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First Friday Book Synopsis
MAY 25, 2011
Co–authors of The Dragonfly Effect, Jennifer Aaker and Andy Smith live in Lafayette, California, with their three children. A social psychologist and marketer, Jennifer Aaker is the General Atlantic Professor of Marketing at Stanford University’s Graduate School of Business. Her research spans time, money and happiness. She focuses on questions such as: What actually makes [.].
Strategy Driven
MARCH 24, 2011
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. During our discussion, David Aaker, author of Brand Relevance : Making Competitors Irrelevant , shares with us his insights and experiences regarding: the difference between brand relevance and brand preference.
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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. 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 [.].
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. Rust Scott Cook Suj Krishnaswamy Susan Fournier Taddy Hall The Marketing Imagination Theodore Levitt
First Friday Book Synopsis
APRIL 16, 2011
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.
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 [.]. Brand Relevance: Making Competitors Irrelevant David A.
Strategy Driven
SEPTEMBER 27, 2013
Indeed, if a department attracts new customers, it wins the lion’s share of the marketing budget, but it is well documented that it costs some companies five to ten times more to attract new customers than to retain an existing one. The systemic nature of marketing strategy depersonalizes their audience by using language that groups customers into segments and tar¬gets. Some participants interacted with a version of the website that used exciting, amped-up marketing language.
Tanveer Naseer
MARCH 18, 2011
Brand # marketing in social media – Coffee House # Book Review: “Wikibrands&# [link] #. RT @ smaxbrown : Author Jennifer @ Aaker of The Dragonfly Effect reveals how to get results by harnessing power of SM [link] #. 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&# ?
Harvard Business Review
MAY 23, 2012
Most marketers think that the best way to hold onto customers is through "engagement" — interacting as much as possible with them and building relationships. How should you market differently? Then, apply different expectations to those two groups and market differently to them. Chances are there are higher returns to be had elsewhere in your marketing mix. How should you market differently? How should you market differently?
Harvard Business Review
APRIL 7, 2011
This is the route that breakthrough brands take, and is for most marketers the only route to growth and profitability. Marketing strategies geared toward this approach feature constant, incremental enhancements to the offering's attractiveness, reliability, or price, in hopes of getting buyers to take a second look at a familiar brand. The problem is that incremental innovation and investments in marketing rarely change the market share structure.
Harvard Business Review
MAY 20, 2011
If the brand represents the category such as Fiber One, iPhone, Whole Foods Market, Geek Squad, or Jeep then other brands will have a difficult time getting considered. David Aaker is the Vice-Chairman of Prophet and the author of Brand Relevance: Making Competitors Irrelevant and the davidaaker.com blog on branding.
Harvard Business Review
MAY 31, 2011
The challenge for the Chief Marketing Officer is to create marketing and brand building that is both exceptional and efficient in the face of country, product, and functional silos. They inhibit brilliant silo-spanning marketing, cross-silo offerings, brand consistency over products and markets, disciplined organization-wide marketing resource allocation, and the development of marketing excellence centers for capabilities such as social media or events.
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Harvard Business Review
DECEMBER 11, 2013
He said that without changes in incentives, as well as a change in the structure of the C-suite, broad-based roles like Chief Information Officers, Chief Marketing Officers, and Chief Data Officers are hampered in their effectiveness. David Aaker’s helps explain why in his book, Spanning Silos: The New CMO Imperative. Though he was writing about Chief Marketing Officers, his advice is equally valuable here.
Harvard Business Review
APRIL 21, 2015
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. Marketing expert Jill Avery of Harvard Business School points out that gender today is a “continuum rather than a dichotomy,” and that there are lots of interpretations — more all the time — of what masculinity and femininity mean.
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