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Developing Winning Brand Strategies

Developing Winning Brand Strategies

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Developing Winning Brand Strategies introduces at a high level the actual relationships between branding, strategy, and corporate performance. It provides a fresh perspective on, and approach for, developing robust customer-focused strategy and describes the important role of the brand in competing successfully for stakeholder choice.
Developing Winning Brand Strategies introduces at a high level the actual relationships between branding, strategy, and corporate performance. It provides a fresh perspective on, and approach for, developing robust customer-focused strategy and describes the important role of the brand in competing successfully for stakeholder choice.

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Categories:Types, Business/Law
Published by: Business Expert Press on Sep 01, 2009
Copyright:Traditional Copyright: All rights reserved

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10/10/2010

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Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1Chapter 1: Competing for Choice . . . . . . . . . . . . . . . . . . . . . . . . . . .3Chapter 2: Uncovering Hidden Potential for Growth . . . . . . . . . . . .17Chapter 3: Balancing Stakeholder Choices . . . . . . . . . . . . . . . . . . . .41Chapter 4: Managing the Dynamics of Brand Performance . . . . . . .55Chapter 5: Building Brand Competenciesfor Competitive Advantage . . . . . . . . . . . . . . . . . . . . . . .81 Appendix: The Evolution of Business Strategy . . . . . . . . . . . . . . . . .93Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101
 
Introduction
 At a time when businesses are finding it hard to generate strong growthand profits, it is surprising that many otherwise well-managed companiesare either sitting on vast underutilized resources or are massively misallo-cating money on initiatives that are not accomplishing their strategic andbrand objectives. Why are these businesses getting it wrong?In this book, I argue that the reason is twofold. First, managers arefailing to recognize that their business and their brand are, in fact, twointerdependent parts of a single dynamic system. Second, they are tooready to accept poor and fragmented data as the basis for their decisions. What they should do, I believe, is analyze the systems of resources thatmake up their business and establish a holistic fact base that they can useto formulate robust and dynamically informed strategy.This, however, is likely to require a change in mindset. Let us beginby considering the fact that living creatures, institutions, and businessesshare a fundamental attribute: They all compete for choice. With bright colors, symmetrical patterns, agility, intelligence, and amultitude of other features, animals compete to be chosen by a suitablemate. This is essential for reproduction and for the survival of the species.Similarly, we are all in our own way competing to be chosen at variousinstances in our daily lives. At the same time, we are also constantly mak-ing choices. As Aristotle said, “The origin of action is choice, and that of choice is desire and reasoning.”In business, the number of people choosing any one brand is not abun-dant. Businesses compete for the choice of customers or consumers—ideally many and valuable ones. Not only that, they also compete for the choiceof other key stakeholders, including the best employees, partners, andinvestors, and they do so by providing value to these stakeholders, thuscontributing to society at large.In this sense, brands are the vehicles that businesses use to competefor choice. The value proposition, image, and values that companies

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