It is hard to argue with generating $180M in one single weekend – makes for selling an awful lot of dolls if that was still the business you though you still were in!
I guess that is what happens when a corporation finds a way to transcend its traditional product and franchise, into something bigger than its legacy, into something that is may even have the promise of remaining relevant for the several decades as it has over the last six.
Barbie is a cultural icon that has significantly impacted pop culture since her introduction in 1959. For decades, Barbie has been the most popular fashion doll amongst young girls worldwide. In recent years, however, the popularity of dolls has plummeted, with children growing up in a digital era where technology rules supreme. Despite this trend, Barbie has proved to stay relevant by reinventing itself. Barbie’s successful rebranding teaches valuable lessons about reinventing products to match changing customer demands – something technology and business leaders can learn from.
Barbie’s longevity can be attributed to her ability to adapt to changing consumer needs. Barbie’s manufacturer, Mattel, has listened to the changing expectations of children and mothers, and has updated Barbie accordingly. For years, Barbie has received feedback on her unrealistic body proportions, lack of diverse representation, and stereotypical gender roles. In response to this feedback, Mattel launched 23 new Barbie, including curvy, tall, petite dolls, and Barbies of different cultural backgrounds. By recognizing the importance of inclusivity and responding to societal shifts, Barbie remains relevant and resonates with new generations of consumers. Tech leaders should likewise remain attuned to evolving customer demands, proactively adapting their products to address changing needs and demographics. I can imagine the role of data and analytic and commitment to data driven approach to product development has been an underlying foundation of this transformation. The role of the organization’s “listening ears” cannot be overstated.
Mattel made another bold move to redefine Barbie by introducing “Hello Barbie” – a product aimed at bridging the gap between physical dolls and AI knowledge. Through AI and other powered technologies, Hello Barbie is an interactive toy that allows children to talk and play with their Barbie dolls in a more lifelike way. By doing so, Mattel has brought a new level of playtime to its consumers, improving engagement levels and driving sales. By integrating emerging technologies, staying abreast of market trends, and actively seeking user feedback, tech leaders can ensure their products remain at the cutting edge and stand the test of time. Technology leaders can learn from this that implementing cutting-edge technology in their products can increase customer satisfaction and retention. In “crossing the chasm” from the physical to the digital world, Barbie is inches away, if not there already, to having a complete “Digital Twin” of herself – something that her fans can interact with using virtual reality devices, have Saturday afternoon tea and cake parties in the metaverse, and add Barbie NFTs to their collection of vintage Barbie collectibles!
Mattel’s decision to reinvent Barbie came with substantial risk, as Barbie was already a well-known brand. The idea of renewed Barbies came with a possibility of negatively impacting the trusted brand’s reputation. But Mattel took the gamble and its successful transition taught business leaders a significant lesson about risk-taking. In today’s rapidly changing tech market, companies need to have the courage to take risks and diversify. The examples are many – many of them with fatal results – when organizations failed to respond to evidence of obsolescence or the smell of decay: Blockbuster. Sears. Sony Walkman, Blackberry and the list goes on. The economic speed of change within the business environment has accelerated exponentially and companies are known to vanish within days and weeks. In this reality the need for such courage is extreme given than signs of disaster and decay are faint and subtle. Alignment between the Board, the executive leadership, business and technology is key to such courage. A pretty little doll seemed to have surprised us all with her courage!
Mattel teamed up with tech giants like Google, Apple, and Microsoft to cater to today’s media-savvy children. Through the collaborations, Mattel created a Barbie-themed tablet aimed at young children with internet safety features, preloaded educational content, and customizable parent controls. Such partnerships added another level of novelty and uniqueness to the Barbie experience. Technology leaders should learn from this collaboration and strategically partner with other brands that complement their products to create more value. Who would have put Barbie, Google, Apple and Microsoft in the same sentence even a decade ago? That is what happens when one stops to ask, “What business do we really want to be in”? That is when new possibilities open up.
Barbie continues to reinvent itself to stay relevant and keep pace with consumer trends. The latest push involves the launch of Barbie’s “You Can Be Anything” campaign, where the brand seeks to inspire children to follow their passions, careers, and possibilities. The campaign shows Barbie dolls in different career roles, from pilots, nurses, and veterinarians to scientists and business executives, and encourages young children to pursue careers in technology – one of the fastest-growing sectors in today’s economy. Technology leaders can learn from this approach and should never rest on past successes but continue to reinvent and diverge to meet better new industry trends, market demands, and technological developments.
In conclusion, Mattel’s transformation of Barbie holds relevant lessons for today’s tech industry leaders seeking to improve product desirability, relevance, and competitiveness in the digital marketplace. With customer feedback, technology integration, risk-taking, increased collaborations, and consistent innovation, Mattel reinvented Barbie for a new century, providing valuable lessons that could benefit the tech sector. It demonstrates how companies can adapt to changing market demands and remain relevant whilst inspiring positive impact and changes aimed at inspiring children to dream big and pursue their goals. Barbie continues to be a successful example of product reinvention, and companies who are smart enough to learn from this can stay on the cutting edge of their industries and rework their brand image to cater to changing consumer demographics and expectations.
If Starbuck had just been about the coffee, would it today be one of the strongest brands on the planet?
If Harry Potter has just been about the book, would we have theme parks celebrating the magic of the young wizard?
If Google has just been about being a browser, would it have dominated technological innovation in a way that no other company arguable ever has!
The lessons are many.
In an era where diversity and inclusivity are crucial pillars for organizational success, Barbie's journey stands out as a shining example of how to embrace and champion these values.
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