Synopses & Reviews
In this compelling work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonald's, and others to demonstrate how strong brands have been created and managed.andlt;BRandgt;andlt;BRandgt;As industries turn increasingly hostile, it is clear that strong brand-building skills are needed to survive and prosper. In David Aaker's pathbreaking book, andlt;Iandgt;Managing Brand Equity,andlt;/Iandgt; managers discovered the value of a brand as a strategic asset and a company's primary source of competitive advantage. Now, in this compelling new work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonald's, and others to demonstrate how strong brands have been created and managed.andlt;BRandgt; andlt;BRandgt;A common pitfall of brand strategists is to focus on brand attributes. Aaker shows how to break out of the box by considering emotional and self-expressive benefits and by introducing the brand-as-person, brand-as-organization, and brand-as-symbol perspectives. The twin concepts of brand identity (the brand image that brand strategists aspire to create or maintain) and brand position (that part of the brand identity that is to be actively communicated) play a key role in managing the "out-of-the-box" brand.andlt;BRandgt; andlt;BRandgt;A second pitfall is to ignore the fact that individual brands are part of a larger system consisting of many intertwined and overlapping brands and subbrands. Aaker shows how to manage the "brand system" to achieve clarity and synergy, to adapt to a changing environment, and to leverage brand assets into new markets and products.andlt;BRandgt; andlt;BRandgt;Aaker also addresses practical management issues, introducing a set of brand equity measures, termed the brand equity ten, to help those who measure and track brand equity across products and markets. He presents and analyzes brand-nurturing organizational forms that are responsive to the challenges of coordinated brands across markets, products, roles, and contexts. Potentially destructive organizational pressures to change a brand's identity and position are also discussed.andlt;BRandgt; andlt;BRandgt;As executives in a wide range of industries seek to prevent their products and services from becoming commodities, they are recommitting themselves to brands as a foundation of business strategy. This new work will be essential reading for the battle-ready.
Review
Joe Weller Chairman and Chief Executive Officer, Nestle USA, Inc. andlt;Iandgt;Managing Brand Equityandlt;/Iandgt; established the baseline. This book builds on that solid foundation.
Review
Robert A. Lutz President and Chief Operating Officer, Chrysler Corporation A failure to maintain strong brands is one of the key reasons the American auto industry encountered a "lost generation" of customers in the 1970"s and 1980"s. And one of our fundamental problems was mistaking "brand identity" (what we andlt;Iandgt;wanted andlt;/Iandgt;to be) for "brand image" (what we really were)and#151;just one of the many issues explored in this insightful book. Every American company could benefit from the kind of soul-searching about brands that Professor Aaker advocates.
Review
Tom Peters Author of andlt;Iandgt;The Pursuit of WOW!andlt;/Iandgt; A masterpiece...sophisticated, practical, and readable. It applies to the Big Guys....and makes sense for start-ups as well. Brand loyalty is anything but dead: Believe it!
Review
Joe Weller
Chairman and Chief Executive Officer, Nestle USA, Inc.
Managing Brand Equity established the baseline. This book builds on that solid foundation.
Review
Stephen P. Weisz Senior Vice President, Lodging Brands, Marriott Lodging Group A breakthrough work on the strategic value of brands...required reading for anyone who must maximize the profitability of their brands.
Review
Peter A. Georgescu Chairman and Chief Executive Officer, Young andamp; Rubicam Inc. Aaker's "brand system" and his discussion of brand equity measurement should fundamentally change our perspectives on marketing.
Review
Joseph W. Tripoli Senior Vice President, Global Marketing, Products and Services, MasterCard International Incorporated Rarely is the sequel as good as the original. This time it's better! With compelling case studies and insightful discussion, Aaker extends the concepts put forth in andlt;Iandgt;Managing Brand Equity andlt;/Iandgt;to create the first true owner's manual for brand managers. Aaker is the brand name in brand management!
Review
Peter Sealey, PH. D. Former Senior Vice President, Global Marketing, The Coca-Cola Company; presently Executive Consultant to the President, Sony New Technologies Inc. A must read...will take us to a new level of understanding...a treasure!
Review
Dennis Carter Vice President, Director of Marketing, Intel Corporation A must for all marketing people.
Description
Includes bibliographical references (p. 359-366) and index.
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;andlt;Bandgt;1. What is a Strong Brand?andlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The Kodak Storyandlt;BRandgt;andlt;BRandgt;What Is Brand Equity?andlt;BRandgt;andlt;BRandgt;Brand Awarenessandlt;BRandgt;andlt;BRandgt;Perceived Qualityandlt;BRandgt;andlt;BRandgt;Brand Loyaltyandlt;BRandgt;andlt;BRandgt;Brand Associationsandlt;BRandgt;andlt;BRandgt;Objectives of the Bookandlt;BRandgt;andlt;BRandgt;Building Strong Brands Why Is It Hard?andlt;BRandgt;andlt;BRandgt;andlt;Bandgt;2. The Saturn Storyandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Saturn -- A Strong Brand?andlt;BRandgt;andlt;BRandgt;How Saturn Built a Brandandlt;BRandgt;andlt;BRandgt;Challenges Facing Saturn and General Motorsandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;3. The Brand Identity Systemandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;What Is Brand Identity?andlt;BRandgt;andlt;BRandgt;Brand Identity Trapsandlt;BRandgt;andlt;BRandgt;Four Brand Identity Perspectivesandlt;BRandgt;andlt;BRandgt;The Identity Structureandlt;BRandgt;andlt;BRandgt;Providing a Value Propositionandlt;BRandgt;andlt;BRandgt;Providing Credibilityandlt;BRandgt;andlt;BRandgt;The Bottom Line: A Brand-Customer Relationshipandlt;BRandgt;andlt;BRandgt;Working with Multiple Brand Identitiesandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;4. Organizational Associationsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The Body Shop Storyandlt;BRandgt;andlt;BRandgt;The Story of Branding in Japanandlt;BRandgt;andlt;BRandgt;The Brand as Organizationandlt;BRandgt;andlt;BRandgt;Organizational Associationsandlt;BRandgt;andlt;BRandgt;How Organizational Associations Workandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;5. Brand Personalitandlt;/Bandgt;yandlt;BRandgt;andlt;BRandgt;The Harley-Davidson Storyandlt;BRandgt;andlt;BRandgt;Measuring Brand Personalityandlt;BRandgt;andlt;BRandgt;How a Brand Personality is Createdandlt;BRandgt;andlt;BRandgt;Why Use Brand Personality?andlt;BRandgt;andlt;BRandgt;The Self-Expression Modelandlt;BRandgt;andlt;BRandgt;The Relationship Basis Modelandlt;BRandgt;andlt;BRandgt;The Functional Benefit Representation Modelandlt;BRandgt;andlt;BRandgt;Brand Personality versus User Imageryandlt;BRandgt;andlt;BRandgt;Brand Personality as a Sustainable Advantageandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;6. Identity Implementationandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The Brand Positionandlt;BRandgt;andlt;BRandgt;Achieving Brilliance in Executionandlt;BRandgt;andlt;BRandgt;Trackingandlt;BRandgt;andlt;BRandgt;A Strategic Brand Analysisandlt;BRandgt;andlt;BRandgt;The Power of Brand Identity and Positionandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;7. Brand Strategies Over Timeandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The General Electric Storyandlt;BRandgt;andlt;BRandgt;The Smirnoff Storyandlt;BRandgt;andlt;BRandgt;Why Change Identities, Positions or Executions?andlt;BRandgt;andlt;BRandgt;Why Consistency (If Done Well) is Betterandlt;BRandgt;andlt;BRandgt;Consistency Over Time: Why Is It Hard?andlt;BRandgt;andlt;BRandgt;The Search for the Fountain of Youthandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;8. Managing Brand Systemsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Toward a System of Brandsandlt;BRandgt;andlt;BRandgt;Driver Rolesandlt;BRandgt;andlt;BRandgt;The Endorser Roleandlt;BRandgt;andlt;BRandgt;Strategic Brandsandlt;BRandgt;andlt;BRandgt;Subbrand Rolesandlt;BRandgt;andlt;BRandgt;Branding Benefitsandlt;BRandgt;andlt;BRandgt;Silver Bulletsandlt;BRandgt;andlt;BRandgt;How Many Brands?andlt;BRandgt;andlt;BRandgt;andlt;Bandgt;9. Leveraging the Brandandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;The Healthy Choice Storyandlt;BRandgt;andlt;BRandgt;The Kingsford Charcoal Storyandlt;BRandgt;andlt;BRandgt;Line Extensionsandlt;BRandgt;andlt;BRandgt;Moving the Brand Downandlt;BRandgt;andlt;BRandgt;Moving a Brand Upandlt;BRandgt;andlt;BRandgt;Brand Extension Decisionsandlt;BRandgt;andlt;BRandgt;Creating Range Brandsandlt;BRandgt;andlt;BRandgt;Co-Brandingandlt;BRandgt;andlt;BRandgt;The Brand Systems Auditandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;10. Measuring Brand Equity Across Products andamp;amp; Marketsandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Young andamp;amp; Rubicam's Brand-Asset Valuatorandlt;BRandgt;andlt;BRandgt;Total Research's EquiTrendandlt;BRandgt;andlt;BRandgt;Interbrand's Top Brandsandlt;BRandgt;andlt;BRandgt;Why Measure Brand Equity Across Products and Markets?andlt;BRandgt;andlt;BRandgt;The Brand Equity Tenandlt;BRandgt;andlt;BRandgt;Loyalty Measuresandlt;BRandgt;andlt;BRandgt;Perceived Quality and Leadership Measuresandlt;BRandgt;andlt;BRandgt;Associations/Differentiation Measuresandlt;BRandgt;andlt;BRandgt;Awareness Measuresandlt;BRandgt;andlt;BRandgt;Market Behavior Measuresandlt;BRandgt;andlt;BRandgt;Toward a Single Value of Brand Equityandlt;BRandgt;andlt;BRandgt;Adapting the Measures to a Brand's Contextandlt;BRandgt;andlt;BRandgt;andlt;Bandgt;11. Organizing for Brand Buildingandlt;/Bandgt;andlt;BRandgt;andlt;BRandgt;Brand-Building Imperativesandlt;BRandgt;andlt;BRandgt;Adapting the Organization for Brand Buildingandlt;BRandgt;andlt;BRandgt;The Role of the Agencyandlt;BRandgt;andlt;BRandgt;A Parting Wordandlt;BRandgt;andlt;BRandgt;Notesandlt;BRandgt;andlt;BRandgt;Indexandlt;BRandgt;andlt;BRandgt;About the Author