My first brand book, Managing Brand Equity defined brand equity and set forth its value to a firm and its customers. The second, Building Strong Brands, described the “brand identity&# model that many firms use to manage their brands and also introduced the Brand Equity Ten [.]. In his own words: “My passion is understanding brands and helping firms build brands and brand portfolios. MORE

Some compile complex Customer Relationship Management algorithms to develop and maintain these relationships. Marketing scholars Jennifer Aaker and Susan Fournier reveal how closely business relationships and interpersonal relationships mirrored each other in an Internet-based psychology test. “Trust is much heralded in marketing, but it has a downside,” said Aaker in an interview for Stanford Graduate School of Business (GSB) News. MORE

StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. Special Edition 59 – An Interview with David Aaker, author of Brand Relevance explores the creation of offerings so different that they create unique categories within which customers perceive no other product or service alternatives. MORE

Aaker Free Press (2004) Note: I read this book when it was first published and recently re-read it. If anything, Aaker’s insights are even more valuable now than they were then. Aaker has earned and deserves his renown as an expert on branding. [.]. Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity David A. MORE

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. Defining and Managing the Category or Subcategory. Marketing & Sales Strategic Planning brand preference branding category david aaker innovation marketing prand relevance prophet strategydriven subcategory MORE

Aaker , entitled “ Millennial Searchers “ This was the key passage that caught my attention (my bolding for emphasis): Millennials appear to be more interested in living lives defined by meaning than by what some would call happiness. I was at a friend’s house for Thanksgiving dinner the other day when the conversation turned to leadership, and my blog. MORE

There’s a lot to take away from this interview with Stanford professor Jennifer Aaker, especially with regards to scheduling our time. As Aaker’s research has shown, “people who spend more time on projects that energize them and with people who energize them tend to be happier.” Aaker’s workaround? Note to hiring managers: don’t do that. MORE

If you’ve decided to move ahead, then the next step is to effectively build that role into the rest of the top management team. To do so, you need clarity around how the CDO will work with the rest of the top management team as well as incentives that support collaboration across the top executives and senior managers — something that goes beyond equity compensation. David Aaker’s helps explain why in his book, Spanning Silos: The New CMO Imperative. MORE

Chevron used a global brand team formed with top-level operating people representing country and product silos charged to sponsor a process that would lead to a coherent brand portfolio and brand management system. P&G's uses a category management team for each of its major categories to manage the business over brands, over countries and regions, and over functional areas including, R&D, and manufacturing. MORE

Want respect as a manager? RT @ smaxbrown : Author Jennifer @ Aaker of The Dragonfly Effect reveals how to get results by harnessing power of SM [link] #. Follow @ TanveerNaseer # FF #leadership # management #. Here’s a compliation of some of the articles/tweets I shared on Twitter this week: Leaders, Are You Developing Your Employee’s Super Powers? link] # leadership #. RT @ mikehenrysr : Consider yourself a “Thought Leader&# ? MORE

Some of the pioneering work on applying this idea to brands and actually measuring their personalities was done in the 1990s by Jennifer Aaker, then at UCLA and now at Stanford. Dove Men+Care’s brand managers see themselves not as altering consumers’ attitudes but as just trying to keep up with changes that are already well underway. Honestly, it’s puzzling that an inanimate, imaginary thing such as a brand should seem to have gender. MORE

That’s what you’ll find from Stanford Graduate School of Business professors Jennifer Aaker and lecturer Naomi Bagdonas who teach a class “ Humor: Serious Business. ”. When I conducted a senior level management retreat, I asked managers to send me a picture of themselves as either a baby or a teenager. There’s a restaurant in my neighborhood with this sign: “Good food takes time to prepare. Yours will be ready in a minute.” The restaurant is always packed. MORE