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Strategies about how Gatorade (and others) has been revived: create multi complementary innovations around the core or key product that make their product more appealing and competitive.
Thinking about new strategies to revive a brand is surely interesting, but right now, I'm more interested in creating a brand in the first place.


Innovation's approach in this book is not about designing a new product from scratch, nor about disrupting an industry.

Gatorade growth was stalling in 2006 for example, and was on the decline.
What to do with? More products, more distribution, more features, more performance ?
This is the usual strategy to revive sales.
But Gatorade already tried all of these before: new flavors, a low-calories version, new distribution with pepsi's partnership.
The sales went better. But more has limits.
What else to do after this?
Is a radical change the only alternative? To disrupt oneself?
There's a third option (no sustaining, no radical change), successfully chosen by Gatorade, Apple, Victoria Secret.

Instead of taking the same basic product, to more and more customers, they added a new line of products, and aim them all - including Gatorade drink - at a specific customer segment: serious athletes. Jellies, Bars, to be consumed prior to the exercice, and Proteins smoothies and shakes to recover after the exercice. It ended up with a 1,2,3 line of products for: prior, during and after the exercice.

This is the first distinctive feature of what we're calling the third way: to create multi complementary innovations around the core or key product, that make their product more appealing and competitive. Three characteristics of those complementary products: Diverse, targeted to a specific set of customers, and pose little strategic risks.