A biscuit brand founded in the 1960s holds 22% value share and the highest household penetration in its category. Buyers over 45 are loyal and buying more. Buyers under 30 have fallen from 31% of volume to 18% in five years. The brand is priced 8% below the category leader. Its packaging and advertising are largely unchanged in a decade. A range of premium and 'healthy' entrants has taken most of the under-30 volume.
Pull the brand's positioning apart. Say what it stands for today, why younger buyers are leaving, and what you would change — including what you would refuse to change.
100 points, 60% to pass.
The trap is recommending a wholesale modernisation that alienates the loyal, high-frequency older base which currently pays the bills. A strong teardown separates the equity worth protecting (trust, familiarity, penetration) from the barrier with younger buyers (irrelevance and a value-brand price signal, not price itself), and is willing to argue for a separate sub-brand rather than repositioning the mother brand.