Branding guru Aaker shows 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; and create barriers to competitors by supporting innovation at every level of the organization. Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors Describes the threat of becoming irrelevant by failing to make what customer are buying or 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.
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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.
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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
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3 of 3 people found the following review helpful
By Robert Morris
TOP 100 REVIEWER
Format:Hardcover
Those who have read any of David Aaker's previous books already know that he presents information, insights, and counsel that are anchored in specific real-world circumstances within a broad and deep frame-of-reference. Brand Relevance is no exception. On the contrary, I think it is his most important, his most valuable book thus far. In Reality Check, Guy Kawasaki shares everything he has learned thus far about how to (and how not to) "outsmart, outmanage, and outmarket your competition." In his latest book, Aaker shares everything he has learned thus far about how to (and how not to) "drive change through innovations that will create new categories and subcategories - making competitors less relevant -[so that] other firms can recognize the emergence of these new categories and subcategories and adapt to them."
As he explains, the way for a firm to get on top of its strategies in a time of change is to achieve these four strategic objectives: (1) Complete and then follow a process by which to create new categories and subcategories that make competitors irrelevant; (2) Apply the brand relevance concept to the given circumstances and leverage its power as a way to drive and understand dynamic markets, (3) understand how and why brand relevance can be diminished or lost as well as how and why to avoid or replenish that loss; and (4), understand and develop or strengthen the characteristics it must have "to support substantial or transformational innovation that will lead to new categories or subcategories."
Aaker identifies with meticulous care the "what" of these and other strategic objectives, then devoting the bulk of his attention to explaining how to achieve them. To support his results-driven approach, he makes brilliant use of 25 mini-case studies of a remarkably diverse range of companies that include IKEA, Best Buy, Whole Foods Market, Zappos, Zipcar, Apple, Segway's Human Transporter, Salesforce.com, and Walmart. As these and other exemplars have clearly demonstrated, companies are most relevant when their clients depend on them to help them be most relevant to their own clients. Here in a single source is about all the information, insights, and counsel any C-level executives need to ensure that their companies gain and then sustain brand preference and thereby make their competitors irrelevant.
As he explains, the way for a firm to get on top of its strategies in a time of change is to achieve these four strategic objectives: (1) Complete and then follow a process by which to create new categories and subcategories that make competitors irrelevant; (2) Apply the brand relevance concept to the given circumstances and leverage its power as a way to drive and understand dynamic markets, (3) understand how and why brand relevance can be diminished or lost as well as how and why to avoid or replenish that loss; and (4), understand and develop or strengthen the characteristics it must have "to support substantial or transformational innovation that will lead to new categories or subcategories."
Aaker identifies with meticulous care the "what" of these and other strategic objectives, then devoting the bulk of his attention to explaining how to achieve them. To support his results-driven approach, he makes brilliant use of 25 mini-case studies of a remarkably diverse range of companies that include IKEA, Best Buy, Whole Foods Market, Zappos, Zipcar, Apple, Segway's Human Transporter, Salesforce.com, and Walmart. As these and other exemplars have clearly demonstrated, companies are most relevant when their clients depend on them to help them be most relevant to their own clients. Here in a single source is about all the information, insights, and counsel any C-level executives need to ensure that their companies gain and then sustain brand preference and thereby make their competitors irrelevant.
Format:Hardcover|Amazon Verified Purchase
Another good book from David Aaker. If you're interested in branding, buy and read this one. It is well worth it.
By Rolf Dobelli
TOP 500 REVIEWER
Format:Hardcover
Every company wants to produce a product or service so successful that people equate it with a market category. Xerox did it with copiers, and the word "Kleenex" has become a common synonym for tissue. Today's category-defining brands include Toyota's Prius and Apple's iPod. Firms such as Zappos, Best Buy and Amazon have introduced offerings so revolutionary they redefined their markets and created new categories. Moreover, they made it almost impossible for competitors to enter the fray. In this in-depth work, brand guru David A. Aaker provides a model for making your brand relevant and dominant. This thorough, well-researched work resembles a textbook, even though Aaker keeps it lively with dozens of case studies. getAbstract highly recommends Aaker's well-presented information to marketers and branding practitioners.
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