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, co-brands, and brand extensions.
Aaker offers readers step-by-step advice on what to do when confronting scenarios such as the following:
• Brands are underleveraged
• The business strategy is at risk because of inadequate brand platforms
• The business faces a relevance threat caused by emerging subcategories
• The firm's brands are tired and bland
• Strategy is paralyzed by a lack of priority among the brands
• Brands are cluttered and confusing to both customers and employees
• The firm needs to move into the super-premium or value arenas to create margin or sales volume
• Margin pressures require points of differentiation
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.
Corporations may legally be considered persons, but to promote their individuality to consumers, they need a brand--and a strategy. This intriguing marketing treatise teaches companies how to understand and exploit the finely graded social system that brands inhabit in the marketplace. Projecting both"personality elements" and"emotional and self-expressive" qualities onto brands, customers are skeptical of parvenu brands that try to move up into super premium markets, contemptuous of brands that move down into"value" markets, and uneasy about brands that associate with less reputable labels. To help businesspeople sort through and capitalize on such perceptual niceties, Aaker, a consultant, professor and author of Building Strong Brands, plots out a complicated taxonomy of master brands, subbrands, endorser brands, brand alliances, branded energizers, silver bullet brands, cash cow brands and"fighter" brands (the latter protect more important brands from being sullied by competition with lesser brands). Aaker encourages companies to think of their brands as members of a football team, each with a well-defined role to play, and offers a wealth of case studies and exercises to help managers decide how to handle their portfolios. Aaker's readable prose imparts real substance to these concepts, and provides insight into such issues as how to clarify a confusing assortment of brands, differentiate a company's brands from its competitors', introduce a new brand or kill off an old one. While the book is aimed at marketing executives, who will glean much practical advice from it, interested lay readers will find it a revealing insider's look at how the business world conceives of and manipulates consumer psychology.