A new breed of challenger brand
The concept of the challenger brand was born at a time when market leadership, in terms of sales volumes and market share, was what mattered most. The leaders were able to command better distribution, better commercial conditions and generally muscle their way in front of more consumers on their own terms, through advertising and other brand activity.
Businesses worried more about their competitors, and their position relative to them, than they did about their customers. And so the role of the challenger brand was established in opposition of the market leader, overturning and undermining the status quo to stand out. But the world has changed – however, the way most businesses operate has not.
Think outside your category
Getting people to do something different is difficult. We are creatures of habit, we love a path of least resistance and we stick to what we know. So if you’re a new challenger to a market and want to grow quickly, you need to offer people something that’s not just good, but better. Unlike the days when the concept of a challenger brand was born, that’s not simply about being better than your direct competition.
People’s expectations are not set by category or market, but by the best brand experiences they have. So fixating on what’s going on within your own market and limiting yourself to being better than your competition is short-sighted, distracting and largely pointless. It will actively curtail your thinking and hold you back.
The truth is, bigger is not always better. Better is better. Brands that want to succeed long-term need to be challenging themselves and the very core of their market to constantly improve the customer experience. Tweaking mediocrity is not a long-term plan.
The rise of the new challenger brand
Brands simply can’t rest on their laurels, not even challenger brands. They should, of course, always aim higher. We’ve seen the rise of a new style of challenger brand – predominantly digitally-led businesses that have used their digital expertise to challenge accepted norms and in many cases have gone on to dominate markets through unprecedented levels of growth. It has taught us there is always a better way of doing business.
From Netflix to Amazon, Facebook to Ocado, this new wave of challenger brand hasn’t developed to simply right the wrongs of a category; they’re totally reinventing categories all the time, while at the same time changing the way all brands need to behave to keep their customers satisfied.
Crucially, what these businesses tend to have in common is that they are designed to use data and technology to create an experience that constantly evolves in their customers’ interests. These brands understand that being a leader isn’t an end destination but a constant journey of evolution.
How brands can embrace the “challenger” ethos
It’s not as simple as employing a head of innovation and hoping for the best. This new breed of challenger brand has innovation in their DNA and behave in a way that ensures the experience they offer is always in line with customers’ expectations.
If you want to keep up you need to behave like they do:
1. Make understanding your customers a priority
Businesses are often awash with data, but have very little insight. Getting to grips with what really makes your customers tick is how you will build an experience that keeps people actively choosing you.
2. Make technology work for you
Making it easy for people is the answer to getting them to do almost anything, and technology is a business’s biggest asset when it comes to doing it. It’s also the biggest excuse businesses use for doing nothing. Find a way around your technical restraints and make your customer experience friction-free.
3. Never stop striving for better
Better is not a destination; it’s an ongoing journey. Make sure you don’t follow businesses that settle for what they have already. Constantly challenge yourselves to be better.
Following these steps is important because for any business to succeed in the long-term, it must think like a challenger, regardless of size, tenure or market position. However, the enemy they must oppose to achieve this is themselves, not the competition.