Brand Relevance: Making Competitors Irrelevant - Hardcover

Über die Autorin bzw. den Autor

DAVID A. AAKER is vice chairman of Prophet Brand Strategy, an executive advisor to Dentsu Inc., and Professor Emeritus of Marketing Strategy at the Haas School of Business, University of California, Berkeley.

Von der hinteren Coverseite

THIS GROUND-BREAKING BOOK

clearly defines the concept of brand relevance and shows what it takes to channel innovation and manage the competitive arena so that competition is reduced or eliminated.

Throughout the book, branding guru David Aaker explains how brand relevance drives market dynamics using dozens of illustrative case studies involving brands such as Asahi Beer, Prius, Whole Foods Market, Hyundai, Zappos, Wheaties Fuel, Zipcar, Muji, Cafe Steamers, GE, SalesForce.com, and Apple. He reveals how brand teams have turned away from destructive brand preference competition by making other brands irrelevant.

Adopting Aaker's brand relevance model in which innovative offerings form categories and subcategories provides dramatic opportunities for brand teams with insight and the ability to lead the market. As Aaker explains, successful brand relevance competition involves four vital tasks: concept generation, concept evaluation, creating barriers to the competition and, critically, actively defining and managing the new category or subcategory. It also involves being on top of the market, the competition, and the technology so that they get the timing right, a crucial element of a successful brand relevance strategy.

Brand relevance is a threat as well as an opportunity to firms facing dynamic markets. Aaker shows how to avoid having a brand go into decline because people no longer consider it relevant.

Brands that can create and manage new categories or subcategories making competitors irrelevant will prosper while others will be mired in debilitating marketplace battles or will be losing relevance and market position.

Aus dem Klappentext

THIS GROUND-BREAKING BOOK

clearly defines the concept of brand relevance and shows what it takes to channel innovation and manage the competitive arena so that competition is reduced or eliminated.

Throughout the book, branding guru David Aaker explains how brand relevance drives market dynamics using dozens of illustrative case studies involving brands such as Asahi Beer, Prius, Whole Foods Market, Hyundai, Zappos, Wheaties Fuel, Zipcar, Muji, Cafe Steamers, GE, SalesForce.com, and Apple. He reveals how brand teams have turned away from destructive brand preference competition by making other brands irrelevant.

Adopting Aaker's brand relevance model—in which innovative offerings form categories and subcategories—provides dramatic opportunities for brand teams with insight and the ability to lead the market. As Aaker explains, successful brand relevance competition involves four vital tasks: concept generation, concept evaluation, creating barriers to the competition and, critically, actively defining and managing the new category or subcategory. It also involves being on top of the market, the competition, and the technology so that they get the timing right, a crucial element of a successful brand relevance strategy.

Brand relevance is a threat as well as an opportunity to firms facing dynamic markets. Aaker shows how to avoid having a brand go into decline because people no longer consider it relevant.

Brands that can create and manage new categories or subcategories making competitors irrelevant will prosper while others will be mired in debilitating marketplace battles or will be losing relevance and market position.