Synopses & Reviews
In this long-awaited book from the world's premier brand expert and author of the seminal work andlt;Iandgt;Building Strong Brands,andlt;/Iandgt; David Aaker shows managers how to construct a brand portfolio strategy that will support a company's business strategy and create relevance, differentiation, energy, leverage, and clarity. Building on case studies of world-class brands such as Dell, Disney, Microsoft, Sony, Dove, Intel, CitiGroup, and PowerBar, Aaker demonstrates how powerful, cohesive brand strategies have enabled managers to revitalize brands, support business growth, and create discipline in confused, bloated portfolios of master brands, subbrands, endorser brands, co-brands, and brand extensions. andlt;BRandgt; Aaker offers readers step-by-step advice on what to do when confronting scenarios such as the following: andlt;BRandgt; and#149; Brands are underleveraged andlt;BRandgt; and#149; The business strategy is at risk because of inadequate brand platforms andlt;BRandgt; and#149; The business faces a relevance threat caused by emerging subcategories andlt;BRandgt; and#149; The firm's brands are tired and bland andlt;BRandgt; and#149; Strategy is paralyzed by a lack of priority among the brands andlt;BRandgt; and#149; Brands are cluttered and confusing to both customers and employees andlt;BRandgt; and#149; The firm needs to move into the super-premium or value arenas to create margin or sales volume andlt;BRandgt; and#149; Margin pressures require points of differentiation andlt;BRandgt; Renowned brand guru Aaker demonstrates that assuring that each brand in the portfolio has a clear role and actively reinforces and supports the other portfolio brands will profoundly affect the firm's profitability. andlt;Iandgt;Brand Portfolio Strategyandlt;/Iandgt; is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.
Review
John Elkins, EVP, Global Brand, Marketing and Corporate Relations, Visa International With timely insight, Aaker shows how to use portfolio tools to help firms address the strategic challenge of staying relevant and differentiated in dynamic markets.
Review
Sam Hill President, Helios Consulting; former Vice Chairman, DMBandB Brand portfolio optimization will be the value-creating management approach of the next decade, and will change the way we do business as fundamentally as has business process reengineering or six sigma. Dr. Aaker has written a simple and pragmatic guidebook that will be tremendously useful to strategists. He has almost single-handedly transformed branding from an art into a science, and no one is better qualified to lead the discussion on brand portfolio strategy.
Review
Anil Menon Vice President, Corporate Brand Strategy and Worldwide Market Intelligence, IBM Corporation Effective branding is a mission-critical business priority. And, as product-markets increasingly commoditize, a clear brand strategy can offer a path to competitive differentiation, particularly for B2B companies. Professor Aaker is at his brilliant best in this book with clear advice on how to make brands 'real' in the daily life of an organization and relevant in the marketplace.
Review
Philip Kotler Professor of International Marketing, Kellogg School of Management, Northwestern University andlt;Iandgt;Brand Portfolio Strategyandlt;/Iandgt; is a 'must' read for any company saddled with brands whose roles and relationships go begging for clarification and wiser direction. David Aaker, our most original conceptual thinker on branding, has again pushed brand management into exciting new territory.
Review
Anna Catalano Group Vice President, Marketing, BP Aaker's epilogue of 20 takeaways should be a bible for all brand managers who want to drive business success.
Review
Bernhard Eggli Managing Director, Head of Brand Management, UBS There's no authority on branding to equal David Aaker, and here he shows again his weight of experience and keenness of insight. This is a thoughtful exploration of how to structure, manage, and extend a brand portfolio for maximum value. The passages on how to energize and differentiate a brand are especially illuminating. Excellent.
Review
Peter Sealey Ph.D., former Chief Marketing Officer, The Coca-Cola Company andlt;Iandgt;Brand Portfolio Strategyandlt;/Iandgt; hits the mark dead center into the most relevant and hotly debated topic in marketing today. Aaker builds on his previous trilogy of seminal branding books with his best offering yet -- a great strategic and practical read.
About the Author
andlt;Bandgt;David A. Aakerandlt;/Bandgt; is the Vice-Chairman of Prophet, Professor Emeritus of Marketing Strategy at the Haas School of Business, University of California at Berkeley, Advisor to Dentsu, Inc., and a recognized authority on brands and brand management. The winner of the Paul D. Converse Award for outstanding contributions to the development of the science of marketing and the Vijay Mahajan Award for Career Contributions to Marketing Strategy, he has published more than ninety articles and eleven books, including andlt;Iandgt;Strategic Market Management, Managing Brand Equity, Building Strong Brands,andlt;/Iandgt; and andlt;Iandgt;Brand Leadershipandlt;/Iandgt; (co-authored with Eric Joachimsthaler).
Table of Contents
andlt;BRandgt;andlt;Bandgt;Contentsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Prefaceandlt;BRandgt;andlt;BRandgt;Acknowledgmentsandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Part I: What is Brand Portfolio Strategy?andlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 1. Brand Portfolio Strategyandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The Intel Caseandlt;BRandgt;andlt;BRandgt;What Is a Brand Portfolio Strategy?andlt;BRandgt;andlt;BRandgt;Dimensions of the Brand Portfolio Strategyandlt;BRandgt;andlt;BRandgt;Brand Portfolio Objectivesandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 2. The Brand Relationship Spectrumandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The Disney Brand Familyandlt;BRandgt;andlt;BRandgt;Master Brands, Endorsers, Subbrands, and Driver Rolesandlt;BRandgt;andlt;BRandgt;Linking Brands -- The Brand Relationship Spectrumandlt;BRandgt;andlt;BRandgt;A House of Brandsandlt;BRandgt;andlt;BRandgt;Endorsed Brandsandlt;BRandgt;andlt;BRandgt;Subbrandsandlt;BRandgt;andlt;BRandgt;A Branded Houseandlt;BRandgt;andlt;BRandgt;Selecting the Right Position in the Brand Relationship Spectrumandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 3. Inputs to Brand Portfolio Decisionsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Microsoftandlt;BRandgt;andlt;BRandgt;Citigroupandlt;BRandgt;andlt;BRandgt;Market Forces and Dynamicsandlt;BRandgt;andlt;BRandgt;Business Strategyandlt;BRandgt;andlt;BRandgt;Brand Equities and Identitiesandlt;BRandgt;andlt;BRandgt;The Brand Portfolio Auditandlt;BRandgt;andlt;BRandgt;Managing the Brand Portfolioandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Part II. Creating Relevance, Differentiation, and Energyandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 4. Brand Relevanceandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;PowerBarandlt;BRandgt;andlt;BRandgt;What Is Relevance?andlt;BRandgt;andlt;BRandgt;Strategies to Create or Maintain Relevanceandlt;BRandgt;andlt;BRandgt;Relevance vs. Stick to Your Knittingandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 5. Energizing and Differentiating the Brandandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Sonyandlt;BRandgt;andlt;BRandgt;Differentiating and Energizing a Brandandlt;BRandgt;andlt;BRandgt;Branded Differentiatorsandlt;BRandgt;andlt;BRandgt;Branded Energizersandlt;BRandgt;andlt;BRandgt;Managing Branded Differentiators and Energizersandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 6. Accessing Strategic Assets: Brand Alliancesandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Ford Explorer Eddie Bauer Editionandlt;BRandgt;andlt;BRandgt;Co-Master Branded Offeringsandlt;BRandgt;andlt;BRandgt;External Branded Differentiatorsandlt;BRandgt;andlt;BRandgt;External Branded Energizersandlt;BRandgt;andlt;BRandgt;Tactical Brand Alliancesandlt;BRandgt;andlt;BRandgt;Developing Effective Brand Alliancesandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Part III. Leveraging Brand Assetsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 7. Leveraging the Brand into New Product-Marketsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Doveandlt;BRandgt;andlt;BRandgt;Leveraging the Brand into New Offeringsandlt;BRandgt;andlt;BRandgt;Will the Brand Enhance the Extension?andlt;BRandgt;andlt;BRandgt;Will the Extension Enhance the Brand?andlt;BRandgt;andlt;BRandgt;Is There a Compelling Need for a New Brand?andlt;BRandgt;andlt;BRandgt;Putting Extension Risks into Perspectiveandlt;BRandgt;andlt;BRandgt;Creating Range Brand Platformsandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 8. Participating in Upscale and Value Marketsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;GE Appliancesandlt;BRandgt;andlt;BRandgt;Marriottandlt;BRandgt;andlt;BRandgt;The Vertical Brand Extensionandlt;BRandgt;andlt;BRandgt;Moving the Brand Downandlt;BRandgt;andlt;BRandgt;Moving a Brand Upandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Part IV. Bringing Focus and Clarity to the Brand Portfolioandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 9. Leveraging the Corporate Brandandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Dellandlt;BRandgt;andlt;BRandgt;United Parcel Service (UPS)andlt;BRandgt;andlt;BRandgt;The Corporate Brandandlt;BRandgt;andlt;BRandgt;Why Leverage the Corporate Brand?andlt;BRandgt;andlt;BRandgt;Challenges in Managing the Corporate Brandandlt;BRandgt;andlt;BRandgt;Endorser Roleandlt;BRandgt;andlt;BRandgt;Changing the Corporate Brand Nameandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Chapter 10. Toward Focus and Clarityandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Unileverandlt;BRandgt;andlt;BRandgt;Ford vs. BMWandlt;BRandgt;andlt;BRandgt;Too Many Brands?andlt;BRandgt;andlt;BRandgt;Too Many Product Variants: Decision Fatigueandlt;BRandgt;andlt;BRandgt;Strategic Brand Consolidationandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;Epilogue: Brand Portfolio Strategy -- 20 Takeawaysandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Notesandlt;BRandgt;andlt;BRandgt;Index