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. advantages of achieving brand relevance over brand preference. About the Author.
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.
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First Friday Book Synopsis
JUNE 21, 2011
Here is an excerpt from an article written by David Aaker for 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. * * * Almost 50 years ago Ernest Dichter, the father of motivation research, [.].
Strategy Driven
APRIL 8, 2011
A consumer decides to buy an established product category or subcategory, such as SUVs. 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.
Strategy Driven
SEPTEMBER 27, 2013
When we are satisfied with a product or service, we may tell three friends, but when we are dissatisfied, we’re inclined to tell (or Tweet) it to three thousand. “Trust is much heralded in marketing, but it has a downside,” said Aaker in an interview for Stanford Graduate School of Business (GSB) News.
Harvard Business Review
JUNE 17, 2011
The first (about 33% of the cases) is because of product-involvement. Is the speaker's intention to sell a product or help me? A third finding was that recommenders had on average a huge impact on purchase running to 80% for some products. The experience is so novel and pleasurable that it must be shared.
Harvard Business Review
APRIL 7, 2011
The latter's products were irrelevant to their decision. For 16 years Chrysler had no viable competitor, in part because it continuously innovated behind the product but also because competitors had other priorities. The payoff of operating with no or little competition is, of course, huge. It is Econ 101. It's always more profitable.
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