of branded products at concerts and festivals, and personal appearances of the CEO and other executives in the media and at public events. Attitudes toward bands and brands have three primary com- ponents-affective (feelings), cognitive (knowledge), and behavioral (tendency to repeat past behavior). The good feelings (affection) of customers toward brands may be created by creative advertising and favorable word of mouth. These feelings are most resistant to change or competitors efforts when anchored in the knowledge (cognitive) component of attitude. The more times a consumer buys one brand over others (behavioral component) and is satisfied (rewarded), the greater the probability of buying that brand in the future. For bands, airplay and single sales may create the affective component of favor- able attitude, but it is touring, logo merchandise, publicity, fan clubs, and web sites that build the cognitive component and long-term behavioral loyalty to the classic band winners in Table 2.1.   40 | Br a nd s Th at Roc k     Technology has enhanced the possibilities for bands and brands to connect with customers both cognitively and affectively. In 1999, VH1 took steps toward upgrading its web site and wound up revamping the old, standby format for expressing fan devotion-the fan club. "Technology brought a new dimension to the fan club," says Darren Layne, interactive television analyst and former director of technol- ogy for VH1.com. Light years ahead of the fan club of the 1950s, the online version enabled fans to register on the VH1 site and choose which bands they wanted to follow. They received exclusive access to concert ticket presales and discounts on CDs; they swapped tickets and stories about their favorite bands. "This new-age fan club gave fans the ultimate sense of community-instant, real-time, persistent access to other fans, which allowed the band to become even more ingrained culture and in the lifestyles of the fans."     First Mover Myth   Achieving relevance within a culture is also a matter of timing. The first mover myth, described in our earlier book, Customers Rule! (Crown Business, 2001), shows that innovators are not usually the long-term winners in the market, whether in music or computers. People didnt accept rock and roll from first movers Carl Perkins, Lit- tle Richard, and Otis Redding because it was not relevant to their racial and cultural attitudes at the time. Elvis borrowed from first movers, however, and led the rock-and-roll revolution into mass cul- ture. Similarly, Dell dominates the PC market today, even though the first movers in PCs during the 1980s were Commodore, Tandy, and Osborne (not to be confused with the Osbournes!). Word processing and spreadsheets were key applications that caused businesses to put computers on every desktop, but the pioneer brands were VisiWord and VisiCalc, not Windows or Excel. And neither Apple nor Microsoft invented the mouse-driven graphical interfaces that dominate our culture today; the first mover was Xerox. It is similar to the process of emergence and eventual predominance within the world of mass