The Pirate Inside
Building a Challenger Brand Culture Within Yourself and Your Organization
Published on 31. August 2004
348 pages
978-0-470-86084-7 (ISBN)
Description
Most marketing and branding books fall into one of two camps:either they are about leaders or they assume that brands can bemanaged by process alone. The Pirate Inside is different. Itforwards the idea that brands are about people, and ChallengerBrands are driven by a certain kind of person in a certain kind ofway. Challenger Brands don't rely on CEOs or founders, but on thepeople within the organization whose personal qualities andapproach to what they do make the difference between whether thebrand turns to gold or falls to dust.
In line with this thinking, The Pirate Inside forwardstwo key questions: what does it take to be the driver or guardianof a successful Challenger Brand, and what are the demands made bythis on character and corporate culture? Building on his answers,Adam Morgan then explores the critical issue of whether big,multi-brand companies can create Challenger micro-climates withintheir companies, and the benefits that they might achieve by doingso.
In line with this thinking, The Pirate Inside forwardstwo key questions: what does it take to be the driver or guardianof a successful Challenger Brand, and what are the demands made bythis on character and corporate culture? Building on his answers,Adam Morgan then explores the critical issue of whether big,multi-brand companies can create Challenger micro-climates withintheir companies, and the benefits that they might achieve by doingso.
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Adam Morgan
The Pirate Inside
Building a Challenger Brand Culture Within Yourself and Your Organization
Book
07/2004
Wiley
€42.00
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Person
Adam Morgan is a leading world expert on Challenger brands:his first book, Eating the Big Fish: How Challenger Brands CanCompete Against Brand Leaders, has become a definitive text onthe area, and been translated into eight languages.
Adam is one of five partners in the international brandconsultancy eatbigfish, which specializes in applying the thinkingof Eating the Big Fish and The Pirate Inside tocompanies and brands who want to think like Challengers; hisclients have included Lexus, IKEA, Unilever and PepsiCo. Hecan be contacted on adam@eatbigfish.com.
Adam lives on a plane somewhere over the Atlantic.
Adam is one of five partners in the international brandconsultancy eatbigfish, which specializes in applying the thinkingof Eating the Big Fish and The Pirate Inside tocompanies and brands who want to think like Challengers; hisclients have included Lexus, IKEA, Unilever and PepsiCo. Hecan be contacted on adam@eatbigfish.com.
Adam lives on a plane somewhere over the Atlantic.
Content
Dramatis Personae.
The Relationship of This Book to Eating the Big Fish, and theChallenger Project.
Introduction: Necessary Pirates.
Part I: Behaviours that Stimulate Challenger BrandCultures.
1. Outlooking: A Different Kind of Insight Seeking.
2. Pushing: A Different Kind of Approval.
3. Projecting: A Different Kind of Consistency.
4. Wrapping: A Different Kind of Communication.
Part II: Personal Qualities that Foster an InternalChallenger Culture.
5. Denting: A Different Kind of Respect.
6. Binding: A Different Kind of Contract.
7. Leaning: A Different Kind of Commitment.
8. Refusing: A Different Kind of Passion.
9. Taking it Personally: A Different Kind ofProfessionalism.
10. Brand-centricity.
Part III: How to Be a Pirate in the Navy, Without GettingHanged.
11. Red Pill, Blue Pill: Learning from Success.
12. Why Brand-centred Subcultures Fail: Learning fromFailure.
13. Biting the Other Generals: The Wider Benefits SuccessfulSubcultures Bring.
Part IV: Writing the Articles.
14. Writing the Articles in Our Own Organization.
15. That Difficult First Year: Emotional Preparation.
Part V: The Future of Piracy.
16. Pirates, Privateers and the Emergence of the BSC.
Postscript.
Acknowledgements.
Notes and Sources.
Index.
The Relationship of This Book to Eating the Big Fish, and theChallenger Project.
Introduction: Necessary Pirates.
Part I: Behaviours that Stimulate Challenger BrandCultures.
1. Outlooking: A Different Kind of Insight Seeking.
2. Pushing: A Different Kind of Approval.
3. Projecting: A Different Kind of Consistency.
4. Wrapping: A Different Kind of Communication.
Part II: Personal Qualities that Foster an InternalChallenger Culture.
5. Denting: A Different Kind of Respect.
6. Binding: A Different Kind of Contract.
7. Leaning: A Different Kind of Commitment.
8. Refusing: A Different Kind of Passion.
9. Taking it Personally: A Different Kind ofProfessionalism.
10. Brand-centricity.
Part III: How to Be a Pirate in the Navy, Without GettingHanged.
11. Red Pill, Blue Pill: Learning from Success.
12. Why Brand-centred Subcultures Fail: Learning fromFailure.
13. Biting the Other Generals: The Wider Benefits SuccessfulSubcultures Bring.
Part IV: Writing the Articles.
14. Writing the Articles in Our Own Organization.
15. That Difficult First Year: Emotional Preparation.
Part V: The Future of Piracy.
16. Pirates, Privateers and the Emergence of the BSC.
Postscript.
Acknowledgements.
Notes and Sources.
Index.
