Creating and launching a challenger brand: a case study

Abstract

This paper explores the creation and launch of a challenger brand in the UK financial services. The challenger was an extension of a more traditional brand. A definition of a challenger brand is proposed. A case study approach is adopted. A model is proposed of the process of brand development and launch. Factors found to influence challenger brand success included an inclusive brand development process, a challenger philosophy, charismatic strong leaders, passion and excitement, and the heritage of the parent brand. The problems of ensuring challenger status for the future are considered. Questions are raised for managers wishing to develop challenger brands.

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