Brands and branding have deep historical roots. Almost anything or anyone can be branded with a name or mark for commercial or other purposes. The act of branding initiates activities in a brand ecosystem among people and organizations who have a vested interest in the brand's value. Unfortunately, a brand may experience a tragedy that can put its value and equity at risk. Pundits will often conclude there is a primary reason for a specific brand's tragedy, however, studying the situation more deeply can reveal tragic flaws in response to brand-challenging experiences that enhance managerial wisdom.The purpose of the book is to examine the backstories of a selection of relatively well-known brands that have experienced a tragedy. The objective is to inform how and why some brands survived and some did not. Doing so, may help leaders and managers of current brands avoid the miscues that lead to brand tragedies and possibly revive a brand when tragedy strikes. It is a book for those who need to improve their understanding of the vital importance of a brand for organizational success and who want to build and manage their brands to continuously improve value for customers, employees, shareholders, and the well-being of society. While there will be no one right approach or silver bullet to avert or ameliorate a specific tragedy, the better prepared leaders and managers are for a brand tragedy, the greater the likelihood of avoiding one and realizing an expedient and constructive outcome when one occurs.

Brands and branding have deep historical roots. Almost anything or anyone can be branded with a name or mark for commercial or other purposes. The act of branding initiates activities in a brand ecosystem among people and organizations who have a vested interest in the brand's value. Unfortunately, a brand may experience a tragedy that can put its value and equity at risk. Pundits will often conclude there is a primary reason for a specific brand's tragedy, however, studying the situation more deeply can reveal tragic flaws in response to brand-challenging experiences that enhance managerial wisdom.The purpose of the book is to examine the backstories of a selection of relatively well-known brands that have experienced a tragedy. The objective is to inform how and why some brands survived and some did not. Doing so, may help leaders and managers of current brands avoid the miscues that lead to brand tragedies and possibly revive a brand when tragedy strikes. It is a book for those who need to improve their understanding of the vital importance of a brand for organizational success and who want to build and manage their brands to continuously improve value for customers, employees, shareholders, and the well-being of society. While there will be no one right approach or silver bullet to avert or ameliorate a specific tragedy, the better prepared leaders and managers are for a brand tragedy, the greater the likelihood of avoiding one and realizing an expedient and constructive outcome when one occurs.

Behavioral pricing research is viewed as central to academic marketing research as well as strategic pricing. The objective of this book is to introduce new research directions in Behavioral Pricing. It investigates how consumers perceive, evaluate, and integrate prices with other factors to make value, fairness judgments and product and brand choices. Encompassing customer price-related attitudes, knowledge, cognitive processes, and behaviors, the book seeks to predict and explain customers' reactions to price strategies and associated psychological, physiological, and emotional processes.

This is a book for managers who know that their organisations are stuck in a mindset that thrives on fashionable business theories that are no more than folk wisdom, and whose so-called strategies that are little more than banal wish lists. It puts forward the notion that the application of uncommon sense - thinking or acting differently from other organisations in a way that makes unusual sense - is the secret to competitive success. For those who want to succeed and stand out from the herd this book is a beacon of uncommon sense and a timely antidote to managerial humbug.

If You Don’t Define Your Brand, Someone Else Will Define It for You Your small business is a brand. You as a business person are a brand! Imagine using a time-tested,strategic method to build your brandwith best practices for online marketing and more! Brand and marketing strategist Karen Tiber Leland helps entrepreneurs, business owners, CEOs, and executives create a brand by design instead of default, gain greater influence in their industries and companies, and become thought leaders in their fields. The Brand Mapping Strategy uses proven strategies, best practices and anecdotes from real life brand-building successes to give readers the tools they need to design, build, and accelerate a successful brand. Readers will be able to: Develop an overall blueprint for their brand using the Brand Mapping Process® Determine which online tactics (and in what combination) will work for their brand Expand the current brand outreach and contribution to a bigger audience in their industry, community, or the world at large Become a thought or industry leader, using clear positioning, a specific strategy for brand building, and a method for implementation Leverage content effectively and efficiently to build their brand Develop a marketing and social media strategy using the right platform

Introducing the first of a new line of Portable MBA books focusing on specific subjects vital in today's business circles. Managers learn how to maintain a firm grasp of a project throughout its development, how to forecast more accurately, and ultimately how to ensure the success of a product launch.

In this long-awaited book from the world’s 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 company’s 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, cobrands, and brand extensions. Renowned 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 firm’s profitability. Brand Portfolio Strategy is required reading not only for brand managers but for all managers with bottom-line responsibility to their shareholders.