Uma oportunidade

"there are two kinds of Brand Leader in each category. One is the Market Leader, the biggest player, the brand everyone lives with—and, chances are, the brand they probably grew up with.
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But there is also another type of Brand Leader: the Thought Leader, the brand in the category that everyone talks about. While not the biggest, it is the brand that is getting the most attention.
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Most of the brands we are looking at effectively made the decision that if they weren’t the first of these, they needed to be the other: If they couldn’t be the Market Leader, they needed to be the one everyone talked about. The one that was seen to be dynamic, the one with a sensed momentum.
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by surprising the consumer in selectively breaking not all, but one or two of the conventions of the category they were entering or reentering so late.
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But a Challenger enters (or reenters) a market late, almost by definition. And in entering late into a market, you have to differentiate yourself more strongly: You have to offer the consumer a powerful reason to choose you.[Moi ici: Dedicado especialmente às empresas que começam a exportar para um mercado novo]
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Category conventions offer a natural point of leverage to create this differentiation: The Challenger has to find a genuinely innovative insight into what the consumer really wants—and then play to that by taking one or two of those conventions and deliberately breaking them in the way it markets itself. This offers short-term leverage as the Challenger enters the market. It also offers an act of drama if that break is highlighted through publicity or advertising.
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It is important to stress that this kind of convention breaking is not just about making a splash to gain attention. While one is certainly looking to be noticed, the short-term aim is also to use that break with convention in order to communicate with impact one’s identity and positioning, and further the deepened consumer relationship that will come from that. Longer term, the goal is to reframe the  category territory, in particular the consumer’s selection criteria, to territory the Challenger has defined itself, and therefore to their own longer-term advantage. Changing the rules in the challenger’s favor."

Trechos retirados de "Eating the big fish : how challenger brands can compete against brand leaders" de Adam Morgan.