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 (co-authored with Eric Joachimsthaler).
This ground-breaking book defines the concept of brand relevanceusing dozens of case studies-Prius, Whole Foods, Westin, iPad andmore-and explains how brand relevance drives market dynamics, whichgenerates opportunities for your brand and threats for thecompetition. Aaker reveals how these companies have made otherbrands in their categories irrelevant. Key points: When managing anew category of product, treat it as if it were a brand; By failingto produce what customers want or losing momentum and visibility,your brand becomes irrelevant; and create barriers to competitorsby supporting innovation at every level of the organization.Using dozens of case studies, shows how to create or dominatenew categories or subcategories, making competitors irrelevantShows how to manage the new category or subcategory as if itwere a brand and how to create barriers to competitorsDescribes the threat of becoming irrelevant by failing to makewhat customer are buying or losing energyDavid Aaker, the author of four brand books, has been calledthe father of branding
This book offers insight for creating and/or owning a newbusiness arena. Instead of being the best, the goal is to be theonly brand around-making competitors irrelevant.
Hired by the world's leading brands to find out what makes their customers tick, Martin Lindstrom spends 300 nights a year in strangers’ homes, carefully observing every detail in order to uncover their hidden desires, and, ultimately, the clues to a multi-million dollar product.
Lindstrom connects the dots in this globetrotting narrative that will enthrall enterprising marketers, as well as anyone with a curiosity about the endless variations of human behavior. You’ll learn...
• How a noise reduction headset at 35,000 feet led to the creation of Pepsi’s new trademarked signature sound.
• How a worn down sneaker discovered in the home of an 11-year-old German boy led to LEGO’s incredible turnaround.
• How a magnet found on a fridge in Siberia resulted in a U.S. supermarket revolution.
• How a toy stuffed bear in a girl’s bedroom helped revolutionize a fashion retailer’s 1,000 stores in 20 different countries.
• How an ordinary bracelet helped Jenny Craig increase customer loyalty by 159% in less than a year.
• How the ergonomic layout of a car dashboard led to the redesign of the Roomba vacuum.
Positioning also shows you how to:Use leading ad agency techniques to capture the biggest market share and become a household name Build your strategy around your competition's weaknesses Reposition a strong competitor and create a weak spot Use your present position to its best advantage Choose the best name for your product Determine when-and why-less is more Analyze recent trends that affect your positioning.
Ries and Trout provide many valuable case histories and penetrating analyses of some of the most phenomenal successes and failures in advertising history. Revised to reflect significant developments in the five years since its original publication, Positioning is required reading for anyone in business today.
Now it is time for more industrial companies to start using branding in a sophisticated way. Some industrial companies have led the way... Caterpillar, DuPont, Siemens, GE. But industrial companies must understand that branding goes far beyond building names for a set of offerings. Branding is about promising that the company's offering will create and deliver a certain level of performance. The promise behind the brand becomes the motivating force for all the activities of the company and its partners. Thus if Motorola promises six sigma quality, then everyone at Motorola is driven to create and deliver this level of performance.
Thus branding is the road that a company must travel to define what it wants to be excellent at and how its offerings differ from competitors. Branding is the outward expression of the company's earlier decisions on positioning its products and articulating its value propositions to buyers. When branding works, the sales people enter the offices of customers already well-known and respected who stand ready to give them a hearing.
Our book is one of the first to probe deeply into the art and science of branding industrial products. We provide the concepts, the theory, and dozens of cases illustrating the successful branding of industrial goods.
In Crossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle—which begins with innovators and moves to early adopters, early majority, late majority, and laggards—there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment.
This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current insights and findings. He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.