This phenomenon requires new ways of conceptualizing and estimating brand footprints. The conventional way of evaluating the footprint of Tide within the laundry detergent category, or of Coca Cola within the carbonated beverages category, may be underestimating their true impact (Aaker, 1991). For example, national brand managers today worry about the impact of private labels. The adoption of one private label product has a cascading effect on the adoption of many others across multiple product categories and the emergence of private label ecosystems. Under a conventional, category-based approach, a private label within the paper towel category will not be considered a competitor of a national brand of peanut butter. However, under the ecosystems-based approach, if the adoption of a private label paper towel increases the likelihood of adoption of private label peanut butter, then it may serve as an indirect competitor to a national brand peanut butter, and be partly responsible for its loss of sales volume. Overall, brands and even private labels today are part of larger ecosystems and have larger footprints that go beyond their own categories and affect out-of-category brands.