Strategy
Knerr and Melin marketed their products directly to children, including demonstrating their toys at playgrounds. They extensively researched new product ideas, including traveling around the world.[33] "If Spud and I had to say what we contributed," Knerr said, "it was fun. But I think this country gave us more than we gave it. It gave us the opportunity to do it."[34]
For many years, the company's strategy was to maintain eight to twelve simple, inexpensive products such as Frisbees, Super Balls, and Hula Hoops. New products were developed for tryout periods. Old ones were retired, for a few years or permanently, as their popularity waned. Since the toys were simple and inexpensive, they could be sold by a wide range of retailers, from large Department Stores to five and dime stores.
As Wham-O changed ownership, its new management adjusted this formula to accommodate the changing toy industry, which had increasingly complex toys and fewer distribution channels.
By 2006 Wham-O's product line included several groups of related items using licensed brand names. For example, Sea-Doo is a brand of personal water craft owned by Bombardier; Wham-O makes a Sea-Doo line of small inflatable rafts designed to be towed behind watercraft.
The company's lines are also more complex, and grouped in related categories—for example, the Sea-Doo line (about a dozen products), several Slip 'N Slide variations, and a group of "lawn games".
On January 31, 2011, Wham-O announced an agreement with ICM, the agency representing Atari video games, to represent Wham-O in movies, television, music, and online content based around its toys.[35]