A growing number of companies are putting their names on areas outside their expertise, like real estate, but experts caution that missteps could taint an image.<\/b>
\nThe luxury sports carmaker Aston Martin recently unveiled plans to build Aston Martin Residences, a luxury condominium complex in Miami. Sales will start in July, with the condos scheduled to open in 2021. The car company didn\u2019 t jump into the real estate business willy-nilly, though. It is part of a gradual brand extension that began with high-end jewelry in 2012, speedboats in 2015, luxury men\u2019s wear in 2016 and its \u201cArt of Living\u201d experiences, which include exotic road trips and Champagne tastings, in 2016.
\u201cIn all of the contracts, we have the right of veto: over the control of imagery, how the building is kept, how often it\u2019s cleaned, how people are spoken to, the quality of materials and the upkeep, \u201d said Marek Reichman, chief creative officer at Aston Martin. \u201cIt sounds controlling, but this is the pride of our brand being put somewhere else, so we don\u2019 t want to let that go lightly.\u201d
Mr. Reichman is betting that people will seek out the Aston Martin residences for the elegant craftsmanship and exquisite reputation that drew customers to the company\u2019s cars. \u201cWhether we\u2019 re doing a speedboat, a series of apartments, sunglasses, clothing or our cars, you can experience Aston Martin different ways, \u201d he said.
Today, a growing number of iconic brands are putting their names on products outside their areas of expertise, ranging from hotels and condos to wedding dresses and steaks. (Of course, long before his presidency, Donald J. Trump put his name on a variety of offerings, including real estate, steaks and a university.)
\u201cIf you do it right and get a decent return, it may be an interesting way to invest in the growth of the brand. In a sense, you\u2019 re creating this new image, this new flagship, \u201d said David Loeb, a consultant and analyst with more than 25 years in lodging and real estate. \u201cBut the risk is high, so you better get it right or it\u2019s going to hurt rather than help.\u201d
For example, when Zippo, which makes lighters, decided to move into fragrances in 2014, with a perfume bottle in the shape of a lighter, consumers were bewildered. Women bristled at the thought of pulling out a perfume bottle that looked like a lighter and spraying themselves in public. Also, many envisioned a Zippo fragrance smelling like lighter fluid, even though the scent was fruity.
Colgate tried to move into frozen foods, with its Colgate Kitchen Entrees in 2014. (It had made an earlier attempt in 1982.) The brand extension was a failure. Why? Because, experts said, when people hear \u201cColgate, \u201d they think of toothpaste, not tasty cuisine.
Then there was Harley-Davidson, which decided to move into cake decorating and fragrances. For Harley-Davidson fans, cake decorating just didn\u2019 t mesh with the company\u2019s \u201cEasy Rider\u201d and \u201cBorn to Be Wild\u201d image. The fragrance was equally puzzling.
\u201cI wouldn\u2019 t want to smell like a Harley-Davidson biker, \u201d said Larry Light, an author of \u201cSix Rules for Brand Revitalization\u201d and the chief executive of Arcature, a brand consulting company.
Experts caution brands to move carefully and strategically into new niches because missteps in a new product area could taint their overall image.
\u201cIt could be a disaster, \u201d said Howard Davidowitz, chairman of Davidowitz & Associates, a retail consulting and investment banking services firm.
Some expand into new product niches to transform a luxury brand into a global powerhouse.
For others, it\u2019s about finding new areas of growth in the retail market, which has been struggling in recent years with declining sales at brick-and-mortar locations, bankruptcies, store closings and the rising popularity of online shopping.
\u201cWhen you\u2019 re in a revolutionary period, which we\u2019 re in now, and you have a valuable brand, the people who come out best are those who diversify, \u201d Mr. Davidowitz said.
The high-end fashion designers Giorgio Armani and Versace as well as the crystal giant Baccarat and the luxury accessories designer Fendi have all opened five-star branded hotels in the past five years.
\u201cYou\u2019 re seeing companies begin to leverage themselves in ways that are really out of the box, \u201d said Milton Pedraza, the chief executive of Luxury Institute. \u201cThey\u2019 re saying, \u2018If I have a brand name that is pristine and prestigious and known by the wealthy, let\u2019s see how I can leverage it across other product lines.\u2019 \u201d
Hotel and residential real estate have been particularly popular expansion choices. When done right, it\u2019s \u201cpure incremental income\u201d for the brand, with lavish hotels almost serving as billboards, said Bjorn Hanson, a professor with New York University\u2019s Preston Robert Tisch Center for Hospitality and Tourism.
The luxury jeweler Bulgari was a pioneer in the move into hotels. Although some initially questioned what a chichi watch and necklace maker would know about hotels, Marriott saw opportunity.
\u201cBrand recognition is really important, and Bulgari was one of the best recognized luxury brands in the world, \u201d said William R. Tiefel, who was vice chairman of Marriott International at the time and oversaw the joint venture between Marriott and Bulgari.
Today, Bulgari has branded hotels in Milan, Bali and London, and plans are in the works to open new ones in Shanghai, Dubai and Beijing.
A flurry of companies \u2014 including the designer Karl Lagerfeld, the upscale fitness club Equinox, Restoration Hardware and West Elm \u2014 have announced plans to open hotels or residential properties in the next two years. Even Jimmy Buffett\u2019s Margaritaville, famous for its margarita mixers and restaurant chain, recently teamed up with a real estate developer to build an active adult community in Florida.
But not all hotel expansions have worked. The clothing and accessories company Missoni backed out of its lone hotel partnership in 2014. In a statement, Missoni cited \u201cdifferent long-term business strategies\u201d with its hotel partner, Carlson Rezidor.
Shoddy construction or a poorly managed condo or hotel property, for example, could be catastrophic for a brand. \u201cPeople view brands as promises of an experience, \u201d which often includes quality, architecture, style, ambience, customer service and a unique experience, Mr. Light said.
A well-known brand may lure customers to a hotel, but a bad experience will stop them from returning. \u201cThat\u2019s the reputational risk, \u201d Mr. Pedraza said.
It\u2019s critical that a company seek partners with knowledge and success in the new industry. Just plopping a brand logo onto a product or real estate is a recipe for failure.
\u201cIf you\u2019 re just licensing the brand, \u201d Mr. Light said, \u201cgiving somebody the logo and then hoping the execution will live up to the brand promise \u2014 that\u2019s a very risky strategy.\u201d<\/p>\n

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