LEADER 03646nam 2200721 a 450 001 9910459584703321 005 20200520144314.0 010 $a1-280-75737-X 010 $a9786613677983 010 $a0-470-92259-1 010 $a0-470-92260-5 035 $a(CKB)2670000000066458 035 $a(EBL)644830 035 $a(OCoLC)700704017 035 $a(SSID)ssj0000467380 035 $a(PQKBManifestationID)12162474 035 $a(PQKBTitleCode)TC0000467380 035 $a(PQKBWorkID)10490376 035 $a(PQKB)10643740 035 $a(MiAaPQ)EBC644830 035 $a(CaSebORM)9780470613580 035 $a(MiAaPQ)EBC4025626 035 $a(Au-PeEL)EBL644830 035 $a(CaPaEBR)ebr10438354 035 $a(CaONFJC)MIL367798 035 $a(Au-PeEL)EBL4025626 035 $a(CaPaEBR)ebr11103597 035 $a(OCoLC)927493107 035 $a(EXLCZ)992670000000066458 100 $a20100823d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBrand relevance$b[electronic resource] $emaking competitors irrelevant /$fDavid A. Aaker 205 $a1st ed. 210 $aSan Francisco, Calif. $cJossey-Bass$dc2011 215 $a1 online resource (402 p.) 225 1 $aThe Jossey-Bass business and management series 300 $aDescription based upon print version of record. 311 $a0-470-61358-0 320 $aIncludes bibliographical references and index. 327 $aBrand Relevance: Making Competitors Irrelevant; Contents; Preface; 1. Winning the Brand Relevance Battle; 2. Understanding Brand Relevance: Categorizing, Framing, Consideration, and Measurement; 3. Changing the Retail Landscape; 4. Market Dynamics in the Automobile Industry; 5. The Food Industry Adapts; 6. Finding New Concepts; 7. Evaluation; 8. Defining and Managing the Category or Subcategory; 9. Creating Barriers: Sustaining the Differentiation; 10. Gaining and Maintaining Relevance in the Face of Market Dynamics; 11. The Innovative Organization 327 $aEpilogue: The Yin and Yang of the Relevance BattleNotes; Index 330 $a"Substantial market trends and transformational innovations are creating markets and making others irrelevant. The result is a major threat for nearly every business and a significant opportunity for a few. This book will be the first marketing strategy book to develop and leverage the concept of brand relevance. To remain relevant, a firm can create a new category or subcategory-- such as iPod, Cirque du Soleil, and eBay did-- where competitors are eliminated. Or a firm can redefine an existing category or subcategory by creating or elevating an offering feature or characteristic--as Prius created a subcategory defined by gas mileage and technology, or Westin did with its Heavenly Bed. In either case, a firm can create or own a new business arena or submarket in which some or all competitors are not relevant. Instead of being the best, the goal is to be the only--making competitors irrelevant"--$cProvided by publisher. 410 0$aJossey-Bass business & management series. 606 $aBrand name products 606 $aBranding (Marketing) 606 $aTechnological innovations 608 $aElectronic books. 615 0$aBrand name products. 615 0$aBranding (Marketing) 615 0$aTechnological innovations. 676 $a658.8/27 700 $aAaker$b David A$0106703 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910459584703321 996 $aBrand relevance$9850412 997 $aUNINA