Free PDF Brand Relevance: Making Competitors Irrelevant, by David A. Aaker
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Brand Relevance: Making Competitors Irrelevant, by David A. Aaker
Free PDF Brand Relevance: Making Competitors Irrelevant, by David A. Aaker
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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.
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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.
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Product details
Hardcover: 400 pages
Publisher: Jossey-Bass; 1 edition (January 25, 2011)
Language: English
ISBN-10: 0470613580
ISBN-13: 978-0470613580
Product Dimensions:
6.3 x 1.3 x 9.3 inches
Shipping Weight: 1.3 pounds (View shipping rates and policies)
Average Customer Review:
4.0 out of 5 stars
21 customer reviews
Amazon Best Sellers Rank:
#365,508 in Books (See Top 100 in Books)
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.
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.
Success in business is not about winning the brand preference battle so much as the brand relevance war with an innovative offering that achieves sustainable differentiation by creating a new category or subcategory, according to David Aaker in this book. Conversely, brands often decline, not because they have lost their ability to deliver or the loyalty of their customers, but because they have become less relevant.The book goes on to describe numerous examples of companies which have gained substantial competitive advantages by creating in the minds of potential customers a new category or subcategory of product. Examples from the field of retailing include Muji, IKEA, Zara, H&M, Best Buy, Whole Foods Market, Subway and Zappos. Examples from the automobile industry include the Toyota Prius, the Saturn, the Chrysler minivan, the Tata Nano, Enterprise Rent-A-Car and Zipcar.Creating brand relevance is a matter of framing new categories and sub-categories and influencing customers' perspectives by creating mental associations. To create new categories, an organization must be involved in finding concepts, evaluating them, using them to define new categories, and creating barriers for competitors. All is not lost if a company finds itself becoming irrelevant; the author gives plenty of examples of companies which have recovered relevance through renewed innovation.There are numerous other books available which discuss the importance of differentiation, but none describe it quite in the same way as the present author does. Differentiation is important, but a key aspect of business success lies in communicating the differences to the target market in such a way as to excite ongoing interest. This book is a bit longer than I would have liked, but the author's advice and conclusions seem to be very pertinent.
Great Information!
Aaker does a great job of explaining what he means by relevance, and providing examples to legitimately back it up.
This is a text for a class I was taking. The online course provided an e-book which I found difficult to use so I purchased a hard copy. However, if you're into marketing it is an excellent read. I am a marketing major, and the text I had in another class was by the same author it was also an excellent read. I highly recommend.Matt S.
Aaker's idea for making other brands irrelevant will not work for every situation, but it will for most. And you can certainly avoid becoming irrelevant yourself.
Great book, People think hard work create wealth, Unfortunately wealth create wealth.
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