Strategy Driven

MARCH 24, 2011

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. how a company establishes and manages a new category or sub-category. how a company establishes and manages a new category or sub-category.

Aaker 65

Aaker Brand Short-term Long-term 65

First Friday Book Synopsis

APRIL 16, 2011

Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity David A. 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.

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Aaker Brand Strategy Books 75

First Friday Book Synopsis

JULY 6, 2011

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 [.].

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Aaker Brand Books Management 75

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. Defining and Managing the Category or Subcategory. Whole Foods Market. About the Author.

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Brand Aaker Six Sigma Short-term 56

Strategy Driven

SEPTEMBER 27, 2013

Some compile complex Customer Relationship Management algorithms to develop and maintain these relationships. The systemic nature of marketing strategy depersonalizes their audience by using language that groups customers into segments and tar¬gets. ’ What is too often lost is the nuance – human. The Powerful Role of Trust.

Aaker 64

Aaker Short-term Marketing Benchmarking 64

Harvard Business Review

MAY 31, 2011

All these roles can lead to a seat at the strategy table, an invited seat rather than one forced on the silo executive teams, and to opportunities to link silos both strategically and tactically. Both are the basis for communication and both are nonthreatening in that they do not impose the same strategy on all.

Brand 14

Brand Aaker Objective Team Building 14