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