Brand Relevance: Making Competitors Irrelevant - always yours

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168 BRAND RELEVANCE base was undoubtedly one reason for his success. Overburdened managers often feel like it is wasteful to absorb information not immediately applicable. However, information outside a fi rm ’s boundaries can play a key role when it comes to that fi rm ’ s creative thinking. Access Diverse People. Different people and organizations bring different knowledge bases, experiences, and perspectives to the table. Having people from different backgrounds or being able to access them means that different ideas and perspectives will enrich and deepen the process. The challenge is then to get them into the same actual or virtual room to focus on an issue. Multiple parties not only can contribute ideas but, perhaps more important, can refi ne ideas. Most new offerings start in forms that are unfeasible or easily rejected. Refi nement by various partners makes offerings viable. Know and Use Brainstorming. Many people and organizations feel that they know how to brainstorm but few make it a part of their management rhythms or do it well. The innovation fi rm IDEO provides some guidelines to effective brainstorming beyond simply doing it regularly. First, have a good, motivating problem statement. The best usually center on a customer need. In addition to getting early ideas out, brainstorming can be used to address sticky issues or barriers that arise as offering ideas emerge. Second, make sure that there is a suspension - of - evaluation period during which the goal is to generate a high volume of ideas and allow weird ideas to build toward better ones. It helps to count ideas. Aim for 100 to 150 in a one - hour session. Third, when fl ow of energy and ideas slows down, fi nd another starting place even if it is fanciful. Fourth, unless the group is experienced, have a warm - up period. 5 Force New Perspectives. Each different perspective provides a source of ideas. The idea is to challenge ideas and stretch thinking. What can the manager of a five - star hotel learn from a zoo?
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“ What always amazes me about Dav
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Brand Relevance
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Copyright © 2011 by John Wiley & S
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Contents Preface xiii 1. Winning th
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CONTENTS xi Does the Offering Have
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Preface During the last ten years,
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PREFACE xv There are dozens of othe
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You do not merely want to be consid
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2 BRAND RELEVANCE whereas the other
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4 BRAND RELEVANCE and being the num
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6 BRAND RELEVANCE Figure 1.2 The As
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8 BRAND RELEVANCE new tools, a new
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10 BRAND RELEVANCE The fi rst and m
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12 BRAND RELEVANCE There are a host
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14 BRAND RELEVANCE Figure 1.3 Brand
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16 BRAND RELEVANCE differentiation,
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18 BRAND RELEVANCE the competitor
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20 BRAND RELEVANCE the one UPS has
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22 BRAND RELEVANCE to some other st
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24 BRAND RELEVANCE A major risk is
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26 BRAND RELEVANCE The New Brand Ch
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28 BRAND RELEVANCE In the case of a
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30 BRAND RELEVANCE the brand role m
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32 BRAND RELEVANCE innovation. Or t
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34 BRAND RELEVANCE into a sustainab
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36 BRAND RELEVANCE newness (defi ne
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38 BRAND RELEVANCE A highly differe
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40 BRAND RELEVANCE champions of the
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42 BRAND RELEVANCE These works and
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44 BRAND RELEVANCE and transformati
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2 UNDERSTANDING BRAND RELEVANCE Cat
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UNDERSTANDING BRAND RELEVANCE 49 ch
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UNDERSTANDING BRAND RELEVANCE 51 ex
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UNDERSTANDING BRAND RELEVANCE 53 Th
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UNDERSTANDING BRAND RELEVANCE 55 Cu
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UNDERSTANDING BRAND RELEVANCE 59 th
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UNDERSTANDING BRAND RELEVANCE 61 wa
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UNDERSTANDING BRAND RELEVANCE 65 su
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UNDERSTANDING BRAND RELEVANCE 67 th
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70 BRAND RELEVANCE Retailers have s
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72 BRAND RELEVANCE but functional.
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74 BRAND RELEVANCE statement agains
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76 BRAND RELEVANCE business grows b
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78 BRAND RELEVANCE advantages. So h
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80 BRAND RELEVANCE would affect the
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82 BRAND RELEVANCE and related cont
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84 BRAND RELEVANCE go that involve
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86 BRAND RELEVANCE The Subway Story
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88 BRAND RELEVANCE The totality of
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90 BRAND RELEVANCE There were fi ft
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92 BRAND RELEVANCE hang from the ce
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94 BRAND RELEVANCE elusive synergy
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4 MARKET DYNAMICS IN THE AUTOMOBILE
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MARKET DYNAMICS IN THE AUTOMOBILE I
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5 THE FOOD INDUSTRY ADAPTS It is us
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THE FOOD INDUSTRY ADAPTS 129 We sta
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THE FOOD INDUSTRY ADAPTS 131 Crete
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THE FOOD INDUSTRY ADAPTS 133 how to
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THE FOOD INDUSTRY ADAPTS 135 McDona
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THE FOOD INDUSTRY ADAPTS 137 found
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THE FOOD INDUSTRY ADAPTS 139 the po
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THE FOOD INDUSTRY ADAPTS 141 vigoro
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Page 328: THE FOOD INDUSTRY ADAPTS 145 Mills
Page 332: THE FOOD INDUSTRY ADAPTS 147 • In
Page 336: THE FOOD INDUSTRY ADAPTS 149 have a
Page 340: THE FOOD INDUSTRY ADAPTS 151 of lig
Page 344: THE FOOD INDUSTRY ADAPTS 153 extra
Page 348: THE FOOD INDUSTRY ADAPTS 155 • An
Page 354: 158 BRAND RELEVANCE It was a produc
Page 358: 160 BRAND RELEVANCE silos confused
Page 362: 162 BRAND RELEVANCE challenge the K
Page 366: 164 BRAND RELEVANCE With that backg
Page 370: 166 BRAND RELEVANCE Sometimes there
Page 376: FINDING NEW CONCEPTS 169 What can a
Page 380: FINDING NEW CONCEPTS 171 do so. The
Page 384: FINDING NEW CONCEPTS 173 equipment
Page 388: FINDING NEW CONCEPTS 175 • Prophe
Page 392: FINDING NEW CONCEPTS 177 Observatio
Page 396: FINDING NEW CONCEPTS 179 LEGO const
Page 400: FINDING NEW CONCEPTS 181 hidden and
Page 404: FINDING NEW CONCEPTS 183 External s
Page 408: FINDING NEW CONCEPTS 185 organizati
Page 412: FINDING NEW CONCEPTS 187 did not re
Page 416: FINDING NEW CONCEPTS 189 the produc
Page 420: FINDING NEW CONCEPTS 191 course is
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FINDING NEW CONCEPTS 193 The challe
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Key Takeaways FINDING NEW CONCEPTS
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198 BRAND RELEVANCE The prospects o
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200 BRAND RELEVANCE leaning. It exp
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202 BRAND RELEVANCE Figure 7.1 Thre
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204 BRAND RELEVANCE had a smaller p
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206 BRAND RELEVANCE particularly ri
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208 BRAND RELEVANCE boring. Perhaps
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210 BRAND RELEVANCE can change the
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212 BRAND RELEVANCE Furthermore, mo
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214 BRAND RELEVANCE actually purcha
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216 BRAND RELEVANCE initiative. An
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218 BRAND RELEVANCE Home Depot, fou
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220 BRAND RELEVANCE to happen. The
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222 BRAND RELEVANCE focus on how to
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224 BRAND RELEVANCE Recall how info
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8 DEFINING AND MANAGING THE CATEGOR
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DEFINING AND MANAGING THE CATEGORY
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270 BRAND RELEVANCE computers. Tech
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272 BRAND RELEVANCE his help in bri
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274 BRAND RELEVANCE heritage, its p
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276 BRAND RELEVANCE Figure 9.2 Crea
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278 BRAND RELEVANCE Delivering an o
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280 BRAND RELEVANCE Brand Equity Br
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282 BRAND RELEVANCE always been an
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284 BRAND RELEVANCE resent a brand
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286 BRAND RELEVANCE Maine, Sam Adam
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288 BRAND RELEVANCE Branded Feature
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290 BRAND RELEVANCE a branded servi
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292 BRAND RELEVANCE Involving the C
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294 BRAND RELEVANCE Link the Brand
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296 BRAND RELEVANCE brand; energizi
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298 BRAND RELEVANCE a strong market
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300 BRAND RELEVANCE not only favore
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302 BRAND RELEVANCE This chapter wi
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304 BRAND RELEVANCE lingering memor
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306 BRAND RELEVANCE The stick - to
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308 BRAND RELEVANCE introducing Chi
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310 BRAND RELEVANCE investment is r
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312 BRAND RELEVANCE handicap becaus
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314 BRAND RELEVANCE diffi cult to a
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316 BRAND RELEVANCE externally sour
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318 BRAND RELEVANCE Branded Social
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320 BRAND RELEVANCE Beware of makin
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322 BRAND RELEVANCE their Genesis s
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324 BRAND RELEVANCE the Year award
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11 THE INNOVATIVE ORGANIZATION In m
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THE INNOVATIVE ORGANIZATION 329 emp
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THE INNOVATIVE ORGANIZATION 331 Fig
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THE INNOVATIVE ORGANIZATION 333 Fig
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Entrepreneurial Culture THE INNOVAT
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THE INNOVATIVE ORGANIZATION 337 als
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THE INNOVATIVE ORGANIZATION 339 the
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THE INNOVATIVE ORGANIZATION 341 pro
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THE INNOVATIVE ORGANIZATION 343 sub
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THE INNOVATIVE ORGANIZATION 345 org
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THE INNOVATIVE ORGANIZATION 347 com
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THE INNOVATIVE ORGANIZATION 349 exi
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THE INNOVATIVE ORGANIZATION 351 imp
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THE INNOVATIVE ORGANIZATION 353 3.
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356 EPILOGUE It is true that avoidi
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Notes Chapter One 1. From a talk gi
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NOTES 361 Across - Category Conside
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NOTES 363 3. “ Lexus 400, ” Toy
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NOTES 365 5. Tom Kelly, The Art of
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NOTES 367 18. Andrew S. Grove, Keyn
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NOTES 369 8. Pallavi Gogoi and Mich
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INDEX A A.1. steak sauce, 28 Aaker,
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INDEX 373 Chux, 32-33 Circuit City,
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INDEX 375 work” concept, 330; Ima
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INDEX 377 Magee, D., 327, 329 Marig
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INDEX 379 Rakuten, 70-71 Ralph Laur
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INDEX 381 offerings, 124, 155; over
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Brand Relevance: Making Competitors Irrelevant - always yours

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