By Adrian C. Ott

There is an article this week in the Wall Street Journal about brand partnering and brand platforms.  
WSJ: Like our Sunglasses? Try Our Vodka    It provides branding licensing examples such as Ralph Lauren's foray into into items such as paint and candles. 



The question arises: When does a brand go too far?  How do you know when a license is a fit?

My Key Observations:

• Customer activity and lifestyle are key.  Ralph Lauren and Calvin Klein are successful because their brands are about lifestyles rather than a particular point product line.  They strive for Share of Customer Day (TM).  As long as the offering fits within the lifestyle and activities of the customer segment. it works.  If you like Ralph Lauren's design style, it is natural that you would want to extend it to your home.  Paint makes sense when you view it in that way.

          Point product brands have a harder time breaking out of that paradigm. 

• Merchandise must support the brand.  Pierre Cardin failed primarily because his firm licensed to shoddy merchandise that detracted from the luxury brand.   The firm diluted the brand.

• Brand context must be considered. The new offering must fit the context for which the brand is known.  Would you ever see Disney licensing their characters out of the context of families?  Pirates of the Caribbean shaving cream.  Never!  Disney clearly understands the lifestyle and activities of its customers.

Point to Ponder: Is your brand about customer lifestyles and activities?  or is it about your point products? Do you have a brand platform that leads to you new markets?  Or will fail when a point product declines?