By Erich Joachimsthaler, Harvard Business Review, David A. Aaker, John Quelch, David Kenny, Vijay Vishwanath
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The company also began linking new watch collections to carefully selected events. Although some collections have involved real product innovations, most are fashion driven, in keeping with the brand's concept. Page 13 Hence the company has sometimes tied introductions to such milestones as Halley's Comet, perestroika, the opening of Eastern Europe, and the 1992 United Nations Earth Summit in Rio de Janeiro. SMH's brand-building efforts (which also include a highly successful customer-membership club) have generated tremendous brand awareness.
49-1984. Page v Contents Building Brands without Mass Media Erich Joachimsthaler and David A. Aaker 1 Brands versus Private Labels: Fighting to Win John A. Quelch and David Harding 23 How Do You Grow a Premium Brand? Regina Fazio Maruca 51 Should You Take Your Brand to Where the Action Is? David A. Aaker 79 Extend Profits, Not Product Lines John A. Quelch and David Kenny 105 The Logic of Product-Line Extensions Perspectives from the Editors 127 Can This Brand Be Saved? Regina Fazio Maruca 147 Your Brand's Best Strategy Vijay Vishwanath and Jonathan Mark 169 About the Contributors 189 Index 193 Page 1 Building Brands without Mass Media Erich Joachimsthaler and David A.
Sales of premium- quality, premium-priced brands are on the rise. A 1993 Page 31 Roper Starch Worldwide survey found that 48% of packaged-goods buyers knew what brands they wanted before entering the store, up from 44% in 1991. National brands have value for retailers. Retailers cannot afford to cast off national brands that consumers expect to find widely distributed; when a store does not carry a popular brand, consumers are put off and may switch stores. Retailers must not only stock but also promote, often at a loss, those popular national brandssuch as Miracle Whip, Heinz ketchup and Campbell's soupthat consumers use to gauge overall store prices.