A dozen management fads have come and gone in the past decade, but brand equity, first explored by David Aaker in the late 1980s, has exploded in importance. Recognized by Brandweek as "the dean of the brand-equity movement," Aaker now prepares managers for the next level of the brand revolution -- brand 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 culture -- as the authors demonstrate with hundreds of case studies from companies such as Polo Ralph Lauren, Virgin Airlines, Adidas, GE, Marriott, IBM, McDonald's, 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 management Like David Aaker's two previous bestselling books, Brand Leadership will be essential reading for line executives and brand managers in market-driven firms worldwide. Dennis Carter Vice President, Intel Corporation A superb framework for dealing with the incredible complexity we brand managers face, particularly the implications of the link between the business strategy and brand, a link too often overlooked. Hans-Georg Brehm Brand Management, Mercedes-Benz A step ahead in the new world of complex brand architectures. John Quelch Dean, London Business School Solid advice for firms facing global brand challenges. Joseph V. Tripodi Chief Marketing Officer, Seagram Aaker and Joachimsthaler give all brand stewards the hope that by mastering these principles their own brands will reach new, exalted heights. This book is PRICELESS! Peter A. Georgescu Chairman and CEO, Young & Rubicam Inc. An excellent tool for anyone who really wants to understand the art and science of brand building. Clear and dynamic examples illustrate key brand drivers and make complex brand theory easy to understand. Peter Sealey, Ph.D. Co-Director, Center for Marketing and Technology, University of California-Berkeley, former global marketing director, The Coca-Cola Company What Frederick W. Taylor did for scientific management and Peter F. Drucker did for the concept of management, Aaker has done for our understanding of brands. Now, in collaboration with Erich Joachimsthaler, he has taken that life's work to a new level of perception, insight, and sophistication. "Brand Leadership" is a highly needed roadmap for the multi-brand marketer which is as up-to-date as tomorrow morning with chapters on how to incorporate sponsorships and the Internet. Tom Peters author of "The Circle of Innovation" "Branding" is the hottest term in business. For good reason. And, simply, there is a "brand" in the thinking about this topic. Namely, David Aaker. The new book is not a "line extension" It is an original. This is "it" on branding. Read it...or else. David A. Aaker is the Vice-Chairman of Prophet, Professor Emeritus of Marketing Strategy at the Haas School of Business, University of California at Berkeley, Advisor to Dentsu, Inc., and a recognized authority on brands and brand management. The winner of the Paul D. Converse Award for outstanding contributions to the development of the science of marketing and the Vijay Mahajan Award for Career Contributions to Marketing Strategy, he has published more than ninety articles and eleven books, including Strategic Market Management , Managing Brand Equity , Building Strong Brands , and Brand Leadership (coauthored with Eric Joachimsthaler). Chapter One: Brand Leadership -- The New Imperative It's a new brand world. -- Tom Peters A brand strategy must follow the business strategy. -- Dennis Carter, Intel BRAND MANAGEMENT -- THE CLASSIC MODEL In May 1931, Neil McElroy, who later rose to be a successful CEO of Procter & Gamble (P&G) and still later became the U.S. secretary of defense, was a junior marketing manager responsible for the advertising for Camay soap. Ivory ("99.44% pure" since 1879) was then the king at P&G, while the company's other brands were treated in an ad hoc manner. McElroy observed that the Camay marketing effort was diffuse and uncoordinated, with no budget commitment or management focus. As a result, Camay drifted and languished. Frustrated, McElroy wrote a now-classic memo proposing a brand-focused management system.