A generation ago marketers wanted to work only on leadership brands. There was an inherent pride in working with and learning from the best, from the market leader. Marketing graduates fought to be placed at Gillette, Colgate, Foster’s, McDonald’s, Nike and Coca-Cola. And there was a strong set of tried and true marketing strategies and tactics to manage leadership brands.
But today’s generation of marketers has clamoured to work on challenger brands following the success of companies such as Virgin, Red Bull and Aldi. And it’s been to the detriment of true leadership brands; those fundamental skills required for managing leadership brands have slowly been forgotten as the focus has shifted to the skills required for managing challenger brands.