Fagartikler

Ask five marketing managers to define positioning, and you will probably get five different answers.
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It is 9:30a.m. You have a major presentation to give to the board of directors at 11:00 a.m. You need documents from your colleagues in your West Coast office.
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Fueling Growth Through Ingredient Branding
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The word "brand" has become synonymous with 21st Century life. Nike, Coca Cola, Microsoft and still even Marlboro are billion dollar brands in their own right.
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There is growing interest in the topic of corporate brands, with confusion about what this means. This paper argues that the brand concept is context independent, thus the concept of the corporate brand is the same as the concept of the product or services brand.
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Little research has been undertaken to identify and understand internal factors contributing to service brand success. Due to the intangible nature of service brands leading to different people holding different interpretations, management faces the challenge of ensuring that all employees have similar interpretations to ensure coherent enactment of brand strategies.
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Recent management books have celebrated the traditional company modell, one even calling it ”the ultimate creation”. While the Ultimate Creator might have some issues with that, there is no question that the company is potential of greater value to the customer than any product or service that it creates.
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Det å konkurrere bevisst i et marked, handler om å finne måter å differensiere seg fra konkurrentene på - på kriterier som er viktige for kundene i det markedet man opererer. Det handler om å skape en sterk identitet og posisjon (en sterk merkevare) som klart er annerledes enn de andre aktørene på markedet, ikke bare gjennom design og reklame, men gjennom ens totale måte å være på - den totale markedsmiksen.
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GE. Sony. Xerox. Procter & Gamble. IBM. What they have in common goes far beyond the fact that they are great companies or the fact that their great brands command a tremendous amount of equity.
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Merkevarebygging og merkevareledelse som verktøy for markedsmessig og økonomisk suksess har i de siste år blitt adoptert av de fleste konkurranseutsatte virksomheter. Og, erkjennelsen om at sterke merker kanskje er enhver virksomhets viktigste verdi er også langt på vei akseptert av norkse bedriftsledere. Men, hvorfor?
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One of today's white-hot business issues is how to measure Marketing Return On Investment (MROI). Indeed, for many of the most successful global companies, there has been a surprising lack of progress towards the age-old goal f correlating inputs to outputs and in bringing the scientific method to bear on the black hole of marketing expense.
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The benefits of being perceived to be socially responsible are varied and many. Understandably brands want to be perceived as socially responsible. Being associated with a good cause is a quick way for a brand to be gain the tag of being seen as ‘socially responsible’.
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How much is enough? Brand building through corporate advertising, defined generally as advertising that benefits an company's image by emphasizing its own resources, skills and/or character, was once an academic concept only rarely understood or consciously applied.
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As business and consumer markets become more competitive, and customers become more demanding, companies must work harder to secure the fundamental relationships that fuel their business growth. Building distinctive relationships with customers is what branding is about, whatever the market, whoever the client.
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Brands are strategic built through deeds more than words and images.
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At a recent panel presentation, one brand expert declared $150k as the price of admission for any company truly serious about branding. If, however, you can’t make a six-figure commitment just yet, here’s how to spur your organization to harness the power of a memorable brand.
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"Nothing is more emotional than a brand within an organization", says David Aaker. Yet, if companies do not take a more active role in developing brand portfolio strategies to support and enable their business strategies, he warns, "They will find themselves in Henry Ford's position when he woke up and realized not all cars neet to be black."
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Brand assets are difficult and expenive to develop, maintain, and adapt. The offering environment is cluttered, confused, and complex in part because of the proliferation of products, brands, and sub-brands.
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The rocky start of 2001 has been marked by almost daily reports of massive layoffs; stock market nosedives and the continuing dot-com meltdown, challenging senior level decisionmakers to manage their businesses in a manner that drives shareholder value and profits.
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One of the latest fashions from the USA is to require marketing managers to provide proof of the financial return on marketing expenditure.
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"Managing Your Total Brand" is designed to be action-oriented. It introduces the principles and processes of managing your total brand, and gives you tools to apply to your own business.
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Med markedssegmentering menes inndeling av markedet i klart avgrensede kundegrupper som man vet eller tror krever en spesiell form for markedspåvirkning.
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Recent management books have celebrated the traditional company modell, one even calling it ”the ultimate creation”. While the Ultimate Creator might have some issues with that, there is no question that the company is potential of greater value to the customer than any product or service that it creates.
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Brand activation is not a theory; it is a natural step in the evolution of brands. This paper takes a deeper look into the possibilities within the brand, its’ strategy and position to find assets that can be relevant, adaptable and profitable for the entire company.
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We've all heard the story of the blind men and the elephant. Different men examine different parts of an elephant. One examines the trunk and concludes that "an elephant is like a vine". Another examines a leg and concludes that "an elephant is like a pillar". A third examines the tail and concludes "an elephant is like a rope". A fourth runs his hand across the elephant's side and concludes "an elephant is like a wall'. All of them are correct. All of them miss the essential truth. An elephant is much more than the sum of its anatomical parts. It is a living, breathing being.
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What do most powerful corporations in the world - Sony, Disney, Coca-Cola, for example - have in common? Their success has been driven largely by the strength of their brands. As such, these and other successful organsizations tend to manage their brans as key business assets that are a crucial underpinning to the overall corporate strategy.
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From dot-com mania where "branding" was king, to the current proclamations announcing the "end of branding", the misunderstanding and confusion that exists around the concept of brand has reached uprecedented levels
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While the brand equity associated with tangible goods has received a great deal of attention in the literature, a basic understanding of the nature of brand equity for services has yet to emerge. Most of what is known about brand equity for services is based on theoretical or anecdotal evidence. In addition, the presumed differences in brand equity associated with search-dominant, experience-dominant, and credence-dominant services has yet to be empirically examined.
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The Martha Stewart brand, synonymous with the notion of raising the quality of living in and around the home, drives diverse and complimentary publishing, television, branded merchandise and retail businesses.
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Look up those branding terms that have been on your mind.
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David Aaker was in London recently to talk to Forum members. Ian Henderson took the opportunity to press him further on some key branding issues.
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"What is not measured is not managed" is a well-understood catchphrase, especially since the long-term health and stability of an organization are closely measured across multiple dimensions, from productivity to ROI to cash flow.
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When a fortune 500 executive recently asked for a proposal to provide financial valuations for his top 30 brands, I asked what decisions this information would enable him to make. That question quickly ended the conversations, as it was one he could not answer.
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The future of many companies lies in brands. By using brands as a starting point in the formulation of company strategy, an important precondition for a new direction - brand orientation - is created. Established brands have a great potential for increasing the ability of companies to comepete as well as generating theiry growth and profitability.
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Fortune magazine’s 2002 ranking af ”Best Companies to work for” had some familiar names on the list: Southwest Airlines, Intel, Microsoft, Wal-Mart, FedEx, Cahrles Schwab, American Express, Golman Sachs, and Harley Davidson. One month later, Fortune’s annual “Most admired Companies” issues was released, and those exact same companies were at the top of that list too. From a brand perspective, these cross-over companies and brands tell a wonderful story.
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The world's strongest brands share ten attributes. How does your brand measure up?
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It's human nature to bond emotionally with someone with whom you have a strong relationship, like your best friend. In most cases these special friendships are earned over time and are based on a pattern of behavior and common values. Building a successful brand is a similar process.
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The discipline of branding has a major problem. Depending on who’s talking, branding can be a logo package (according to graphic designers who’ve picked up on the branding “trend”), a logo package with a unique selling proposition tag line and an institutional advertising campaign (per those advertising agencies that call themselves branding agencies), an internal communications program (re: public relations firms), or it can go as far as being explained as promotion of the differential nature of the company and its products in the competitive environment (an academic dissection).
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Why do they get so excited? I never cease to be amazed at the violent reactions which the concept of branding the nation provokes. There is clearly something about it that sets some people’s teeth on edge.
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"What is not measured is not managed" is a well-worn management catchphrase. Indeed, where would businesses be if they did not consistently monitor and measure the long-term health and stability of their organisations across multiple dimensions - from cash flow to productivity to return on investment?
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Fancy flying a MIG 21 at twice the speed of sound? No problem, pick up a voucher at your local WH Smith. How about undertaking a James Bond mission and, in the process, getting the weapons training and gadgets? Just drop into your local Boots The Chemist and buy a gift certificate. Perhaps you would like to share a kitchen with a celebrity chef? That too is just a phone call away.
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Marketing. When most people hear the word, they think of marketing to prospective customers, or to existing ones. Essentially, they think of marketing as an externally-focused business function. But what about marketing to your internal customers – your employees?
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In consumer marketing, brands often provide the primary points of differentiation between competitive offerings, and as such they can be critical to the success of companies. Hence, it is important that the management of brands is approached strategically.
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Jeff Smith and Kristiane Hansted Blomqvist explain how the human resouces department could become branding's new best friend.
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During much of the twentieth century, many product brands operated more as icons of awareness and accumulators of name and slogan recall than as sophisticated marketing instruments.
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The word "brand", when used as a noun, can refer to a company name, a product name, or a unique identifier such as a logo or trademark. In a time before fences were used in ranching to keep one's cattle separate from other people's cattle, ranch owners branded, or marked, their cattle so they could later identify their herd as their own.
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With an increasingly competitive marketplace, more and more companies have learned the importance of ensuring the quality of their products ("walking the walk"). They have implemented manufacturing systems designed to make products which enhance their brand image by providing satisfying customer experiences.
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Now more than ever, companies worldwide are recognizing the corporate brand as a tangible business asset that can be managed to produce positive financial returns. The corporate brand has become a critical business tool - one that is reshaping the way companies express themselves to all audiences.
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Corporate branding necessitates a different management approach. It requires greater emphasis on factors internal to the organisation, paying greater attention to the role of employees in the brand building process. This paper explores the implications of corporate branding for the management of internal brand resources.
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Outlines 15 explanations for the fog which has enveloped the nascent domains of corporate identity and corporate marketing. However, the fog surrounding the area has a silver lining. This is because the fog has, unwittingly, led to the emergence of rich disciplinary, philosophical as well as "national’", schools of thought.
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