"We want to branch out into other avenues of growth," says CEO Rice. "Whether those opportunities are in technology, or apparel, or even stationary greeting cards—right now, we are exploring these opportunities to see what else we can do with the 'Ebony' name. Ebony is historical, and the name has brand equity and brand loyalty, but now it's time to extend that name into other avenues."

Sometimes the fault lies with synchronizing the actual product with the brand's existing image. "I think Playboy in the 1980s developed a line of air fresheners that ended up being so iconic that it decreased the value of the brand," says Ross Misher, CEO of Brand Central Group LLC, a brand licensing consulting firm in Los Angeles. "It was not until the late nineties that the brand was able to make a big comeback in licensing by focusing on sexy, fun fashion."

A miss like this can result from an ill-fitting relationship between the licensor and the licensee. The licensing agent has to understand the brand's vision.

JPC teamed up with multicultural licensing and marketing agency TurnerPatterson to explore licensing opportunities for the African-American marketplace. CEO Debra Turner says she grew up reading Ebony, which presumably offers her a unique vantage to understanding the brand.

"We are in the process now of putting together our strategy and identifying our partners," says Turner referring to her work with JPC. "We're looking at our partnerships in the market with women, with families, and teens, particularly children. We feel that the Ebony brand equity really transcends into a lifestyle, so we're looking into developing lifestyle products."

"Licensing opportunities can certainly help drive brand loyalty, but only when those licensing opportunities match and leverage the true essence of the brand," cautions Jill Griffin, CEO and brand loyalty expert of the Jill Griffin Group. "For example, it's unlikely that Harley Davidson's 'rugged, individualism' brand attributes would marry well with a low-carb, health-conscious line of food products. Such an alliance would be an 'off strategy' for both products. Likewise, Ebony's licensing success will be dependent on two things: 1) a clear vision of what Ebony as a brand stands for in the minds of its franchise of customers, and 2) choosing licensing partners that can share and/or complement that essence."

"The best licensing arrangement are strategically planned with retailer and licensor," says Carole Spieckerman, a self described "retail readiness coach" and president of New Market Builders. "When Parenting magazine made the decision to go into licensing, everyone said, 'Parenting magazine?' But they produced a strategic marketing plan and came up with educational products that really spoke to parents' needs. Publishing licenses are a huge growth area because the fan base is already there. So if the parents are reading Parenting magazine and getting the best parenting information, it is only natural that they will want their products."

Ebony hopes to appeal to consumers who hold companies accountable for their marketing approach to multicultural markets. Ebony CEO Rice doesn't think there is a lack of quality products but rather a lack of products with the African-American population in mind. "I think there are no products serving the needs of the African-American community," she says. "We are giving our readers what they want. They want to know about success; they want to know about achievement. Yes, we have made our publication more contemporary over the years, but we really haven't weaned from that philosophy."

If all goes well, it will be an opportunity for Ebony to broaden its relationship with the reader.    

[18-Jul-2005]