Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage and Clarity
Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage
By David A. Aaker
Free Press, April 2004
368 pages, $28
When most technology managers think about their brand strategy—if they think about it all—it is in terms of their strongest brand. And while it is certainly true that Intel, for example, is a brand, so too are the company's Centrino, Pentium and Dialogic lines. Here consultant Aaker provides a primer not only on how to manage your brands but also on how they can work together for maximum competitive advantage. While there are case studies on all types of products, technology companies—Dell, Hewlett-Packard, Microsoft, Sony and the aforementioned Intel—are featured prominently.
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