An established brand was facing rapidly declining sales as a result of disruptive technology. The corporate brand had broad awareness and familiarity, though its core technology was now only relevant for niche applications given changing consumer dynamics.
Opportunities existed to extend the brand into new areas by building ‘equity bridges’ to new benefit areas. Category attractiveness, brand equity research, focused ideation and create-test-and-learn concept iteration were used in creating the new brand extensions.
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