Originally Posted by
dugout
There is a lot that has nothing directly to do with the product.
Corporate Branding; why spin off a new brand while struggling to keep the parent brand relevant? Rytera? It just screams why! If there was a product group that needed its own identity it is the traditional bows with the obvious difference in customer base. What does a second brand of Compound Bows bring to the table besides splintering available R&D, Support, and promotional resources?
The product groupings and model maze does nothing but confuse the potential customer base. Names mean things. The word "pro" needs to be reserved for the pro line. "Silencer Pro" in the Gold Line makes no sense. When a model is named it needs to carry that name through its life and be dropped when the particular line of bows is dropped. The model name "Jaguar" has been applied to multiple compound and traditional bows, coming in and out of the product line over the years. It's like Ford introducing a pickup truck and calling it a "Mustang". Too much energy goes into branding to just purposely dilute it.
As a company grows and matures it must adapt to current market conditions. A company cannot "do it the way we have always done it" and maintain, or gain, market share. Change is good and change is necessary but change needs to be balanced, progressive, and follow consistent logical goals. Adaptive change is possible while maintaining the original Martin Company identity. It was product change and innovation which made what Martin is today and those same principals judiciously applied to its marketing plan will ensure Martin’s future.
I will admit to being overly sensitive to marketing but I've spent the better part of thirty years successfully marketing recreational products. It's a puzzle which starts with limited resources and ends with maximization of product sales expectations.