Gary Hamel, Scott Keller and Colin Price: Beyond Performance

unypl:</p><br />
<p>“A Conspiracy of Paper”, by David Liss on Flickr.<br /><br />
Read A Conspiracy of Paper<br /><br />
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<p><a class=Gary Hamel talks with Scott Keller and Colin Price, authors of “Beyond Performance: How great organizations build ultimate competitive advantage“, about the difference between short-term performance and long-term health. The book, which aims to bring more rigor and analytical discipline to organizational behavior, draws on the authors’ work as partners with McKinsey & Company’s Organization practice.

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Book review: David A Aaker’s Brand relevance

(by valentina effe)

How to create a blue ocean strategy is one of this year’s themes on this blog.

A little bit late – the book was published early 2011 – I decided to read Brand Relevance.

Voorkant  David A Aaker’s publisher claims that ”  Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market.   This  ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant.

Key points:

When managing a new category of product, treat it as if it were a brand;

By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant;

and create barriers to competitors by supporting innovation at every level of the organization.

Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant.  Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors.

Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy.

David Aaker, the author of four brand books, has been called the father of branding. This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.”

The core

Quoted from the inside flip of the book:

“The book clearly defines the concept of brand relevance and shows what it takes to channel innovation and manage the competitive area so that competition is reduced or eliminated.

Throughout the book, branding guru Aaker explains how brand relevance drives market dynamics using dozens of illustrative case studies involving brands such as Zappos and Zipcar.  The book reveals how brand teams have turned away from destructive  brand preference  competition by making other brands irrelevant.

Adapting the brand relevance model – in which innovative offerings form categories and subcategories – provides dramatic opportunities for brand teams with insights and the ability to lead the market. As Aaker explains, succesful brand relevance competition involves four vital tasks:

  1. concept generation;
  2. concept evaluation;
  3. creating barriers to the competition;
  4. actively defining and managing the new category or subcategory.

It also involves being on top of the market, the competition and the technology so that they get the timing right. a crucial element of a successful brand relevance strategy.

Brand reference is a threat as well as an opportunity to firms facing dynamic markets. Aaker shows how to avoid having a brand go into decline because people no longer consider it relevant.

Brands that can create and manage new categories or subcategories making competitors irrelevant will prospect while others will me mired in debilitating marketplace battles or will be losing relevance and market position.”

My rating

4,0 stars on a scale 0-5.

  • The author has written the book as a textbook. Very well structured with lots of examples.
  • These examples cover amongst others:
  • For those who are looking for mainly service examples. Not too many. But branding and positioning for services is – in my opinion – always a tough challenge.
  •  There are – according to Aaker – many authors that advocate transformational innovation or other strategic avenues to growth. E.g
  • As the author claims the difference is that his brand relevance book emphasizes the importance of defining and managing new categories and subcategories. For me it seems to be an extension of the concept of product differentation.  Taking it to a next step and crossing a product (indeed mainly products) categories.
  • Reflecting on the concept I have to admit that brand relevance has the potential to both drive and explain market dynamics, the emergence and fading of brands, categories and subcategories. The examples did convince me that brands that can create and manage new categories or subcategories make competitors irrelevant.
  • This book is recommended reading for anyone who is interested in brand management.  A minimum read is the first two chapters and the last one.
  • Not interested in brand management? But investing in your professional or personal life. Being or becoming relevant is a professional and professional challenge. The author’s approach might help you too.
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Bridging the Values Gap | Blog | design mind

500px / Photo “…vallabike…” by Dani MantisUsually i have a limited quote. This is an exception. Can you understand why

Found at Bridging the Values Gap | Blog | design mind.

 What citizens, in the U.S. and elsewhere, demand are new, more collaborative and inclusive models of value creation that produce meaning as much as profits.

Many leading business thinkers, from Gary Hamel to Michael Porter are listening to this groundswell. Beyond conventional concepts of corporate social responsibility, the discourse has shifted to more fundamental questions that prompt us to rethink the very gestalt of the enterprise. Hamel proclaims the “reinvention of management” to make our organizations more human-oriented, Porter promotes the concept of “Shared Value,” and Umair Haque heralds the “Meaning Organization.” Rosabeth Moss Kanter, in a signature piece for a special issue of the Harvard Business Review on the ‘Good Company,’ makes the case for the enterprise as a “social institution” that thrives on a shared social purpose, a long-term view, emotional engagement of all stakeholders, community-building, innovation, and self-organization. In a similar vein, but at the macro-level, the economist Robert C. Solomon, in his book A Better Way to Think About Business – How Values Become Virtues, asserts that “Market systems are justified not because of efficiencies and profits, but because humans are first and foremost social and emotional beings, and markets provide a sympathetic community for social exchange.”

And yet, the reality in many companies today is that there appears to be a gap between the articulation of lofty principles and their application, despite all the talk about purpose, social power, emotional engagement, and community-building. A 2010 survey by Deloitte showed that nearly half of the workers

Read all at Bridging the Values Gap | Blog | design mind.

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Not agreeing (in a certain extent with) We’re all marketers now – McKinsey Quarterly

randomhobo:</p>
<p>Pictures, everything a person needs to say. <br />
” />Yes, it is true that marketing, sales, pr, <a class=customer services and corporate communications are converging. But still, to claim that we are all marketers. Better use would be customer servants or something like that. What word (future profession will u suggest)?

Found at We’re all marketers now – McKinsey Quarterly – Marketing & Sales – Strategy.

For the past decade, marketers have been adjusting to a new era of deep customer engagement. They’ve tacked on new functions, such as social-media management; altered processes to better integrate advertising campaigns online, on television, and in print; and added staff with Web expertise to manage the explosion of digital customer data.

Read all at We’re all marketers now – McKinsey Quarterly – Marketing & Sales – Strategy

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McKinsey Classics Newsletter Articles of enduring interest

 

 

 

Perfection.</p>
<p>quiet-design:</p>
<p>Summer Edition Bicycle<br />
A collaboration between Almond Surfboards and Linus Bikes<br />
” />Business <a class=technology for competitive advantage

Although many new business technologies boost productivity, they usually diffuse rapidly through sectors, so the benefits accrue to the consumer, not to individual companies. Yet technology can help them create or extend a competitive advantage by generating hard-to-imitate products and services. That happens, for example, when IT innovations complement sustainable strengths such as new business processes or managerial breakthroughs. Read “Getting IT spending right this time.”

May 2003
Getting IT spending right this time

Related reading

January 2010
Using knowledge brokering to improve business processes [includes audio]

December 2007
Eight business technology trends to watch [includes audio]

September 2006
How IT can drive business process reorganization: An interview with the CIO of Volkswagen

May 2006
Competitive advantage from better interactions

November 2005
Improving productivity, part 2

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Are your customers becoming digital junkies? – McKinsey Quarterly – Marketing & Sales – Digital Marketing

Found at Are your customers becoming digital junkies? – McKinsey Quarterly – Marketing & Sales – Digital Marketing.

 

New McKinsey research highlights a dramatic increase in the intensity with which people use digital devices and platforms. Nearly 50 percent of US online consumers are now advanced users of smartphones, social networks, and other emerging tools—up from 32 percent in 2008.

We have been tracking consumers’ digital habits through a series of surveys covering more than 100,000 respondents across North America, Europe, and Asia.1

Read all at Are your customers becoming digital junkies? – McKinsey Quarterly – Marketing & Sales – Digital Marketing.

:Photocredit: delightfulcycles

 

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Seven Problems a Recovery Won’t Fix – Umair Haque – Harvard Business Review

hm7:</p>
<p>Clima Bicycle Lock Ad (via The Brooks England Blog » Blog Archive » Tips on Parking Your Bike)” /></p>
<p>Found at <a href=Seven Problems a Recovery Won’t Fix – Umair Haque – Harvard Business Review.

The Big Grinning Kahunas that run the world don’t agree on much these days, except one thing: the urgent, vital need for “recovery.

Read all at Seven Problems a Recovery Won’t Fix – Umair Haque – Harvard Business Review.

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Participate in McKinsey management 2.0 challenge: what new management practices can Web 2.0 tools and technologies enable?

sexy-cycling:</p>
<p>(by Whitney S W)” /></p>
<p>Found at <a href=Management 2.0 Challenge: How is the Internet changing management?.

Management 2.0 Challenge: How is the Internet changing management?

Despite the Internet’s profound impact on business models, it has had a relatively modest effect on management models. But what new management practices can Web 2.0 tools and technologies enable? In conjunction with Gary Hamel’s Management Innovation eXchange (MIX) and Harvard Business Review, McKinsey is launching a contest to explore just that. Enter by telling us what progressive practices and innovative ideas you’ve developed that illustrate how the Web can be used to make organizations more adaptable, innovative, inspiring, and accountable.

Visit the MIX site to find out more about entering the contest and to see some initial ideas.

Plus, read our recent Quarterly article “The rise of the networked enterprise: Web 2.0 finds its payday” to learn how some companies using the Web intensively gain greater market share and higher margins.

This Management 2.0 Challenge is one in a series of HBR/McKinsey M-Prizes for innovation in management. Look for more opportunities to help us build our knowledge on management innovation later this year: we’ll be launching M-Prizes on organization and strategy in the fall.

Please click here for participation

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Executives Need To Confront Changing Expectations – Emotivator

Found at Executives Need To Confront Changing Expectations – Emotivator.

Gary Hamel writes in his introduction to Umair Haque’s book, “The New Capitalism”:

“The real threat to capitalism isn’t unfettered financial cunning. It is, instead, the inability (or unwillingness) of executives to confront the changing expectations of their stakeholders about the role of business in society.

“In recent years, consumers and citizens have become increasingly disgruntled with the implicit contract that governs the rights and obligations of society’s most powerful economic actors – large industrial companies.

Read more at Executives Need To Confront Changing Expectations – Emotivator

Photocredit: pedalfar


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