How Organizations and Their Brands Leverage Marketing Partnerships to Enhance Their Success
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Brand Management for Dummies®, Frontify Special Edition
These materials are © 2020 John Wiley & Sons, Ltd. Any dissemination, distribution, or unauthorized use is strictly prohibited. Brand Management Frontify Special Edition by Stephanie Diamond These materials are © 2020 John Wiley & Sons, Ltd. Any dissemination, distribution, or unauthorized use is strictly prohibited. Brand Management For Dummies®, Frontify Special Edition Published by: John Wiley & Sons, Ltd., The Atrium, Southern Gate Chichester, West Sussex, www.wiley.com © 2020 by John Wiley & Sons, Ltd., Chichester, West Sussex Registered Office John Wiley & Sons, Ltd., The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior written permission of the Publisher. For information about how to apply for permission to reuse the copyright material in this book, please see our website http://www.wiley.com/go/permissions. Trademarks: Wiley, For Dummies, the Dummies Man logo, The Dummies Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries, and may not be used without written permission. Frontify and the Frontify logo are trademarks or registered trademarks of Frontify AG. All other trademarks are the property of their respective owners. John Wiley & Sons, Ltd., is not associated with any product or vendor mentioned in this book. LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: WHILE THE PUBLISHER AND AUTHOR HAVE USED THEIR BEST EFFORTS IN PREPARING THIS BOOK, THEY MAKE NO REPRESENTATIONS OR WARRANTIES WITH RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS OF THIS BOOK AND SPECIFICALLY DISCLAIM ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. -
Employer Branding: Sustainable HRM As a Competitive Advantage in the Market for High-Quality Employees
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics App, Stefanie; Merk, Janina; Büttgen, Marion Article Employer branding: Sustainable HRM as a competitive advantage in the market for high-quality employees Management Revue Provided in Cooperation with: Rainer Hampp Verlag Suggested Citation: App, Stefanie; Merk, Janina; Büttgen, Marion (2012) : Employer branding: Sustainable HRM as a competitive advantage in the market for high-quality employees, Management Revue, ISSN 1861-9916, Rainer Hampp Verlag, Mering, Vol. 23, Iss. 3, pp. 262-278, http://dx.doi.org/10.1688/1861-9908_mrev_2012_03_App This Version is available at: http://hdl.handle.net/10419/93050 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available -
BRAND LEADERSHIP the Evolving Paradigm DAVID AAKER and ERICH JOACHIMSTHALER
BRAND LEADERSHIP The Evolving Paradigm DAVID AAKER and ERICH JOACHIMSTHALER DAVID AAKER is Vice-Chairman of Prophet Brand Strategy, a strategic professional services firm, and a Professor Emeritus at the Haas School of Business, University of California, Berkeley. He is widely acknowledged as the preeminent authority on brand equity and brand strategy. Dr. Aaker has published more than 90 articles and 11 books including Managing Brand Equity, Developing Business Strategies and Building Strong Brands. He graduated with a B.S. from MIT and a MS Ph.D. from Stanford University. For more information on David Aaker, see http://www.prophet.com or http://www.davidaaker.com. ERICH JOACHIMSTHALER is CEO of The Brand Leadership Company, a strategy consulting and management education firm, and Visiting Professor of Business Administration at the Darden School, University of Virginia. He is the author of more than 40 articles and case studies and is a sought-after speaker and consultant. Dr. Joachimsthaler completed his formal education with a Post Doctorate Fellowship at Harvard Business School. For more information on Erich Joachimsthaler, see http://www.brandleadershipcompany.com. SUMMARIES.COM is a concentrated business information service. Every week, subscribers are e-mailed a concise summary of a different business book. Each summary is about 8 pages long and contains the stripped-down essential ideas from the entire book in a time-saving format. By investing less than one hour per week in these summaries, subscribers gain a working knowledge of the top business titles. Subscriptions are available on a monthly or yearly basis. Further information is available at http://www.summaries.com. -
Strategies for Automotive Partnerships in Today's Global Marketplace
Emerging markets, emerging opportunities Strategies for automotive partnerships in today’s global marketplace Contents 1 Emerging markets, emerging opportunities 2 Automotive partnering activity remains strong 3 Today’s strategic partnerships come in all shapes and sizes 13 Contacts Emerging markets, emerging opportunities Increasing globalization of the automotive industry What do changing objectives mean for companies that are is changing the dynamics of traditional strategic considering a new strategic partnership? What should the partnerships, particularly cross-border joint ventures ownership structure look like? How should partners that (JVs) between Western companies and their cohorts in are focused on developing new technologies share people, emerging markets.1 Ten years ago there was uncertainty processes and other resources while maintaining barriers about pursuing business in markets such as India and that protect intellectual property? How does management China because political and business conditions were not know when it is time to dissolve the relationship? conducive to direct foreign investment. As a result, many automotive original equipment manufacturers (OEMs) Given today’s evolving business considerations amidst such as General Motors, Toyota, Honda and Ford, and the rapidly changing dynamics of the global automotive in particular automotive suppliers like BorgWarner and industry, it is an opportune time for companies to Magna, viewed strategic partnerships as a way to dip their examine the objectives and structures -
Requirements for Brand Managers and Product Managers Responsible for Competitiveness of Product and Brands ▪ Wroblowská Zuzana
Requirements for Brand Managers and Product Managers Responsible for Competitiveness of Product and Brands ▪ Wroblowská Zuzana Abstract Competitiveness of a product and care of a brand value are mainly the work of product man- agers and brand managers who play a major role in creating a competitive advantage of their companies. The aim of the paper is to present partial results of an independent research and connect them with the knowledge base of knowledgable management and human factors in product management. The paper focuses on a set of requirements for qualifications, experience, knowledge and skills that are imposed on candidates for the position of “Brand Manager”. For the purposes of defining the research objectives, an assumption was made that a set of require- ments for candidates will prove that brand managers and product managers are knowledgable workers. In order to meet this goal, the method of content analysis of job advertisements was used. Secondly, the research was focused on identifying and analysing the differences between the sets of requirements for product managers and brand managers. The analysis of the texts of job advertisements resulted in the requirements for knowledge and competency. It provided the information about what level of education, type and length of practical experience was preferred for the position of “Brand Manager”. The unexpected result was that the groups of technical knowledge and work experience of brand managers and product managers had statistically sig- nificant differences. At the end of the article, there are a number of recommendations formu- lated for the implementation of recruitment strategy. Keywords: brand manager, competitiveness, human resources, knowledge, product management, recruitment strateg y, skills JEL Classification: D83, M12, M31, M51 1. -
Creating More Powerful Partnership in Pharma Manufacturing
Creating More Powerful Partnerships in Pharma Manufacturing The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-for- profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with offices in more than 90 cities in 50 countries. For more information, please visit bcg.com. Creating More Powerful Partnerships in Pharma Manufacturing Ben Aylor, Elliot Vaughn, Christine O’Brien, and Eduard Viladesau September 2018 AT A GLANCE More and more pharma companies want to turn their contract manufacturing relationships into trusted strategic partnerships in order to increase capacity, gain access to new technologies, mitigate risk, and enter new markets. But finding the right partner and structuring the deal appropriately are not easy. Indeed, while four out of five pharma executives in charge of working with outside vendors want closer ties with their contract manufacturers, only a quarter say the deals they have struck were successful. Pick the Appropriate Deal Structure To improve their chances of success, companies should choose a partnership structure that matches their product portfolio and business strategy. Options range from simple fee-for-service deals to complex joint ventures. -
The Renault-Nissan Alliance 014 the Renault-Nissan Alliance
The Renault-Nissan Alliance 014 The Renault-Nissan Alliance Nissan has greatly increased its global footprint and achieved dramatic economies of scale through the Renault-Nissan Alliance, a unique and highly scalable strategic partnership founded in 1999. In 2011, 8.03 million cars* were sold by the Renault-Nissan Alliance, amounting to a 10.7% global share. We are marketing vehicles under the brands of Nissan, Infiniti, Renault, Renault Samsung Motors and Dacia. * This figure includes Lada sales (AvtoVAZ of Russia). The Alliance’s Vision Although it was initially considered a unique arrangement in the late 1990s, the Alliance quickly became a model for similar partnerships in the auto industry. The Alliance itself has entered cooperative relationships with Germany’s Daimler, China’s Dongfeng Motor Corp., Russia’s AvtoVAZ and others, and it continues to prove itself as the industry’s most enduring and successful partnership. The Alliance is based on the rationale that substantial cross-shareholding investments compel each company to act in the financial interest of the other, while maintaining individual brand identities and independent corporate cultures. Renault currently has a 43.4% stake in Nissan, and Nissan holds a 15.0% stake in Renault. The cross-shareholding arrangement requires mutual trust and respect, as well as a transparent management system focused on speed, accountability and performance. > Please see our website for more information on the Renault-Nissan Alliance. http://www.nissan-global.com/EN/COMPANY/PROFILE/ALLIANCE/RENAULT01/index.html Alliance Objectives The Alliance pursues a strategy of profitable growth with three objectives: 1. To be recognized by customers as being among the best three automotive groups in the quality and value of its products and services in each region and market segment 2. -
Strategic Brand Management, 4Th Edition, Kevin Lane Keller, Prentice-Hall
MBA 731 BRAND MANAGEMENT FALL 2018 (8/14-11/28) Meeting: Wednesday 6:30 – 9:20pm 205 Bryan Building “Education is not preparation for life; education is life itself.” (Origin unknown) Professor: Dr. Merlyn Griffiths, Associate Professor of Marketing Office: Bryan 353 Telephone: 334-4472 (Cisco messaging system only) E-mail: [email protected] (the most efficient means of contact) Office Hours: Tuesday 2:30pm-3:30pm and by appointment Course Documents: http://Canvas.uncg.edu Required Materials: “The intelligent man learns from his own experience; the wise man learns from the experience of others.” (Origin unknown) 1. Strategic Brand Management, 4th edition, Kevin Lane Keller, Prentice-Hall. 2. Additional readings and lecture notes are distributed through Canvas. 3. AdWeek – http://www.adweek.com/advertising-branding (recommended) Catalog Course Description: Prerequisite: MBA 706 The evolving nature of branding over time and the interaction of managerial actions to produce consumer understanding and response to brands in both domestic and global markets. Course Objectives A brand name, and its associated brand equity, is one of the most valuable assets any firm has. However, management education has not paid sufficient attention to managing brands, as the statement below suggests: “The MBA should stand for ‘Murderer of Brand Assets.’” (Larry Light, Marketing Consultant & Chairman of the Coalition for Brand Equity) To address this oversight, and to allow students to apply concepts learned in MBA 606/706, Marketing Management, this course addresses important branding decisions faced by organizations. The course objectives are: 1) to increase student understanding of the important issues in planning, implementing and evaluating brand strategies; 2) to provide relevant theories, models and tools for the making of brand decisions; and 3) to provide a forum for students to apply these principles. -
The Strategic Supplier Partnership in a Supply Chain Management with Quality and Business Performance
The Strategic Supplier Partnership with Quality and Business Performance ISSN 1985-692X Research Received 31 March’08/ Accepted 02 Oct’08 Paper SAFA = 0.58 The Strategic Supplier Partnership in a Supply Chain Management with Quality and Business Performance ♣ Arawati Agusa and Za’faran Hassanb aGraduate School of Business, Universiti Kebangsaan Malaysia, Malaysia bFaculty of Business Management, Universiti Teknologi MARA, Malaysia Abstract: The study investigates the association of strategic supplier partnership (SSP) in supply chain management (SCM) with product quality performance and business performance in the Malaysian manufacturing industries. In the inferential process, relationships between strategic supplier partnership practice, product quality performance and business performance and associations are analyzed using Pearson’s correlation, cluster analysis and structural equation modeling (SEM). The findings suggest that strategic supplier partnership practice and implementation have significant associations with product quality performance and business performance. The results of the study will be of particular interest to practicing production managers or top level managers for learning about the factors stimulating the adoption of strategic supplier partnership in SCM. Keywords: Malaysian Manufacturing industries, structural equation modeling, cluster analysis INTRODUCTION Over the last decades, Malaysian manufacturing companies have embraced a wide variety of management programs to improve product value and to enhance business performance. In addition, the increase of competition, global economy and the business challenges have made many Malaysian manufacturing ♣ [email protected] International Journal of Business and Management Science, 1(2): 129-145, 2008 129 The Strategic Supplier Partnership with Quality and Business Performance ISSN 1985-692X companies to integrate diverse competitive strategies into the operation system. -
Product and Brand Management
Biyani's Think Tank Concept based notes Product and Brand Management (MBA ) Sujata Biyani Karishma Gupta Deptt. of Management Biyani Institute of Science and Management Product and Brand Management 2 Published by : Think Tanks Biyani Group of Colleges Concept & Copyright : Biyani Shikshan Samiti Sector-3, Vidhyadhar Nagar, Jaipur-302 023 (Rajasthan) Ph : 0141-2338371, 2338591-95 Fax : 0141-2338007 E-mail : [email protected] Website :www.gurukpo.com; www.biyanicolleges.org ISBN No: 978-93-81254-78-3 Edition : 2014 While every effort is taken to avoid errors or omissions in this Publication, any mistake or omission that may have crept in is not intentional. It may be taken note of that neither the publisher nor the author will be responsible for any damage or loss of any kind arising to anyone in any manner on account of such errors and omissions. Leaser Type Setted by : Biyani College Printing Department Product and Brand Management 3 Preface I am glad to present this book, especially designed to serve the needs of the students. The book has been written keeping in mind the general weakness in understanding the fundamental concepts of the topics. The book is self-explanatory and adopts the ―Teach Yourself‖ style. It is based on question-answer pattern. The language of book is quite easy and understandable based on scientific approach. Any further improvement in the contents of the book by making corrections, omission and inclusion is keen to be achieved based on suggestions from the readers for which the author shall be obliged. I acknowledge special thanks to Mr. -
Leadership in Managing and Revitalizing Brand Identity
Title Leadership in Managing and Revitalizing Brand Identity Author(s) IKEDA, Yukio Citation ECONOMIC JOURNAL OF HOKKAIDO UNIVERSITY, 30, 21-45 Issue Date 2001 Doc URL http://hdl.handle.net/2115/30605 Type bulletin (article) File Information 30_P21-45.pdf Instructions for use Hokkaido University Collection of Scholarly and Academic Papers : HUSCAP Econ. J. ofHokkaido Univ., Vol. 30 (200l) , pp. 21-45 21 Leadership in Managing and Revitalizing Brand Identity Yukiyo IKEDA Studies about brand management have focused on the brand identity theory. Brand identity acts to attract the flrm's stakeholders and consumers. In the process of building brand identity, the leader of the firm should take an active role to manage the organization. The problem is how the leader exercises leadership to manage brands. The brand is a source of strength of the firm. Once the flrm has built a well-knowu brand name, it is able to sell products easily, and make alliances or relationships with other companies. However, the flrm can lose its brand power as a result of changes in the market and environment. This study investigates the corporate brand. It analyzes the roles of leadership, which is exercised by the top management through the process of revitalizing the corporate brand. Based on a case study, six roles of leadership in revitalizing brand identity are suggested. Keywords: brand identity; leadership; organizational culture; brand disadvantage; brand advantage 1. Introduction Although there have been studies on leadership, the issue of revitalizing brand identity has never been discussed. This study focuses on how and where leadership controls brands. -
ALEXA BROOKS 415-699-3071 Alexahbrooks@Gmail
ALEXA BROOKS 415-699-3071 ● [email protected] STRATEGIC PARTNERSHIP MANAGER ~ ACCOUNT DIRECTOR Highly motivated, self-directed professional with 10+ years of experience in the music industry, developing and building strategic partnerships between artists, labels, and organizations. Proven ability to work collaboratively in various areas: partnerships, content acquisition, merchandising, marketing, social media, and special events. KEY STRENGTHS Account Management ● Strategic Partnerships ● Revenue Generation ● Merchandising ● Program Development PROFESSIONAL EXPERIENCE SONY MUSIC ENTERTAINMENT, San Francisco, CA 2011 - Present Digital Account Director Plan and implement inventive online marketing campaigns for Sony Music releases across digital music services in the US and internationally. Create new opportunities for artists at accounts such as Google Play, Napster, Groove Music, PlayStation Music, Slacker, Deezer, SoundCloud, and iHeartMusic. ● Realized 86%+ revenue growth at Google Play in less than a 1 year. ● Responsible for the 1st artist Twitter card promotion with Fifth Harmony with Napster. 1.9MM impressions for one tweet. Track “Worth It” doubled in streams & shot to #1 on the service. ● Landed the very first feature for a artist on the Xbox One upon launch. ● Created a cross product promotion for catalog vinyl to drive streams and subscriber growth. LIQUID DIGITAL MEDIA, Redwood City, CA 2008 - 2011 Senior Content Services Marketing Manager Point of contact for all of Liquid’s label and music partners. Led the business development effort to bring aboard new partners and business. Executed Wal-Mart’s overall marketing campaigns: free tracks, value ads on consumer packaged goods products, and trial incentives on key products in the store. Responsible for the weekly merchandising with new independent artist content.