Brand Relevance Making Competitors Irrelevant

ISBN-10: 0470613580
ISBN-13: 9780470613580
Edition: 2011
Authors: David A. Aaker
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Description: Branding guru Aaker shows how to eliminate the competition and become the lead brand in your marketThis ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains  More...

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Book details

List price: $26.99
Copyright year: 2011
Publisher: John Wiley & Sons, Limited
Publication date: 2/15/2011
Binding: Hardcover
Pages: 400
Size: 6.50" wide x 9.50" long x 1.50" tall
Weight: 1.342

Branding guru Aaker shows how to eliminate the competition and become the lead brand in your marketThis ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization. Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy David Aaker, the author of four brand books, has been called the father of brandingThis book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.

Preface
Winning the Brand Relevance Battle
Cases: The Japanese Beer Industry and the U.S. Computer Industry
Gaining Brand Preference
The Brand Relevance Model
Creating New Categories or Subcategories
Levels of Relevance
The New Brand Challenge
The First-Mover Advantage
The Payoff
Creating New Categories or Subcategories-Four Challenges
The Brand Relevance Model Versus Others
Understanding Brand Relevance: Categorizing, Framing, Consideration, and Measurement
Categorization
It's All About Framing
Consideration Set as a Screening Step
Measuring Relevance
Changing the Retail Landscape
Cases:
Muji
IKEA
Zara
H&M
Best Buy
Whole Foods Market
The Subway Story
Zappos
Market Dynamics in the Automobile Industry
Cases:
Toyota's Prius Hybrid
The Saturn Story
The Chrysler Minivan
Tata's Nano
Yugo
Enterprise Rent-A-Car
Zipcar
The Food Industry Adapts
Cases:
Fighting the Fat Battle
Nabisco Cookies
Dreyer's Slow Churned Ice Cream
P&G's Olestra
From Fat to Health
General Mills and the Health Trends
Healthy Choice
Finding New Concepts
Case: Apple
Concept Generation
Sourcing Concepts
Prioritizing the Analysis
Evaluation
Case: Segway's Human Transporter
Evaluation: Picking the Winners
Is There a Market-Is the Opportunity Real?
Can We Compete and Win?
Does the Offering Have Legs?
Beyond Go or No-Go-A Portfolio of Concepts
Defining and Managing the Category or Subcategory
Case: Salesforce.com
Defining a New Category or Subcategory
Functional Benefits Delivered by the Offering
Customer-Brand Relationship-Beyond the Offering
Categories and Subcategories: Complex and Dynamic
Managing the Category or Subcategory
Creating Barriers: Sustaining the Differentiation
Case: Yamaha Disklavier
Creating Barriers to Competition
Investment Barriers
Owning a Compelling Benefit or Benefits
Relationship with Customers
Link the Brand to the Category or Subcategory
Gaining and Maintaining Relevance in the Face of Market Dynamics
Case: Walmart
Avoiding the Loss of Relevance
Product Category or Subcategory Relevance
Category or Subcategory Relevance Strategies
Energy Relevance
Gaining Relevance-The Hyundai Case
The Innovative Organization
Case: GE Story
The Innovative Organization
Selective Opportunism
Dynamic Strategic Commitment
Organization-Wide Resource Allocation
Epilogue: The Yin and Yang of the Relevance Battle
Notes
Index

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