Efnisyfirlit

• Cover
• Praise
• Title Page
• Imprint
• Contents
• List of figures
• List of tables
• Preface to the fifth edition
•          Introduction: Building the brand when the clients are empowered
• PART ONE  Why is branding so strategic?
• 01     Brand equity in question
• What is a brand?
• How brand definitions have changed through time
• Broadening the concept of brand
• Differentiating between brand assets, strength and value
• Tracking brand equity
• Comparing brand equity profiles
• Goodwill: the convergence of finance and marketing
• How brands create value for the customer
• How brands create value for the company
• Corporate reputation and the brand
• Reputation focus versus brand focus
• From managing the brand to managing by the brand
• 02     Strategic implications of branding
• What does branding really mean?
• Permanently nurturing the difference
• Brands act as a genetic programme
• Respect the brand ‘contract’: the power to say no!
• The product and the brand
• Halo effect: kernel and peripheral values
• Each brand needs a flagship product
• Advertising products through the brand prism
• Brands versus other signs of quality
• Obstacles to the implementation of branding
• Asia’s branding culture
• 03     Brand and business models
• Are brands for all companies? Yes
• The benefits of being a brand: magazines as brands
• Differentiating a commodity by the brand
• Building a market leader without advertising: Jacob’s Creek wine
• Brand building: from product to values, and vice versa
• Are leading brands the best products or the best value curve?
• Understanding the value curve of the target
• Breaking the rule and acting fast
• Backing the brand by a business model
• 04     Brand diversity: how specific are different sectors?
• Luxury brands are specific
• Service brands
• The branding of nature
• Pharmaceutical brands
• Business-to-business brands
• The internet brand
• Country brands
• Thinking of towns as brands
• Universities and business schools are brands
• Thinking of celebrities as brands
• 05     Managing retail brands
• Evolution of the distributor’s brand
• Are they brands like the others?
• Why sell distributors’ brands?
• Should manufacturers produce goods for DOBs?
• The financial equation of the distributor’s brand
• The three stages of the distributor’s brand
• The case of Decathlon
• Factors in the success of distributors’ brands
• Launching a store brand: eight steps
• Optimizing the store brand marketing mix
• How trade brands become real brands
• When are more retail brands too much?
• PART TWO  The challenges of modern markets
• 06     The new brand management
• The limits of a certain type of marketing
• The end of brands as we knew them
• What will tomorrow’s world be?
• What are tomorrow’s brands?
• The new key words of strategic brand management
• Targeting for the new strategic brand management
• From brand activation to brand activism
• Adapting to new market realities
• We have entered B to B to C marketing
• The power of business models
• Building the brand at contact points
• The enlarged scope of brand management
• Brands need brand content
• How co-branding grows the business
• 07     Brand identity and positioning
• Brand identity: a necessary concept
• Identity and positioning
• Why brands need identity and positioning
• The six facets of brand identity
• Sources of identity: brand DNA
• Building an inspiring brand platform
• What is wrong with current brand platforms?
• What should one expect from a brand platform?
• What should the brand platform be if the brand covers multiple categories?
• From brand platform to product lines
• PART THREE  Creating and sustaining brand equity
• 08     Launching the brand
• Launching a brand and launching a product are not the same
• Defining the brand’s platform
• The economics of brand positioning
• Implementing the strategy: what flagship product?
• Choosing a name for a strong brand
• Building brand awareness
• Brand campaign or product campaign?
• Brand language and territory of communication
• Making creative 360° communications work for the brand at all contact points
• Building brand authority through opinion leaders and communities
• 09     Growing the brand
• Growth through existing customers
• Line extensions: necessity and limits
• Growth through innovation
• What are the factors of success for innovations today?
• New lines and old lines: the virtuous circle
• Disrupting markets through value innovation: blue ocean
• Do blue ocean innovations really work?
• Managing fragmented markets
• From technological to cultural innovations
• Growth through cross-selling between brands
• Growth through internationalization
• 10     Sustaining a brand long term
• Is there a brand life cycle?
• Resisting the low-cost revolution
• Nurturing the perceived difference
• Investing in media communication
• Facing hard-discount competition
• Suppressing unnecessary costs
• Fighting value destruction through education and innovation
• Creating entry barriers
• How to succeed in trading up
• Unlocking the secrets of super-premium brands
• Brand equity versus customer equity: one needs the other
• Sustaining proximity with trendsetters
• Should brands follow their customers?
• 11     Brand and products: identity and change
• Bigger or better brands?
• From reassurance to stimulation of desire
• Consistency is not mere repetition
• Brand and products: integration and differentiation
• Specialist brands and generalist brands
• Building the brand through coherence
• The three layers of a brand: kernel, codes and promises
• How each product builds the masterbrand
• 12     Growth through brand extensions
• What is new about brand extensions?
• Brand or line extensions?
• The limits of the classical conception of a brand
• Why are brand extensions necessary?
• Building the brand through systematic extensions: Nivea
• Identifying potential extensions
• The economics of brand extension
• What is new on brand extension?
• What did this research reveal?
• How extensions impact the brand: a typology of effects
• Avoiding the risk of dilution
• Balancing identity and adaptation to the extension market segments
• Preparing the brand for remote extensions
• Practical framework for evaluating extensions
• Keys to successful brand extensions
• Succeeding at vertical brand stretching
• Is the market really attractive?
• Should we implement it alone? Partnerships and licences
• An extension-based business model: Virgin
• How execution kills a good idea: easyCar
• 13     Brand architecture
• The key questions of brand architecture
• Type of brands
• The main types of brand architecture
• Choosing the appropriate branding strategy
• New trends in branding strategies
• Internationalizing the architecture of the brand
• Some classic dysfunctions
• What name for new products?
• B2B mixes organization, subsidiary and brand
• Corporate branding
• Corporate brands and product brands
• 14     Multi-brand portfolios
• Why rationalize portfolios
• From single to multiple brands: Michelin
• The benefits of multiple entries in a market
• Linking the brand portfolio to market segmentation
• Global portfolio strategy
• The case of industrial brand portfolios
• Linking the brand portfolio to the corporate strategy
• Key rules to manage a multi-brand portfolio
• The growing role of design in portfolio management
• Does the corporate organization match the brand portfolio?
• Auditing the portfolio strategically
• Portfolio management: allocating investments according to brand potential
• A local and global portfolio – Nestlé
• Brand deletion, business preservation
• 15     Handling name changes and brand transfers
• Brand transfers are more than a name change
• Reasons for brand transfers
• The challenge of brand transfers
• When one should not switch
• When brand transfer fails
• Analysing best practices
• Transferring a service brand
• How soon after an acquisition should the name change?
• Managing resistance to change
• Factors of successful brand transfers
• Changing the corporate brand
• 16     Brand turnaround and rejuvenation
• The decay of brand equity
• Factors of decline and deletion
• When a brand becomes generic
• Preventing the brand from ageing and deletion
• Revitalizing an old brand
• Growing older but not ageing
• 17     Managing global brands
• From global to post-global
• The pendulum is swinging back to local
• Facing counterfeited products and logos
• Patterns of brand globalization
• Why globalize?
• The benefits of a global image
• Conditions favouring global brands
• Barriers to globalization
• Coping with local service
• Naming problems
• Achieving the delicate local–global balance
• Local brands can strike back
• The process of brand globalization
• Globalizing communications: processes and problems
• Making local brands converge
• PART FOUR  Brand valuation
• 18     Financial valuation and accounting for brands
• Accounting for brands: the debate
• What is financial brand equity?
• Evaluating brand valuation methods
• Brand valuation in practice
• The evaluation of complex cases
• What about the brand values published annually in the press?
• Unintended impact of the IFRS norms on brand valuations
• Financially evaluating the cost of an image prejudice
• Bibliography
• Index
• Full imprint