Brand Relevance: Making Competitors Irrelevant - always yours

DEFINING AND MANAGING THE CATEGORY OR SUBCATEGORY 239
It must be emphasized that although this set of defi ning associations
applies to a category or subcategory, these characteristics
can be and have all been applied to brands as well. And
when there is an exemplar brand, the category or subcategory
will merge into that brand ’ s vision or position. But we are
here concerned with defi ning a category or subcategory and not
a brand.
Functional Benefits Delivered by the Offering
Every new category or subcategory needs to have a value proposition.
This value proposition will almost always provide a
functional benefi t that can defi ne or contribute to the defi nition
of a category or subcategory. If a brand lacks that benefi t,
it is not in the category or subcategory and is not considered.
Volvo has long owned the benefi t of safety by designing its cars
and positioning its brand so that its has extremely strong credibility
on that dimension. For some, Volvo is the exemplar for
the subcategory of “ safer cars. ” Heinz has ketchup that pours
slowly because it is so thick and rich and for some defi nes a
subcategory of thick, premium ketchup. Among the functional
benefi ts that can defi ne a category or subcategory are features
or benefi ts, a combination of benefi ts, a functional design, an
aesthetically pleasing design, having a systems - based solution,
being customer - involving, tailored for specifi c segments, providing
customer intimacy, being value or premium, a new - generation
offering, new applications or activities, and an expanded
competitive space.
Features or Benefits
A feature or benefi t can be so compelling that it defi nes a new
category or subcategory and part of the market will not purchase
brands that lack that feature or benefi t. British Airlines
for many years was the only major airline to offer business - class