Tocquigny

Any agency worth its salt says it is an agent of innovation. However, this innovation usually applies exclusively to client projects or proposals for new work. I say “usually” because, as I read a few weeks ago in the New York Times, a small number of agencies are beginning to innovate for themselves – selling their own products and dabbling in start-up projects.

After reading this article, my natural reaction was, “Why isn’t every agency doing this?”

The easy answer is that most agencies aren’t willing to invest in staffing for “ideas,” which goes against the traditional model of hiring according to project need. The problem here is that delivering a full load of consistently great products to existing accounts in addition to focusing on new client work is hard enough. Going beyond that is difficult for many and can be a crusher of new ideas.

The other answer is that most agencies don’t know where to start. Do agencies encourage employees to innovate, and then back it up by fostering an atmosphere of entrepreneurship? Have agencies tapped into the full potential of their current talent, beyond their skill sets in Creative, Interactive, Media, etc?

Even for well-intentioned firms, the answer is no.

Fortunately, Tocquigny is ahead of this curve, which was illustrated recently by BuzzBrawl, our web app that gained renown at SXSW. BuzzBrawl is a product of innovation beyond the campaign, and a big step in the right direction.

I don’t expect many agencies to go too far down this road, but they should. While the sacrifice and paradigm shift might cause some short-term pain and raised eyebrows, doesn’t it sound appealing to be a thought leader (prospects love this) as well as being virtually recession-proof (employees love this) over the long haul – all while still doing great client work (clients love this)?

Still not convinced? Have you asked your staff recently? Ever heard of Google?

In Gatorade’s latest effort to reach narrowly defined audience segments with targeted product offerings, the G Series Fit may have taken it one step too far. G Series Fit joins the original G Series and G Series Pro in the suite of products offered by the sports drinks powerhouse.

For those of you who aren’t familiar with G Series, it’s essentially Gatorade’s repositioning initiative that took place in early 2010, expanding its core product line into three parts — Prime, Perform, and Recover, intended to be consumed before, during and after activity (see chart below).

So what’s the difference? Pretty much nothing at all. Especially when you consider that the product’s popularity is largely due to the fitness image that’s associated with it. Marketers realize how important it’s become in today’s society to convey this image of health and fitness consciousness, for both athletes and non-athletes alike. And by creating and promoting an entire product line focused on the serious athletes that make up a just a small percentage of the audience, Gatorade missed an opportunity to reach a broader segment who ultimately possess the larger buying power.

Meeting audience needs is a foundation of effective marketing. And in many cases, the casual-lifestyle drinkers that make up the majority of Gatorade’s customer base don’t need three products when one will do.

Overwhelmed by too many choices, consumers are just as likely to pass your brand by as they are to read and evaluate every benefit for your various products. This continued product proliferation will inevitably lead consumers to choice paralysis and confusion.