First Friday Book Synopsis
APRIL 13, 2011
Here is an excerpt from an article written by David Aaker for “The Conversation&# series featured by the Harvard Business Review blog. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here. * * * When a brand sallies forth [.].
First Friday Book Synopsis
JULY 6, 2011
Aaker Jossey-Bass/John Wiley & Sons (2011) If your “brand” isn’t relevant, neither are you or your company Those who have read any of David Aaker’s previous books already know that he presents information, insights, and counsel that are anchored in specific real-world circumstances within a broad and deep [.].
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First Friday Book Synopsis
JULY 6, 2011
In his own words: “My passion is understanding brands and helping firms build brands and brand portfolios. My first brand book, Managing Brand Equity defined brand equity and set forth its value to a firm and its customers.
Strategy Driven
APRIL 8, 2011
Brand Relevance : Making Competitors Irrelevant by David Aaker. Not only are these brands phenomenally successful – they are examples of product categories where competitors are nearly irrelevant, says branding guru David Aaker. Whole Foods Market. The brand preference model dictates the objectives and strategy of the firm.
First Friday Book Synopsis
OCTOBER 3, 2011
Harvard Business Review on Reinventing Your Marketing Various Contributors Harvard Business Review Press (2011) How to use innovative thinking to improve how you create or increase demand for what you offer Those who aspire to maximize the impact of their marketing initiatives will find the material in this HBR book invaluable.
Harvard Business Review
JUNE 17, 2011
That is more likely to be the case when the brand is associated with an offering that is innovative and differentiated in a way that truly resonates with customers. So it comes back to creating and leveraging innovation and differentiation. A second finding was that listeners are primarily concerned with two conditions.
Harvard Business Review
APRIL 7, 2011
The problem is that incremental innovation and investments in marketing rarely change the market share structure. Every category has its own stories of innovators who created a league of their own, and bought themselves years and sometimes decades with no real competitor. What does a band relevance strategy demand of a company?
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