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The most important assets of any business are intangible: its company name, brands, symbols, and slogans, and their underlying associations, perceived quality, name awareness, customer base, and proprietary resources such as patents, trademarks, and channel relationships. These assets, which comprise brand equity, are a primary source of competitive advantage and future earnings, contends David Aaker, a national authority on branding. Yet, research shows that managers cannot identify with confidence their brand associations, levels of consumer awareness, or degree of customer loyalty. Moreover in the last decade, managers desperate for short-term financial results have often unwittingly damaged their brands through price promotions and unwise brand extensions, causing irreversible deterioration of the value of the brand name. Although several companies, such as Canada Dry and Colgate-Palmolive, have recently created an equity management position to be guardian of the value of brand names, far too few managers, Aaker concludes, really understand the concept of brand equity and how it must be implemented. In a fascinating and insightful examination of the phenomenon of brand equity, Aaker provides a clear and well-defined structure of the relationship between a brand and its symbol and slogan, as well as each of the five underlying assets, which will clarify for managers exactly how brand equity does contribute value. The author opens each chapter with a historical analysis of either the success or failure of a particular company's attempt at building brand equity: the fascinating Ivory soap story; the transformation of Datsun to Nissan; the decline of Schlitz beer; the making of the Ford Taurus; and others. Finally, citing examples from many other companies, Aaker shows how to avoid the temptation to place short-term performance before the health of the brand and, instead, to manage brands strategically by creating, developing, and exploiting each of the five assets in turn
Written by today's leading authority in brand management and incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions-- and thus improving the long-term profitability of specific brand strategies. Finely focused on "how-to" and "why" throughout, it provides specific tactical guidelines for planning, building, measuring, and managing brand equity. It includes numerous examples on virtually every topic and over 100 Branding Briefs that identify successful and unsuccessful brands and explain why they have been so. For industry professionals from brand managers to chief marketing officers.
"The art of building sales is, to a large extent, the art of building brands. After reading Kapferer's book, you'll never again think of a brand as just a name. Several exciting new ideas and perspectives on brand building are offered that have been absent from our literature".--Philip Kotler".An invaluable reference for designers, marketing managers and brand managers alike".--Design magazine.
The most important assets of any business are intangible: its company name, brands, symbols and slogans and their underlying association, perceived quality, name awareness, and customer base. These assets, which comprise brand equity, are a primary source of competitive advantage and future earnings, contends David Aaker, a national authority on branding. Yet, research shows that managers cannot identify with confidence their brand associations, level of consumer awareness, or degree of customer loyalty. Moreover, in the last decade, managers desperate for short-term financial results have often unwittingly damaged their brands through price promotions and unwise brand extensions, causing irreversible deterioration of the value of the brand name.
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, MANAGING BRAND EQUITY, 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. 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-organisation, and brand-as-symbol perspectives. 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. 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.
This book is the definitive resource for understanding the phenomena and process of personal brand management as it becomes increasingly valued in a global economy. By providing a research-based, theoretical framework, the author distills the concept of personal branding as it is applicable to individuals throughout all stages of career development as well as across industries and disciplines. Extensively researched with numerous case studies, this book clearly outlines the strategic process of evaluating the economic value of a personal brand to manage and scale it accordingly. The author, an expert in the field of personal brand strategy and management, argues that a business is what a person or organization does, but the brand is what people expect from that person or organization. The two must align, and the book’s conceptual framework explains the theory and practice behind personal branding to accomplish this synergism. The consequence of the digital age is unprecedented visibility for individuals and businesses. As they engage with one another in more and more virtual spaces, the need for understanding and managing the evolving complexity of this ‘personal’ engagement is an economic reality. For this reason, the framework in this title provides insight and perspective on all phases of a brand in its recursive life cycle both on and offline. By providing clarity and structure to the topic as well as practical theory for its application, this title is the ultimate primer on personal branding in theory and practice.
Adopted internationally by business schools and MBA programmes, this book is the ultimate resource for senior strategists, positioning professionals and postgraduate students to understand and overcome the challenges of brand management and strategy today, written by the leading international expert of branding, Jean-Noël Kapferer. The New Strategic Brand Management is simply the reference source for branding professionals and postgraduate students. Over the years it has not only established a reputation as one of the leading works on brand strategy, but also has become synonymous with the topic itself. Using an array of international case studies, this book covers all the leading issues faced by brand strategists today, with both gravitas and intelligent insight. It reveals new thinking on topics such as putting culture and content into brands, the impact of private labels and the comeback of local brands. This updated fifth edition builds on the book's already impressive reputation, including new content that will help students and practitioners stay up to date with targeting, with relevant research and market knowledge to support the discipline. With dedicated sections for specific types of brands (luxury, corporate and retail), international examples and case studies from companies such as Audi, Nivea, Toyota and Absolut Vodka; plus models and frameworks such as the Brand Identity Prism; The New Strategic Brand Management remains at the forefront of strategic brand thinking.
In this long-awaited book from the world’s premier brand expert and author of the seminal work Building Strong Brands, 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, cobrands, and brand extensions. 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. Brand Portfolio Strategy is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.
This book bridges the gap between strengthening the ‘employee brand’ and the building ‘external brand image’ by synthesizing the two approaches. The result is a blurring of the boundaries and assigning creative powers to both. A customer has a number of interactions with the company, and each of these interactions has an impact on the brand equity account – either positive or negative. Examples of interactions include: the product itself, the purchasing process, the consumption experience, the ‘face’ of the organization, the call center, media etc. The real issue for the company is how to translate the optimized ‘ideal’ customer journey into effective company programmes, how to track their progress and their actual impact on brand equity, customer satisfaction and loyalty. This book takes a holistic view to brand management and distills this complex system into palatable chunks, involving all functions of the company. The book demonstrates the effect of an organization that facilitates and rewards employee brand commitment on ‘external brand equity (eg: customer satisfaction and loyalty) and ‘internal brand equity’ (eg: product improvement and innovation potential resident in the organization). While the more obvious benefits of this approach include the usual suspects such as increased sales and revenues, less obvious benefits include employee stress reduction through the elimination of tensions and incongruity between external and internal value systems. The result is a significant contribution to creativity, brand commitment, overall employee satisfaction and, finally, a company’s ability to attract and retain talent. The above is achieved via a very practical, step-by-step guide, lavishly illustrated with case studies from over 100 fascinating brands (the authors have researched and surveyed companies such as: Aer Lingus, BMW, BP, Deutsche Bank, Ducati, Edun, Google, innocent drinks, Lacoste, Lego, Manner, Maggi, Orange, Old Mutual, Rabobank, Sony, SOS Childrens Villages, Siemens, Thomas Sabo, TED/United, TUI, UBS, Vauxhall, Wal-Mart, Wikimedia, any many more) the authors are able to paint a very real picture of the issues facing business and provide powerful solutions. Refreshingly, this book draws on examples from across the globe, giving the book cultural depth. Each case helps demonstrate the arguments put forward by the authors. After reading this book the audience should be able to answer the following questions: How can I build a strong brand? Where do I start? Which analyses do I have to conduct? Who needs to be involved? How can I make sure every part of the organisation lives the brand? How can I revive the brand ? How can I create a new and relevant connection between the brand and key target audiences? How can I develop and expand the brand? How can future orientation become part of the brand? How can I best structure the brand portfolio? Which role should each of the brands adapt in order to optimise results? How do I best manage the brand? How do I cultivate and empower brand enthusiasts in the organisation? How do I foster and leverage networked collaboration?