Download Ebook Brand Relevance: Making Competitors Irrelevant, by David A. Aaker
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Brand Relevance: Making Competitors Irrelevant, by David A. Aaker
Download Ebook Brand Relevance: Making Competitors Irrelevant, by David A. Aaker
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Branding guru David Aaker explains how to eliminate the competition and become the lead brand in your market. This 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. You can create barriers to competitors by supporting innovation at every level of the organization. Using dozens of case studies, this book shows how to create or dominate new categories or subcategories, making competitors irrelevant. Aakers explains how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors. The book describes the threat of becoming irrelevant by failing to make what customers are buying or by losing energy. David Aaker, the author of four brand books, has been called the father of branding. This 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.
- Sales Rank: #2372105 in Books
- Published on: 2016-03-22
- Released on: 2016-03-22
- Formats: Audiobook, MP3 Audio, Unabridged
- Original language: English
- Number of items: 1
- Dimensions: 6.75" h x .50" w x 5.25" l,
- Running time: 12 Hours
- Binding: Audio CD
From Publishers Weekly
Starred Review. Brand guru Aaker (Building Strong Brands) explains how companies can keep their brand relevant through innovation and the creation of new categories or subcategories that they can "own" in the minds of consumers. While plenty of books emphasize the need for constant innovation, Aaker dives deeper; customers determine brand relevance and companies as diverse as Japanese beer maker Asahi, Xerox, IKEA, Zappos, and Apple have each carved out a unique market niche, a niche that must be protected through the creation of barriers for competitors, Aaker argues. Postmortem evaluations of epic failures like the Segway, Nabisco's Snackwells product line, and Apple's Newton digital assistant will help brand managers avoid costly and high-profile marketing missteps. Those familiar with the author's work will recognize his textbook approach. His clear prose and honest assessments will resonate with small business owners or brand managers and should be required reading for anyone with a vested interest in keeping their company on the tip of their consumers' tongues. (Jan.)
(c) Copyright PWxyz, LLC. All rights reserved.
From the Inside Flap
This ground-breaking book clearly 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.
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.
Adopting 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.
Brand 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.
Brands 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.
From the Back Cover
Praise for Brand Relevance
"Aaker has nailed it (again)! The long-term viability of a business is inextricably linked to gaining a brand relevance advantage through new category and subcategory development and unique positioning."
—Joe Tripodi, chief marketing and commercial officer, Coca-Cola
"Most of our work as brand builders is reactionary, chasing each other's ideas. The result is a marketplace of sameness. David Aaker gives us fresh principles and real ideas to change that, to be truly innovative, to raise our game."
—Jim Stengel, former chief marketing officer, P&G
"Aaker has hit the nail on the head with Brand Relevance. You've gotta take the leap or risk getting left behind."
—Ann Lewnes, chief marketing officer, Adobe
"Brand Relevance shows how finding a higher purpose, a characteristic of great companies, can affect which brands customers perceive as relevant."
—Tony Hsieh, author, Delivering Happiness and chief executive officer, Zappos.com, Inc.
"Loaded with powerful examples, David Aaker's Brand Relevance book brings brand insight to the process of innovation."
—Ian R. Friendly, executive vice president, General Mills
"Clarity jumps off the first pages—it's less about the brand-preference battle than the brand-relevance war. And clarity continues as he presents a disciplined process leading to relevance wins and shows how to make innovation pay-off in the marketplace."
—Richard K. Lyons, dean, Haas School of Business, University of California, Berkeley
"Staying the course with familiar approaches to building brand preference risks the likelihood of being made irrelevant by those who jump on Aaker's brand relevance lessons and find new growth paths."
—Meredith Callanan, vice president corporate marketing and communication, T. Rowe Price
"A 'wake-up call' for a market leader because if the relevance game is lost so is its market position."
—Joseph K. Gross, executive vice president, Allianz SE
Most helpful customer reviews
15 of 16 people found the following review helpful.
Highly overrated
By Evan Miller
I'd like to throw some cold water on the reviews posted so far. I feel duped by the surfeit of 5-star ratings on Amazon as well as the endless litany of Praise From Important People on the book's jacket.
First, I do think there are good ideas to be found in this book. To make some real moo-lah you want to create a new category or sub-category. OK, got it. The creation of new categories is well-covered in other books, but I guess Aaker's contribution is to tout the creation of a sub-category from an existing category. Not exactly an earth-shattering revelation, but if you work at BigCo it might make the message of radical innovation more palatable.
The writing style and organization of this book are quite bad. First, the writing style. It appears that the author is capable of only one metaphor in marketing, and that is "winning the war". Everything is about "winners and losers", which seems to me at odds with the central premise of creating a new product category -- which create winners without necessarily making losers of existing players.
There is an unnecessary amount of jargon in this book. Instead of simply saying, "when other firms enter the market," he refers to "a brand preference context emerging." What?
I found a number of factual and typographical errors in the book. It becomes quickly apparent that the author is a "sales guy", not a "product guy". Every product introduction fits into a neat narrative, either succeeding wildly or being "too little, too late." There's really no depth of understanding about products or product psychology. I found it particularly troubling that he referred to IKEA furniture as "high quality." Even the folks at IKEA know that their stuff is not very well-made. That's part of their product positioning.
And now, the book's organization. It's terrible. The book starts, rather mysteriously, with a long-winded narrative about Japanese beer market share changing over time. It's up to you to figure out why you should care. Then there's a chapter on cars and a chapter on food. This would make sense if the author had a deep understanding of the psychology of car-buying or food-shopping, but it's basically a collection of unrelated "war stories" and market-share spanning a century. The Model T. The Porsche. The Edsel. The Yugo. The Volkswagen. The mini-van. Electric cars. What do they have in common? They're all cars! It would make a lot more sense to organize the stories according to concepts (such as "creating a new category"), but I guess that would only leave two chapters. As it is, organizing the book around industry will only be of interest to people in those industries -- except not, because again, he shows only a superficial understanding of the products themselves.
I'd like to go on, but I've only made it 40% through this book and I really don't want to spend any more time thinking about it. I want to give the book 2.5 stars but I am feeling charitable and will round it up to 3. If you want to buy books with actual content and original examples that cover the same turf, I recommend Blue Ocean Strategy by Kim and Mauborgne and Different by Youngme Moon. The latter exhibits the deepest product psychology of any marketing book I've read. Highly recommended, unlike this book.
1 of 1 people found the following review helpful.
Four Stars
By The Naked Truth Marketer
Great Information!
0 of 0 people found the following review helpful.
I don't care about typos, errors, structure or ...
By Jeffrey Summers
I don't care about typos, errors, structure or any other technical distractions (actual or imagined). What I care about are distinctive ideas that help me be more successful in what I need to do. Aaker does that here with Brand Relevance.
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