What could be more fun? You receive a parcel, open it and there inside is the picture/clock/lamp you ordered. Even better, your item is generously wrapped in... bubble wrap!

Who of us can resist a casual 'pop' of those air pockets before we examine our merchandise? What's more, once the item is unwrapped, who doesn't feel drawn to pop a few more?

The Kawakami Industries, the largest manufacturer of bubble wrap in Japan became aware of their customers' bubble-popping behaviour. Company chiefs learned that the wrap is not just an effective packaging material, it can also satisfy other customer needs. These needs include the need to be entertained, the need for ‘sensory stimulation’ - ultimately, the need for toys.

Kawakami Industries went on to launch convenient 'pads' of bubble wrap for people to carry around and pop at their leisure. These were so successful that the company has now launched the electronic 'poppety pop'. This keyring-sized toy is battery powered and contains bubbles - for popping.

The bubbles can be re-inflated over and over again. It also gives out a satisfying popping sound effect.

This case is an excellent example of product repositioning - taking a current product (possibly with some product development) into a new market.

It's sometimes said that repositioning is the easy way to achieve the benefits of new product development - new revenue streams and profits, an enlarged customer base, enhanced corporate reputation - without the risks that usually accompany innovation.

Too good to be true?

Well firstly, I suggest that repositioning is innovation. Secondly, in my experience the totality of what is involved in successful repositioning of a brand or product is often underestimated. Furthermore what is underestimated is often the 'innovation aspects'

Why has repositioning got this reputation of being 'innovation light'?

Well let's start with the Ansoff matrix. See below for the strategic options it offers.

1. Current products to current customers/markets
2. Current products to new customers/markets
3. New products to current customers/markets
4. New products to new customers/markets

Assuming you are going to continue selling your current products to current customers, then the next option of least risk and least complexity would seem to be current products to new markets option number 2 or ‘repositioning’) There we have it. In comparison to options 3 and 4, repositioning seems easy.

However, as those of you who have tried it will know, succeeding at repositioning is a challenge. For those of you who have not tried it, here's my checklist.

Repositioning will require:-

- Some degree of organisational change

- Portfolio analysis and SWAT analysis - to understand what your organisation does well

- Discovering unmet or unarticulated needs

- Exploiting strengths to meet those customer needs better and quicker

- Building a culture around innovation, market intelligence and customer focus

Eh voila!  Aren't, these exactly the type of capabilities we need in order to innovate? Well, at least this confirms that repositioning is a type of innovation.

 So how did Kawakami Industries succeed?

In truth, many successful repositionings come about not through extensive research to identify potential new markets for a current product – rather they come about from the grass roots up. People out there - for whatever reason, have got hold of your product and are using it in a different way from what you originally intended. The people involved might be your original target group - or they may be new customers. As they continue to use your product in this new way they are repositioning it. This is marvellous. The customer is doing all the work!

Well, not quite - there are things you need to do.

• Discover what's going on
• Align your organisation to be able to target the market and maximise the opportunity through sales and marketing.

This is a subset of the above checklist (what is required for repositioning)

Repositioning that comes about this way is great for your business. If you can uncover it - then you have a business opportunity to exploit.

A couple of other examples

 Sandwich bags

Plastic sandwich bags manufacturers may now becoming aware of how their products are being repositioned. Apparently these items are a vital tool in neo-natal baby-care units where paediatricians have found they can play a key role in keeping premature babies warm.

This is not an enormous volume opportunity. However, imagine if the standard bag can be developed so that it is even better at satisfying the customer need? This way a price premium might be achieved?

http://www.dailymail.co.uk/femail/article-1050942/miracle-baby-Billy-gre...

The Women's Institute

This long established institution in Britain has recently seen radical repositioning. Historically the Women's Institute (or WI) has invited women to meet and hear a talk on topics of interest - like jam-making and other domestic skills.

Now, a group of younger women in Bramley, Hampshire UK are helping to reposition the brand to better suit their interests and aspirations as women in the 21st Century. Instead of jam-making and flower-arranging, this new Women's Institute 'lite' has a different range of subjects for their meetings. Recently there has been a talk by a sex therapist, and on another occasion life-drawing classes were offered including a nude male model.

http://www.dailymail.co.uk/news/article-1050563/War-Womens-Institutes-WI...

Finally, back to bubble wrap.

For anyone who has ever thought of their product as being in a 'low interest category' this article shows how some creative thinking can help you see things very differently and open up new revenue streams!

http://technology.timesonline.co.uk/tol/news/tech_and_web/gadgets_and_ga...