Brand Relevance: Making Competitors Irrelevant - always yours

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356 EPILOGUE It is true that avoiding or missing an opportunity to engage in a disruptive innovation often means not only a loss of profi ts and market position but also that competitors will likely seize that opportunity. As a result, disruption of the existing market will still occur, and that will necessitate either an expensive effort to catch up or a decline or demise of a business. It is very possible, as a result of such a failure to act, to wake up one morning not relevant because customers are no longer buying what you are making or are perceived to be making. It is much better to be the trend driver than the trend responder or the fi rm that ignores trends. Creating an organization that will support innovation and invest in new concepts that involve risk and uncertain prospects will be worthwhile. However, some perspective is needed. Creating new categories or subcategories is not easy. For a given fi rm, the opportunity does not arise on a regular basis. It is diffi cult to fi nd a concept that has the potential to create a new category or subcategory. It can take insight that is not natural for a fi rm focused on improving the current strategy by increasing the value proposition or decreasing the cost. Evaluation is diffi cult. Concepts evolve over time, and it is easy to terminate one prematurely just before a key breakthrough occurs. Changing customer needs and preferences, technological advances, or competitor actions are hard to predict and can change basic assumptions. Even with a winning concept, it is not easy to gain organizational commitment to a new concept in the face of uncertainties and alternative investments. One appealing option, to foster incremental innovation in the current business areas, will have more certain returns. Further, there are political barriers that go beyond the objective analysis as silo business units resist initiatives that potentially deprive them of resources. The timing can be off. A fi rm can promote an initiative that is premature, acting before the market or the technology is ready. Or the fi rm can
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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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THE FOOD INDUSTRY ADAPTS 143 less r
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THE FOOD INDUSTRY ADAPTS 145 Mills
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THE FOOD INDUSTRY ADAPTS 147 • In
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THE FOOD INDUSTRY ADAPTS 149 have a
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THE FOOD INDUSTRY ADAPTS 151 of lig
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THE FOOD INDUSTRY ADAPTS 153 extra
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THE FOOD INDUSTRY ADAPTS 155 • An
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158 BRAND RELEVANCE It was a produc
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160 BRAND RELEVANCE silos confused
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162 BRAND RELEVANCE challenge the K
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164 BRAND RELEVANCE With that backg
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166 BRAND RELEVANCE Sometimes there
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168 BRAND RELEVANCE base was undoub
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170 BRAND RELEVANCE Figure 6.2 Find
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172 BRAND RELEVANCE service is gene
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174 BRAND RELEVANCE examined in slo
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176 BRAND RELEVANCE of ethnographic
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178 BRAND RELEVANCE sleepy brand in
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180 BRAND RELEVANCE product or serv
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182 BRAND RELEVANCE that decision,
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184 BRAND RELEVANCE Tata Chemicals,
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186 BRAND RELEVANCE • Nice ’ n
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188 BRAND RELEVANCE competitor was
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190 BRAND RELEVANCE Timing is parti
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192 BRAND RELEVANCE if any of these
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194 BRAND RELEVANCE Figure 6.3 Prio
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7 EVALUATION A great company is mor
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EVALUATION 199 Segway disliked the
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EVALUATION 201 potential to be game
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EVALUATION 203 of the many market f
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EVALUATION 205 buy products. She al
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EVALUATION 207 Predictions of a che
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EVALUATION 209 car or the failure t
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EVALUATION 211 middle - aged athlet
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EVALUATION 213 are not willing to s
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EVALUATION 215 values - driven moti
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EVALUATION 217 because fading busin
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EVALUATION 219 A key issue is often
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EVALUATION 221 Overcrowding is a re
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Barriers to Entry EVALUATION 223 A
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EVALUATION 225 For Discussion Pick
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228 BRAND RELEVANCE referred to as
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230 BRAND RELEVANCE uptime statisti
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232 BRAND RELEVANCE Figure 8.1 Sale
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234 BRAND RELEVANCE events ” ever
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236 BRAND RELEVANCE • Best Buy
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238 BRAND RELEVANCE Figure 8.2 Defi
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240 BRAND RELEVANCE passengers more
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242 BRAND RELEVANCE Multiple benefi
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244 BRAND RELEVANCE affordable Targ
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246 BRAND RELEVANCE A retailer norm
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248 BRAND RELEVANCE best, you will
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250 BRAND RELEVANCE established fi
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252 BRAND RELEVANCE new generation
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254 BRAND RELEVANCE landfi lls each
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256 BRAND RELEVANCE bureaucracy, in
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258 BRAND RELEVANCE Organizational
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260 BRAND RELEVANCE opinions, but t
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262 BRAND RELEVANCE Become the Exem
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264 BRAND RELEVANCE One way to get
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266 BRAND RELEVANCE The challenge i
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9 CREATING BARRIERS Sustaining the
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CREATING BARRIERS 271 can have the
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Figure 9.1 Yamaha Disklavier CREATI
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CREATING BARRIERS 275 line; effi ci
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CREATING BARRIERS 277 barrier can b
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CREATING BARRIERS 279 accumulates e
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CREATING BARRIERS 281 If a master b
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CREATING BARRIERS 283 the one that
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CREATING BARRIERS 285 cared more ab
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CREATING BARRIERS 287 either copy i
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CREATING BARRIERS 289 satisfaction;
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CREATING BARRIERS 291 If the brand
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CREATING BARRIERS 293 If a brand la
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CREATING BARRIERS 295 In some cases
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10 GAINING AND MAINTAINING RELEVANC
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GAINING AND MAINTAINING RELEVANCE 2
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Stick to Your Knitting GAINING AND
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328 BRAND RELEVANCE through acquisi
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Page 702: 332 BRAND RELEVANCE it packages and
Page 706: 334 BRAND RELEVANCE What follows is
Page 710: 336 BRAND RELEVANCE systems need to
Page 714: 338 BRAND RELEVANCE unmet needs. Th
Page 718: 340 BRAND RELEVANCE or subcategory,
Page 722: 342 BRAND RELEVANCE Introducing the
Page 726: 344 BRAND RELEVANCE commitment may
Page 730: 346 BRAND RELEVANCE biases against
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Page 738: 350 BRAND RELEVANCE necessarily wil
Page 742: 352 BRAND RELEVANCE Of course, it i
Page 748: Epilogue THE YIN AND YANG OF THE RE
Page 756: Notes Chapter One 1. From a talk gi
Page 760: NOTES 361 Across - Category Conside
Page 764: NOTES 363 3. “ Lexus 400, ” Toy
Page 768: NOTES 365 5. Tom Kelly, The Art of
Page 772: NOTES 367 18. Andrew S. Grove, Keyn
Page 776: NOTES 369 8. Pallavi Gogoi and Mich
Page 780: INDEX A A.1. steak sauce, 28 Aaker,
Page 784: INDEX 373 Chux, 32-33 Circuit City,
Page 788: INDEX 375 work” concept, 330; Ima
Page 792: INDEX 377 Magee, D., 327, 329 Marig
Page 796: INDEX 379 Rakuten, 70-71 Ralph Laur
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INDEX 381 offerings, 124, 155; over
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