82:T90d,In 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.83:T747,

Learn to identify, select, implement, and adapt market-driven business strategies for profitable growth in competitive markets

In Strategic Market Management, David Aaker and Christine Moorman deliver an incisive, practical, and up-to-date guide for identifying, selecting, implementing, and adapting market-driven business strategies in increasingly complex, dynamic, and crowded markets. The authors provide the concepts, frameworks, tools, and best practice case studies required to develop capabilities in key strategic marketing tasks, achieve high-quality decision making, and drive long-term profitable growth.

Extensively revised and updated, the twelfth edition of Strategic Market Management offers newly written chapters focused on growth and branding that reflect cutting-edge frameworks based on the most recent research and the authors' experiences with leading companies. New real-world examples and stronger frameworks, including cutting-edge approaches for environmental analysis, offering market selection, and target market selection. New “digital marketing strategy” topics—including the metaverse, algorithmic bias, augmented reality, influencers, and gamification—are integrated throughout the book.

Strategic Market Management, Twelfth Edition, is an excellent textbook for courses at all levels that seek a strategic view of marketing, such as Strategic Market Management, Strategic Market Planning, Strategic Marketing, Marketing Strategy, Strategic Planning, Business Policy, and Entrepreneurship. It is also a valuable reference and guide for MBA and EMBA students, managers, planning specialists, and executives wanting to improve their marketing strategy development and planning processes or looking for a timely overview of recent issues, frameworks, and tools.

84:T6c0,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.85:T827,Business students studying strategy and marketing courses in the UK and Europe.

Developing and implementing strategies is now very different than it was only a few decades ago, when the business environments were more stable and simpler. Every market can now be described as dynamic. As a result, firms need to be able to adapt strategies in order to stay relevant. It is a challenging but exciting time, full of opportunities as well as threats. Strategic Market Management: Global Perspectives is motivated by the strategic challenges created by the dynamic nature of markets. The premise is that all traditional strategic management tools either do not apply or need to be adapted to a more dynamic context. The unique aspects of the book are its inclusion of: * A business strategy definition that includes product/market scope, value proposition, and assets and competences.* A structured strategic analysis including a detailed customer, competitor, market, and environmental analysis leading to understanding of market dynamics that is supported by a summary flow diagram, a set of agendas to help start the process, and a set of planning forms.* Concepts of strategic commitment, opportunism, and adaptability and how they can and should be blended together.* Bases of a value proposition and strong brands. A strategy without a compelling value proposition will not be market driven or successful. Brand assets that will support a business strategy need to be developed.* Creating synergetic marketing with silo organizations defined by products or countries. All organizations have multiple products and markets and creating cooperation and communication instead of competition and isolation is becoming an imperative. This book is essential reading for students on strategy and marketing courses at undergraduate level as well as MBA. There will be a website accompanying the book www.wileyeurope.com/college/aakerwith PowerPoint presentations and a set of lecture suggestions for each chapter; a test bank; several course outlines, and additional case studies.86:T91d,

Utveckling och implementering av strategier är nu mycket annorlunda än det var för bara några årtionden sedan, när affärsmiljöerna var mer stabila och enklare. Varje marknad kan nu beskrivas som dynamisk. Som ett resultat behöver företag kunna anpassa strategier för att förbli relevanta. Det är en utmanande men spännande tid, full av möjligheter såväl som hot. Strategic Market Management: Global Perspectives är motiverad av de strategiska utmaningarna som skapas av marknadernas dynamiska natur. Premissen är att alla traditionella verktyg för strategisk ledning antingen inte är tillämpliga eller behöver anpassas till en mer dynamisk kontext.

De unika aspekterna av boken inkluderar dess inkludering av:

En affärsstrategidefinition som inkluderar produkt-/marknadsomfång, värdeerbjudande och tillgångar och kompetenser.
En strukturerad strategisk analys inklusive en detaljerad kund-, konkurrent-, marknads- och miljöanalys som leder till förståelse av marknadsdynamik som stöds av ett sammanfattningsflödesschema, en uppsättning agendor för att starta processen och en uppsättning planeringsformulär.
Koncept för strategiskt åtagande, opportunism och anpassningsförmåga och hur de kan och bör kombineras.
Grunden för ett värdeerbjudande och starka varumärken. En strategi utan ett övertygande värdeerbjudande kommer inte att vara marknadsdriven eller framgångsrik. Varumärkestillgångar som stödjer en affärsstrategi behöver utvecklas.
Skapa synergisk marknadsföring med siloorganisationer definierade av produkter eller länder. Alla organisationer har flera produkter och marknader och att skapa samarbete och kommunikation istället för konkurrens och isolering blir en nödvändighet.

Denna bok är nödvändig läsning för studenter på strategi- och marknadsföringskurser på grundnivå samt MBA.

87:T56f,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-organisation, and brand-as-symbol perspectives. 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.

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.88:T747,

Learn to identify, select, implement, and adapt market-driven business strategies for profitable growth in competitive markets

89:T909,

"Aaker on Branding" presents in a compact form the twenty essential principles of branding that will lead to the creation of strong brands. Culled from the six David Aaker brand books and related publications, these principles provide the broad understanding of brands, brand strategy, brand portfolios, and brand building that all business, marketing, and brand strategists should know.

"Aaker on Branding" is a source for how you create and maintain strong brands and synergetic brand portfolios. It provides a checklist of strategies, perspectives, tools, and concepts that represents not only what you should know but also what action options should be on the table. When followed, these principles will lead to strong, enduring brands that both support business strategies going forward and create coherent and effective brand families.

Those now interested in and involved with branding are faced with information overload, not only from the Aaker books but from others as well. It is hard to know what to read and which elements to adapt. There are a lot of good ideas out there but also some that are inferior, need updating, or are subject to being misinterpreted and misapplied. And there are some ideas that, while plausible, are simply wrong if not dangerous especially if taken literally.

"Aaker on Branding"offers a sense of topic priorities and a roadmap to David Aaker's books, thinking, and contributions. As it structures the larger literature of the brand field, it also advances the theory of branding and the practice of brand management and, by extension, the practice of business management.

8a:T5e7,Using real brand-building cases studies, this groundbreaking book describes how companies can increase brand identity by thinking 'out-of-the-box'. 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-organisation, and brand-as-symbol perspectives. 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. 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.8b:T672,“Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike.”–– Robert L. Joss, Dean of the Graduate School of Business, Stanford University

The Leading Authority–Now Revised!

Completely revised and updated, David Aaker's authoritative book approaches strategy development from an external perspective driven by a structured analysis of customers, competitors, market trends, and the broader environment. It shows how to build on strategic analysis to create business strategies that will be relevant and compelling to customers, sustainable to competitive attack, and draw on assets and competencies of the organization. Additional topics such as strategic investment, strategic positioning, growth options, global strategies, and organization building provide guidance to strategists.

Highlights of this Seventh Edition include:

Seven new cases include The Energy Bar Industry, Competing against Wal-Mart, Xerox: The Early Years, Hobart, Dove, Intel, and Samsung Electronics.
New discussion questions, more than 65 in all, make the text an even more valuable classroom tool.
New and revised coverage of such timely topics as emerging submarkets and the relevance challenge, the distinction between fads and trends, disruptive vs. sustaining innovation, and more.
An emphasis on creating customer-oriented business strategies with a value proposition that is relevant, meaningful, and sustainable.

8c:T651,Owning Game-Changing Subcategories is about creating organizational growth in the digital age by creating and owning game-changing subcategories fueled by digital.

Owning Game-Changing Subcategories outlines the path to finding, managing, and leveraging new subcategories. In the digital age, the path has been made wider, shorter, and more frequently traveled. Throughout Owning Game-Changing Subcategories, David Aaker discusses certain aspects of the digital age that alter this path, such as E-commerce providing fast, inexpensive market access bypassing the cost of gaining distribution into storefront retailers or creating personal sales teams and social media and websites enabling communication on steroids in comparison with traditional use of advertising or events.

Growth is not only a success measure but also creates energy and opportunity for customers and employees. And such growth almost never occurs with “my brand is better than your brand” marketing. Owning Game-Changing Subcategories explores the only ways to grow a business (with rare exceptions) which is to:

develop new “must haves” that define a game-changing subcategory that provides a new or markedly superior buying or use experience or brand relationship to a core customer base;

become the exemplar brand that represents the subcategory and drives its visibility, positioning, and success; and

create barriers to competitors that could include “must-have” associations and a basis of relationships that go beyond functional benefits.

8d:T657,Aaker on Branding presents in a compact form the twenty essential principles of branding that will lead to the creation of strong brands. Culled from the six David Aaker brand books and related publications, these principles provide the broad understanding of brands, brand strategy, brand portfolios, and brand building that all business, marketing, and brand strategists should know. Aaker on Branding is a "go-to" source for how you create and maintain strong brands and synergetic brand portfolios. It provides a checklist of strategies, perspectives, tools, and concepts that represents not only what you should know but also what action options should be on the table. When followed, these principles will lead to strong, enduring brands that both support business strategies going forward and create coherent and effective brand families. Those now interested in and involved with branding are faced with information overload, not only from the Aaker books but from others as well. It is hard to know what to read and which elements to adapt. There are a lot of good ideas out there but also some that are inferior, need updating, or are subject to being misinterpreted and misapplied. And there are some ideas that, while plausible, are simply wrong if not dangerous-especially if taken literally. Aaker on Branding offers a sense of topic priorities and a roadmap to David Aaker's books, thinking, and contributions. As it structures the larger literature of the brand field, it also advances the theory of branding and the practice of brand management and, by extension, the practice of business management.8e:T6ec,"Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike." Robert L. Joss, Dean of the Graduate School of Business, Stanford University

A successful business strategy enables managers to provide organizational vision, monitor and understand a dynamic business environment, generate creative strategic options in response to environmental changes, and base every business effort on sustainable competitive advantages. Developing Business Strategies provides the knowledge and understanding needed to generate and implement such a strategy.

This fully revised and updated edition of David Aakers highly influential strategic manual offers copious new information on important emerging business topics. Numerous new and revised sections cover such critical areas as the big idea, knowledge management, the customer as an active partner, creative thinking, distinguishing fads from trends, forecasting technologies, alliances, design as strategy, downstream business models, and more. Other important new features of this comprehensive guide include: *A new chapter on strategic positioning *Many new illustrative examples from B-to-B, high-tech, and the Internet *Increased focus on global leadership and global brand management *Using the Internet to develop and support business strategies

For managers who need to develop and implement effective, responsive business strategies that keep the organization competitive through changing business conditions, Developing Business Strategies, Sixth Edition is the way to go.

8f:T46a,Some companies and products seem to thrive year after year. What's their secret? A powerful brand. David Aaker, Vice Chairman of Prophet and Professor Emeritus at UC Berkeley, has won five major career awards in marketing and has written six groundbreaking books that have shaped how businesses build and grow their brands. Now, in this fully revised second edition, Aaker brings his most impactful insights together into one masterclass. Inside, you'll discover: The most practical and powerful branding concepts in use today How to create and manage a winning brand portfolio Proven ways to strengthen and leverage brand equity The 5 B's of branding: equity, relevance, image, loyalty, and portfolio What every marketer must know for the digital era The game-changing impact of AI on brand strategy ?and much more If you want to disrupt your industry, build loyalty, and position your company as a market leader, this is the roadmap. Engaging, insightful, and story-driven, Aaker on Branding, 2nd Edition is the definitive guide to building a brand that endures. Get your copy today-and start creating the brand future you want.90:T44a,In this long-awaited book from the world’s premier brand expert and author of the seminal work Building Strong Brands, David Aaker shows managers how to construct a brand portfolio strategy that will support a company’s business strategy and create relevance, differentiation, energy, leverage, and clarity.

Building on case studies of world-class brands such as Dell, Disney, Microsoft, Sony, Dove, Intel, CitiGroup, and PowerBar, Aaker demonstrates how powerful, cohesive brand strategies have enabled managers to revitalize brands, support business growth, and create discipline in confused, bloated portfolios of master brands, subbrands, endorser brands, cobrands, and brand extensions.

Renowned brand guru Aaker demonstrates that assuring that each brand in the portfolio has a clear role and actively reinforces and supports the other portfolio brands will profoundly affect the firm’s profitability. Brand Portfolio Strategy is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.91:T60a,

"Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike." - Robert L Joss, Dean of the Graduate School of Business, Stanford University.Completely revised and updated, David Aaker's authoritative book approaches strategy development from an external perspective driven by a structured analysis of customers, competitors, market trends, and the broader environment. It shows how to build on strategic analysis to create business strategies that will be relevant and compelling to customers, sustainable to competitive attack, and draw on assets and competencies of the organization. Additional topics such as strategic investment, strategic positioning, growth options, global strategies, and organization building provide guidance to strategists.Highlights of this Seventh Edition include: seven new cases - The Energy Bar Industry, Competing against Wal Mart, Xerox: The Early Years, Hobart, Dove, Intel, and Samsung Electronics; new discussion questions, more than 65 in all, make the text an even more valuable classroom tool; new and revised coverage of such timely topics as emerging submarkets and the relevance challenge, the distinction between fads and trends, disruptive vs sustaining innovation, and more; and an emphasis on creating customer oriented business strategies with a value proposition that is relevant, meaningful, and sustainable.

92:T57f,Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market

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.

93:T8c1,“Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike.”
–– Robert L. Joss, Dean of the Graduate School of Business, Stanford University

Create successful strategies for today’s dynamic business environment

It isn’t your Dad’s (or Mom’s) marketplace any more. Business environments once seemed quite stable and simple. Today, every market can be described as dynamic, and you need to adapt your strategies in order to counter the threats and maximize your opportunities.

The Eighth Edition of Strategic Market Management is designed to give you the strategic management tools you need to meet the challenges created by the dynamic nature of markets. Using a variety of concepts and methods such as strategic questions, portfolio models, and scenario analysis, the book outlines the five competencies that spark successful, ongoing strategizing:

Strategic analysis—With an emphasis on external market analysis, this new edition illustrates a structured approach to understanding the customer, the competitor, and important trends that you can apply to your strategic decision making

Stimulating and managing innovation—Understand different types of innovation and deal with the organizational challenges involved in bringing innovations to market

Managing multiple businesses—Know how to allocate resources towards businesses of the future and away from businesses that lack growth potential

Creating advantage—Take a long-term perspective to develop truly sustainable competitive advantages (SCAs)

Developing growth strategies—Gain the skills to energize, leverage, globalize the business, or create new businesses

Significantly revised, with a wealth of new and updated material, Strategic Market Management, 8th Edition remains the most authoritative guide to creating business strategies that will be relevant and compelling to customers, sustainable even in face of competitive attack, and maximize the assets and competencies of your organization.

94:Tccd,Unless you know where your company is going, chances are it won't get very far in today's global marketplace. That's why every business needs the strong vision and keen sense of direction that come from the development, evaluation, and implementation of business strategiesand why every business owner or manager should have Developing Business Strategies, David A. Aaker's classic and comprehensive guide to strategic planning, now in its fifth edition. Using vivid case studies, Developing Business Strategies helps you to move beyond reactive problem solving toward the development and realization of sound strategic objectives for your company. Providing both the framework and the tools necessary to make strategy development and strategy review efforts effective, this book shows you how to: Conduct a structured external and internal analysis of a business with confidence Develop sustainable competitive advantages by creating assets, competencies, and strategies Make strategic investment decisions to generate growth Organize to support strategies Compete strategically in hostile, growth, and global contexts. As compact and easy to use as ever, this new Fifth Edition offers new or revised sections on current topics such as strategic uncertainty, buyer hot buttons, shifting customer priorities, strategy as options, paradigm shifts, organizational stubbornness, and brand equity. You'll also find up-to-date research and fresh examples on economic value analysis, competitor image, total quality management, reengineering, the virtual corporation, and moreplus a set of useful sample planning forms to help guide you through the strategy development process. Whether you're a business owner, manager, or planning executive, the key to your company's success is in Developing Business Strategies. Praise for the Fourth Edition of Developing Business Strategies "A delight to readsound strategic advice that is also very well illustrated with helpful, practical examples. The book helped our management team to thoroughly understand our business environment and chart new growth directions." Daniel G. Simpson Director of Strategy and Planning The Clorox Company. "An excellent work. Unlike other books that are either too theoretical or are merely recompilations of existing planning principles, this book finds fruitful ground with fundamental planning principles, credible examples, and superb references, all enhanced by a flowing narrative." P. Timothy Carroll Manager, Strategy and Innovation Xerox Corporation. "Unquestionably the most comprehensive treatment available on the subject. I found the book unique in its capacity to benefit executives, planning staff, and students of strategy alike." Robert L. Joss. Managing Director and CEO Westpac Banking Corporation. "An exceptional tool for the challenges facing today's corporate planner. It should be read by every manager involved in planning and strategy." Robert L. Lindberg Vice President and Treasurer Transamerica Corporation. "David Aaker provides a clearly written how-to guide to help managers identify, select, and implement strategies. He does this without pedantry, encouraging flexibility and creativity in approaching decisions." Sandra L. Kurtzig Founder and former CEO The ASK Companies.3c:["$","$L7d",null,{"state":{"mutations":[],"queries":[{"dehydratedAt":1793595348921,"state":{"data":{"pages":[{"requestId":"8ea23489-8649-46ba-b351-5bae9d544ca4","total":{"value":49,"relation":"eq"},"rows":[{"entityType":"book","isbn":"9780029001516","id":501880,"score":2,"position":0,"book":{"id":501880,"isbn":"9780029001516","created":"2021-06-23T08:05:01.000Z","title":"Building strong brands","description":"$82","htmlDescription":null,"pages":400,"language":"eng","depth":31,"height":166,"width":240,"weight":720,"edition":null,"publishDate":"1996","authorNames":"David A. 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