Slowing the adoption and diffusion process to enhance brand repositioning: The consumer driven repositioning of Dunlop Volley

doi:10.1016/j.bushor.2005.01.001

Business Horizons

Volume 48, Issue 5, September–October 2005, Pages 385-391

https://doi.org/10.1016/j.bushor.2005.01.001 Get rights and content

Abstract

What should you do when your brand becomes ‘hot’ overnight among influential endorsers? Do you exploit this sudden rise in popularity and mainstream the brand, or do you attempt to slow the diffusion process and seek to understand how to market to these consumers? Drawing on the case of Dunlop Volley in Australia, we argue that mainstreaming the brand by targeting later adopters results in a short-term fashion cycle rather than creating long-term brand value. Since these brands are ‘discovered’ by consumers, marketers must first understand the value system underlying this adoption and then fit the marketing program to these values. In the case of Dunlop Volley, slowing diffusion rates was achieved through four tactics: the rejection of hard sell marketing, appearing authentic, targeting alternative distribution channels and delaying launch to the mainstream audience. These activities ensured the ongoing credibility of the brand with endorsers and helped revitalize a long-thought ‘dead’ brand.

Section snippets

Everything old is new again

How should managers react when their brands become discovered by influential consumers or endorsers? Some make the mistake of exploiting this status and mainstreaming the brand as a means of building mass market penetration. This strategy often misfires when, in an effort to grab a large share of the market, the brand moves away from its roots and inadvertently undermines the values that drove its new found popularity. For example, Airwalk and Vans went mainstream after their street wear and

The Dunlop Volley: A short history

In 1924, Pacific Dunlop produced a rubber-soled shoe with a white canvas upper that was ideal for Australia's outdoor conditions; hence, the ‘Dunlop Volley’ was born. Tennis players soon adopted the shoe because of its grip and durability. Adam Quist, a local tennis player and winner of precursors to the modern Grand Slams, was General Manager of Dunlop Australia at the time, and helped turn the Volley into an instant best seller, selling more than 2 million pairs a year by the 1930s. During

Consumer led brand repositioning

In 1999, Dunlop Volleys were the hottest item with Australia's hippest teens, dubbed by Ken Hanvey as ‘one percenters’ or ‘out there kids.’ Product adoption by this group began in the underground rave or music scene in Sydney and Melbourne, with consumers including disc jockeys and teen artists who were opinion leaders among fashion-conscious teenagers. They purchased the shoes at mass market discounters (in 1999–2000, Dunlop sold around 200,000 pairs of Volleys through K-Mart, Big W and

Lessons from Dunlop

What was it about Dunlop's approach that enabled them to extend the fashion cycle of their shoes with the ‘one percenters’ and leverage this effectively with the mainstream? We have identified a number of key lessons when marketing to these consumers.

Conclusion

Seeing your brand become cool again among influential endorsers would seem to be a brand marketer's dream. However, researchers have identified that such adoption presents many problems for marketers, as these endorsers are likely to drop the brand quickly if they feel exploited or see the brand diffused too widely among the mainstream. The Dunlop case provides a clear example of how to manage this situation successfully: to increase the length of the fashion cycle of the product among

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Slowing the adoption and diffusion process to enhance brand repositioning: The consumer driven repositioning of Dunlop Volley

Abstract

Section snippets

Everything old is new again

The Dunlop Volley: A short history

Consumer led brand repositioning

Lessons from Dunlop

Conclusion

Brand leadership

Jumping over the wheel

What's up doc?

The Australian Financial Review Magazine