On breaking comparisons with your competition to charge an eye-watering premium (launching Haagen-Dazs)

๐Ÿ’Ž On breaking comparisons with your competition to charge an eye-watering premium (launching Haagen-Dazs)

When we launched Haagen-Dazs in the UK in the early 90s we were in the middle of a recession. Not the best of times to be launching a luxury ice-cream brand. We positioned the brand as a sensual pleasure. We didnโ€™t compare it to other ice creams, in fact we hardly mentioned the word ice cream. But at ยฃ3 a pot it was not only accessible, it was the most stylish pleasure you could purchase. The brand took off. Haagen-Dazs werenโ€™t in the ice cream business, they were in the sensual pleasure business.

Sadly, over time, a succession of brand owners dragged it back to the ice cream sector. Now itโ€™s just one of a number of ice creams fighting for attention in the supermarket freezer. Imagine where they could have taken that brand had they realized the potential of where we had positioned it – they didnโ€™t realize weโ€™d created a fashion brand.

Excerpt from: Hegarty on Advertising: Turning Intelligence into Magic by John Hegarty

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