This is the second in a series of four blogs linked to Category Vision and how to drive Category (& Brand) growth. If you would like help developing a Category Vision based on the principles we are talking about, please get in touch.
Right, onto the blog…
In 1967, the American psychologist J.P. Guilford created the Alternate Uses Task.
It is a test used to measure divergent thinking.
The aim of the AUT is to encourage the test taker to think creatively. They are asked to think of an object. Then (within a time constraint) asked to think of as many different uses as possible for that object.
For instance, the object could be a brick.
Your might start by saying to build a wall. Then you might say a paperweight. A doorstop.
Maybe you move onto a weapon. You could use it to smash a window. To hit someone over the head.
Maybe you go a step further. You could use it as a (very uncomfortable) hat. Or an (equally uncomfortable) shoe.
Then another step further. Fill the groove with water and it could be a swimming pool for small insects.
We’ll leave you to carry on…
The test measures two key things. First “fluency”. The number of alternative uses you can think of. Second “originality”. How different those uses are.
The more fluent and original your answers, the more expansive your thinking.
Why are we talking about this? When we’re thinking about driving category growth it’s easy to think narrow.
To think inside your category. Who your immediate competitors are. For instance, if you’re a tea you focus on other teas.
To think about the current uses of your category. How and when your category is used right now. For instance, if you’re a cereal, you focus on breakfast.
To think about where your category has come from. The things that have been tried in the past. For instance, if you’re a ready meal thinking there is a (low) price ceiling in the category.
But to really drive category growth you need to expand your thinking.
To think outside your category. If you’re a tea, you look at other drinks.
To think about future uses of your category. If you’re a cereal, you look at opportunities beyond breakfast.
To think about where your category is heading. If you’re a ready meal, you could look at breaking the price ceiling (think Charlie Bigham’s).
When you narrow your thinking, you narrow the opportunity for growth. When you expand your thinking, you expand the opportunity for growth.
So, how can you take a more expansive approach to category development? Here are 2 examples…
Think COMPETITIVE SET. Many categories have a wide competitive set. If you’re a drink, you’re competing with lots of other drinks. If you’re a snack, you’re competing with lots of other snacks. If you’re an ingredient you’re competing with lots of other ingredients.
Importantly, the battle lines are constantly shifting. Only a few years ago alcohol brands were mainly competing with other alcohol brands. Soft drinks were competing with other soft drinks. Things have changed. A lot. Think of the rise of low & no alcohol options. The rise of premium soft drink options. There is now a much wider and bigger battle for shopper choice.
The same thing applies if you think about in home vs. out of home. These used to be separate battles. But now we see a blurring of channels and spend. On a Friday night, you can choose to go out to a restaurant. You could get a delivery. You could get a “Dine in for £x” solution from a supermarket. You could even cook yourself.
This is either an opportunity or threat. An opportunity if you’re on the front foot taking the battle to your wider competitive set. A threat if they’re bringing the battle to you.
Think USAGE OCCASIONS. Many categories can be used for a number of different needs and occasions. But they often have quite a narrow occasion profile.
For instance, if you’re a mayonnaise, the primary usage occasion might be sandwiches. Great when a shopper is thinking about what condiment to add to a sandwich. Not so good for all the non sandwich occasions that take place. Hence why Hellmann’s have been targeting a much broader set of usage occasions in recent years. Linking mayonnaise heavily to BBQs. Driving the “love your leftovers” campaign so that mayonnaise can play a role as an ingredient in meals.
So, ask yourself how are you currently used? Then ask how could you be used? Are there big potential consumption occasions in which your category can play a relevant role and grow its share?
It can be comfortable to be a big fish in a small pond. But for many categories, growth lies in discomfort. Trying to be a bigger fish in a much bigger pond.
To grow, categories need to expand. To expand categories, you need to expand your thinking.
If you don’t, someone else will.
Right, we’re off to think of some more crazy uses for a brick.
Feel free to forward. Have a great weekend. Look out for the next blog linked to driving Category (& Brand) growth in a fortnight.