You are viewing Aaker on Brands blog posts from December, 2012 (3 total). You can also view all blog posts.
Brand executives can learn a lot from political professionals who exhibit creative brand building programs and then subject them to huge field tests. Consider the Obama campaign’s early decision to spend a good part of their budget on defining Romney. This money was expended before the conventions and some of it well before Romney wrapped up the nomination. There are a lot of reasons that Obama won the election, but many observers have hypothesized that this decision was key to the final result. The strategy was gutsy both because it took money away from the from the fall campaign and because it was uncertain that it would work.
The premise was that Romney was basing his campaign in part on the fact that the economy was in trouble, as it was, and that because of Romney’s experience at Bain he understood the private sector’s role in job creation and had experience as a problem solver. The Obama campaign’s…
December 19, 2012 • Permalink
Killing Giants is a provocative book written by Stephen Denny in which he outlines 10 strategies that have worked when small firms took on the giants in their industry - firms with marketing scale, distribution clout, buying power and strong brands. In looking at these strategies, it appeared to me that nearly all had a relevance interpretation. They were reframing a category or creating a new subcategory based on a “must have” that did not exist before, or they were affecting the visibility battle that is part of gaining relevance. Consider the following strategies:
Fight the giant where its size no longer matters. Boston Beer’s Samuel Adams brand (“not a beginner’s beer”) defined high-quality craft beer, a new subcategory in which Budweiser and the others were not relevant players.
Bring innovations to the market faster than the bureaucratic big guys. Intuit used quantitative and qualitative customer insight information…
December 12, 2012 • Permalink
Lincoln, has an incredible heritage, nearly a century old, as a premium brand. It had a long run with prestige owners and classic designs. But no longer. For several decades, Lincoln has been perceived as a boring car for very old people who are into cushy rides and waxing nostalgic.
The brand is now attempting a break-out reinvigoration to again become a top premium brand that will appeal to young buyers. The target is the BMW, Mercedes, Lexus and Cadillac buyer. To take a tarnished, upscale brand that is buried in the graveyard (yes, Lincoln has brands with high recognition, but they are rarely considered a viable option) and convince buyers that it is again relevant to the premium market is the most challenging brand task imaginable. It will be fascinating to watch.
The effort rests in large part on the recently launched MKZ midsize sedan. The car looks right, with an appealing fluid design described as “smooth and soft,” an interior that is at least competitive, and…
December 5, 2012 • Permalink