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Brand Relevance: Making Competitors Irrelevant - always yours

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182 BRAND RELEVANCE<br />

that decision, Thomson was thriving nine years later, whereas<br />

other newspaper - based fi rms were struggling. The decision was<br />

based on projecting existing environmental trends and acting<br />

on them.<br />

A customer trend can be a driver of a category or subcategory.<br />

The expression “ Find a parade and get in front of it ” has<br />

some applicability here. That was part of the strategy of Whole<br />

Foods Market with organic products: it was able to capitalize on<br />

the surge of interest in organics. What market forces will infl u-<br />

ence the winning value propositions and choice of target markets?<br />

What trends will create new unmet needs or make the<br />

existing ones more visible? What is the white space around<br />

the trend, unexplored markets? There was a trend toward less<br />

fat consumption but no fi rm had found a way to deliver creamy<br />

taste in the ice cream arena until Dreyer ’ s unveiled its Slow<br />

Churned ice cream.<br />

It is even better if an offering can access multiple trends,<br />

because this will create higher barriers to competitors. Annie<br />

Chun capitalized on four trends with a line of packaged Asian<br />

food that delivered Asian fl avors, healthy eating, natural ingredients,<br />

and the convenience of at - home meals. In a crowded<br />

marketplace, this combination coupled with interesting menus<br />

provide a unique subcategory.<br />

Firms have a strong tendency to fail to understand important<br />

trends or predict future events. One reason is that executives<br />

are focused on execution and have little attention span left<br />

for “ might be. ” Another is that there is a natural perceptual bias<br />

toward ignoring or distorting information that confl icts with the<br />

strategic model of the day. Still another is the support of “ groupthink<br />

” within the organization — it is awkward to point out that<br />

basic assumptions may be wrong. Finally, it is just diffi cult.<br />

How can a fi rm do better at detecting and leveraging trends?<br />

A few guidelines.<br />

First, have organizational tentacles stretched throughout the<br />

relevant environment looking for weak as well as strong signals.

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