IN THIS SUMMARY
Although the classic brand management system, initiated by Procter & Gamble, has worked well for many decades, it is often not so effective in dealing with today’s emerging market complexities, competitive pressures, channel dynamics, global forces, and business environments, characterized by multiple brands, aggressive brand extensions, and complex subbrand structures. As a result, a new model, brand leadership, has emerged and is gradually replacing the traditional system.Brand Leadership develops four major branding themes-extending brand identity, the concept of brand architecture-how brands should relate to each other, how far they should be stretched, and what roles they should play within the total brand system, moving beyond advertising so as to break out of the clutter, and the organizational challenges of managing brands in a global context. Thus, this work assembles all the brand management tools offered into a comprehensive system that moves brand management from the tactical and reactive to the strategic and visionary. Key to that transformation is the brand architecture, which provides an excellent framework for effectively simplifying the incredible complexity faced by multibrand marketers and also for revealing the link between brands and business strategies.Nonetheless, brand building is a complex subject with many interrelated concepts and perspectives, and Aaker and Joachimsthaler seem to touch every one of them. The result is a very crowded road map, with so many points of interest highlighted, and so many detours explored, that it’s difficult to see the big picture. This is where the many case studies save the day. In addition to being just plain entertaining and educational, they excellently identify and evaluate brand strategies and their implications and illustrate specific concepts and methods, thus, they are key to providing much needed overviews and insights. Without them, assimilating all the information the authors provide, as relevant as it is, would be a daunting task.