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- Your brand profitability is slipping despite great new products at competitive prices, sufficient inventory and an adequate distribution network (consider: BUICK)
- You are increasingly being squeezed out by both higher-priced and lower-priced brands (consider: COACH)
- Your target customers have limiting brand perceptions (consider: XEROX) or many different perceptions of who you are (consider: KYOCERA)
- One of your strongest competitors is a sister brand in your portfolio (consider: LINCOLN vs. MERCURY)
- Your employees can’t articulate what the brand is about and what sets it apart from competitors (consider: a lot of brands)
- You can’t seem to set yourself apart from a competitor (consider: LEVITRA vs. VIAGRA)
- Rapid expansion in terms of geography and product offering leads to declining sales and customer loyalty (consider: STARBUCKS)
- The only reason you give customers to buy your brand over a competitor relate to price and availability (consider: most airlines)
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Oh, Levitra. It’s interesting to think about this brand’s successes/failures now that both drugs have been out for a while – it seemed to be clinically differentiated in a few ways from Viagra, and had extensive advertising efforts including sponsorship deals with the NFL. In the ED arena, it is possible that marginal efficacy improvements don’t really matter much to men – the little blue pill works just fine and had a significant first movement advantage compared to Levitra. For the patients already on Viagra, there wasn’t really a huge need to switch medications.
Also, what it might boil down to is that GSK didn’t harness its biggest promotional asset correctly; the fantastic Levitra promotional pen just wasn’t spread around enough!
http://www.youtube.com/watch?v=Pm-bSAnlQBE