When Growth Stalls, Change Your Customer— Not Your Product

What do Old Spice, Vespa, Gucci, Lego, Mountain Dew, Dettol, and others have in common?

Even the most well-known brands encounter challenges. Sales drop, competition gets fierce, and what once worked… doesn’t anymore. But some of the most iconic companies turned things around—not by changing their product, but by redefining who they were selling to.

Here’s how they did it.

Old Spice: From Grandpas to Gen Z

Old Spice was an old-fashioned aftershave brand—something your grandfather used. Sales were declining as younger consumers ignored it.

• The Pivot: The brand reinvented itself with humour, launching viral ad campaigns (The Man Your Man Could Smell Like) and modern fragrances. They shifted focus from older men to young, trendy males.
• The Result: Old Spice became a cultural phenomenon, with skyrocketing sales and a complete brand turnaround.

Vespa: From Post-War Transport to Style Statement

Vespa scooters were originally launched after WWII as a cheap, practical transportation option in Europe. However, mass-market motorcycles took over over time, and Vespa needed a new edge.

• The Pivot: Vespa repositioned itself as a premium lifestyle brand, appealing to fashion-conscious urban riders. The scooters became symbols of Italian elegance and coolness, endorsed by celebrities.
• The Result: Vespa is now a luxury scooter brand, commanding higher prices and a loyal, stylish audience.

Mountain Dew: From Forgotten Soda to Gamer Fuel

In the 1940s, Mountain Dew was launched as a regional soft drink. It did okay but never really took off. By the late 20th century, sales were stagnating. Instead of changing the drink, PepsiCo changed the customer.

• The Pivot: Mountain Dew rebranded as the drink of choice for gamers and extreme sports enthusiasts. They leaned into high-energy marketing, action-packed commercials, and tie-ins with video games.
• The Result: The strategy worked. Mountain Dew became a cultural icon in gaming circles and is a $7 billion brand today.

Dettol (India): From Hospitals to Homes

Dettol was initially considered a hospital-grade antiseptic—a strong disinfectant for medical use. However, this limited its market potential.

• The Pivot: The brand shifted its messaging towards home hygiene, marketing Dettol as a household necessity for families. It introduced handwashes, soaps, and surface cleaners.
• The Result: Dettol became a trusted household brand, seeing massive growth—especially post-pandemic.

Nintendo: From Hardcore Gamers to Everyone

Nintendo was once the undisputed king of video games. But by the early 2000s, PlayStation and Xbox had stolen the hardcore gaming audience, and Nintendo was losing ground fast.

• The Pivot: Unlike fighting for the same players, Nintendo targeted non-gamers—families, casual players, and fitness enthusiasts. They launched Wii Sports and Fit, making gaming accessible to a new audience.
• The Result: The Wii became a massive success, outselling PlayStation and Xbox for years. There were far more casual players than hardcore ones.

Harley-Davidson: From Outlaw Bikers to Midlife Crisis Icons

Harley-Davidson built its reputation on hardcore bikers and motorcycle gangs. But as competition grew, their core audience wasn’t enough to sustain growth.

• The Pivot: Instead of appealing only to rebellious riders, Harley repositioned itself as a symbol of classic Americana—a dream purchase for middle-aged men with disposable income.
• The Result: The strategy paid off. Today, Harley-Davidson thrives as a $5.8 billion brand, selling motorcycles to wealthy enthusiasts rather than hardcore bikers.

Lego: From Kids’ Toy to Collector’s Dream

Lego was once the go-to toy for kids, but by the early 2000s, sales were dropping. With video games capturing young audiences, traditional toys were losing relevance.

• The Pivot: Instead of fighting gaming culture, Lego embraced it—launching collaborations with brands like Star Wars, Harry Potter, and Marvel. They also tapped into the adult collector market with intricate sets and nostalgic themes.
• The Result: The strategy worked. Lego is now a $9 billion global brand, appealing to kids and adults who love building, nostalgia, and pop culture.

Gucci: From Stale Luxury to Streetwear Icon

Gucci had long been known for its classic luxury, but by the 2010s, its traditional image wasn’t resonating with younger buyers. Sales stagnated as modern fashion tastes shifted.

• The Pivot: Gucci reinvented itself for Gen Z and Millennials, embracing bold streetwear, eccentric designs, and high-profile celebrity collaborations. Social media marketing and cultural relevance became the brand’s new focus.
• The Result: The transformation worked. Gucci became a dominant high fashion force again, becoming a global street-style powerhouse with billions in sales.

Maggi: From Meal Substitute to Evening Snack

Maggi was initially positioned as a meal substitute for kids. But it bombed in India as Indians were used to conventional items for their main meals.

• The Pivot: Instead of fighting the perception, Maggi repositioned itself as an “evening snack that can be made in 2 minutes,” emphasizing convenience for moms.
• The Result: Maggi remains a staple in Indian kitchens, with an emotional connection to generations of consumers. The brand continues to dominate the instant noodle market.

The Big Lesson? Change the Customer, Not the Product

Growth doesn’t always come from a new product. Occasionally, it’s about finding the right audience.

When faced with stagnation, ask yourself:

• Who else might love what we offer?
• How can we reposition our brand to attract them?
• What emotional or lifestyle connection can we create?

Occasionally, the key to success isn’t changing what you sell—it’s finding a better customer.