Picture 1 of 1

Stock photo

Building Strong Brands by David A. Aaker (1995, Hardcover)

ZBK Books (158569)

99.1% positive feedback

Price:

US $4.81

ApproximatelyAU $7.43

+ $17.75 postage

Estimated delivery Thu, 21 Aug - Mon, 1 Sep

Returns:

30-day returns. Buyer pays for return postage. If you use an eBay postage label, it will be deducted from your refund amount.

Condition:

Acceptable

Text is readable, book is clean, pages and cover mostly intact. May show normal wear and tear. Item may be missing CD.

About this product

Product Identifiers

PublisherFree Press

ISBN-10002900151X

ISBN-139780029001516

eBay Product ID (ePID)27038198055

Product Key Features

Number of Pages400 Pages

LanguageEnglish

Publication NameBuilding Strong Brands

Publication Year1995

SubjectMarketing / General, Consumer Guides, Consumer Behavior, Management, Property

TypeNot Available

Subject AreaLaw, Reference, Business & Economics

AuthorDavid A. Aaker

FormatHardcover

Dimensions

Item Height1.2 in

Item Weight21 Oz

Item Length9.2 in

Item Width6.1 in

Additional Product Features

LCCN95-009238

Dewey Edition21

ReviewsPeter A. Georgescu Chairman and Chief Executive Officer, Young & Rubicam Inc. Aaker's "brand system" and his discussion of brand equity measurement should fundamentally change our perspectives on marketing., Robert A. LutzPresident and Chief Operating Officer, Chrysler CorporationA 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 wanted to be) for "brand image" (what we really were)—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., Joseph W. TripoliSenior Vice President, Global Marketing, Products and Services, MasterCard International IncorporatedRarely 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 Managing Brand Equity to create the first true owner's manual for brand managers. Aaker is the brand name in brand management!, Dennis CarterVice President, Director of Marketing, Intel CorporationA must for all marketing people., Joe WellerChairman and Chief Executive Officer, Nestle USA, Inc. Managing Brand Equity established the baseline. This book builds on that solid foundation., Joseph W. TripoliSenior Vice President, Global Marketing, Products and Services, MasterCard International IncorporatedRarely 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 inManaging Brand Equityto create the first true owner's manual for brand managers. Aaker is the brand name in brand management!, Dennis Carter Vice President, Director of Marketing, Intel Corporation A must for all marketing people., Joe WellerChairman and Chief Executive Officer, Nestle USA, Inc.Managing Brand Equityestablished the baseline. This book builds on that solid foundation., 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 wanted to be) for "brand image" (what we really were)-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., Stephen P. WeiszSenior Vice President, Lodging Brands, Marriott Lodging GroupA breakthrough work on the strategic value of brands...required reading for anyone who must maximize the profitability of their brands., 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., Joe Weller Chairman and Chief Executive Officer, Nestle USA, Inc. Managing Brand Equity established the baseline. This book builds on that solid foundation., Tom PetersAuthor ofThe Pursuit of WOW!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!, Peter A. GeorgescuChairman and Chief Executive Officer, Young & Rubicam Inc.Aaker's "brand system" and his discussion of brand equity measurement should fundamentally change our perspectives on marketing., 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 Managing Brand Equity to create the first true owner's manual for brand managers. Aaker is the brand name in brand management!, 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!, Tom Peters Author of The Pursuit of WOW! 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!, Robert A. LutzPresident and Chief Operating Officer, Chrysler CorporationA 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 wewantedto be) for "brand image" (what we really were)—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., 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 wanted to be) for "brand image" (what we really were)—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., 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!, Robert A. LutzPresident and Chief Operating Officer, Chrysler CorporationA 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 wanted to be) for "brand image" (what we really were)-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., Tom PetersAuthor of The Pursuit of WOW! 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!

IllustratedYes

Dewey Decimal658.8/27

Table Of ContentCONTENTS Preface 1. What is a Strong Brand? The Kodak Story What Is Brand Equity? Brand Awareness Perceived Quality Brand Loyalty Brand Associations Objectives of the Book Building Strong Brands Why Is It Hard? 2. The Saturn Story Saturn -- A Strong Brand? How Saturn Built a Brand Challenges Facing Saturn and General Motors 3. The Brand Identity System What Is Brand Identity? Brand Identity Traps Four Brand Identity Perspectives The Identity Structure Providing a Value Proposition Providing Credibility The Bottom Line: A Brand-Customer Relationship Working with Multiple Brand Identities 4. Organizational Associations The Body Shop Story The Story of Branding in Japan The Brand as Organization Organizational Associations How Organizational Associations Work 5. Brand Personalit y The Harley-Davidson Story Measuring Brand Personality How a Brand Personality is Created Why Use Brand Personality? The Self-Expression Model The Relationship Basis Model The Functional Benefit Representation Model Brand Personality versus User Imagery Brand Personality as a Sustainable Advantage 6. Identity Implementation The Brand Position Achieving Brilliance in Execution Tracking A Strategic Brand Analysis The Power of Brand Identity and Position 7. Brand Strategies Over Time The General Electric Story The Smirnoff Story Why Change Identities, Positions or Executions? Why Consistency (If Done Well) is Better Consistency Over Time: Why Is It Hard? The Search for the Fountain of Youth 8. Managing Brand Systems Toward a System of Brands Driver Roles The Endorser Role Strategic Brands Subbrand Roles Branding Benefits Silver Bullets How Many Brands? 9. Leveraging the Brand The Healthy Choice Story The Kingsford Charcoal Story Line Extensions Moving the Brand Down Moving a Brand Up Brand Extension Decisions Creating Range Brands Co-Branding The Brand Systems Audit 10. Measuring Brand Equity Across Products & Markets Young & Rubicam's Brand-Asset Valuator Total Research's EquiTrend Interbrand's Top Brands Why Measure Brand Equity Across Products and Markets? The Brand Equity Ten Loyalty Measures Perceived Quality and Leadership Measures Associations/Differentiation Measures Awareness Measures Market Behavior Measures Toward a Single Value of Brand Equity Adapting the Measures to a Brand's Context 11. Organizing for Brand Building Brand-Building Imperatives Adapting the Organization for Brand Building The Role of the Agency A Parting Word Notes Index About the Author

Intended AudienceTrade

SynopsisIn 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. 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-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. 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. 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. 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., 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-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.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.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.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.

LC Classification NumberHD69.B7A216 1996