created between customers and the brand instead. As a result, brand awareness will be created and at the same time customers will engage on emotional levels with senzº since they will own the content by being the storytellers themselves. This is certainly a starting point of creating a community around the brand which it becomes a value driver in the third year of the roadmap in order to become an iconic brand.