{"product_id":"brand-relevance-isbn-9780470613580","title":"Brand Relevance","description":"Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market  \u003cp\u003eThis ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eUsing dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant\u003c\/li\u003e \u003cli\u003eShows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors\u003c\/li\u003e \u003cli\u003eDescribes the threat of becoming irrelevant by failing to make what customer are buying or losing energy\u003c\/li\u003e \u003cli\u003eDavid Aaker, the author of four brand books, has been called the father of branding\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThis book offers insight for creating and\/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Winning the Brand Relevance Battle 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases:\u003c\/b\u003e The Japanese Beer Industry and the U.S. Computer Industry 1\u003c\/p\u003e \u003cp\u003eGaining Brand Preference 9\u003c\/p\u003e \u003cp\u003eThe Brand Relevance Model 13\u003c\/p\u003e \u003cp\u003eCreating New Categories or Subcategories 17\u003c\/p\u003e \u003cp\u003eLevels of Relevance 25\u003c\/p\u003e \u003cp\u003eThe New Brand Challenge 26\u003c\/p\u003e \u003cp\u003eThe First-Mover Advantage 30\u003c\/p\u003e \u003cp\u003eThe Payoff 34\u003c\/p\u003e \u003cp\u003eCreating New Categories or Subcategories—Four Challenges 39\u003c\/p\u003e \u003cp\u003eThe Brand Relevance Model Versus Others 41\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Understanding Brand Relevance: Categorizing, Framing, Consideration, and Measurement 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCategorization 48\u003c\/p\u003e \u003cp\u003eIt’s All About Framing 53\u003c\/p\u003e \u003cp\u003eConsideration Set as a Screening Step 62\u003c\/p\u003e \u003cp\u003eMeasuring Relevance 64\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Changing the Retail Landscape 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases:\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMuji 71\u003c\/p\u003e \u003cp\u003eIKEA 73\u003c\/p\u003e \u003cp\u003eZara 74\u003c\/p\u003e \u003cp\u003eH\u0026amp;M 76\u003c\/p\u003e \u003cp\u003eBest Buy 77\u003c\/p\u003e \u003cp\u003eWhole Foods Market 81\u003c\/p\u003e \u003cp\u003eThe Subway Story 86\u003c\/p\u003e \u003cp\u003eZappos 88\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Market Dynamics in the Automobile Industry 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases: \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eToyota’s Prius Hybrid 98\u003c\/p\u003e \u003cp\u003eThe Saturn Story 106\u003c\/p\u003e \u003cp\u003eThe Chrysler Minivan 110\u003c\/p\u003e \u003cp\u003eTata’s Nano 115\u003c\/p\u003e \u003cp\u003eYugo 118\u003c\/p\u003e \u003cp\u003eEnterprise Rent-A-Car 119\u003c\/p\u003e \u003cp\u003eZipcar 122\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. The Food Industry Adapts 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases:\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFighting the Fat Battle 129\u003c\/p\u003e \u003cp\u003eNabisco Cookies 134\u003c\/p\u003e \u003cp\u003eDreyer’s Slow Churned Ice Cream 136\u003c\/p\u003e \u003cp\u003eP\u0026amp;G’s Olestra 139\u003c\/p\u003e \u003cp\u003eFrom Fat to Health 141\u003c\/p\u003e \u003cp\u003eGeneral Mills and the Health Trends 142\u003c\/p\u003e \u003cp\u003eHealthy Choice 148\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Finding New Concepts 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase: Apple 157\u003c\/p\u003e \u003cp\u003eConcept Generation 165\u003c\/p\u003e \u003cp\u003eSourcing Concepts 169\u003c\/p\u003e \u003cp\u003ePrioritizing the Analysis 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Evaluation 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase: Segway’s Human Transporter 197\u003c\/p\u003e \u003cp\u003eEvaluation: Picking the Winners 200\u003c\/p\u003e \u003cp\u003eIs There a Market—Is the Opportunity Real? 202\u003c\/p\u003e \u003cp\u003eCan We Compete and Win? 215\u003c\/p\u003e \u003cp\u003eDoes the Offering Have Legs? 220\u003c\/p\u003e \u003cp\u003eBeyond Go or No-Go—A Portfolio of Concepts 223\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Defining and Managing the Category or Subcategory 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase: Salesforce.com 227\u003c\/p\u003e \u003cp\u003eDefining a New Category or Subcategory 234\u003c\/p\u003e \u003cp\u003eFunctional Benefits Delivered by the Offering 239\u003c\/p\u003e \u003cp\u003eCustomer-Brand Relationship—Beyond the Offering 254\u003c\/p\u003e \u003cp\u003eCategories and Subcategories: Complex and Dynamic 260\u003c\/p\u003e \u003cp\u003eManaging the Category or Subcategory 261\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Creating Barriers: Sustaining the Differentiation 269\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase: Yamaha Disklavier 269\u003c\/p\u003e \u003cp\u003eCreating Barriers to Competition 275\u003c\/p\u003e \u003cp\u003eInvestment Barriers 276\u003c\/p\u003e \u003cp\u003eOwning a Compelling Benefit or Benefits 283\u003c\/p\u003e \u003cp\u003eRelationship with Customers 290\u003c\/p\u003e \u003cp\u003eLink the Brand to the Category or Subcategory 294\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. Gaining and Maintaining Relevance in the Face of Market Dynamics 297\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase: Walmart 298\u003c\/p\u003e \u003cp\u003eAvoiding the Loss of Relevance 301\u003c\/p\u003e \u003cp\u003eProduct Category or Subcategory Relevance 302\u003c\/p\u003e \u003cp\u003eCategory or Subcategory Relevance Strategies 304\u003c\/p\u003e \u003cp\u003eEnergy Relevance 311\u003c\/p\u003e \u003cp\u003eGaining Relevance—The Hyundai Case 320\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11. The Innovative Organization 327\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase: GE Story 327\u003c\/p\u003e \u003cp\u003eThe Innovative Organization 332\u003c\/p\u003e \u003cp\u003eSelective Opportunism 334\u003c\/p\u003e \u003cp\u003eDynamic Strategic Commitment 339\u003c\/p\u003e \u003cp\u003eOrganization-Wide Resource Allocation 344\u003c\/p\u003e \u003cp\u003eEpilogue: The Yin and Yang of the Relevance Battle 355\u003c\/p\u003e \u003cp\u003eNotes 359\u003c\/p\u003e \u003cp\u003eIndex 371\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eDAVID A. AAKER\u003c\/b\u003e is vice chairman of \u003cb\u003eProphet Brand Strategy,\u003c\/b\u003e an executive advisor to Dentsu Inc., and Professor Emeritus of Marketing Strategy at the Haas School of Business, University of California, Berkeley.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eTHIS GROUND-BREAKING BOOK\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eclearly 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. \u003c\/p\u003e\u003cp\u003e 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. \u003c\/p\u003e\u003cp\u003eAdopting 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. \u003c\/p\u003e\u003cp\u003eBrand 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. \u003c\/p\u003e\u003cp\u003eBrands 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.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47988854358245,"sku":"NP9780470613580","price":32.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470613580.jpg?v=1761781787","url":"https:\/\/k12savings.com\/es\/products\/brand-relevance-isbn-9780470613580","provider":"K12savings","version":"1.0","type":"link"}