By Adam Morgan(auth.)
EATING the large FISH : How Challenger manufacturers Can Compete opposed to model Leaders, moment variation, Revised and Expanded
the second one variation of the foreign bestseller, now revised and up to date for 2009, simply in time for the enterprise demanding situations forward.
It includes over 25 new interviews and case histories, thoroughly new chapters, introduces a brand new typology of 12 other kinds of Challengers, has huge updates of the most chapters, various new workouts, provides weblinks to view interviews on-line and gives supplementary downloadable information.Content:
Chapter 1 The legislation 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 middle (pages 61–79):
Chapter 6 the second one Credo: construct a Lighthouse id (pages 80–108):
Chapter 7 The 3rd Credo: Take notion 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: develop into Idea?Centered, no longer Consumer?Centered (pages 218–239):
Chapter thirteen Writing the Challenger application: 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 ability considering Like a host (pages 291–302):
Chapter sixteen threat, Will, and the Circle of Rope (pages 303–314):
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Extra info for Eating the Big Fish: How Challenger Brands Can Compete Against Brand Leaders, Second Edition
Require, in fact, a different kind of decision-making process altogether. ’’4 A service brand? Any service brand? A Brand Leader, maybe, but certainly not a Number Two or Three looking for growth. Of course trust is important—perhaps more important than ever before. But the currencies of quality, reassurance and trust, though they may well have been adequate until relatively recently for dominant Establishment brands, are woefully inadequate as the only basis for the kind of relationship we are going to need with our consumer.
As we have seen, each of a Brand Leader’s chips seems to win for it twice as much as ours. Which is one of the reasons why so many Brand Leaders in fastmoving consumer goods (FMCG) markets, for instance, are exactly the same brands that were Market Leaders 60 years ago. So what? The point of all this is not to suggest that it is difﬁcult for second-rank brands to catch the Number One; as we will come to see, that is rarely their objective anyway. Nor is the point that at a crude level we as second-rank brands are outgunned more comprehensively than we thought (though we are).
Or take durables: A second-rank brand makes twice as much as a Number Three, but a dominator doubles that again. I bring this up not just as a stockholder issue, but as a further compounding of the difference in resources between us. Those with an aversion to data tables may ﬁnd the proﬁtability of a market dominator illustrated a little more vividly by the remuneration of Roberto Goizueta, the late CEO of CocaCola, who became the ﬁrst CEO to earn $1 billion in salary and bonuses alone. That has yet to happen at PepsiCo or Dr.