Our thinking is appearing in publications around the world

David Aaker discusses concepts from his latest book, "Spanning Silos: The New CMO Imperative." He outlines a variety of ways to address silo-driven problems. *Please contact Prophet for a copy of this article. 

David Aaker and several other business gurus discuss key consumer trends and new strategic thinking for companies seeking world-beating brand behavior.

In his inaugural column for Marketing News, David Aaker discusses when it pays to market aggressively during tough times.

David Aaker was profiled by Techronicle, the biannually published Business and Technology magazine for senior business leaders.

In this blog posting, personal branding expert Dan Schawbel speaks to David Aaker about his new book "Spanning Silos."

Arguably, Apple has created or refined and revitalized at least five new categories in a single decade—the iPod, iTunes, the Apple store, the iPad and the iPhone—which is an incredible achievement. There are many drivers of Apple’s success, such as the company’s flare for cool design, its focus on perfecting the user experience, its passionate customer base, its brand, its marketing, CEO Steve Jobs’ credibility and visibility, and more. However, one key ingredient that is usually overlooked is Jobs’ ability to get the timing right.

Winning the brand relevance competition requires finding the right “must have,” bringing it successfully to market and then growing the resulting business. The problem is that success breeds competitors and the benefits of pioneering a new category or subcategory can be short-lived. A key step is to create barriers such as ongoing innovation, a large group of satisfied or even passionate customers, proprietary technology and preempted distribution.

David Aaker discusses how brand and marketing strategists can avoid the functional benefit trap.

In his article David Aaker outlines how social media can augment the offering to create a new category or subcategory.

This book examines how brand leadership can be achieved in the face of increasing competitive and economic pressures, including over-capacity, vicious price competition, product sameness, product proliferation, and powerful retailers.

An in-depth interview with David Aaker on issues in branding and how they are affecting financial services.

In this long-awaited book from the world's premier brand expert, David Aaker shows how to construct a brand portfolio strategy that supports your business strategy and profoundly affects your profitability.

David Aaker's blog post about Brand Relevance as guest post on Jossey-Bass.

In this article David Aaker talks about his new book: Brand Relevance, Making Competitors Irrelevant. With powerful case studies, David shows how it is done from concept generation and evaluation to defining and managing the image of the new categories and subcategories to creating barriers to competitors.

Success in dynamic markets involves creating offerings so innovative that they create new categories or subcategories — making competitors irrelevant. This groundbreaking book shows how brands such as Prius, Whole Foods Market, SalesForce.com, Zipcar, Wheaties Fuel, Muji, Asahi Beer, GE, and Apple have turned away from destructive brand preference competition to focus on winning the brand relevance war.

Observing brands in contemporary art can be instructive, especially for firms selling services or products with functional benefits that are hard to objectively value.

David Aaker's widely acclaimed book introduces the brand identity model and presents relevant case examples to bring it to life.

Conversations with Marketing Masters offers new insights by gathering the collected wisdom of the most influential marketing thinkers of our age, each of whom has given a structured interview. Covering a wide range of issues and illustrating concepts with cases of success and failure, these seminal dialogues offer a rare look at what made each master great — and a glimpse of the marketing future.

There's more to brand strategy than creating and managing a strong brand, especially since virtually all businesses have multiple brands in their portfolios. Too many businesses, however, have neither the underlying strategy nor management processes in place to allow their brand portfolios to reach their full potential as an important driver of business performance.

In a growing number of businesses, marketing will have more of a strategic role.