Defining a Market Map to Clarify Brand Architecture
Created Market Map
Identified optimal organizing principles for defining a new Market Map
Plotted Portfolio Brands on Map
Determined where existing brand equities fit on the new Market Map
Positioned a New Product Line
Developed the unique value proposition (UVP) for a new product line
Seeking to leverage valuable brand equity for growth
Alcon Global Vision Care wanted to significantly grow its business by leveraging its existing brand assets. But several big challenges stood in its way. For one, its portfolio was somewhat scattered, and its brands were organized inconsistently—some by modality, some by life stage and others by the benefit or need they served. This resulted in unnecessary complexity and, occasionally, an awkward pairing of brands. This also made it difficult for consumers and eye care professionals to understand brands.
Moreover, the company was preparing to launch several key new products, and it was unclear where they would fit in the expansive, scattered portfolio. Alcon hired FullSurge to help it address these complex, interrelated concerns while accomplishing three key goals:
- Identifying a logical organizing principle for the overall brand portfolio
- Deciding which offerings should be housed within each brand
- Determining which existing product brand, if any, could potentially house the new products
Recommending the optimal market map
In collaborative sessions with Alcon’s marketing leadership team, we applied brand portfolio strategy best practices and predetermined evaluation criteria to recommend the optimal market map for their portfolio.
First, the FullSurge team conducted an in-depth assessment of Alcon’s existing brand architecture, including the individual product brands within it. We then performed a comprehensive audit of competitors, closely evaluating their brand architecture and the organizing principles behind their portfolios. Leveraging this collective knowledge, we designed several potential market maps that provided different organizing structures for Alcon to consider. In collaborative sessions with Alcon’s marketing leadership team, we applied brand portfolio strategy best practices and predetermined evaluation criteria to recommend the optimal market map for their portfolio.
From there, the FullSurge team “mapped” existing product brands to the new portfolio and recommended how to reposition existing brands. We also recommended which product lines and respective offerings should—or should not—exist under each product brand. Finally, we identified a logical home for the new product offerings within the new portfolio structure.
Strengthening Alcon’s financial performance
After market-testing the recommended changes to its brand portfolio, Alcon modified them to fit their needs. And within a few years—and following a string of strong financial quarters—Alcon’s parent company, Novartis, announced plans to sell-off the now-strengthened Alcon business entity.