Years ago, Avis was a little fish in the car rental industry. Fearing the company would be swallowed up if they didn't "try harder," Avis boldly announced its 2 status to the world through advertising-and the rest is history. Why has this approach become a marketing legend? Because there are more people who can relate to being 2, 3, or even 4, than can claim they know what it's like to be the Big Fish. There are plenty of little fish out there, circling in schools around the brand leaders they so desperately wish to surpass. Squeezed by new competition, a retreating consumer, and aggressive…mehr
Years ago, Avis was a little fish in the car rental industry. Fearing the company would be swallowed up if they didn't "try harder," Avis boldly announced its 2 status to the world through advertising-and the rest is history. Why has this approach become a marketing legend? Because there are more people who can relate to being 2, 3, or even 4, than can claim they know what it's like to be the Big Fish. There are plenty of little fish out there, circling in schools around the brand leaders they so desperately wish to surpass. Squeezed by new competition, a retreating consumer, and aggressive retailing practices, marketers of second- and third-rank brands are struggling to survive in a business environment where they have fewer resources and less control than ever before. But instead of watching-and copying-every move the Big Fish makes, these "Challenger" brands need their own set of marketing rules if they have any hopes of staying afloat and competing effectively against the leader. Eating the Big Fish is the first book that sets out to define those rules. Adam Morgan offers an innovative mental and strategic framework for those who find themselves in this new, hostile middle ground, looking for aggressive growth against the market leader. Morgan, the Joint European Planning Director of TBWA (the international advertising agency behind the campaigns for such brands as Absolut vodka, Apple computers, and Sony Playstation), has examined in detail forty of the most successful Challenger brands of the last ten years-new or relaunched brands which have achieved rapid growth (and fame) with limited marketing resources. He outlines the reasons why Challengers must think differently in order to survive, offering hands-on advice, plentiful examples, and invaluable information to help a Challenger learn how to swim out of the shadow of the Big Fish. At the heart of the book are the Eight Credos of Challenger Brands-Morgan's analysis of the common marketing strandsthat these Challengers seem to share, which range in scope from the need to project who you are and what you believe in (2, Build a Lighthouse Identity) to insights about the organizational structure and focus in such companies and brands (8, Become Idea-Centered, Rather Than Consumer-Centered). Morgan fully analyzes each Credo, discussing in detail the marketing strategy and behavior of the specific Challenger brands that have shaped the rules. He provides case studies that include both his agency's clients and other well-known brands, such as Lexus, Oakley, Fox TV, Energizer, Virgin Atlantic, Swatch, Nissan, and more. Morgan then draws the Credos together into a "Challenger Strategic Program" that can be applied to the reader's own market and brand challenge, offering a proposed outline for a two-day Off-Site Program that: will attempt to kick-start the Challenger process for a core group within any marketing or management team. In addition, Morgan looks at the great Challengers of the last ten years who have gone on to become brand leaders, and shows how even the rules of brand leadership have changed-why staying 1 now means, in fact, thinking and behaving like a 2. Anyone can follow a leader. It takes a smart company to go up against the Big Fish, and Morgan's innovative, strategic program will show even the littlest fish how to make a meal out of the competition.
Die Herstellerinformationen sind derzeit nicht verfügbar.
Autorenporträt
ADAM MORGAN is Joint European Planning Director of TBWA, one of the world's largest advertising agencies, whose clients include Absolut, Taco Bell, Nissan, Energizer, and Apple. Most recently, as Planning Director, North America for TBWA Chiat/Day, he has worked on the launch or relaunch of Challengers in markets as diverse as airlines (Virgin Atlantic) and video games (Sony Playstation), across the United States, Europe, and Latin America. Founder of the Challenger Project, a continually evolving worldwide study of Challenger brands (of which Eating the Big Fish is the first output), he has lectured on Challengers to audiences as diverse as American advertising directors, Portuguese business graduates, and the Global Marketing Conference in London.
Inhaltsangabe
THE SIZE AND NATURE OF THE BIG FISH
More Blood from a Small Stone
The Consumer Isn't
What Is a Challenger Brand?
THE EIGHT CREDOS OF SUCCESSFUL CHALLENGER BRANDS
The First Credo: Break with Your Immediate Past
The Second Credo: Build a Lighthouse Identity
The Third Credo: Assume Thought Leadership of the Category
The Fourth Credo: Create Symbols of Reevaluation
The Fifth Credo: Sacrifice
The Sixth Credo: Overcommit
The Seventh Credo: Use Advertising and Publicity as a High-Leverage Asset
The Eighth Credo (Part 1): Become Idea-Centered, Not Consumer-Centered
The Eighth Credo (Part 2): Flying Unstable
The Relationship between the Eight Credos
USING THE CHALLENGER STRATEGIC PROGRAM
Challenger as a State of Mind: Staying Number One Means Thinking Like a Number Two
Writing the Challenger Program: The Two-Day Off-Site
Apple, Risk, and the Circle of Rope
Postscript
References and Sources
Acknowledgments
Photo Credits
Index
Preface xiii 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 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 left 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 saliently 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 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. 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. After 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 primarily 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
The Third Credo: Assume Thought Leadership of the Category
The Fourth Credo: Create Symbols of Reevaluation
The Fifth Credo: Sacrifice
The Sixth Credo: Overcommit
The Seventh Credo: Use Advertising and Publicity as a High-Leverage Asset
The Eighth Credo (Part 1): Become Idea-Centered, Not Consumer-Centered
The Eighth Credo (Part 2): Flying Unstable
The Relationship between the Eight Credos
USING THE CHALLENGER STRATEGIC PROGRAM
Challenger as a State of Mind: Staying Number One Means Thinking Like a Number Two
Writing the Challenger Program: The Two-Day Off-Site
Apple, Risk, and the Circle of Rope
Postscript
References and Sources
Acknowledgments
Photo Credits
Index
Preface xiii 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 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 left 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 saliently 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 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. 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. After 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 primarily 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
Rezensionen
"Although out last year, Eating the Big Fish, is one of the most stimulating books on brands and has grown to become a must read." (Marketing Business - Year's Best Books, January 2001)
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
