← Back to in the News
November 29, 2018

4 Strategies to Help Consumer OEMs Win the Microbrand Revolution

Over the years, microbrands have gained momentum as a viable and profitable business option. Kylie Jenner, the half-sister of Kim Kardashian whose net worth is valued at over $900 million, built her Kylie Cosmetics empire through a combination of her celebrity star power and clever use of social media.

She used Shopify to setup webstore front, leverages Instagram, YouTube, and Twitter to market and test new product ideas and uses a contract manufacturer to make her products. It took her all of three years to build her company to this size with just seven full-time and five part-time employees. Kylie Cosmetics is the poster child of new-age microbrands, leveraging social media and direct-to-consumer (DTC) channels while completely bypassing the traditional brick-and-mortar retail experience. Microbrands are upping the ante for both retailers and brand owners.


The term “microbrand” is now used primarily in the context of fast fashion and watches. However, well before the Kylie Cosmetics of the world were introduced, consumer electronics, specifically Dell in the 90’s, made the microbrand concept what it is today. Michael Dell’s genius was in realizing that PC’s could be assembled using off-the-shelf components and could be manufactured at a cheaper price than what the big brands of the 90’s were offering, helping him launch the company from his dorm room. Initially through word of mouth and later through the Internet, Dell pioneered the Direct-to-Consumer model as we know it today. It was quite a novel experience to buy a PC from Dell.com, selecting the RAM, hard disk, screen size and other components. “Direct from Dell” became a mantra.


Dell’s advantage, compared to the leading PC companies of the era, was that it operated completely in a built-to-order mode. The company started pulling the components from the suppliers and began assembling the PCs after the orders were received, letting it operate in a negative cash-to-cash cycle. Customers paid for their PC when they placed the order. Dell paid its suppliers per the payment terms agreed upon. With a short lead time to assemble and deliver the order, the company enjoyed tremendous growth. Dell also gathered a lot of consumer data through the DTC model, which has given the company additional insights.

Several other consumer electronic companies followed the trail blazed by Dell. Once a brand reaches a certain size and scale through DTC, the opportunity for growth comes from channel expansion through entering traditional retail channels and distributors. The challenge these companies face with traditional retail is a degree of separation that emerges between them and the consumer. At the same time, retailers drive hard bargains with the consumer electronics companies for the premium displays and front-page flyer ads, resulting in increased trade spend and reduced average selling price. This places the consumer electronics companies in a bind.

Apple is one of those very few consumer electronics companies that seem to defy gravity when it comes to pricing.  However, for the vast majority of consumer electronics companies, price erosion is a major challenge compounded by shorter product lifecycles and the pressure to launch newer models year after year. Additionally, the holiday season places extra pressure on these companies due to the various sales and promotions they need to run. These factors apply margin pressure on the high-tech companies that supply components to these consumer electronics companies.
Original Source