Background

Linksys, a leading provider of networking products, creates both wired and wireless solutions for consumers and small office/home office users. Already well on their way to establishing themselves as the leader in networking products, Linksys engaged RiechesBaird in a brand initiative that would enable them to maximize their brand value.

Issue

In a rapidly changing market, the challenge for Linksys was to create and execute a brand strategy that would provide an opportunity for them to own this very valuable category, and maximize their brand value as the company began to position itself for a potential sale.

Strategic Insight

Through research, RiechesBaird established that the key for Linksys to own the leadership position within the category was to leverage their core strengths through distributors. RiechesBaird unveiled fragmented messaging across the Linksys marketing communications efforts that did not properly communicate the company’s unique value proposition to distributors and end-users of their products.

Working with founder Victor Tsao and other “C-level” executives, RiechesBaird sought to develop a strategy for Linksys that would allow them to claim ownership of the category. Because networking was a new technology experiencing rapid growth, it was difficult for customers and distributors to understand how the products were being used and installed. More importantly, they needed to understand how they could communicate these concepts to retail.

Result

With those insights in mind, RiechesBaird developed a customer-centric strategy around the idea of making networking “easy”—easy to understand, install and communicate at retail. A new tagline and mantra was created: “Networking Made Easy.” The position centered on the ease of working with Linksys and their products.

RiechesBaird helped crystallize a brand position for Linksys by applying the messaging across all marketing efforts including the website, packaging and point-of-purchase displays. RiechesBaird’s brand development work was successfully implemented in 2001 and 2002.