Brand Relevance: Making Competitors Irrelevant

Praise for Brand Relevance
"Aaker has nailed it (again)! The long–term viability of a business is inextricably linked to gaining a brand relevance advantage through new category and subcategory development and unique positioning."—Joe Tripodi, chief marketing and commercial officer, Coca–Cola
"Most of our work as brand builders is reactionary, chasing each other′s ideas. The result is a marketplace of sameness. David Aaker gives us fresh principles and real ideas to change that, to be truly innovative, to raise our game."—Jim Stengel, former chief marketing officer, P&G
"Aaker has hit the nail on the head with Brand Relevance. You′ve gotta take the leap or risk getting left behind."—Ann Lewnes, chief marketing officer, Adobe
"Brand Relevance shows how finding a higher purpose, a characteristic of great companies, can affect which brands customers perceive as relevant."—Tony Hsieh, author, Delivering Happiness and chief executive officer, Zappos.com, Inc.
"Loaded with powerful examples, David Aaker′s Brand Relevance book brings brand insight to the process of innovation." —Ian R. Friendly, executive vice president, General Mills
"Clarity jumps off the first pages—it′s less about the brand–preference battle than the brand–relevance war. And clarity continues as he presents a disciplined process leading to relevance wins and shows how to make innovation pay–off in the marketplace."—Richard K. Lyons, dean, Haas School of Business, University of California, Berkeley
"Staying the course with familiar approaches to building brand preference risks the likelihood of being made irrelevant by those who jump on Aaker′s brand relevance lessons and find new growth paths."—Meredith Callanan, vice president corporate marketing and communication, T. Rowe Price
"A ′wake–up call′ for a market leader because if the relevance game is lost so is its market position."—Joseph K. Gross, executive vice president, Allianz SE

Spis treści:
Preface
1. 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.
2. Understanding Brand Relevance: Categorizing, Framing Consideration, 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.< br>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 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.
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.

Nota biograficzna:

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.

Okładka tylna:

Praise for Brand Relevance
"Aaker has nailed it (again)! The long–term viability of a business is inextricably linked to gaining a brand relevance advantage through new category and subcategory development and unique positioning."—Joe Tripodi, chief marketing and commercial officer, Coca–Cola
"Most of our work as brand builders is reactionary, chasing each other′s ideas. The result is a marketplace of sameness. David Aaker gives us fresh principles and real ideas to change that, to be truly innovative, to raise our game."—Jim Stengel, former chief marketing officer, P&G
"Aaker has hit the nail on the head with Brand Relevance. You′ve gotta take the leap or ris k getting left behind."—Ann Lewnes, chief marketing officer, Adobe
"Brand Relevance shows how finding a higher purpose, a characteristic of great companies, can affect which brands customers perceive as relevant."—Tony Hsieh, author, Delivering Happiness and chief executive officer, Zappos.com, Inc.
"Loaded with powerful examples, David Aaker′s Brand Relevance book brings brand insight to the process of innovation." —Ian R. Friendly, executive vice president, General Mills
"Clarity jumps off the first pages—it′s less about the brand–preference battle than the brand–relevance war. And clarity continues as he presents a disciplined process leading to relevance wins and shows how to make innovation pay–off in the marketplace."—Richard K. Lyons, dean, Haas School of Business, University of California, Berkeley
"Staying the course with familiar approaches to building brand preference risks the likelihood of being made irrelevant by those who jump on Aaker′s brand relevance lessons and find new growth paths."—Meredith Callanan, vice president corporate marketing and communication, T. Rowe Price
"A ′wake–up call′ for a market leader because if the relevance game is lost so is its market position."—Joseph K. Gross, executive vice president, Allianz SE