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S
TEAL
 
THIS
 
E
‐
B
OOK
 
A
N
A
CTION
P
LAN TO
S
HARPEN YOUR 
M
ARKETING
S
TRATEGY
 
©
 
2009
 
T
IM
 
D
EMPSEY
 
WWW
.
ELASTICBRANDS
.
COM
 
 
Steal
 
this
 
E
‐
Book:
 
An
 
Action
 
Plan
 
to
 
Sharpen
 
your
 
Marketing
 
Strategy
 
Tim
 
Dempsey
 
Page
 
2
 
This
 
work
 
is
 
licensed
 
under
 
Creative
 
Commons
 
Attribution
‐
Noncommercial
‐
No
 
Derivative
 
Works
 
3.0,
 
http://creativecommons.org/licenses/by
‐
nc
‐
nd/3.0/
 
T
ABLE
 
OF
 
C
ONTENTS
 
W
HY
 
I
 
WROTE
 
THIS
 
E
‐
BOOK
.
 
3
 
W
HAT
 
IS
 
A
 
BRAND
?
 
6
 
W
HY
 
MUST
 
BRANDS
 
BE
 
ELASTIC
?
 
10
 
H
ERE
’
S
 
AN
 
EXAMPLE
.
 
11
 
A
NOTHER
 
EXAMPLE
 
12
 
B
RAND
 
MANAGEMENT
 
AND
 
THE
 
E
LASTIC
 
B
RANDS
 
FRAMEWORK
 
17
 
P
RESENCE
 
18
 
A
CTIONS
 
1
 
 –
 
7:
 
D
EFINE
 
YOUR
 
BRAND
’
S
 
P
RESENCE
 
20
 
A
UTHORITY
 
21
 
A
CTIONS
 
8
 
 –
 
12:
 
A
SSERT
 
YOUR
 
BRAND
’
S
 
A
UTHORITY
 
22
 
R
EPUTATION
 
23
 
A
CTIONS
 
13
 
 –
 
16:
 
M
ONITOR
 
YOUR
 
BRAND
’
S
 
R
EPUTATION
 
24
 
W
HY
 
IS
 
IT
 
SO
 
IMPORTANT
 
TO
 
BE
 
AN
 
E
LASTIC
 
B
RAND
 
TODAY
?
 
25
 
A
BOUT
 
THE
 
AUTHOR
 
26
 
 
Steal
 
this
 
E
‐
Book:
 
An
 
Action
 
Plan
 
to
 
Sharpen
 
your
 
Marketing
 
Strategy
 
Tim
 
Dempsey
 
Page
 
3
 
W
HY
 
I
 
WROTE
 
THIS
 
E
‐
BOOK
.
 
I
 
spent
 
12
 
years
 
working
 
for
 
Lotus
 
Development
 
Corporation
 
 –
 
the
 
latter
 
four
 
as
 
part
 
of 
 
IBM.
 
At
 
the
 
time
 
IBM
 
acquired
 
Lotus,
 
the
 
Lotus
 
brand
 
was
 
under
 
extreme
 
pressure.
 
Microsoft
 
was
 
killing
 
Lotus
 
on
 
the
 
desktop.
 
Excel
 
was
 
wiping
 
out
 
Lotus
 
1
‐
2
‐
3,
 
Microsoft
 
Office
 
cratered
 
Lotus
 
SmartSuite.
 
Lotus’
 
challenge:
 
drive
 
growth
 
in
 
the
 
Lotus
 
Notes
 
and
 
cc:Mail
 
businesses
 
rapidly
 
enough
 
to
 
offset
 
precipitous
 
declines
 
elsewhere.
 
In
 
the
 
end,
 
Lotus
 
couldn’t
 
stretch
 
their
 
brand
 
far
 
enough.
 
But
 
IBM
 
could
 
stretch
 
theirs.
 
They
 
acquired
 
Lotus
 
for
 
over
 
$3.5
 
billion,
 
with
 
the
 
strategic
 
intention
 
of 
 
infusing
 
IBM’s
 
brand
 
image
 
with
 
some
 
of 
 
the
 
Lotus
 
goodness:
 
innovation,
 
agility,
 
imagination,
 
ambition.
 
Merged
 
with
 
IBM’s
 
enduring
 
attributes
 
of 
 
trust
 
and
 
reliability,
 
the
 
acquisition
 
proved
 
“money
 
well
 
spent”
 
as
 
IBM’s
 
brand
 
image
 
got
 
an
 
update,
 
and
 
the
 
company
 
made
 
inroads
 
into
 
new
 
channels.
 
IBM
 
survived
 
the
 
Microsoft
 
challenge
 
and
 
the
 
“threat”
 
of 
 
the
 
Internet,
 
continued
 
making
 
massive
 
but
 
complementary
 
acquisitions,
 
and
 
quadrupled
 
the
 
firm’s
 
market
 
capitalization
 
during
 
the
 
‘90s.
 
What
 
a
 
brand.
 
This
 
work
 
is
 
licensed
 
under
 
Creative
 
Commons
 
Attribution
‐
Noncommercial
‐
No
 
Derivative
 
Works
 
3.0,
 
http://creativecommons.org/licenses/by
‐
nc
‐
nd/3.0/
 
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