Not excited about any of them

Was hoping to see more variety.  They are slowly working in the Ebi cores but keep re-using colors that were just used on other releases. Glad a stockpiled some Ebi originals to last a while.

Quote from: Bowler19525 on October 14, 2020, 07:54:28 AM

  Does Brunswick really need to maintain seven brands if they are simply releasing virtually identical balls across those seven brands?

I think it would be prudent for them to do so.

  At some level, ALL brands have their following, and if they were to discontinue ANY of them, they risk losing those customers to the competition (STORM, ROTOGRIP, 900GLOBAL, or MOTIV).

 They bought those Ebonite brands to help them control the market share. I don't think they would just simply turn around and discontinue a brand and risk losing those customers they were trying to acquire in the first place.

When you have seven brands under one roof, it is going to be difficult to have brand separation, especially when some of these brands had formerly been in direct competition with each other.

Radical is a technologically advanced company using cutting edge stuff, and that is exactly what Track was marketed as for quite a while.

Ebonite was the flagship of the fleet, which is what Brunswick always was as well.

DV8 is edgy, and aimed at the young, hip demographic, which is where Columbia300 seems like it was heading to. Bright, brash and bold colors, young generation staffers, and “in your face” attitude marketing.

Hammer, I believe, is one that could actually stand alone if it had to. It seems to have a following strong enough, and enough panache and attitude, that it could probably make it as a freestanding brand (think Motiv).

 Seven brands is a lot, especially when all seven are in the same business. That’s exactly why GM did away with Pontiac and Oldsmobile. They competed directly with Chevrolet and Buick respectively, without enough market share to go around.

 Brunswick may, eventually, shut something off, but I think it would only be after they cemented that customer market share to one of their “alternate” brands.

One of the things to remember, is that the brands we acquired all had holes in each line after they came under the Brunswick umbrella. Staffers especially in each of the newly acquired brands needed product to fill in gaps in those lines that weren't available until we could get production up and running. Things are getting better throughout each line, and you should see a production reduction going forward as each brand is a little more balance now.