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

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