DAVID A. AAKER

Este libro analiza las estrategias de branding de grandes compañías que se están quedando como referentes en su mercado, y no solo en su mercado natural sino en los que entran. Así, expone gran cantidad de casos como Apple, Zara, Yamaha, General ElectricAdemas durante todo el libro va obteniendo conclusiones que fijan el nuevo panorama que han de seguir las marcas si quieren ser las mas relevantes en su mercado y tener una ventaja competitiva.David Aaker es el Guru mundial en Branding. Publica un libro cada cinco años donde anuncia los cambios en el concepto de marca, y marca los pasos a seguir por todos los publicistas y responsables de marketing de las empresas.Este es su nuevo libro, que se convertira en el libro de referencia en marcas y marketing durante los proximos años. Siendo de lectura obligatoria para cualquier estudiante o profesional del marketing.Asi, David Aaker analiza la situacion actual y la tendencia del Branding y presenta el concepto de Marca Relevante como la causa de que el exito de una empresa en mercados tan dinamicos requiere de mucha creatividad e innovacion para adaptarse a las nuevas circunstancias del mercado y de las categorias y subcategorias que aparecen. Para ello, las marcas mas poderosas han cambiado:han centrado su batalla de branding en destruir las marcas de la compet...

Using real brand-building cases, this book describes how, in creating a brand''s identity, a manager must look beyond a product''s physical attributes to consider its emotional benefits, and infuse the perspective of "the brand-as-a-country-or-region".

• El libro definitivos sobre las marcas • El autor es reconocido como el padre del branding moderno • Traducción y adaptado al castellano por un conocido autor. Este libro presenta en forma sintetiza

En este esperado libro del más destacado de los expertos y autor del formidable libro Construir Marcas Poderosas, David Aaker demuestra a los directivos cómo construir la estrategia de cartera de marcas que apoye a la estrategia del negocio, creando relevancia, diferenciacion, energia, apalancamiento y claridad. A partir de casos excepcionales de marcas de primer nivel como Disney, Microsoft, Sony, Dell, Dove, Intel, CitiGroup y PowerBar, Aaker demuestra como estrategias decididas, solidas y coherentes han permitido revitalizar marcas, apoyar el crecimiento del negocio y crear disciplina en confusas y pobladas carteras de marcas madre, submarcas, comarcas y extensiones de marca. Aaker ofrece al lector, paso a paso, sugerencias sobre que hacer cuando se enfrente a escenarios como los siguientes: Marcas con bajo apalancamiento. La estrategia del negocio esta en riesgo debido a inadecuadas plataformas de marca. El negocio se enfrenta a relevantes amenazas causadas por subcategorias emergentes. Las marcas de la compañia estan agotadas. Las marcas confunden tanto a los clientes como a los recursos humanos de la organizacion. La presion de margenes requiere mas diferenciacion. Reconocido guru de marcas, David Aaker demuestra que cuando cada marca de la cartera asume un rol claro y apoya activamente a las demas marcas se impacta profunda y positivamente en la rentabilidad de la compañia. Estrategia de la Cartera de Marcas constituye una lectura obligada no solo para los responsables de gestion de marcas sino para todos aquellos directivos con responsabilidad de crear rentabilidad para sus accionistas. DAVID A. AAKER es Vice Presidente de Prophet, Profesor Emeritus de Estrategia de Marketing en la Haas School of Business de la Universidad de California, Berkeley, asesor de Dentsu, Inc. y reconocida autoridad en materia de marcas.

Construir marcas sólidas es una necesidad ineludible para cualquier empresa que quiera sobrevivir y prosperar en un entorno crecientemente competitivo. La marca es un activo estratégico y la principal fuente de ventaja competitiva. Para demostrarlo Aaker utiliza casos de empresas reales como General Elctric, Kodak, McDonald''s y muchas otras. En este libro, Aaker expone de forma practica todo aquello que puede ayudar a su empresa a maximizar el valor de sus marcas. En la actualidad, los ejecutivos de muchas empresas estan tratando de evitar que sus productos se conviertan en simples mercaderias (commodities), para lo cual estan reconsiderando el concepto de marca, al contemplarla como uno de los elementos fundamentales de la estrategia empresarial. Para ello, este libro es de imprescindible lectura, si quieren estar preparados para la ''batalla''. David A. Aaker es profesor de Marketing en la Haas School of Business de la Universidad de California en Berkeley. Es autor de varios libros y articulos sobre marcas, publicidad y estrategia empresarial. Ejerce como consultor de empresas en Estados Unidos, Europa y Japon.

En este libro Aaker analiza la creacion de marca, cuáles son sus características y los pasos necesarios para que una marca sea creadora de valor para la empresa, cómo debe relacionarse con las otras marcas, como comunicarla y cual es su relacion con Internet. Ademas analiza como afecta a la organizacion gestionar marcas en un mercado global.

In this long-awaited book from the worlds 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 companys 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 firms 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 differentiationRenowned 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 firms profitability. Brand Portfolio Strategy is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.

The most important assets of any business are intangible: its company name, brands, symbols, and slogans, and their underlying associations, perceived quality, name awareness, customer base, and proprietary resources such as patents, trademarks, and channel relationships. These assets, which comprise brand equity, are a primary source of competitive advantage and future earnings, contends David Aaker, a national authority on branding. Yet, research shows that managers cannot identify with confidence their brand associations, levels of consumer awareness, or degree of customer loyalty. Moreover in the last decade, managers desperate for short-term financial results have often unwittingly damaged their brands through price promotions and unwise brand extensions, causing irreversible deterioration of the value of the brand name. Although several companies, such as Canada Dry and Colgate-Palmolive, have recently created an equity management position to be guardian of the value of brand names, far too few managers, Aaker concludes, really understand the concept of brand equity and how it must be implemented. In a fascinating and insightful examination of the phenomenon of brand equity, Aaker provides a clear and well-defined structure of the relationship between a brand and its symbol and slogan, as well as each of the five underlying assets, which will clarify for managers exactly how brand equity does contribute value. The author opens each chapter with a historical analysis of either the success or failure of a particular companys attempt at building brand equity: the fascinating Ivory soap story; the transformation of Datsun to Nissan; the decline of Schlitz beer; the making of the Ford Taurus; and others. Finally, citing examples from many other companies, Aaker shows how to avoid the temptation to place short-term performance before the health of the brand and, instead, to manage brands strategically by creating, developing, and exploiting each of the five assets in turn

As industries turn increasingly hostile, it is clear that strong brand-building skills are needed to survive and prosper. In David Aakers pathbreaking book, Managing Brand Equity, managers discovered the value of a brand as a strategic asset and a companys primary source of competitive advantage. Now, in this compelling new work, Aaker uses real brand-building cases from Saturn, General Electric, Kodak, Healthy Choice, McDonalds, and others to demonstrate how strong brands have been created and managed.A common pitfall of brand strategists is to focus on brand attributes. Aaker shows how to break out of the box by considering emotional and self-expressive benefits and by introducing the brand-as-person, brand-as-organization, and brand-as-symbol perspectives. The twin concepts of brand identity (the brand image that brand strategists aspire to create or maintain) and brand position (that part of the brand identity that is to be actively communicated) play a key role in managing the "out-of-the-box" brand.A second pitfall is to ignore the fact that individual brands are part of a larger system consisting of many intertwined and overlapping brands and subbrands. Aaker shows how to manage the "brand system" to achieve clarity and synergy, to adapt to a changing environment, and to leverage brand assets into new markets and products.Aaker also addresses practical management issues, introducing a set of brand equity measures, termed the brand equity ten, to help those who measure and track brand equity across products and markets. He presents and analyzes brand-nurturing organizational forms that are responsive to the challenges of coordinated brands across markets, products, roles, and contexts. Potentially destructive organizational pressures to change a brands identity and position are also discussed.As executives in a wide range of industries seek to prevent their products and services from becoming commodities, they are recommitting themselves to brands as a foundation of business strategy. This new work will be essential reading for the battle-ready.

Recognized by Brandweek as "the dean of the brand-equity movement," David Aaker now prepares managers for the next level of the brand revolutionbrand leadership.For the first time, Aaker and coauthor Erich Joachimsthaler describe how the emerging paradigm of strategic brand leadership is replacing the classic, tactically oriented brand management system pioneered by Procter & Gamble. This fundamental shift involves nothing less than a revolution in organizational structure, systems, and cultureas the authors demonstrate with hundreds of case studies from companies such as Polo Ralph Lauren, Virgin Airlines, Adidas, GE, Marriott, IBM, McDonalds, Maggi, and Swatch. This immensely readable book provides the brand management team with the capability to:--Create and elaborate brand identities (what should the brand stand for)--Use the brand relationship spectrum, a powerful tool to harness subbrands and endorsed brands to form brand architectures that create clarity, synergy and leveraged assets--Identify the customer "sweet spot" and the driving idea that will move brand-building efforts beyond advertising to break out of the clutter--Use the Internet and sponsorship to make brands resources work more effectively--Address the four imperatives of global brand managementLike David Aakers two previous bestselling books, Brand Leadership will be essential reading for line executives and brand managers in market-driven firms worldwide.

"Lo que Frederick W. Taylor hizo por la dirección científica y Peter F. Drucker por el concepto de gestión, Aaker lo ha hecho por la comprensión de las marcas. Ahora, en colaboración con Erich Joachimsthaler, ha llevado ese trabajo vital a un nuevo nivel de percepcion, profundidad y refinamiento.Liderazgo de marca es una hoja de ruta muy necesaria para el comercializador de multiples marcas, que esta tan al dia que tiene puesto un pie en el mañana, con capitulos sobre como incorporar patrocinios e Internet." Peter Sealy, Codirector. Centro para Marketing y Tecnologia. Universidad de California, Berkeley, ex director de marketing mundial, The Coca-Cola Company.