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One of the most respected marketing gurus in the world shows why some of today's biggest brands are having trouble and how to avoid repeating their mistakes. It wasn't long ago that Levi-Strauss, Xerox, Crest, AT&T, Firestone, and Digital Equipment dominated their respective markets. What happened to undermine their standings and of those of other superbrands? Are their declines simply the inevitable consequence of change and the birth of new competition? In this important predecessor to the classic Differentiate or Die, "the king of positioning," Jack Trout answers that question with a resounding "No!" Writing in his signature, straight-from-the-hip style he reveals the disastrous marketing and strategy blunders that led to the dissolution of the most recognized superbrands. He clearly shows how those mistakes could have been avoided. With the help of in-depth case studies chronicling the events leading up to the falls from grace of Sears, Miller Brewing, Xerox, Crest, Burger King, and other past market leaders, he identifies the ten most common mistakes that big brands make, and he develops a set of expert guidelines for marketing managers and executives on how to build, protect, manage, and expand their companies' brands and avoid brand-killing blunders.
Hailed as "toweringly important" (Baltimore Sun), "a work of scrupulous and significant reportage" (E. L. Doctorow), and "an unforgettable historical drama" (Chicago Sun-Times), Big Trouble brings to life the astonishing case that ultimately engaged President Theodore Roosevelt, Supreme Court justice Oliver Wendell Holmes, and the politics and passions of an entire nation at century's turn. After Idaho's former governor is blown up by a bomb at his garden gate at Christmastime 1905, America's most celebrated detective, Pinkerton James McParland, takes over the investigation. His daringly executed plan to kidnap the radical union leader "Big Bill" Haywood from Colorado to stand trial in Idaho sets the stage for a memorable courtroom confrontation between the flamboyant prosecutor, progressive senator William Borah, and the young defender of the dispossessed, Clarence Darrow. Big Trouble captures the tumultuous first decade of the twentieth century, when capital and labor, particularly in the raw, acquisitive West, were pitted against each other in something close to class war. Lukas paints a vivid portrait of a time and place in which actress Ethel Barrymore, baseball phenom Walter Johnson, and editor William Allen White jostled with railroad magnate E. H. Harriman, socialist Eugene V. Debs, gunslinger Charlie Siringo, and Operative 21, the intrepid Pinkerton agent who infiltrated Darrow's defense team. This is a grand narrative of the United States as it charged, full of hope and trepidation, into the twentieth century.
At sumer camp, a boy is obsessed with finding Omah, a hairy creature that reportedly roams the woods.
Sometimes Eve feels overwhelmed by her two younger twin sisters, but things really get out of hand when the family decides to attend a festival for twins at the Twinsville resort.
It's all in the reflexes. Jack Burton from John Carpenter's cult-hit film, Big Trouble in Little China returns ... A direct sequel to the film, Jack is back and he's brought some old friends--and a few enemies. Kidnapped and dropped into communist Russia, Jack and his best friend Wang must survive .the KGB, the ancient Chinese Wing Kong, and a series of fantastical horrors if they ever want to get home. With the help of Gracie Law and Egg Shen, they will have to unlock a centuries-old mystery that could tear apart the very fabric of reality in order to survive.
Walmart. Coca-Cola. BP. Toyota. The world economy runs on the profits of transnational corporations. Politicians need their backing. Non-profit organizations rely on their philanthropy. People look to their brands for meaning. And their power continues to rise. Can these companies, as so many are now hoping, provide the solutions to end the mounting global environmental crisis? Absolutely, the CEOs of big business are telling us: the commitment to corporate social responsibility will ensure it happens voluntarily. Peter Dauvergne challenges this claim, arguing instead that corporations are still doing far more to destroy than protect our planet. Trusting big business to lead sustainability is, he cautions, unwise — perhaps even catastrophic. Planetary sustainability will require reining in the power of big business, starting now.
The authorized and in-continuity sequel to the cult hit film Big Trouble in Little China, co-written by its creator, John Carpenter, presented in a new value priced format! Jack Burton, a macho, truck-driving adventurer, finds a stowaway demon hiding on his rig, The Pork Chop Express, but that soon becomes the least of his troubles. He helped his best friend Wang save his fiancée from the clutches of an ancient sorcerer, but now the wedding has been invaded by more evil forces with one thing on their minds—revenge against Jack Burton! Director John Carpenter returns with Eric Powell (The Goon) and artist Brian Churilla (Secret History of D.B. Cooper) in the continuing adventures of Jack Burton, taking place mere moments after the ending to the cult-classic film. Collects Big Trouble In Little China #1-12, previously collected in Big Trouble in Little China Volumes 1-3. Legacy Editions collect every issue of the most popular BOOM! Studios series in chronological order and in a newly designed, value priced format for the very first time
It's not just smaller, lesser-known companies that have launched dud brands. On the contrary, most of the world's global giants have launched new products that have flopped - spectacularly and at great cost. Haig organizes these 100 ""failures"" into ten types which include classic failures (e.g., New Coke), idea failures (e.g., R.J.Reynolds' smokeless cigarettes), extension failures (e.g. Harley Davidson perfume), culture failures (e.g., Kellogs in India), and technology failures (e.g., Pets.com).
How to use brands to gain and sustain competitive advantage Companies today face a dilemma in marketing. The tried-and-true formulas to create sales and market share behind brands are becoming irrelevant and losing traction with consumers. In this book, Gerzema and LeBar offer credible evidence--drawn from a detailed analysis of a decade's worth of brand and financial data using Y&R's Brand Asset Valuator (BAV), the largest database of brands in the world--that business is riding on yet another bubble that is ready to burst--a brand bubble. While most managers still see metrics like trust and awareness as the backbone of how brands are built, Gerzema asserts they're dead wrong--these metrics do not add to increased asset value. In fact, by following them, they actually hasten the declining value of their brands. Using a five-stage model, The Brand Bubble reveals how today's successful brands--and tomorrow's--have an insatiable appetite for creativity and change. These brands offer consumers a palpable sense of movement and direction thanks to a powerful "energized differentiation." Gerzema reveals how brands with energized differentiation achieve better financial performance than traditional brands have. Plus, Gerzema helps readers develop energized differentiation in their own brands, creating consumer-centric and sustainable organizations.
Not just another day at the office or is it? -The surgical technician ducks as a stapler flies past his head during the concluding moments of a lengthy and difficult operation. -The high-powered, internationally known finance guru seeks to turn fortunes around at the university of which he is now president and finds himself a leader without followers. -The powerful satraps silently sabotage the CEO's desperately needed growth initiative. These are "moments that cannot be ignored" -- events, actions, comments that stop people in their tracks and, in one fell swoop, make it blindingly clear that an organization is stuck and unable to move forward. And they have become regular occurrences in today's corporations, non-profits, and educational institutions as new forms of work, communication, and technology expose the ways in which an organization's culture -- or "the way we do things around here" -- conflicts with new competitive demands. The result: telling incidents -- all too visible elephants in the room -- that reveal underlying conflicts as well as hidden assets. In The Moment You Can't Ignore, Malachi O'Connor and Barry Dornfeld tell fascinating "you are there" stories of people and organizations as they encounter and then navigate through and beyond these un-ignorable moments, and show what we can learn from them. They outline the big questions organizations need to ask themselves about identity, leadership, and the capacity to innovate that an understanding of culture can help answer, and deliver powerful insights into recognizing and harnessing hidden assets that point in the direction of a new future. In our age of porous organizations and constant change, The Moment You Can't Ignore demonstrates that the adage, "culture eats strategy for lunch," is more relevant now than ever.