SurveyMonkey took the Google --> Alphabet approach to expansion, instead of the Mailchimp --> Mailchimp approach. Now the company has two, conjoined brands to support and promote, and in doing so have created what's known as the Siamese Twins conundrum.
In Episode 5 of The SaaS Brand Strategy Show, we tear down the pros/cons of SurveyMonkey's misguided growth naming strategy.
SurveyMonkey took the Google --> Alphabet approach to expansion, instead of the Mailchimp --> Mailchimp approach. Now the company has two, conjoined brands to support and promote, and in doing so have created what's known as the Siamese Twins conundrum.
In Episode 5 of The SaaS Brand Strategy Show, we:
- Discuss the pros/cons of the SurveyMonkey --> Momentive move
- Identify the number one question that needs to be answered before you rename, plus what makes a good/bad name.
- Discover (while recording) that SurveyMonkey's CMO has moved on just four months after the new initiative launched.
- Discuss the challenges that now exist across brands, products, and positions
- Wonder what's wrong with Fun as a brand attribute in enterprise.
- Provide advice on moves to fix the mess.
In the world of B2B SaaS, the excitement of creating a new category must be tempered with the reality of clients' immediate needs. By balancing long-term vision with short-term solutions, companies can ensure their category strategy supports, rather than hinders, their sales efforts. This approach not only helps in closing deals but also builds a foundation for sustained success in the new category, enhancing SaaS positioning effectively.
Read More →Following the launch of the Spatial Computing category, Personal Intelligence System is the second recent example of Apple embracing and crushing category strategy.
Read More →Schedule an in-person clinic on DRMG's Category Strategy.
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