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Brand Relevance: Making Competitors Irrelevant

Name: Brand Relevance: Making Competitors Irrelevant
Author: David A. Aaker
ISBN: 9780470613580

by David A. Aaker

January 2011

Intermediate to advanced

400 pages

8h 46m

English

Jossey-Bass

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Copyright
Preface
1. WINNING THE BRAND RELEVANCE BATTLE
1.1. The Japanese Beer Industry1.1.1. Asahi Super Dry Appears1.1.2. Kirin Ichiban Arrives1.1.3. Dry Subcategory is Reenergized1.1.4. Happoshu Enters1.2. The U.S. Computer Industry1.3. Gaining Brand Preference1.4. The Brand Relevance Model1.4.1. Defining Relevance1.5. Creating New Categories or Subcategories1.5.1. The Innovation Continuum1.6. Levels of Relevance1.7. The New Brand Challenge1.8. The First-Mover Advantage1.8.1. Trend Drivers1.9. The Payoff1.9.1. Financial Performance Research1.9.2. New Product Research1.9.3. Perceived Innovativeness Data1.10. Creating New Categories or Subcategories—Four Challenges1.11. The Brand Relevance Model Versus Others1.12. What is Coming1.13. Key Takeaways1.14. For Discussion
2. UNDERSTANDING BRAND RELEVANCE: Categorizing, Framing, Consideration, and Measurement
2.1. Categorization2.1.1. How People Categorize2.1.2. Gaining Exemplar Status2.1.3. How Categorization Affects Information Processing and Attitudes2.1.4. Overlapping Sets of Categories2.2. It's All About Framing2.2.1. Empirical Evidence2.2.2. The Scope of the Offering-Adding Options2.2.3. Which Frame Wins?2.3. Consideration Set as a Screening Step2.4. Measuring Relevance2.5. Key Takeaways2.6. For Discussion
3. CHANGING THE RETAIL LANDSCAPE
3.1. Muji3.2. IKEA3.3. Zara3.4. H&M3.5. Best Buy3.6. Whole Foods Market3.7. The Subway Story3.8. Zappos3.9. Key Takeaways3.10. For Discussion
4. MARKET DYNAMICS IN THE AUTOMOBILE INDUSTRY
4.1. Toyota's Prius Hybrid4.2. The Saturn Story4.3. The Chrysler Minivan4.4. Tata's Nano4.5. Yugo4.6. Enterprise Rent-A-Car4.7. Zipcar4.8. Key Takeaways4.9. For Discussion
5. THE FOOD INDUSTRY ADAPTS
5.1. Fighting the Fat Battle5.1.1. Roles of Scientists and Gurus5.1.2. The Government's Role5.1.3. Nabisco Cookies5.1.4. Dreyer's Slow Churned Ice Cream5.1.5. P&G's Olestra5.2. From Fat to Health5.2.1. General Mills and the Health Trends5.2.2. Healthy Choice5.3. Key Takeaways5.4. For Discussion
6. FINDING NEW CONCEPTS
6.1. Apple6.2. Concept Generation6.2.1. Unmet Needs6.2.2. Organizational Creativity6.3. Sourcing Concepts6.3.1. Customer-Articulated Unmet Needs6.3.2. Ethnographic Research6.3.3. Observation6.3.4. Finding New, Unintended Applications6.3.5. Customer Partnering in Concept Generation6.3.6. Noncustomer Needs6.3.7. Market Trends6.3.8. Global Reverse Innovation6.3.9. Open Innovation6.3.10. Looking to Role Models6.3.11. Competitor Analysis—Looking for Openings6.3.12. Technology-Stimulated Concepts6.3.13. Leveraging Assets and Competencies6.3.14. Consider Category or Subcategory Definitions6.4. Prioritizing the Analysis6.5. Key Takeaways6.6. For Discussion
7. EVALUATION
7.1. Segway's Human Transporter7.2. Evaluation: Picking the Winners7.3. Is There a Market—Is the Opportunity Real?7.3.1. Evaluating Trends7.3.2. The Rosy Picture Bias7.3.3. The Gloomy Picture Bias7.3.4. The "Market's Too Small" Problem7.3.5. Testing and Learning7.3.6. Knowing the Value Proposition7.4. Can We Compete and Win?7.4.1. Does It Fit the Strategy?7.4.2. Does It Create Synergy?7.4.3. Will the Firm Support the Effort?7.4.4. Can the Offering be Created?7.4.5. Can the Offering be Brought to Market?7.5. Does the Offering Have Legs?7.5.1. Attraction of a Growth Context7.5.2. Competitor Strategies7.5.3. Barriers to Entry7.6. Beyond Go or No-Go—A Portfolio of Concepts7.7. Key Takeaways7.8. For Discussion
8. DEFINING AND MANAGING THE CATEGORY OR SUBCATEGORY
8.1. Salesforce.com8.2. Defining a New Category or Subcategory8.3. Functional Benefits Delivered by the Offering8.3.1. Features or Benefits8.3.2. Combining Benefits8.3.3. The Right Functional Design8.3.4. Appealing Aesthetic Design8.3.5. From Components to Systems8.3.6. Being Customer Involving8.3.7. Offerings Tailored to Segments8.3.8. Customer Intimacy8.3.9. Dramatically Lower Price Point8.3.10. Premium Offerings8.3.11. New-Generation Offerings8.3.12. A New Application or Activity8.3.13. An Expanded Competitive Space8.4. Customer-Brand Relationship—Beyond the Offering8.4.1. Shared Interests8.4.2. Personality8.4.3. Passion8.4.4. Organizational Associations8.4.5. Corporate Social Programs8.5. Categories and Subcategories: Complex and Dynamic8.6. Managing the Category or Subcategory8.6.1. Build the Culture to Support Execution8.6.2. Become the Exemplar8.6.3. Stimulate Buzz8.6.4. Create Advocates8.6.5. Manage Innovation8.7. Key Takeaways8.8. For Discussion

9. CREATING BARRIERS: Sustaining the Differentiation
9.1. Yamaha Disklavier9.2. Creating Barriers to Competition9.3. Investment Barriers9.3.1. Proprietary Technology or Capability9.3.2. Executing the Idea—The Capability to Deliver9.3.3. Scale of Operation9.3.4. Brand Equity9.3.5. Brand Networks9.3.6. Brand Loyalty9.4. Owning a Compelling Benefit or Benefits9.4.1. Delivering Authenticity9.4.2. Developing Visible Credibility9.4.3. Becoming a Moving Target9.4.4. Finding a Branded Differentiator9.5. Relationship with Customers9.5.1. Enriching the Brand9.5.2. Involving the Customer9.5.3. Energizing the Brand9.6. Link the Brand to the Category or Subcategory9.7. Key Takeaways9.8. For Discussion
10. GAINING AND MAINTAINING RELEVANCE IN THE FACE OF MARKET DYNAMICS
10.1. Walmart10.2. Avoiding the Loss of Relevance10.3. Product Category or Subcategory Relevance10.4. Category or Subcategory Relevance Strategies10.4.1. Stick to Your Knitting10.4.2. Reposition the Brand10.4.3. Gain Parity10.4.4. Leapfrog the Innovation10.4.5. Disinvest or Exit10.4.6. Select the Right Response10.5. Energy Relevance10.5.1. Energize the Business10.5.2. Branded Energizer10.6. Gaining Relevance—The Hyundai Case10.6.1. The Hyundai Challenges10.6.2. The Challenge of Gaining Relevance10.7. Key Takeaways10.8. For Discussion
11. THE INNOVATIVE ORGANIZATION
11.1. GE Story11.2. The Innovative Organization11.3. Selective Opportunism11.3.1. Entrepreneurial Culture11.3.2. External Orientation11.3.3. Breaking the Silo Trap11.3.4. Strategic Drift11.4. Dynamic Strategic Commitment11.4.1. Leadership11.4.2. Obsession with Execution11.4.3. Continuous Improvement11.4.4. Creating Substantial and Transformational Innovation from the Core11.4.5. Strategic Stubbornness11.5. Organization-Wide Resource Allocation11.5.1. Bias Against the New Business11.5.2. Venture Capital11.5.3. Skunk Works11.5.4. Centralized Resource Allocation11.5.5. Strategic Stifling of Ideas11.6. Key Takeaways11.7. For Discussion
Epilogue: THE YIN AND YANG OF THE RELEVANCE BATTLE
Notes

Content preview from Brand Relevance: Making Competitors Irrelevant

Preface

During the last ten years, I have been struck by how the concept of brand relevance could explain so much about strategic successes, market dynamics, and even brand declines. A brand could develop great marketing supported by large budgets but not make a dent in the market unless it drove a new category or subcategory of products or services, unless a new competitive arena in which the competitors were no longer relevant emerged. Then success could be dramatic in terms of sales, profits, and market position. It seems clear that success is about winning not the brand preference battle but, rather, the brand relevance war with an innovative offering that achieves sustainable differentiation by creating a new category or subcategory.

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Brand Relevance: Making Competitors Irrelevant

by David A. Aaker

Preface

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.