I would add the ability to side step away from an emerging market sector when it’s not right for you. A prime example was Haagen-Dazs entering the low fat ice cream market. It failed after only being on the shelves for 18-months.
Thanks for your perspective, Gavin. I’m not sure how the Haagen-Dazs example connects to the core of the post, which is about how Aikido dojos often struggle to see their brand from the outside.
Are you by any chance involved in Aikido yourself, either as a practitioner or teacher? Would love to hear your angle if so.
It connects because marketers tend to go after new categories that might not be aligned to their own strategy, whether that is martial arts or consumer products. And yes I have studied Aikido and was in brand marketing!
I would add the ability to side step away from an emerging market sector when it’s not right for you. A prime example was Haagen-Dazs entering the low fat ice cream market. It failed after only being on the shelves for 18-months.
Thanks for your perspective, Gavin. I’m not sure how the Haagen-Dazs example connects to the core of the post, which is about how Aikido dojos often struggle to see their brand from the outside.
Are you by any chance involved in Aikido yourself, either as a practitioner or teacher? Would love to hear your angle if so.
It connects because marketers tend to go after new categories that might not be aligned to their own strategy, whether that is martial arts or consumer products. And yes I have studied Aikido and was in brand marketing!