By Adam Morgan(auth.)
EATING the massive FISH : How Challenger manufacturers Can Compete opposed to model Leaders, moment variation, Revised and Expanded
the second one version of the overseas bestseller, now revised and up to date for 2009, simply in time for the company demanding situations forward.
It comprises over 25 new interviews and case histories, thoroughly new chapters, introduces a brand new typology of 12 other forms of Challengers, has huge updates of the most chapters, various new workouts, provides weblinks to view interviews on-line and provides supplementary downloadable information.Content:
Chapter 1 The legislations of accelerating Returns (pages 1–12):
Chapter 2 the patron isn't really (pages 13–23):
Chapter three what's a Challenger model? (pages 24–32):
Chapter four the 1st Credo: clever Naivety (pages 33–60):
Chapter five Monsters and different demanding situations: Gaining readability at the heart (pages 61–79):
Chapter 6 the second one Credo: construct a Lighthouse identification (pages 80–108):
Chapter 7 The 3rd Credo: Take inspiration management of the class (pages 109–133):
Chapter eight The Fourth Credo: Create Symbols of Re?evaluation (pages 134–155):
Chapter nine The 5th Credo: Sacrifice (pages 156–170):
Chapter 10 The 6th Credo: Overcommit (pages 171–188):
Chapter eleven The 7th Credo: utilizing Communications and exposure to go into Social tradition (pages 189–217):
Chapter 12 The 8th Credo: turn into Idea?Centered, now not Consumer?Centered (pages 218–239):
Chapter thirteen Writing the Challenger software: The Two?Day Off?Site (pages 241–269):
Chapter 14 The Scope of the Lighthouse Keeper (pages 270–290):
Chapter 15 Challenger as a frame of mind: Staying number 1 potential considering Like a host (pages 291–302):
Chapter sixteen probability, Will, and the Circle of Rope (pages 303–314):
Read or Download Eating the Big Fish: How Challenger Brands Can Compete Against Brand Leaders, Second Edition PDF
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Extra info for Eating the Big Fish: How Challenger Brands Can Compete Against Brand Leaders, Second Edition
Sample text
Donald Trump1 I f consumerism were a brand, we would say that the person on the street had developed significantly different usage, attitudes, and behavior toward that brand over the past three decades—and yet the vocabulary we still use to talk about it remains essentially unchanged. The old underlying structures and concepts that we still refer to implicitly every time we use words like consumer and audience and category are thus now left fundamentally flawed. These were concepts, after all, coined at the beginning of the packaged goods mass market, when families watched television together and being a consumer meant something because—certainly in the United States—consumerism was embraced by the general public as a healthy sign of being part of, or aspiring to, the middle class.
And the process from then on is not a linear one, with verbal concepts being developed and The First Credo: Intelligent Naivety 41 sequentially tested. He goes on to answer this key upstream question of his by subsequently asking a lot of different questions about the category and its relationship to other categories around it—some of those other categories being relatively close to his (home makeover programs) and some very different (skin care). This exploratory questioning is a continual process for Ryan: He is as likely to try to find an answer in the soft drink bottle in his hand on a Saturday afternoon as he is at his desk on a Monday morning.
C. Ehrenberg/R & DI3 THE CONSEQUENCE: PROFITABILITY What, of course, all this leads up to is Brand Leaders making more damn money than we do. 5 is taken from the Profit Impact of Market Strategy (PIMS) database; it shows the return on investment for a Brand Leader (split into two different kinds—dominators and marginal leaders) compared to second- and third-ranked brands. 5 Return on Investment % (average over four years). com 10 EATING THE BIG FISH Look at the overall figure for the United States (the left-hand column): While a second-rank brand makes half as much profit again as a thirdrank brand, a brand leader that dominates the category makes almost triple that.