Aaker Brand Relevance

Making Competitors Irrelevant
1. Auflage 2010
ISBN: 978-0-470-92260-6
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 400 Seiten, E-Book

Branding guru Aaker shows how to eliminate the competition andbecome the lead brand in your market
This ground-breaking book defines the concept of brand relevanceusing dozens of case studies-Prius, Whole Foods, Westin, iPad andmore-and explains how brand relevance drives market dynamics, whichgenerates opportunities for your brand and threats for thecompetition. Aaker reveals how these companies have made otherbrands in their categories irrelevant. Key points: When managing anew category of product, treat it as if it were a brand; By failingto produce what customers want or losing momentum and visibility,your brand becomes irrelevant; and create barriers to competitorsby supporting innovation at every level of the organization.
* Using dozens of case studies, shows how to create or dominatenew categories or subcategories, making competitors irrelevant
* Shows how to manage the new category or subcategory as if itwere a brand and how to create barriers to competitors
* Describes the threat of becoming irrelevant by failing to makewhat customer are buying or losing energy
* David Aaker, the author of four brand books, has been calledthe father of branding
This book offers insight for creating and/or owning a newbusiness arena. Instead of being the best, the goal is to be theonly brand around-making competitors irrelevant.

Autoren/Hrsg.

Aaker, David A.

Inhaltsverzeichnis

Preface
1. Winning the Brand Relevance Battle.
Cases: The Japanese Beer Industry and The U.S. ComputerIndustry.
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--FourChallenges.
The Brand Relevance Model Versus Others.
2. Understanding Brand Relevance: Categorizing, FramingConsideration, and Measurement.
Categorization.
It's All About Framing.
Consideration Set as a Screening Step.
Measuring Relevance.
3. Changing the Retail Landscape.
Cases:
Muji.
IKEA.
Zara.
H&M.
Best Buy.
Whole Foods Market.
The Subway Story.
Zappos.
4. 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.
5. 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.
6. Finding New Concepts.
Case: Apple.
Concept Generation.
Sourcing Concepts.
Prioritizing the Analysis.
7. 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.
8. Defining 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.
9. Creating Barriers: Sustaining the Differentiation.
Case: Yamaha Disklavier.
Creating Barriers to Competition.
Investment Barriers.
Owning a Compelling Benefit or Benefits.
Relationships with Customers.
Link the Brand to the Category or Subcategory.
10. Maintaining Relevance in the Face of MarketDynamics.
Case: Walmart
Avoiding the Loss of Relevance.
Product Category or Subcategory Relevance.
Category or Subcategory Relevance Strategies.
Energy Relevance.
Gaining Relevance--The Hyundai Case.
11. Innovative Organization.
Case: GE.
The Innovative Organization.
Selective Opportunism.
Dynamic Strategic Commitment.
Organization-Wide Resource Allocation.
Epilogue: The Yin and Yang of the Relevance Battle.
Notes.
Index.

Über Autor(innen)

David A. Aaker is vice chairmanof Prophet Brand Strategy, an executiveadvisor to Dentsu Inc., and Professor Emeritus of Marketing Strategy at the Haas School of Business, University of California, Berkeley.