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Reebok Case

In: Business and Management

Submitted By gianfrancoct
Words 1198
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1. ¿Cuál es el problema que tiene Reebok?

El problema que tiene Reebok es que los consumidores para el año 1987 tenían otra percepción de la marca: pasando de ser vista, en 1984, como un producto innovador, aventurero, experimental y hasta rendirle culto por su estilo y comodidad a ser vista solo como un producto limpio, cómodo, juvenil estándar que solo atrae al público general sin identificación de marca.

Sin embargo lo determinante es no haber posicionado la marca y estilo en su principal nicho: el atleta o deportista. Adicionalmente su rápido crecimiento productivo masifico la marca, confundiéndose con el público en general, diluyéndose su esencia, una marca para el deporte. En tercer orden, no mostraron el atributo del producto sino el beneficio del deporte y estatus. Identificarlo con la libertad de expresión puede haber sido un error calculado, pero error al fin y al cabo, dado que este derecho inherente al hombre lo masifica aún más, diluyendo su posicionamiento pleno.

¿Por qué?

▪ A pesar de ingresar al mercado americano enfocado a un público selectivo con precios altos, su agresiva estrategia de introducción de productos desde su ingreso en el año 1979 hasta 1988 (9 productos en 9 años) hizo que abarcaran demasiado y no se concentraran en generar valor a la marca en un mercado altamente competitivo. ▪ Luego de introducir zapatillas a tiendas exclusivas donde la marca Reebok hacía la diferencia con la superioridad tecnológica mermaban lo ganado ampliando la distribución a un nivel más amplio. ▪ Otro problema de Reebok fue seguir el modelo de la “pirámide invertida” ya que este modelo no llegaba a muchos consumidores, ya que en 1987 los resultados de la encuesta revelarían que la influencia más importante para decidir que marca comprar eran los amigos y familiares y no los atletas, tal y como el modelo indicaba. Conclusión:
Reebok no supo aprovechar su ventaja competitiva de innovación (tecnológica y de diseño) y construir el valor de la marca; en vez de ello, amplió los segmentos a los cuales se dirigía al distribuir sus productos a un nivel más amplio.
Reebok planteaba su estrategia comunicacional basándose en la teoría de la “piramide de influencia” y para 1987 después del estudio se vio que los amigos y familiares eran quienes influenciaban en la decisión de compra, más que los atletas famosos que promocionaban los productos. Se hizo una inversión cuantiosa, con el objetivo de beneficiar la exposición de la marca pero la campaña que realizaron no llegaban al público general.
Adicionalmente a ello se suma la agresiva estrategia de introducción de productos, abarcando mucho en poco tiempo, sin medir las consecuencias de ello. Desgastando la imagen de la marca e ingresando a un público selectivo con precios altos, pero el ingreso de estos nuevos productos amplió la oferta y el público ya no se identificaba con algún modelo en específico.

2. Analizar la campaña UBU. Puntos a favor y en contra:
Dado que Reebok había perdido vitalidad al no renovar modelos con la rapidez que demanda el mercado, tenía necesidad de una campaña paraguas que pudiera dar soporte a todo el portafolio de nuevos productos. Esta estrategia está vinculada al punto anterior, y se fundamenta en dos conceptos: la libertad de expresión y la individualidad.
Nosotros vemos que estos dos temas son racionalmente antagónicos con la estrategia de auspicio de un evento masivo. Dado que resulta complejo querer impulsar la individualidad como un estilo de marca mediante acciones pensadas para una masa homogénea.
Puntos a favor: - Renovación de la marca: “Reebok te deja ser tú mismo”, que permite a cada uno identificar su estilo de vida con la marca. A través de un nuevo mensaje que pusiera énfasis en la libertad de expresión y en la individualidad que cada uno podía alcanzar llevado por un par de reebok

- Esta campaña de prensa mostraba un concepto innovador combinando fotografía e ilustración de gran colorido, generando mayor impacto en el público receptor.

- El nuevo lema es sencillo y fácil de recordar.

- Campaña agresivas y por categorías, tenían segmentos definidos. - Gran exposición en eventos a gran escala, las campañas incluyen el involucramiento de la empresa en eventos masivos como son las olimpiadas y La gira por los derechos humanos, esto supone una gran exposición de la marca. - Las campañas se emitían en horarios de los programas más sintonizados, lo que daba oportunidad mayor cantidad de gente pueda ver los anuncios de la marca.
Puntos en contra: - Las zapatillas de Reebook no eran productos oficiales de las olimpiadas. - Muchos no encontraban el efecto en ventas que podía tener La gira Human Rigths Now!. - Al no tener una forma muy convencional en su publicidad no se centraba en el tema principal: la marca o en las zapatillas que se pretenden ofrecer. - Los directivos se mostraban cautelosos al momento de involucrar atletas en la campaña debido a que cualquier publicidad negativa podría afectar la carrera de los mismos como líderes de opinión

3.- Debe Reebok auspiciar HRN. ¿Por qué?

Sobre el apoyo de la marca Reebok a Hrn, hay coincidencias y discrepancias. El hecho de vincular objetivos humanos muy cercanos a acciones políticas, distrae la esencia de un producto de calzado deportivo o casual. Este auspicio o patrocinio va de la mano con su UBU, pero su aplicación en el campo practico trae consecuencias en su posicionamiento. La musica y los DDHH no bastan para reposicionar la calidad de un producto, tal vez si su masificación...pero dada na calidad y cantidad de competencia en el mercado, este no era el mejor de los caminos...debía mostrarse la bondad en la clase del producto, no el estatus o aspiraciones de justicia de quien los use.

Sin embargo nos orientamos más en que Reebook no debería auspiciar el Humans Right Now (HRN) ya que es un evento organizado e impulsado por Amnistía Internacional (ONG que lucha por los derechos humanos, incluyendo el de algunos presos políticos de dudosa reputación y muchas veces con manifestaciones polémicas)

La vinculación de una marca, que en principio busca ser fresca y renovada, este tipo de temas con trasfondos políticos no podría resultar beneficioso para el posicionamiento que busca recuperar Reebok. Este auspicio no proporciona valor al no ser un evento del todo masivo, además de no ir dirigido a los segmentos que tras el análisis del 87 están creciendo y son a donde Reebok quiere llegar. Nos referimos a "Los guerreros de fin de semana" y "Los que llevan zapatillas para ir por la calle"

La comunicación siempre tiene que considerar los efectos que está genera sobre sus receptores. Auspiciar eventos y personajes, son parte del comportamiento no verbal de la marca, y siempre tienen un impacto directo e indirecto sobre los la opinión del público objetivo.

Para este caso en particular, en donde se toca temas políticos y suelen herir susceptibilidades (por la variedad de opiniones) consideremos que no es lo mejor para Reebok. (Al margen de cuestionar si los principios de Amnistía Internacional son legítimos)
Además concluyendo con este análisis de costo beneficio, fue cuantiosa la inversión (4 millones) para lograr impactar tan solo a cien mil personas del ámbito de Amnistía. Dos millones en el momento, 8 para financiar el déficit.r

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