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Kellogg on Branding: The Marketing Faculty of The Kellogg School of Management ReviewThe last time I checked, Amazon and its online partner Borders sell more than 8,000 different books on the general subject of brands and brand management. Presumably this number will continue to increase as organizations become more actively involved with marketing initiatives which effectively leverage one or more brands.
What we have here is one of the volumes which comprise a series produced by faculty members at the Kellogg School of Management at Northwestern University. It was edited by Alice M. Tybout and Tim Calkins who co-authored the Preface; Philip Kotler provides the Foreword and Calkins the Introduction.
I feel obligated to suggest at the outset that none of the volumes in this series is an "easy read." On the contrary, each requires but will generously reward a careful consideration of its contents which, in this volume, are carefully organized within four Sections:
I (Chapters 1-3) Key Branding Concepts
II (Chapters 4-6) Strategies for Building and Leveraging Brands
III (Chapters 7-13) From Strategy to Implementation
IV (Chapters 14-20) Branding Insights from Senior Managers
There are five themes which are rigorously examined through the narrative: brand positioning, brand design, brand meaning, leveraging a brand, creating a brand-driven organization, and then three chapters are devoted to issues on measurement. I especially appreciate the provision of various frameworks, check-lists (e.g. the five-step process for designing a brand on page 38), "Figures" (e.g Whirlpool's Touch Point Wheel" on page 230), and other tools to assist the reader with clarifying her or his thoughts about branding in terms the specific needs and interests of his or her organization.
Although taken out of context, the following three excerpts are representative of the high quality of thinking and writing throughout this book:
"The word brand has a tripartite etymology. One emphasis clusters around burning, with connotations both of fiery consummation and of banking the hearth. A second emphasis clusters around marking, with connotations of ownership and indelibility, as well as paradoxical allusions to intrinsic essence, whether or merit or stigma. A third emphasis clusters around the delivery of, or deliverance from, danger (stoke, anneal, cauterize; conflagration, possession, aggression). The brand embodies the transformative heat of passion, properly tended. It is bestowed and it is earned. The brand bespeaks the forging of a family." John F. Sherry, Jr. on "Brand Meaning," page 41.
"There are several sources of pioneering advantage. All are derived from the pioneer's unique role in creating the category, in defining the dimensions on which brands compete, and in influencing the importance buyers attach to perceived differences. Simply put, the pioneer plays a unique role... It is perceived different from others, and that perception is valuable in several ways....A pioneer can become the standard against which later entrants are judged simply by establishing the category and being viewed as the near-ideal product. This strong association with the product category means that virtually all other products in the category are now judged by the established standard. Standards in markets take at least two forms -- psychological standards and technological standards." Gregory S. Carpenter and Kent Nakamoto on "Competitive Strategies," pages 75 and 77.
"The differences between technology markets and CPG [consumer packaged goods] markets from a branding standpoint can be categorized into differences related to the market, differences related to products, differences related to customer behavior, and differences related to channels and ecosystems. I use this categorization scheme to discuss the challenges and principles of branding in technology markets. Figure 11.1 [pages 204 and 205] summarizes the key contextual dimensions that form the basis of contrasting brands in technology markets with branding in CPG markets." Mohanbir Sawhney on "Branding in Technology Markets," pages 202 and 203.
This book will be of greatest value to those senior-level executives who need to know their customers better and how to get closer to them, who need expert counsel on how to differentiate what they offer and then with formulating appropriate branding strategies which position their offering, not only as relevant to the given target market but indeed superior in value to whatever is offered by competitors.
Those who share my high regard for this volume are urged to check out Kellogg on Marketing edited by Dawn Iacobucci and Kellogg on Integrated Marketing co-edited by David Dranove and Sonia Marciano. I also recommend Harvard Business Review on Brand Management, Alina Wheeler's Designing Brand Identity, William J. McEwen's Married to the Brand, Marty Neumeir's The Brand Gap, Martin Lindstrom's Brand Sense, David A. Aaker's Building Strong Brands as well as Brand Portfolio Strategy, Bill Schley and Carl Nichols Jr.'s Why Johnny Can't Brand, Scott Bedbury and Stephen Fenichell's A New Brand World, Kevin Lane Keller's Strategic Brand Management (Second Edition), Alex Wipperfurth's Brand Hijack, and Douglas B. Holt's How Brands Become Icons.
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