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1、BRANDLEADERSHIPBuildingAssetsInanInformationEconomyByDavidA.AakerandErichJoachimsthalerChapterOne:BrandLeadership-TheNewImperativeIt'sanewbrandworld.--TomPetersAbrandstrategymustfollowthebusinessstrategy.--DennisCarter,IntelBRANDMANAGEMENT--THECLASSICMODELInMay193
2、1,NeilMcElroy,wholaterrosetobeasuccessfulCEOofProcter&Gamble(P&G)andstilllaterbecametheU.S.secretaryofdefense,wasajuniormarketingmanagerresponsiblefortheadvertisingforCamaysoap.Ivory("99.44%pure"since1879)wasthenthekingatP&G,whilethecompany'sotherbrandsweretreated
3、inanadhocmanner.McElroyobservedthattheCamaymarketingeffortwasdiffuseanduncoordinated,withnobudgetcommitmentormanagementfocus.Asaresult,Camaydriftedandlanguished.Frustrated,McElroywroteanow-classicmemoproposingabrand-focusedmanagementsystem.TheMcElroymemodetailedth
4、esolution--abrandmanagementteamthatwouldberesponsibleforcreatingabrand'smarketingprogramandcoordinatingitwithsalesandmanufacturing.Thismemo,whichbuiltontheideasandactivitiesofseveralpeopleinsideandoutsideP&G,hashadaprofoundeffectonhowfirmsaroundtheworldmanagetheir
5、brands.ThesystemMcElroyproposedwasgearedtosolve"salesproblems"byanalyzingsalesandprofitsforeachmarketareainordertoidentifyproblemmarkets.Thebrandmanagerconductedresearchtounderstandthecausesoftheproblem,developedresponseprogramstoturnitaround,andthenusedaplannings
6、ystemtohelpensurethattheprogramswereimplementedontime.Theresponsesusednotonlyadvertisingbutalsoothermarketingtools,suchaspricing,promotions,in-storedisplays,salesforceincentives,andpackagingchangesorproductrefinements.Inpart,theclassicbrandmanagementsystemwassucce
7、ssfulatP&Gandelsewherebecauseitwastypicallystaffedbyexceptionalplanners,doers,andmotivators.Theprocessofmanagingacomplexsystem--ofteninvolvingR&D,manufacturing,andlogisticsinadditiontoadvertising,promotion,anddistribution-channelissues--requiredmanagementskillsand
8、aget-it-doneethic.Successfulbrandmanagersalsoneededtohaveexceptionalcoordinationandmotivationalskillsbecausethebrandmanagertypicallyhadnodirectlineautho
