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).
Critically examining a wide range of products, businesses, technologies, information, services, ads, packaging and branding, Saren utilizes everyday images and phenomena to draw out the conceptual foundations of marketing from a social science and cultural studies perspective as something that we all experience in everyday life.
This new edition of the first critical marketing textbook discusses the role new technologies (such as social media) play in marketing culture and how this can potentially place more power in the clicks of the consumer. It includes new, updated or expanded sections on market exclusion, the role of the consumer in innovation, space and place, pricing, consumer communities, collaborative consumption and social media marketing. Leading experts in these fields of research and marketing practice also contribute additional sections on these topics.
This essential marketing guide is supported by a range of teaching support materials including the latest journal and online references, guides to further reading, teaching slides and test bank questions
There's a reason why the marketing programs of the auto industry, the airline industry, and many other industries are not only ineffective, but bogged down by chaos and confusion.
Management minds are not on the same wavelength as marketing minds.
What makes a good chief executive? A person who is highly verbal, logical, and analytical. Typical characteristics of a left brainer.
What makes a good marketing executive? A person who is highly visual, intuitive, and holistic. Typical characteristics of a right brainer.
These different mind-sets often result in conflicting approaches to branding, and the Ries' thought-provoking observations—culled from years on the front lines—support this conclusion, including:Management deals in reality. Marketing deals in perception.Management demands better products. Marketing demands different products.Management deals in verbal abstractions. Marketing deals in visual hammers.
Using some of the world's most famous brands and products to illustrate their argument, the authors convincingly show why some brands succeed (Nokia, Nintendo, and Red Bull) while others decline (Saturn, Sony, and Motorola). In doing so, they sound a clarion call: to survive in today's media-saturated society, managers must understand how to think like marketers—and vice versa. Featuring the engaging, no-holds-barred writing that readers have come to expect from Al and Laura Ries, War in the Boardroom offers a fresh look at a perennial problem and provides a game plan for companies that want to break through the deadlock and start reaping the rewards.
Author Michelle Accardi-Petersen has been on both the planning and implementation side of the problem. Utilizing methods that may be familiar to those with a software background but without the technical baggage, she presents the techniques that will put you way ahead of traditional marketers and move your organization to the forefront in their overall marketing operations.
This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization.Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy David Aaker, the author of four brand books, has been called the father of branding
This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant.