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Branding and disruptive innovation: Owning game-changing subcategories (Record no. 22816)

MARC details
000 -LEADER
fixed length control field	05476 a2200205 4500
003 - CONTROL NUMBER IDENTIFIER
control field	OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field	20241127065834.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field	241122b \|\|\|\|\|\|\|\| \|\|\|\| 00\| 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	9789357465496
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number	658.827
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name	Aaker, David
245 ## - TITLE STATEMENT
Title	Branding and disruptive innovation: Owning game-changing subcategories
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc.	New Delhi:
Name of publisher, distributor, etc.	Wiley,
Date of publication, distribution, etc.	2024.
300 ## - PHYSICAL DESCRIPTION
Extent	xxix, 225p., ind., note., 23 cm X 15 cm
500 ## - GENERAL NOTE
General note	Recommended by: Varsha Jain
521 ## - TARGET AUDIENCE NOTE
Target audience note	Content:<br/><br/>Chapter 1 The Only Way to Grow<br/><br/>A Game-Changing Subcategory<br/><br/>Subcategories<br/><br/>Brand-Preference Competition<br/><br/>Brand Leadership Competition<br/><br/>What Are “Must-Haves”?<br/><br/>Parity “Must-Haves” That Negate “Reasons Not to Buy”<br/><br/>Higher Level “Must-Haves” Versus Supporting “Must-Haves”<br/><br/>Finding “Must-Haves”<br/><br/>Evaluating “Must-Haves”<br/><br/>Transformational/Substantial versus Incremental Innovation<br/><br/>The Exemplar Brand<br/><br/>The Committed Core Customer Base<br/><br/>Barriers to Competitors<br/><br/>Playing Defense<br/><br/>Seizing the Opportunity<br/><br/>When the Subcategory Matures<br/><br/>The Digital Age<br/><br/>The “Digital Lite” or “Digital Free” Case Studies<br/><br/>Going Forward<br/><br/>Chapter 2 The Payoff<br/><br/>Online Retail<br/><br/>Computers<br/><br/>Apple<br/><br/>Automobiles<br/><br/>Chrysler Minivan<br/><br/>Services<br/><br/>Reliance Jio<br/><br/>Enterprise Rent-A-Car<br/><br/>Retail<br/><br/>DMart<br/><br/>Uniqlo<br/><br/>Sephora<br/><br/>Packaged Goods<br/><br/>Chobani<br/><br/>Homely<br/><br/>Digital Case Studies<br/><br/>Unified Payments Interface<br/><br/>Takeaways<br/><br/>Subcategory Competition Pays Off<br/><br/>Evidence of Game-Changing Subcategories on Financial Return<br/><br/>R&D and Stock Return<br/><br/>Differentiation Affects Performance<br/><br/>The Next Step<br/><br/>Chapter 3 Digital Disruption: Six Keys to Airbnb’s Success<br/><br/>The Airbnb Story<br/><br/>Entrepreneur Hosts<br/><br/>Guests Looking for Adventure with a Homey Feel<br/><br/>An Outstanding Visual and Functional Interface Experience<br/><br/>Scaling to Become the Most Relevant Option<br/><br/>Outstanding Leadership<br/><br/>Call It Luck, or Call It Timing<br/><br/>Airbnb versus Uber<br/><br/>Airbnb Learnings<br/><br/>Chapter 4 Digital Disruption: E-Commerce<br/><br/>Amazon’s Superpowers<br/><br/>Product Scope<br/><br/>Low Prices<br/><br/>Customer Reviews<br/><br/>1-Click<br/><br/>Prime<br/><br/>Subscribe and Save<br/><br/>Personalization<br/><br/>The Amazon Magic<br/><br/>Adapting to India<br/><br/>Dualing Market Leaders<br/><br/>Beyond Amazon<br/><br/>Strategies That Win against Amazon<br/><br/>Establish Subcategory Credibility<br/><br/>Create a Simpler Choice Set<br/><br/>Build a Brand Community<br/><br/>Share a Higher Purpose<br/><br/>Have a Personal Touch<br/><br/>Be the Feisty Underdog<br/><br/>Position as the Alternative to Storefronts<br/><br/>Challenges for New E-Commerce Brands<br/><br/>Chapter 5 Digital Disruption: The Internet of Things<br/><br/>Alexa<br/><br/>The Connected Car<br/><br/>Tesla<br/><br/>The Self-Driving Car<br/><br/>New Retail Experiences<br/><br/>AmazonGo<br/><br/>Future Group<br/><br/>Hema<br/><br/>Starbucks<br/><br/>The Pervasiveness of IoT<br/><br/>Smart Homes<br/><br/>Smart Hotels<br/><br/>Smart Wearables<br/><br/>Smart Medicine<br/><br/>Smart Cities<br/><br/>Smart Farming<br/><br/>Smart Manufacturing<br/><br/>Smart B2B Offerings<br/><br/>Smart Energy<br/><br/>The Power of IoT<br/><br/>IoT Business Opportunism<br/><br/>Chapter 6 Building Loyalty through Digital Communication: Stories, Communities, and Personalization<br/><br/>Digital Communication That Spreads, Influences, and Creates Intimacy with Stories<br/><br/>Use Signature Stories<br/><br/>Online Brand Communities<br/><br/>How Brand Communities Provide Value<br/><br/>Different Community Types<br/><br/>Offering-Focused Brand Communities<br/><br/>“Beyond the Offering” Shared-Interest Communities<br/><br/>What Brand Community?<br/><br/>Personalization That Creates a Relationship<br/><br/>Enabling Technologies Create Subcategory Opportunities<br/><br/>Chapter 7 Finding New “Must-Haves”<br/><br/>Offering-Driven Ideas<br/><br/>A Failed Idea<br/><br/>Customer/Market-Driven Ideas<br/><br/>Customer Frustrations and Annoyances<br/><br/>Find the Core Motivation<br/><br/>Find New Unintended Applications<br/><br/>Consider Noncustomers<br/><br/>Develop a Shared Interest Brand Community<br/><br/>Create or Energize a Higher Purpose<br/><br/>Market Trends<br/><br/>From Where to How<br/><br/>Ethnographic Research—A Route to Uncover Unmet Needs<br/><br/>Ideas from Beyond Target Customers<br/><br/>Customer Partnering in Concept Generation<br/><br/>The Evaluation of the “Must-have” and New Subcategory<br/><br/>Chapter 8 Evaluating Potential “Must-Haves”<br/><br/>The Cheapest Car Ever Made—Tata Nano<br/><br/>The Evaluation Task<br/><br/>The Rosy-Picture Bias<br/><br/>The Gloomy-Picture Bias<br/><br/>A Portfolio of Concepts<br/><br/>Chapter 9 The Exemplar Role and Managing “Must-Haves”<br/><br/>Become the Subcategory Brand Exemplar<br/><br/>Managing the “Must-Haves”<br/><br/>Identify and Prioritize<br/><br/>Execute<br/><br/>Using “Must-Haves” to Frame the Game-Changing Subcategory<br/><br/>Enhance “Must-Haves”<br/><br/>Communicate the “Must-Haves” with Stories<br/><br/>Leverage the “Must-Haves”<br/><br/>Add New “Must-Haves”<br/><br/>A “Must-Have” Personality—The Case for Humor<br/><br/>A “Must-Have” Social or Environmental Program<br/><br/>Chapter 10 Creating Barriers: Sustaining the “Must-Haves”<br/><br/>Muji—The “No-Brand” Brand<br/><br/>Creating Barriers<br/><br/>Committed Customer Base<br/><br/>Exemplar Brand Associations with Substance and Breadth<br/><br/>Execution—Delivering on the Promise Every Time<br/><br/>Trust<br/><br/>Branded Innovations<br/><br/>Brand Communities<br/><br/>Visibility/Energy<br/><br/>A Moving Target<br/><br/>Playing Defense<br/><br/>Implications<br/><br/>Chapter 11 Twenty Takeaways<br/><br/>Game-Changing Subcategories—The Only Way to Grow<br/><br/>The Digital Factor—Driving or Enabling Game-Changing Subcategories<br/>
600 ## - SUBJECT ADDED ENTRY--PERSONAL NAME
General subdivision	branding
--	marketing
--	leadership
--	competition
--	digital disruption
700 ## - ADDED ENTRY--PERSONAL NAME
Personal name	Jain, Varsha
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type	Books
Source of classification or shelving scheme	Dewey Decimal Classification

Holdings
Withdrawn status	Lost status	Source of classification or shelving scheme	Damaged status	Not for loan	Home library	Current library	Date acquired	Source of acquisition	Cost, normal purchase price	Inventory number	Total Checkouts	Full call number	Barcode	Date due	Date last seen	Date last checked out	Cost, replacement price	Price effective from	Koha item type
		Dewey Decimal Classification			KEIC	KEIC	11/20/2024	Kushal Books	895.00	466	4	658.827 AKK	23667	09/21/2025	09/07/2025	09/07/2025	2533.00	11/20/2024	Books