Eating the big fish: how challenger brands can compete against brand leaders
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2009
|
| Ausgabe: | 2nd ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XXIV, 336 S. Ill., graph. Darst. |
| ISBN: | 9780470238271 |
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| 250 | |a 2nd ed. | ||
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2009 | |
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Datensatz im Suchindex
| _version_ | 1804138060655362048 |
|---|---|
| adam_text | Contents
Preface
x¡¡¡
Foreword by Antonio
Lucio xxi
PART
1
The Size and Nature of the Big Fish
1
1
The Law of Increasing Returns
3
The task facing a Challenger in competing strongly against a Market
Leader is more intimidating than we might have imagined.
This chapter explores the scale of the advantages their superior
size
—
and the fact of leadership
—
brings, and points to why we
need as Challengers to consider a different kind of strategic
approach in order to succeed.
2
The Consumer Isn t
13
Marketeers step into this new business world equipped with a
set of basic assumptions about their business that have by now
become dangerously flawed. The fundamental premises underlying
everyday marketing vocabulary such as consumer, audience, and
category require careful reexamination, and the implications of their
weaknesses need to be understood
—
in particular, the consequent
need for ideas, rather than communications, as the new currency
of growth.
3
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 concludes by explaining how
the core brands considered in Part
2
came to be chosen, and gives
vii
viii
CONTENTS
an example of how the book attempts to turn each significant
Challenger case history into a relevant exercise that can be
valuably applied to the marketeer s own brand.
PART
2
The Eight Credos of Successful
Challenger Brands
33
What marketing characteristics do the great Challenger brands
and companies of the past
15
years share? If we could identify those
characteristics, how could we apply them to our own situation
to generate a source of personal business advantage?
This section identifies and discusses the common marketing
strands these brands have shared and devotes eight chapters to
discussing each in turn.
4
The First Credo: Intelligent Naivety
35
The great wave makers in any category are those who are new to
it
—
like Jeff Bezos, who came out of finance to change the
way books were sold, or Eric Ryan of method, who
leň
advertising
to reinvent the household cleaning business. This chapter looks at
the need for marketeers to break free from 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. It also offers ways for
those already deeply experienced in a category to achieve this vital
innocence.
5
Monsters and Other Challenges: Gaining
Clarity on the Center
61
Once you have explored the potential opportunities available to
you as a Challenger, it is time to be clear about what your challenge
to the category or another category player is going to be.
This chapter explores a structure for thinking about that central
challenge and discusses the key options open to us; this clarity
is also a key part of laying the foundations for the strategic thinking
that follows.
6
The Second Credo: Build a Lighthouse Identity
80
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 sa/iently
Contents ix
to the point where, like a lighthouse, 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.
7
The Third Credo: Take Thought
Leadership of the Category
109
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 nature of
Thought Leadership is analyzed, and the methods of achieving
it are explored.
8
The Fourth Credo: Create Symbols
of Re-evaluation
134
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 re-evaluation
of their image in the consumer s mind, and role in the consumer s
life. This chapter discusses some of the most striking of these
symbols, what specifically it was about them that achieved the
results they did, and what set them apart them from being just
another publicity stunt.
9
The Fifth Credo: Sacrifice
156
Challengers have fewer resources in almost every aspect of the
business and marketing mix than do the Big Fish
—
what they
choose not to do, that is, what they choose to Sacrifice, is therefore
as important to their success as what they choose to do. The
nature of this Sacrifice and some of its key dimensions are the
focus of this chapter.
10
The Sixth Credo: Overcommit
171
The converse of Sacrifice is Overcommitment: the idea that, following
the process of Sacrifice, if the marketeer or businessperson has
χ
CONTENTS
chosen to drive success through one or two key activities, then
these must be successful
—
and to achieve that success the
marketeer must not just 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.
11
The Seventh Credo: Using Communications
and Publicity to Enter Social Culture
189
For a Challenger, who is outgunned and outresourced in almost
every other area by the Market Leader, the use of communications
to create genuine salience in the world around us remains one of
the very few remaining sources of competitive advantage
open
—
but only if systematically embraced as such within the
company. In this chapter, what it means to treat communication
ideas and publicity as high-leverage assets in this way is discussed,
as well as the changes in the communications development process
that are required.
12
The Eighth Credo: Become Idea-Centered,
Not Consumer-Centered
218
Success is a very dangerous thing
—
it causes brands and people to
stop behaving in the way that made them initially successful. The
eighth credo, then, encompasses how a Challenger maintains its
momentum once it has become successful, in particular moving the
organization from being consumer-dependent to focusing on the
generation and implementation of ideas
—
ideas that constantly
refresh and renew the relationship with the consumer.
PART
3
Applying the Challenger Program
241
13
Writing the Challenger Program:
The Two-Day Off-Site
243
For the marketeer interested in beginning a Challenger Program,
this chapter offers an outline of a two-day Challenger workshop,
designed not to supplant 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 compete aggressively
against the Brand Leader.
Contents xi
14
The Scope of the Lighthouse Keeper
270
This chapter looks at what it means to be the person building and
protecting a Lighthouse Identity, particularly in a new media world.
Aňer
discussing who is the real Lighthouse Keeper in a new kind
of consumer relationship where your users blogs can be as influential
as your own media campaigns, it questions much of the misleading
sound-bite journalism about the new marketing world, in particular
the notion that the consumer is in charge and that new media is
electronic and social media. It notes the four key vectors of change
in modern brand building that are driven by our Lighthouse Identity
—
convenience and instant gratification, polysensual product experience,
interactive participation, and social and environmental responsibility,
and how the new breed of Challengers is leaning into one or more of
these to further delineate their unique position in the world.
PART
4
Mind-Set, Culture, and Risk
291
15
Challenger as a State of Mind: Staying Number
One Means Thinking Like a Number Two
293
Being a Challenger is not a series of actions in and of themselves
—
it
is as much as anything else a state of mind. Therefore, although
the book is
prímarííy
geared toward the particular needs of Challenger
brands, this chapter 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 and how they illustrate the way in which the rules
of Brand Leadership have fundamentally changed
—
namely, why staying
Number One now means thinking and behaving like a Number Two.
16
Risk, Will, and the Circle of Rope
303
The book concludes by discussing the more intangible characteristics
of Challengers
—
luck, emotion, and the preparedness to embrace
risk.
References and Sources
315
Acknowledgments for the Second Edition
321
Photo Credits
323
Index
325
|
| adam_txt |
Contents
Preface
x¡¡¡
Foreword by Antonio
Lucio xxi
PART
1
The Size and Nature of the Big Fish
1
1
The Law of Increasing Returns
3
The task facing a Challenger in competing strongly against a Market
Leader is more intimidating than we might have imagined.
This chapter explores the scale of the advantages their superior
size
—
and the fact of leadership
—
brings, and points to why we
need as Challengers to consider a different kind of strategic
approach in order to succeed.
2
The Consumer Isn't
13
Marketeers step into this new business world equipped with a
set of basic assumptions about their business that have by now
become dangerously flawed. The fundamental premises underlying
everyday marketing vocabulary such as consumer, audience, and
category require careful reexamination, and the implications of their
weaknesses need to be understood
—
in particular, the consequent
need for ideas, rather than communications, as the new currency
of growth.
3
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 concludes by explaining how
the core brands considered in Part
2
came to be chosen, and gives
vii
viii
CONTENTS
an example of how the book attempts to turn each significant
Challenger case history into a relevant exercise that can be
valuably applied to the marketeer's own brand.
PART
2
The Eight Credos of Successful
Challenger Brands
33
What marketing characteristics do the great Challenger brands
and companies of the past
15
years share? If we could identify those
characteristics, how could we apply them to our own situation
to generate a source of personal business advantage?
This section identifies and discusses the common marketing
strands these brands have shared and devotes eight chapters to
discussing each in turn.
4
The First Credo: Intelligent Naivety
35
The great wave makers in any category are those who are new to
it
—
like Jeff Bezos, who came out of finance to change the
way books were sold, or Eric Ryan of method, who
leň
advertising
to reinvent the household cleaning business. This chapter looks at
the need for marketeers to break free from 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. It also offers ways for
those already deeply experienced in a category to achieve this vital
innocence.
5
Monsters and Other Challenges: Gaining
Clarity on the Center
61
Once you have explored the potential opportunities available to
you as a Challenger, it is time to be clear about what your challenge
to the category or another category player is going to be.
This chapter explores a structure for thinking about that central
challenge and discusses the key options open to us; this clarity
is also a key part of laying the foundations for the strategic thinking
that follows.
6
The Second Credo: Build a Lighthouse Identity
80
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 sa/iently
Contents ix
to the point where, like a lighthouse, 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.
7
The Third Credo: Take Thought
Leadership of the Category
109
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 nature of
Thought Leadership is analyzed, and the methods of achieving
it are explored.
8
The Fourth Credo: Create Symbols
of Re-evaluation
134
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 re-evaluation
of their image in the consumer's mind, and role in the consumer's
life. This chapter discusses some of the most striking of these
symbols, what specifically it was about them that achieved the
results they did, and what set them apart them from being just
another publicity stunt.
9
The Fifth Credo: Sacrifice
156
Challengers have fewer resources in almost every aspect of the
business and marketing mix than do the Big Fish
—
what they
choose not to do, that is, what they choose to Sacrifice, is therefore
as important to their success as what they choose to do. The
nature of this Sacrifice and some of its key dimensions are the
focus of this chapter.
10
The Sixth Credo: Overcommit
171
The converse of Sacrifice is Overcommitment: the idea that, following
the process of Sacrifice, if the marketeer or businessperson has
χ
CONTENTS
chosen to drive success through one or two key activities, then
these must be successful
—
and to achieve that success the
marketeer must not just 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.
11
The Seventh Credo: Using Communications
and Publicity to Enter Social Culture
189
For a Challenger, who is outgunned and outresourced in almost
every other area by the Market Leader, the use of communications
to create genuine salience in the world around us remains one of
the very few remaining sources of competitive advantage
open
—
but only if systematically embraced as such within the
company. In this chapter, what it means to treat communication
ideas and publicity as high-leverage assets in this way is discussed,
as well as the changes in the communications development process
that are required.
12
The Eighth Credo: Become Idea-Centered,
Not Consumer-Centered
218
Success is a very dangerous thing
—
it causes brands and people to
stop behaving in the way that made them initially successful. The
eighth credo, then, encompasses how a Challenger maintains its
momentum once it has become successful, in particular moving the
organization from being consumer-dependent to focusing on the
generation and implementation of ideas
—
ideas that constantly
refresh and renew the relationship with the consumer.
PART
3
Applying the Challenger Program
241
13
Writing the Challenger Program:
The Two-Day Off-Site
243
For the marketeer interested in beginning a Challenger Program,
this chapter offers an outline of a two-day Challenger workshop,
designed not to supplant 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 compete aggressively
against the Brand Leader.
Contents xi
14
The Scope of the Lighthouse Keeper
270
This chapter looks at what it means to be the person building and
protecting a Lighthouse Identity, particularly in a new media world.
Aňer
discussing who is the real "Lighthouse Keeper" in a new kind
of consumer relationship where your users' blogs can be as influential
as your own media campaigns, it questions much of the misleading
sound-bite journalism about the new marketing world, in particular
the notion that the consumer is in charge and that new media is
electronic and social media. It notes the four key vectors of change
in modern brand building that are driven by our Lighthouse Identity
—
convenience and instant gratification, polysensual product experience,
interactive participation, and social and environmental responsibility,
and how the new breed of Challengers is leaning into one or more of
these to further delineate their unique position in the world.
PART
4
Mind-Set, Culture, and Risk
291
15
Challenger as a State of Mind: Staying Number
One Means Thinking Like a Number Two
293
Being a Challenger is not a series of actions in and of themselves
—
it
is as much as anything else a state of mind. Therefore, although
the book is
prímarííy
geared toward the particular needs of Challenger
brands, this chapter 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 and how they illustrate the way in which the rules
of Brand Leadership have fundamentally changed
—
namely, why staying
Number One now means thinking and behaving like a Number Two.
16
Risk, Will, and the Circle of Rope
303
The book concludes by discussing the more intangible characteristics
of Challengers
—
luck, emotion, and the preparedness to embrace
risk.
References and Sources
315
Acknowledgments for the Second Edition
321
Photo Credits
323
Index
325 |
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| id | DE-604.BV035099335 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:13:38Z |
| indexdate | 2024-07-09T21:22:11Z |
| institution | BVB |
| isbn | 9780470238271 |
| language | English |
| lccn | 2008022827 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016767335 |
| oclc_num | 226361770 |
| open_access_boolean | |
| owner | DE-703 DE-1049 DE-M382 DE-11 |
| owner_facet | DE-703 DE-1049 DE-M382 DE-11 |
| physical | XXIV, 336 S. Ill., graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Wiley |
| record_format | marc |
| spelling | Morgan, Adam Verfasser aut Eating the big fish how challenger brands can compete against brand leaders Adam Morgan 2nd ed. Hoboken, NJ Wiley 2009 XXIV, 336 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Concurrentie gtt Marketing gtt Merkartikelen gtt Merknamen gtt Product management Brand name products Management New products Produktpolitik (DE-588)4134655-5 gnd rswk-swf Wettbewerbsstrategie (DE-588)4200234-5 gnd rswk-swf Produktmanagement (DE-588)4125960-9 gnd rswk-swf Markenartikel (DE-588)4037584-5 gnd rswk-swf Markenpolitik (DE-588)4144679-3 gnd rswk-swf Neues Produkt (DE-588)4171552-4 gnd rswk-swf Markenartikel (DE-588)4037584-5 s Produktmanagement (DE-588)4125960-9 s Neues Produkt (DE-588)4171552-4 s DE-604 Produktpolitik (DE-588)4134655-5 s Markenpolitik (DE-588)4144679-3 s Wettbewerbsstrategie (DE-588)4200234-5 s 1\p DE-604 Digitalisierung UB Bayreuth application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016767335&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Morgan, Adam Eating the big fish how challenger brands can compete against brand leaders Concurrentie gtt Marketing gtt Merkartikelen gtt Merknamen gtt Product management Brand name products Management New products Produktpolitik (DE-588)4134655-5 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Produktmanagement (DE-588)4125960-9 gnd Markenartikel (DE-588)4037584-5 gnd Markenpolitik (DE-588)4144679-3 gnd Neues Produkt (DE-588)4171552-4 gnd |
| subject_GND | (DE-588)4134655-5 (DE-588)4200234-5 (DE-588)4125960-9 (DE-588)4037584-5 (DE-588)4144679-3 (DE-588)4171552-4 |
| 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_exact_search_txtP | 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 | Concurrentie gtt Marketing gtt Merkartikelen gtt Merknamen gtt Product management Brand name products Management New products Produktpolitik (DE-588)4134655-5 gnd Wettbewerbsstrategie (DE-588)4200234-5 gnd Produktmanagement (DE-588)4125960-9 gnd Markenartikel (DE-588)4037584-5 gnd Markenpolitik (DE-588)4144679-3 gnd Neues Produkt (DE-588)4171552-4 gnd |
| topic_facet | Concurrentie Marketing Merkartikelen Merknamen Product management Brand name products Management New products Produktpolitik Wettbewerbsstrategie Produktmanagement Markenartikel Markenpolitik Neues Produkt |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016767335&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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