Eating the big fish: how challenger brands can compete against brand leaders
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York u.a.
Wiley
1999
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 286 S. Ill. |
| ISBN: | 0471242098 |
Internformat
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Datensatz im Suchindex
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| adam_text | Contents
Part I The Size and Nature of the Big Fish 1
1 More Blood from a Smaller Stone )
Research among senior marketeers on both sides of the Atlantic reveals a
marketing world that poses an entirely new set of threats for marketeers:
new kinds of competition, new types of business pressures, and an alto¬
gether more predatory Brand leader. The first chapter defines the lce}i shifts
in marketing and business challenge and considers the evidence suggesting
the Big Fish is an even more dangerous threat than is commonly thought.
2 The Consumer Isn t 14
Marketeers step into this new business world equipped with a set of basic as¬
sumptions about their business that have by now become dangerously
flawed. The fundamental premises underlying everyday marketing vocabu¬
lary such as consumer, audience, and category require careful reexamina
tion, and their implications of their weaknesses understood—in particular,
the consequent need for ideas, rather than communications, as the new cur¬
rency of growth.
) What Is a Challenger Brand? 24
This chapter offers an entirely new kind of brand model for second rank
brands finding themselves threatened by the Brand leader—the model of the
Challenger brand. A Challenger brand is defined through three attributes: a
State of Market, a State of Mind, and a Rate of Success. This chapter con¬
cludes by explaining how the core brands considered in Part II came to be
chosen and gives an example of how the book will attempt to turn each sig¬
nificant Challenger case history into a relevant exercise that can be valuably
applied to the marketeer s own brand.
Part II The Eight Credos of Successful Challenger Brands 37
What marketing characteristics do the 40 great Challenger brands and com¬
panies of the last 15 years share? And if we could identify those characteristics,
xiii
xiv ^ Contents
how could we apply them to our own situation to generate a source of per¬
sonal business advantage?
This section identifies and discusses the eight common marketing strands
these brands have shared and devotes eight chapters to discussing each in turn.
4 The First Credo: Break with Your Immediate Past 39
The great wave makers in any category are those who were new to it—like
Richard Branson, who came out of the rock business to change entertain¬
ment in the airline industry, or Wayne Huizenga, who founded Blockbuster
(turning the home entertainment business on its head) yet whose only pre¬
vious experience was in waste disposal. This chapter looks at the need for
marketeers to break free of the clutter of little pieces of knowledge that are
the basis of their strategic thinking in order to see the real opportunities for
radical growth and offers innovative new ways of achieving this vital inno¬
cence.
) The Second Credo: Build a Lighthouse Identity 54
Success as a Challenger comes through developing a very clear sense of who
or what you are as a brand/business and why—and then projecting that
identity intensely, consistently, and saliently to the point where, like a light¬
house, consumers notice you (and know where you stand) even if they are
not looking for you. This chapter looks at the roots, source, and nature of
such identities and how successful Challengers have built them.
6 The Third Credo: Assume Thought Leadership of the Category 83
Marketeers tend to talk as if there is one brand leader in every category. In
fact, there are two: the Market Leader (the brand with the biggest share and
the biggest distribution) and the Thought Leader—the brand that, while it
may not be the largest, is the one that everyone is talking about, that has the
highest sensed momentum in the consumer s mind. In this chapter the na¬
ture of thought leadership is analyzed, and the three methods of achieving it
are explored.
7 The Fourth Credo: Create Symbols of Reevaluation 105
Successful Challengers are brands in a hurry: they desire (and need) to
puncture the consumer s autopilot and create reappraisal of themselves and
their category swiftly and powerfully. To do so, they create big, impactful
acts or marketing ideas that capture the indifferent consumer s imagination
and bring about a rapid reevaluation of their image in the consumer s mind
Contents «»» xv
and role in the consumer s life. This chapter discusses some of the most strik¬
ing of these symbols, what specifically it was about them that achieved the
results they did, and what divided them from being just another publicity
stunt.
8 The Fifth Credo: Sacrifice 124
Challengers have less resource in almost every aspect of the business and
marketing mix than the Big Fish—what they choose not to do, to sacrifice,
is therefore as important to their success as what they choose to do. The na¬
ture of this sacrifice and some of its key dimensions are the focus of this
chapter.
9 The Sixth Credo: Overcommit 08
The converse of sacrifice is overcommitment: the idea that, following the
process of sacrifice, if the marketeer or businessman has chosen to drive suc¬
cess through one or two key activities then these must be successful—and to
achieve that success the marketeer must not commit but overcommit. This
chapter looks at examples of overcommitment, and how we can reframe our
own thinking and approach to key activities to ensure their success.
10 The Seventh Credo: Use Advertising
and Publicity as a High leverage Asset 155
For a Challenger, who is outgunned and outresourced in almost every other
area by the Market Leader, advertising and the intelligent pursuit of public¬
ity remain two of the very few remaining sources of competitive advantage
open—but only if they are systematically embraced as such within the com¬
pany. In this chapter, what it means to treat advertising and publicity as high
leverage assets in this way is discussed, as well as the changes in the com¬
munications development process that are required.
11 The Eighth Credo (Part 1): Become
Idea Centered, Not Consumer Centered 174
Success is a very dangerous thing—it causes brands and people to stop be¬
having in the way that made them initially successful. The Eighth Credo,
then, encompasses how a Challenger maintains its momentum once it has
become successful, and in particular the moving of the organization from
being consumer dependent to focusing on the generation and implementa¬
tion of ideas—ideas that constantly refresh and renew the relationship with
the consumer.
xvi t » Contents
12 The Eighth Credo (Part 2): Flying Unstable 194
The second part of moving to an idea centered culture hinges around the
concept of managed instability. A look at successful Challenger cultures re¬
veals a high degree of flux and conflict; this chapter looks at how that flux is
managed successfully by those companies and closes by considering the im¬
plications for leadership of a company that flies unstable.
15 The Relationship between the Eight Credos 219
Having examined each of the credos individually in turn, the book explores
the relationship between the eight taken together; it notes in particular the
danger of being a Paper Tiger —a brand that embraces one or two of the
credos but fails to carry through on the others. It proposes the beginnings of
an innovative, four stage strategic process for an aspirant Challenger and
defines an initial set of objectives to begin the process.
Part HI Using the Challenger Strategic Program 1)
14 Challenger as a State of Mind: Staying
Number One Means Thinking Like a Number Two 255
Being a Challenger is not a series of actions in and of themselves—it is as
much as anything else a State of Mind. Although, therefore, the book is pri¬
marily geared toward the particular needs of Challenger brands, this chap¬
ter pauses to consider the possible broader relevance of Challenger thinking
and behavior in the marketplace. In particular, it looks at the lessons to be
gained from a new generation of Brand leaders—Nike, Microsoft, and
Intel—and how they illustrate that the rules of Brand leadership have fun¬
damentally changed—why staying Number One now means thinking and
behaving like a Number Two.
15 Writing the Challenger Program: The Two Day Off site 242
For the marketeer interested in beginning a Challenger Program, this chap¬
ter offers an outline of a two day Challenger workshop, designed not to sup¬
plant a more rigorous and longer term strategic process, but to kick start it
with a core group of colleagues. Using cases discussed in the book, it builds
a series of exercises that can be powerfully applied to the marketeer s own
business to reveal the opportunities and potential that will allow it to com¬
pete aggressively against the Brand leader.
Contents «3*» xvii
16 Apple, Risk, and the Circle of Rope 261
The book concludes by discussing the more intangible characteristics of
Challengers—luck, emotion, and the preparedness to embrace risk. After
discussing the implications for leadership of a Challenger culture and team,
it looks at the need for every serious Challenger to watch and analyze regu¬
larly the most vigorously fertile Challenger soil in the world—the West
Coast of the United States.
Postscript, 273
References and Sources, 274
Acknowledgments, 277
Photo Credits, 280
Index, 281
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| spellingShingle | Morgan, Adam Eating the big fish how challenger brands can compete against brand leaders Marketing gtt Marques de commerce ram Merken gtt Produits commerciaux - Gestion Produits de marque - Gestion Produits de marque Rameau Produits nouveaux Produits nouveaux - Gestion Rameau Brand name products Management New products Product management Produktpolitik (DE-588)4134655-5 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Markenartikel (DE-588)4037584-5 gnd Markenpolitik (DE-588)4144679-3 gnd Neues Produkt (DE-588)4171552-4 gnd Produktmanagement (DE-588)4125960-9 gnd |
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| title | Eating the big fish how challenger brands can compete against brand leaders |
| title_auth | Eating the big fish how challenger brands can compete against brand leaders |
| title_exact_search | Eating the big fish how challenger brands can compete against brand leaders |
| title_full | Eating the big fish how challenger brands can compete against brand leaders Adam Morgan |
| title_fullStr | Eating the big fish how challenger brands can compete against brand leaders Adam Morgan |
| title_full_unstemmed | Eating the big fish how challenger brands can compete against brand leaders Adam Morgan |
| title_short | Eating the big fish |
| title_sort | eating the big fish how challenger brands can compete against brand leaders |
| title_sub | how challenger brands can compete against brand leaders |
| topic | Marketing gtt Marques de commerce ram Merken gtt Produits commerciaux - Gestion Produits de marque - Gestion Produits de marque Rameau Produits nouveaux Produits nouveaux - Gestion Rameau Brand name products Management New products Product management Produktpolitik (DE-588)4134655-5 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Markenartikel (DE-588)4037584-5 gnd Markenpolitik (DE-588)4144679-3 gnd Neues Produkt (DE-588)4171552-4 gnd Produktmanagement (DE-588)4125960-9 gnd |
| topic_facet | Marketing Marques de commerce Merken Produits commerciaux - Gestion Produits de marque - Gestion Produits de marque Produits nouveaux Produits nouveaux - Gestion Brand name products Management New products Product management Produktpolitik Wettbewerbsstrategie Markenartikel Markenpolitik Neues Produkt Produktmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009242156&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT morganadam eatingthebigfishhowchallengerbrandscancompeteagainstbrandleaders |