Informationen zum Autor David A. Aaker 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 Strategic Market Management , Managing Brand Equity , Building Strong Brands , and Brand Leadership (coauthored with Eric Joachimsthaler). Klappentext A dozen management fads have come and gone in the past decade, but brand equity, first explored by David Aaker in the late 1980s, has exploded in importance. Recognized by Brandweek as "the dean of the brand-equity movement," Aaker now prepares managers for the next level of the brand revolution -- brand leadership.For the first time, Aaker and coauthor Erich Joachimsthaler describe how the emerging paradigm of strategic brand leadership is replacing the classic, tactically oriented brand management system pioneered by Procter & Gamble. This fundamental shift involves nothing less than a revolution in organizational structure, systems, and culture -- as the authors demonstrate with hundreds of case studies from companies such as Polo Ralph Lauren, Virgin Airlines, Adidas, GE, Marriott, IBM, McDonald's, Maggi, and Swatch. This immensely readable book provides the brand management team with the capability to: Create and elaborate brand identities (what should the brand stand for) Use the brand relationship spectrum, a powerful tool to harness subbrands and endorsed brands to form brand architectures that create clarity, synergy and leveraged assets Identify the customer "sweet spot" and the driving idea that will move brand-building efforts beyond advertising to break out of the clutter Use the Internet and sponsorship to make brands resources work more effectively * Address the four imperatives of global brand management Like David Aaker's two previous bestselling books, Brand Leadership will be essential reading for line executives and brand managers in market-driven firms worldwide. Leseprobe Chapter One: Brand Leadership -- The New Imperative It's a new brand world. -- Tom Peters A brand strategy must follow the business strategy. -- Dennis Carter, Intel BRAND MANAGEMENT -- THE CLASSIC MODEL In May 1931, Neil McElroy, who later rose to be a successful CEO of Procter & Gamble (P&G) and still later became the U.S. secretary of defense, was a junior marketing manager responsible for the advertising for Camay soap. Ivory ("99.44% pure" since 1879) was then the king at P&G, while the company's other brands were treated in an ad hoc manner. McElroy observed that the Camay marketing effort was diffuse and uncoordinated, with no budget commitment or management focus. As a result, Camay drifted and languished. Frustrated, McElroy wrote a now-classic memo proposing a brand-focused management system. The McElroy memo detailed the solution -- a brand management team that would be responsible for creating a brand's marketing program and coordinating it with sales and manufacturing. This memo, which built on the ideas and activities of several people inside and outside P&G, has had a profound effect on how firms around the world manage their brands. The system McElroy proposed was geared to solve "sales problems" by analyzing sales and profits for each market area in order to identify problem markets. The brand manager conducted research to understand the causes of the problem, developed response programs to turn it around, and then used a planning system to help ensure that the programs were implemented on t...

Klappentext

A dozen management fads have come and gone in the past decade, but brand equity, first explored by David Aaker in the late 1980s, has exploded in importance. Recognized by Brandweek as "the dean of the brand-equity movement," Aaker now prepares managers for the next level of the brand revolution -- brand leadership. For the first time, Aaker and coauthor Erich Joachimsthaler describe how the emerging paradigm of strategic brand leadership is replacing the classic, tactically oriented brand management system pioneered by Procter & Gamble. This fundamental shift involves nothing less than a revolution in organizational structure, systems, and culture -- as the authors demonstrate with hundreds of case studies from companies such as Polo Ralph Lauren, Virgin Airlines, Adidas, GE, Marriott, IBM, McDonald's, Maggi, and Swatch. This immensely readable book provides the brand management team with the capability to: Create and elaborate brand identities (what should the brand stand for) Use the brand relationship spectrum, a powerful tool to harness subbrands and endorsed brands to form brand architectures that create clarity, synergy and leveraged assets Identify the customer "sweet spot" and the driving idea that will move brand-building efforts beyond advertising to break out of the clutter Use the Internet and sponsorship to make brands resources work more effectively * Address the four imperatives of global brand management Like David Aaker's two previous bestselling books, Brand Leadership will be essential reading for line executives and brand managers in market-driven firms worldwide.

Leseprobe
Chapter One: Brand Leadership -- The New Imperative

It's a new brand world.

-- Tom Peters

A brand strategy must follow the business strategy.

-- Dennis Carter, Intel

BRAND MANAGEMENT -- THE CLASSIC MODEL

In May 1931, Neil McElroy, who later rose to be a successful CEO of Procter & Gamble (P&G) and still later became the U.S. secretary of defense, was a junior marketing manager responsible for the advertising for Camay soap. Ivory ("99.44% pure" since 1879) was then the king at P&G, while the company's other brands were treated in an ad hoc manner. McElroy observed that the Camay marketing effort was diffuse and uncoordinated, with no budget commitment or management focus. As a result, Camay drifted and languished. Frustrated, McElroy wrote a now-classic memo proposing a brand-focused management system.

The McElroy memo detailed the solution -- a brand management team that would be responsible for creating a brand's marketing program and coordinating it with sales and manufacturing. This memo, which built on the ideas and activities of several people inside and outside P&G, has had a profound effect on how firms around the world manage their brands.

The system McElroy proposed was geared to solve "sales problems" by analyzing sales and profits for each market area in order to identify problem markets. The brand manager conducted research to understand the causes of the problem, developed response programs to turn it around, and then used a planning system to help ensure that the programs were implemented on time. The responses used not only advertising but also other marketing tools, such as pricing, promotions, in-store displays, salesforce incentives, and packaging changes or product refinements.

In part, the classic brand management system was successful at P&G and elsewhere because it was typically staffed by exceptional planners, doers, and motivators. The process of managing a complex system -- often involving R&D, manufacturing, and logistics in addition to advertising, promotion, and distribution-channel issues -- required management skills and a get-it-done ethic. Successful brand managers also needed to have exceptional coordination and motivational skills because the brand manager typically had no direct line authority over the people (both inside and outside the company) involved in implementing branding programs.

Although it was not specifically discussed in his memo, the…