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Brand Relevance: Making Competitors Irrelevant - always yours

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286 BRAND RELEVANCE<br />

Maine, Sam Adams from Boston, Gallo wines from California,<br />

and Robert Mondavi wine from Napa County are just a few<br />

examples. In each case the association with a region bolsters the<br />

authenticity, and others without that association have a higher<br />

hurdle to overcome.<br />

Developing Visible Credibility<br />

The fi rm needs to be seen as capable of delivering behind the<br />

compelling benefi t or benefi ts. Credibility can come from a<br />

good track record in the marketplace. Even more impressive,<br />

however, is when assets, competencies, and strategies are visible<br />

to customers. These represent real substance and can be hard to<br />

copy. Kirin convincingly was able to show that it owned a complex<br />

and expensive production process for Kirin Ichiban. Saturn<br />

was able to showcase its Springhill plant, the workers, and its<br />

dealer showrooms to demonstrate the quality and the culture of<br />

the fi rm. Best Buy has the very visible Geek Squad, and Dryer ’ s<br />

has the Slow Churned technology.<br />

Visible operations that support a value proposition can also<br />

provide credibility. When a customer learns about the distinctive<br />

operations of Zara and H & M that allowed each to deliver<br />

fresh fashions into stores, its claims of having a fresh assortment<br />

every week gains some substance. Dell became the dominant<br />

direct seller of computers for a decade with its build - to - order<br />

system that allowed the fi rm to offer the latest technology<br />

while still having low costs and a high level of customer contact.<br />

The delivery system reinforced customer ’ s decisions to buy<br />

direct from Dell. FedEx created an operations - driven innovation<br />

that allowed them to track packages, a benefi t so novel and<br />

compelling that it defi ned a subcategory.<br />

Becoming a Moving Target<br />

When a brand has a signifi cant innovation that provides a benefi<br />

t or benefi ts that get market traction, a competitor will likely

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