Moods of Norway
Moods of Norway case indicated many interesting issues relating to brand management study. In this paper, first, we outline two key challenges that Moods are facing, then analyze the brand based on CBBE pyramid, and finally suggest two marketing programs that the company should invest.
1. Key challenges
The first challenge facing Moods of Norway is expanding the business to U.S. This is always a profitable but risky opportunity for every firm, including Moods of Norway. The company with “free styling” wants to “just go to the U.S. and see what happens” (Austin, O’Donnell, and Krogh 2009, 15). However, U.S. market – one of the most difficult markets in the world – has many implicit challenges for Moods. Firstly, their brand is unknown in United States. Therefore, they need to base on the local sales agents and distributors in the U.S. Although they had a five-year contract with CAA – the leading talent agency – their profit will depend on the CAA’s success that is affected by the fit between the two companies. For example, CAA has not many experiences with distributing fashion products. Secondly, the U.S. customers’ preferences in color, fabric, size, etc. are different from Norwegian customers. Moods’ products must be adaptable. This means they might need other suppliers and manufacturers to change their products. Finally, the most difficult question for the company is how they can bring their company’s concept to America and convince U.S. customers to buy their products based on that concept. Because they combine Norwegian nature and ordinary stories into their design that makes their product be unique and succeed in Norway, hence it is not easy to translate it for the customers outside the country. Even if they can illustrate their stories clearly, non-Nordic customers may not be interested in those products. As Dahlkvist expressed, they “should do the design in the U.S., to really get a feel for what moves around in that country and how to do it”
1. Key challenges
The first challenge facing Moods of Norway is expanding the business to U.S. This is always a profitable but risky opportunity for every firm, including Moods of Norway. The company with “free styling” wants to “just go to the U.S. and see what happens” (Austin, O’Donnell, and Krogh 2009, 15). However, U.S. market – one of the most difficult markets in the world – has many implicit challenges for Moods. Firstly, their brand is unknown in United States. Therefore, they need to base on the local sales agents and distributors in the U.S. Although they had a five-year contract with CAA – the leading talent agency – their profit will depend on the CAA’s success that is affected by the fit between the two companies. For example, CAA has not many experiences with distributing fashion products. Secondly, the U.S. customers’ preferences in color, fabric, size, etc. are different from Norwegian customers. Moods’ products must be adaptable. This means they might need other suppliers and manufacturers to change their products. Finally, the most difficult question for the company is how they can bring their company’s concept to America and convince U.S. customers to buy their products based on that concept. Because they combine Norwegian nature and ordinary stories into their design that makes their product be unique and succeed in Norway, hence it is not easy to translate it for the customers outside the country. Even if they can illustrate their stories clearly, non-Nordic customers may not be interested in those products. As Dahlkvist expressed, they “should do the design in the U.S., to really get a feel for what moves around in that country and how to do it”