Hobart Case Study

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Advanced Marketing Analysis and Strategy

Introduction
Hobart Corporation developed a solid reputation in the food service and retail sectors for more than a century. Hobart was concerned about low cost competitors from overseas manufacturers. Hobart tried to counter this threat by re-positioning their brand as a thought leader.
Primary Problem
Hobart’s decision to reposition itself as the thought leader failed to leverage their product line, which had a solid reputation for quality and reliability. Hobart’s fear was lower cost competition from overseas. Some questions asked are: * Why do our customers buy our products? * What are the perceived attributes the customers have about Hobart? * What attributes did the lower cost products have that customers favored?
Hobart could have stretched the brand vertically by creating a sub brand to compete in the lower cost market. Combining brand and focus on attributes of the overseas competitors, Hobart could have leveraged their experience and manufacturing processes in creating a different product line in a lower price point to compete against the cheaper overseas products. Successful implementation could have led a natural progression of sales to the premier product line, (example Scion to Toyota to Lexus).

Secondary Problems
1. Hobart’s decision to become a thought leader should have played a secondary role in their rebranding process. The decision to become a knowledge base is compelling and solid, in that it positions Hobart as an expert in their field. However, the knowledge base should have focused how a Hobart product provides benefits in production and efficiency to the end user.
2. Hobart’s change in advertising focus as a though leader, sends a confusing message to the customer. Is Hobart a quality manufacturer of industrial food service products or a