For close to 100 years, Briggs & Stratton has been the world’s largest small engine manufacturer. With increased manufacturing pressures from both domestic and global competitors, how can Briggs & Stratton maintain its market – and brand – dominance?
What We Did
We started with in-depth interviews among key executives at the C-level to clearly define the business realities facing the brand. We then designed and facilitated a strategic work session with the core management team to uncover leading target and strategic point of view hypotheses. Focus groups were then designed and conducted among lawn & garden enthusiasts to clearly identify a brand target mindset, to uncover deep consumer insights about lawn care and to better understand Briggs & Stratton’s brand equities.
Our recommendations included a clearly defined brand target, a powerful and differentiating strategic point of view based on values-based consumer truths, a strategic brand filter to help streamline decision-making and a more simplified brand portfolio architecture strategy. The recommendations led to new iconography, a new organizational structure, and a new communications platform across the globe.