Description:
In Eating the Big Fish, Adam Morgan offers hands-on advice, examples, and useful information to the #2, #3, and #4 brands looking to compete effectively with the top banana. 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.

About the Author:
ADAM MORGAN is Joint European Planning Director of TBWA, one of the worlds 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.

Table of Contents:
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.