16 January Knowledge History - Science, Engineering and Management

Patents

2014 - Methods and compositions for producing male sterile plants - US 20140020131 A1
            https://www.google.co.in/patents/US20140020131

2014 - Nasal Drug Delivery Device - US 20140014104 A1
            https://www.google.co.in/patents/US20140014104

2014 - Pentablock polymers - US 20140017175 A1
           ABSTRACT - Novel pentablock polymers comprising PGA-PCL-PEG-PCL-PGA or PEG-PCL-PLA-PCL-PEG, wherein PEG is polyethylene glycol, PCL is poly(ε-caprolactone), PGA is poly(glycolic acid), and PLA is poly(lactic acid).
           https://www.google.co.in/patents/US20140017175

Birthdays

Andre Michelin - Michelin Tyres



Management Knowledge Revision

Supply Chain Management: Review Notes Based on Chase et al.

Understanding the Supply Chain


Science, Engineering and Management Knowledge History of the Day - Index for the Year

Knowledge History of the Day - Index for the Year

Management Theory Review Blog
Management Knowledge Center
Engineering and Technology Knowledge Center
Science Knowledge Center
Social Science Knowledge Center

FastWorks - A New General Electric Initiative

New Management Initiative of General Electric - FastWorks

GE Appliance’s first attempt to apply FastWorks has been to create a refrigerator with French doors (doors that open from the middle) for their high end “Monogram” line. In January 2013, Chip Blankenship, CEO of GE Appliances  formed a new product development  team and told them to come with  a working product in 3 months and  production product in 11 or 12 months. The cross-functional team sat in  a room together. They became a tight group as they went down to the factory floor and built products together and looked at market research together. Customers were  involved throughout. Having the team hear customer feedback firsthand was a big change, especially for the engineers. At their training center in Louisville, they interacted with retail salespeople who came for training.  They also went to Monogram design centers in New York and Chicago to discuss and test products with other designers.

In January 2013 itself, the team came out with a “minimum viable product.” But the customers didn’t like it. The  feedback was that the stainless steel finish of the body was too dark. So it was changed to  a lighter shade of silver. Then the lighting tested poorly. They revised it.  They cycled through several design iterations using quick customer feedback. By August 2013, they had version 5, for which customers gave positive feedback. 75 units of version 6 were made in January 2014 and more customer test marketing was done. . Version 8 was approved for production  in October, and version 9 and 10 are in pipeline.

FastWorks initiative is based on Eric Ries's Book "The Lean Startup."


GE has provided thousands of copies of Eric  Ries’s book "The Lean Startup" and entrepreneur David Kidder’s "The Startup Playbook" to its employees


________________

________________
GE Ventures & healthymagination CEO Sue Siegel discusses FastWorks as she gives parting thoughts at CVIP Conference.

Corporate Venturing and Innovation Partnering upload



http://www.businessweek.com/articles/2014-08-07/ge-taps-lean-startup-ideas-for-faster-cheaper-product-rollout
https://hbr.org/2014/04/how-ge-applies-lean-startup-practices/



Summary - Important Points of Lean Startup by Eric Ries




Innovation factory: A company´s only sustainable path to long-term economic growth is to
build an “innovation factory” that uses lean startup techniques to create disruptive
innovations on a continuous basis.
Culture and systems: It’s moving leaders from playing Caesar with their thumbs up and
down on every idea to – instead – putting in a culture and the systems so that teams can
move and innovate at the speed of the experimentation system.

Validated learning is the process of
demonstrating empirically that a team has discovered valuable truths about a startups
present and future business prospects. It is more concrete, more accurate, and faster than
market forecasting or classical business planning.
Validated learning is backed up by empirical data collected from real customers.

True startup productivity: systematically figuring out the right things to build. In the lean
startup, every product, every feature, every marketing campaign – everything a startup does
– is understood to be an experiment designed to achieve validated learning.

Lean New Product thinking: Lean thinking defines value as providing benefit to the customer, anything else is waste. In a new product as well as startup, who the customer is and what the
customer might find valuable are unknown, part of the very uncertainty that is an essential
part of the definition of a new product or  startup.

The experiment phase: It begins with a clear hypothesis that makes predictions about what
is supposed to happen. Startup experimentation is guided by the startups vision. The goal of
every startup experiment is to discover how to build a sustainable business around that
vision. Even when experiments produce a negative result, those failures prove instructive
and can influence strategy. In the lean startup model, an experiment is more than just a
theoretical inquiry; it is also a first product.

The two most important assumptions entrepreneurs make are:
 The value hypothesis – test whether a product or service really delivers value to
customers once using it.
 The growth hypothesis – test how new customers will discover a product or service.

Answer 4 questions:
1. Do consumers recognize that they have the problem you are trying to solve?
2. If there was a solution, would they buy it?
3. Would they buy it from us?
4. Can we build a solution for that problem?

“Go and see for yourself”. Means that business should be based on deep
firsthand knowledge. Until you have seen something for yourself firsthand you cannot be
sure you really understand any part of the business problem.
External customer data: The facts that we need to gather about customer exist only outside
the building.


Early adopters
Before new products can be sold successfully to the mass market, they have to be sold to
early adopters. These people are a special breed of customer. They accept – in fact prefer – an
80 percent solution; you don’t need a perfect solution to capture their interest. Early adopters
use their imagination to fill in what a product is missing. They prefer that state of affairs,
because what they care about above all is being the first to use or adopt a new product or
technology. Early adopters are suspicious of something that is too polished; if it’s ready for
everyone to adopt, how much advantage can one get by being early?

Innovation accounting: Only 5 % of entrepreneurship is the big idea, the business model, the whiteboard strategising, and the splitting up of the spoils. The other 95 % is the gritty work that is measured by innovation accounting: product prioritizing decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

Once you have found success with early adopters, you want to sell to mainstream customers.
Mainstream customers have different requirements and are much more demanding.


Pivots

Zoom-in pivot: What preciously was considered a single feature in a product
becomes the whole product.
 Zoom-out pivot: What was considered as the whole product becomes a single feature
of a much larger product.
 Customer segment pivot: The product hypothesis is partially confirmed, solving the
right problem, but for a different customer than originally anticipated.
 Customer need pivot: The product hypothesis is partially confirmed: the target
customer has a problem worth solving, just not the one that was originally
anticipated.
 Platform pivot: Refers to a change from an application to a platform or vice versa.
 Business architecture pivot: For example when a startup goes from high margin/low
volume to mass market or vice versa.
 Value capture pivot: how do companies capture value?
 Engine of growth pivot: A company changes its growth strategy to seek faster or
more profitable growth.
 Channel pivot: Is the recognition that the same basic solution could be delivered
through a different channel with greater effectiveness.
 Technology pivot: When discovering a technology to achieve the same solution by
using a completely different technology.


Satisfied customers grow your business.

There are four primary ways past customers drive sustainable growth:
1. Word of mouth. Embedded in most products is a natural level of growth that is
caused by satisfied customer’s enthusiasm for the products.
2. As a side effect of products usage. Fashion or status, such as luxury goods products,
drive awareness of themselves whenever they are used.
3. Through funded advertising. As long as the cost of acquiring a new customer
(marginal cost) is less than he revenue that customers generates (marginal revenue),
the excess (marginal profit) can be used to acquire more customers. The more
marginal profit, the faster the growth.
4. Through repeat purchase or use. Like subscriptions or voluntary repurchases.

GE Team Experience Sharing at Lean Startup Conference 2013 - 12/9/2013
______________________

______________________
leanstartupconf  upload

FastWorks - Simple Explanation by a GE Insider

FastWorks means getting to market now with something that may not be a 100% solution but that allows your customer to provide real feedback. Eric Ries calls this process the build-measure-learn feedback loop. The feedback from these first thrusts into a new market, product, service or process allow you to validate your critical hypotheses about what customers want and  what they’re willing to pay for. The feedback also gives idea on things left unaddressed. With this information, leaders can then decide to persevere on their previous course towards a final product—or they can pivot, changing their road map and heading in a new direction. Sometimes, pivoting may mean abandoning the effort altogether.

It does not mean any compromise on quality or capability. It only means engaging customers in experiments with new products in demo configurations before doing a full-up build or getting feedback from the market on a product we could build, but haven’t yet. The customers are given an opportunity to give critical insight into what the end product should look like.

FastWorks is going to be integral to the way we work. We are going to get to the market faster, with more new ideas, and rely on market feedback to shape the direction of those innovations at every step in the process. It will mean spending even more time talking to and understanding our customers…for whose benefit products are being developed.

By Todd Stiefler
Todd joined GE from the world of Washington politics and manages  business development for the services of GE including the Proficy SmartSignal predictive analytics software.
http://defense.ge-ip.com/blog/new-kind-startup/

World Top MBA Institutes - B Schools and Professors

FT Rank 2014

1 Harvard Business School US
2 Stanford Graduate School of Business US
3 London Business School UK
4  University of Pennsylvania: Wharton US
5 Columbia Business School US
5 Insead France / Singapore
7 Iese Business School Spain
8 MIT: Sloan US
9 University of Chicago: Booth US
10 Yale School of Management US
11 University of California at Berkeley: Haas US
12 IMD Switzerland
13 IE Business School Spain
14 HKUST Business School China
15 Northwestern University: Kellogg US
16 University of Cambridge: Judge UK
17 Duke University: Fuqua US
17 New York University: Stern US
17 Ceibs China
20 Dartmouth College: Tuck US
21 HEC Paris France
22 Esade Business SchoolFeatured business school Spain
23 University of Oxford: Saïd UK
23 University of Michigan: Ross US
25 Warwick Business School UK
26 UCLA: Anderson US
27 Cornell University: Johnson US
27 University of Virginia: Darden US
29 University of Hong Kong China
30 Indian Institute of Management, Ahmedabad India
31 SDA Bocconi Italy
32 National University of Singapore Business School Singapore
33 University of North Carolina: Kenan-Flagler US
34 Carnegie Mellon: Tepper
35 Rice University: Jones US
36 Indian School of Business India
36 Georgetown University: McDonough US
38 Nanyang Business School Singapore
39 Rotterdam School of Management, Erasmus University Netherlands
39 University of Texas at Austin: McCombs US
41 City University: CassFeatured business school UK
41 Emory University: Goizueta US
43 Manchester Business SchoolFeatured business school UK
44 University of Illinois at Urbana-Champaign US
45 Sungkyunkwan University GSB South Korea
46 Cranfield School of ManagementFeatured business school UK
47 Indiana University: Kelley US
48 University of California at Irvine: Merage US
49 Imperial College Business SchoolFeatured business school UK
50 University of Maryland: Robert Smith School of  US

http://rankings.ft.com/businessschoolrankings/global-mba-ranking-2014


Professors

Harvard Business School US

A
Rawi E. Abdelal   -   David Ager  - Gautam Ahuja  -   Juan Alcacer  - Laura Alfaro - Abigail M. Allen - Jose B. Alvarez - Teresa M. Amabile  - Bharat N. Anand -Howard M. Anderson - Michel Anteby - Lynda M. Applegate - Nava Ashraf - Jill J. Avery



B
Joseph L. Badaracco - George P. Baker - Malcolm P. Baker - Carliss Y. Baldwin -

Julie Battilana - Max H. Bazerman - Juliane M. Begenau - David E. Bell - Yoella Bereby-Meyer

Ethan S. Bernstein - John Beshears - Richard M.J. Bohmer - Alison Wood Brooks

Ryan W. Buell - Benjamin Bushong - Jeffrey Bussgang - Timothy Butler



C
Dennis Campbell - Ramon Casadesus-Masanell - Frank V. Cespedes - Aaron K. Chatterji

Brian R. Cheffins - Prithwiraj Choudhury - Clayton M. Christensen - Michael Chu

Doug J. Chung - John Coates - Lauren H. Cohen - Shawn A. Cole - David J. Collis

Joshua D. Coval - Amy J.C. Cuddy


D
James D. Dana - Srikant M. Datar - Antonio Davila - John A. Davis - Jens Deerberg-Wittram

John A. Deighton - Thomas J. DeLong

Mihir A. Desai

Rohit Deshpande

Rafael M. Di Tella

Robert J. Dolan

James J. Dowd

Glen W. S. Dowell

David F. Drake

Catherine S. M. Duggan



E
Alnoor Ebrahim

Robert G. Eccles

Benjamin G. Edelman

Amy C. Edmondson

Thomas R. Eisenmann

Anita Elberse

Robin J. Ely

Willis M. Emmons

Benjamin C. Esty



F
Joan Farre-Mensa

Thomas W. Feeley

C. Fritz Foley

Frances X. Frei

Walter A. Friedman

David G. Fubini

Joseph B. Fuller



G
Tristan Gagnon-Bartsch - David A. Garvin - William W. George - Shikhar Ghosh - Stuart C. Gilson

Francesca Gino - Joel Goh - Lena G. Goldberg - Paul A. Gompers - John T. Gourville - Ian D. Gow

Jerry R. Green - Robin Greenwood - Boris Groysberg - Ranjay Gulati - Sunil Gupta (Marketing)



H
Andrei Hagiu

Brian J. Hall

Richard G. Hamermesh

Janice H. Hammond

Samuel G. Hanson

G. Felda Hardymon

David F. Hawkins

Paul M. Healy

Jonas Heese

Rebecca M. Henderson

Eleanor Herriman

Regina E. Herzlinger

Jan-Otmar Hesse

Robert F. Higgins

Linda A. Hill

Nien-he Hsieh

Chester A. Huber

Robert S. Huckman



I
Marco Iansiti

Victoria Ivashina

Lakshmi Iyer



J
Leslie K. John

Geoffrey G. Jones



K
Rosabeth M. Kanter

Robert Steven Kaplan

Uma R. Karmarkar

Stephen P. Kaufman

Anat Keinan

Mark A. Kelley

William R. Kerr

W. Carl Kester

Christian H.M. Ketels

Mukti Khaire

Mozaffar N. Khan

Tarun Khanna

Rakesh Khurana

John Jong-Hyun Kim

William C. Kirby

Nancy F. Koehn

Elon Kohlberg

Elisabeth Koll

Scott D. Kominers

Vineet Kumar



L
Karim R. Lakhani

Rajiv Lal

Joseph B. Lassiter

Herman B. Leonard

Josh Lerner

Danielle Li

Christine E. Looser

Jay W. Lorsch

Michael Luca

Hong Luo

Casey M. Lurtz



M
Alan D. MacCormack

Ian W. Mackenzie

John D. Macomber

Deepak Malhotra

Christopher J. Malloy

Daniel Malter

Akshay Mangla

Joshua D. Margolis

Christopher Marquis

Noel Maurer

E. Scott Mayfield

Anthony Mayo

Rory M. McDonald

Henry W. McGee

Kathleen L. McGinn

Paul D. McKinnon

Karen Mills

Kevin P. Mohan

Cynthia A. Montgomery

Youngme Moon

David A. Moss

Kristin Williams Mugford

Gautam Mukunda

Aldo Musacchio



N
Ramana Nanda

V.G. Narayanan

Das Narayandas

Tsedal Neeley

Donald K. Ngwe

Tom Nicholas

Nitin Nohria

Michael I. Norton



O
Felix Oberholzer-Gee

Elie Ofek

Gareth Olds



P
Lynn S. Paine

Krishna G. Palepu

Leslie A. Perlow

Gary P. Pisano

Jeffrey T. Polzer

Dina D. Pomeranz

Michael E. Porter

Robert C. Pozen

Paula A. Price



Q
John A. Quelch



R
Matthew Rabin

Ryan L. Raffaelli

Ananth Raman

Karthik Ramanna

Lakshmi Ramarajan

Jorge Ramirez-Vallejo

V. Kasturi Rangan

Jeffrey F. Rayport

Sophus A. Reinert

Forest L. Reinhardt

Nicolas P. Retsinas

Matthew Rhodes-Kropf

Meg Rithmire

Jan W. Rivkin

Steven S. Rogers

Dante Roscini

Clayton S. Rose

Julio J. Rotemberg

Richard S. Ruback



S
Raffaella Sadun

William A. Sahlman

Tatiana Sandino

Shelle M. Santana

W. Earl Sasser

Vicki L. Sato

Laura Phillips Sawyer

David S. Scharfstein

Leonard A. Schlesinger

Amy W. Schulman

Kevin A. Schulman

Mark Seasholes

James K. Sebenius

Arthur I Segel

George Serafeim

Shashank Shah

Kevin W. Sharer

Willy C. Shih

Pian Shu

Jordan I. Siegel

Robert Simons

Scott A. Snook

Eugene F. Soltes

Suraj Srinivasan

Erik Stafford

Jeremy C. Stein

Claudia Steinwender

Ariel D. Stern

Guhan Subramanian

Sandra J. Sucher

Adi Sunderam



T
Hirotaka Takeuchi

Thales S. Teixeira

Stefan H. Thomke

Michael W. Toffel

Beril Toktay

Nikolaos Trichakis

J. Gunnar Trumbull

Paul M.W. Tucker

Michael L. Tushman



V
Boris Vallee

Derek C. M. van Bever

Eric J. Van den Steen

Luis M. Viceira

Richard H.K. Vietor



W
Charles C.Y. Wang - Noam T. Wasserman - Andrew Wasynczuk - Matthew C. Weinzierl

Mitchell B. Weiss - John R. Wells - Eric D. Werker - Lucy White - Robert F. White

T.J. Wong - Charles F. Wu - Julie M. Wulf


X - Yuhai Xuan

Y
Dennis A. Yao - David B. Yoffie - Sid Yog - Gwen Yu - Royce G. Yudkoff

Z - Andy Zelleke - Feng Zhu



Stanford Graduate School of Business US



Jennifer Lynn Aaker - Jennifer Aaker - ProfessorMarketing
Douglas   Abbey - Lecturer,Finance
Matt Forrest Abrahams - Lecturer, Organizational Behavior
Anat R. Admati - ProfessorFinance
Federico Antoni - Lecturer

Laura Arrillaga-Andreessen -Lecturer
Susan Athey - ProfessorEconomics
Steve Ballmer - LecturerEconomics
Matthew Bannick - Lecturer
William P. Barnett - Professor, Organizational Behavior


David P. Baron - Professor Emeritus, Political Economy
Michele Barry - Professor, Operations, Information & Technology
Mary E. Barth - Professor,Accounting
Mohsen Bayati - Assistant Professor, Operations, Information & Technology
William H. Beaver - Professor, EmeritusAccounting


Sven A. Beiker - LecturerOperations, Information & Technology
Jonathan Bendor - Professor, Political Economy
Lanier Benkard - ProfessorEconomics
Jonathan B. Berk - ProfessorFinance
Shai Benjamin Bernstein - Shai Bernstein - Assistant ProfessorFinance



Eric Bettinger - Associate Professor (by courtesy)Economics

Anne Beyer - Associate ProfessorAccounting
Kostas Bimpikis - Assistant Professor,Operations, Information & Technology
Elizabeth Blankespoor - Assistant Professor,Accounting
Nicholas A. Bloom
Nicholas A. Bloom
Professor (by courtesy)Economics

Charles Pius Bonini
Professor EmeritusOperations, Information & Technology
Renee   Bowen
Renee Bowen
Assistant ProfessorEconomics
Kirk   Bowman
Kirk Bowman
Lecturer
David L. Bradford
David L. Bradford
Senior Lecturer EmeritusOrganizational Behavior
David W. Brady
David W. Brady
ProfessorPolitical Economy

Scott J. Brady
Lecturer
Bradyn   Breon-Drish
Bradyn Breon-Drish
Assistant ProfessorFinance
Timothy   Bresnahan
Timothy Bresnahan
Professor (by courtesy)Economics
Paul   Brest
Paul Brest
Professor and Dean Emeritus
Scott Bristol
Scott Bristol
LecturerOrganizational Behavior
Jeremy I. Bulow
Jeremy I. Bulow
ProfessorEconomics
Robert A. Burgelman
Robert A. Burgelman
ProfessorOrganizational Behavior
Steven   Callander
Steven Callander
ProfessorPolitical Economy
Glenn R. Carroll
Glenn R. Carroll
ProfessorOrganizational Behavior
Katherine E. Casey
Katherine E. Casey
Assistant ProfessorPolitical Economy

Safra A. Catz
LecturerAccounting

Jeffrey Chambers
Lecturer
Patricia Mei Yin Chang
Patricia Mei Yin Chang
LecturerOrganizational Behavior

Robert Chess
Lecturer
Michael Child
Michael Child
Lecturer
Steve   Ciesinski
Steve Ciesinski
Lecturer

Geoffrey Lawrence Cohen
Professor (by courtesy)Organizational Behavior

Robert Daines
Professor (by courtesy)Finance
Steve Davis
Steve Davis
Lecturer
Lisa Nicole  De Simone
Lisa De Simone
Assistant ProfessorAccounting
Ed deHaan
Ed deHaan
Assistant ProfessorAccounting
Peter M. DeMarzo
Peter M. DeMarzo
ProfessorFinance
Gary   Dexter
Gary Dexter
LecturerOrganizational Behavior
Sebastian  Di Tella
Sebastian Di Tella
Assistant ProfessorEconomics
Rebecca Diamond
Rebecca Diamond
Assistant ProfessorEconomics
David M. Dodson
David M. Dodson
Lecturer
Nicholas Donatiello
Nicholas Donatiello
LecturerAccounting
Darrell   Duffie
Darrell Duffie
ProfessorFinance
Jim   Ellis
Jim Ellis
Lecturer

Alain C. Enthoven
Professor EmeritusEconomics
Yossi   Feinberg
Yossi Feinberg
ProfessorEconomics
John-Paul   Ferguson
John-Paul Ferguson
Assistant ProfessorOrganizational Behavior

Robert Joseph Flanagan
Professor EmeritusEconomics
Chris Flink
Chris Flink
LecturerMarketing
Francis J. Flynn
Francis J. Flynn
ProfessorOrganizational Behavior
Octavia Dana Foarta
Octavia Dana Foarta
Assistant ProfessorPolitical Economy

George Foster
ProfessorAccounting
Peter T. Francis
Peter T. Francis
Lecturer

Richard P. Francisco
LecturerOrganizational Behavior
Doug Galen
Doug Galen
Lecturer
Pedro M. Gardete
Pedro M. Gardete
Assistant ProfessorMarketing
Matthew Glickman
Matthew Glickman
Lecturer

3 London Business SchoolFeatured business school UK
4         University of Pennsylvania: Wharton US
5 Columbia Business School US
5 Insead France / Singapore
7 Iese Business School Spain
8 MIT: Sloan US
9 University of Chicago: Booth US
10 Yale School of Management US
11 University of California at Berkeley: Haas US
12 IMD Switzerland
13 IE Business School Spain
14 HKUST Business School China
15 Northwestern University: Kellogg US
16 University of Cambridge: Judge UK
17 Duke University: Fuqua US
17 New York University: Stern US
17 Ceibs China
20 Dartmouth College: Tuck US
21 HEC Paris France
22 Esade Business SchoolFeatured business school Spain
23 University of Oxford: Saïd UK
23 University of Michigan: Ross US
25 Warwick Business School UK
26 UCLA: Anderson US
27 Cornell University: Johnson US
27 University of Virginia: Darden US
29 University of Hong Kong China
30 Indian Institute of Management, Ahmedabad India
31 SDA Bocconi Italy
32 National University of Singapore Business School Singapore
33 University of North Carolina: Kenan-Flagler US
34 Carnegie Mellon: Tepper
35 Rice University: Jones US
36 Indian School of Business India
36 Georgetown University: McDonough US
38 Nanyang Business School Singapore
39 Rotterdam School of Management, Erasmus University Netherlands
39 University of Texas at Austin: McCombs US
41 City University: Cass UK
41 Emory University: Goizueta US
43 Manchester Business School UK
44 University of Illinois at Urbana-Champaign US
45 Sungkyunkwan University GSB South Korea
46 Cranfield School of Management, UK
47 Indiana University: Kelley US
48 University of California at Irvine: Merage US
49 Imperial College Business School, UK

50 University of Maryland:  Robert Smith School of  US

Thomas M. Corsi - Michelle E. Smith Professor of Logistics & Co-Director, Supply Chain Management Center

Brand Equity - Definition

David A. Aaker

Brand equity is a set of assets (and liabilities) linked to brand's name and symbol that adds to (or subtracts from) the value provided by a product or service to a firm and/or that firm's customers. The major asset categories aer:

1. Brand name awareness

2. Brand loyalty

3. Perceived quality

4. Brand associations

Building Strong Brands, The Free Press, New York, 1996


Brand associations are linked to a concept Brand Identity. Aaker sees brand identity as consisting of 12 dimensions organized around 4 perspectives.

Brand-as-product (product scope, product attributes, quality/value, uses, users, country of origin)
Brand-as-ogranization (organizational attributes, local versus global)
Brand-as-person (brand personality, brand-customer relationships); and
Brand-as-symbol (visual imagery/metaphors and brand heritage)


Bradz: Branz model of brand strength

Brand Resonance Model

Kevin Keller also contributed to Brand equity theory.

Original post at
http://knol.google.com/k/narayana-rao/brand-equity-definition/2utb2lsm2k7a/ 2076

Brand and Branding - Concept/Definition

Concept

The American Marketing Association

(quoted by Philip Kotler)

A Brand is name, term, sign, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.

A brand is a complex symbol. It can convey up to six levels of meaning.

Attributes: The brand and the product for which it is the symbol have attributes. A brand has to convey its attributes.

Benefits: Customers buy a brand or product for benefits and not for its attributes. A brand has convey meaning in terms of benefits.

Values: The brand also says something about the producer's values.

Culture: The brand may represent a certain culture.

Personality: The brand can also project a certain presonality.

User: The brand suggests the kind of consumer who buys or uses the product

Philip Kotler, Marketing Management, 9th Ed., Prentice Hall, NJ, USA, 1997, p.443

Related article by a brand consultancy firm
http://www.brandunion.com/insight/thought-piece/four-elements-great-brand-experience

Related Knols

Managing Product Lines and Brands

Marketing Communication: Channels and Promotion Tools

Brand and Branding - Concept/Definition

Brand Equity - Definition

Brand Personality - Definition

Brand Personality - An Introduction

Brand Identity - Definition

Research Papers

The Reality of Brands - Towards an Ontology of Marketing
http://snc.academia.edu/WolfgangGrassl/Papers/121901/The_Reality_of_Brands_Toward_an_Ontology_of_Marketing


Brand Meaning
John F.Sherry Junior
http://www.dies.uniud.it/tl_files/utenti/crisci/Sherry%202005.pdf
In Kellogg on Branding

Originally posted on Knol

http://knol.google.com/k/narayana-rao/brand-and-branding-concept-definition/2utb2lsm2k7a/ 2080

Use of Brand Names in Lyrics

http://articles.latimes.com/2004/aug/25/entertainment/et-kiehl25


Agenda Inc., a San Francisco-based marketing company, found that 59 brands had been mentioned 645 times in the songs that have made it onto the Billboard Top 20 chart so far in 2004.

Most brands welcome the association.

Almost all brand references in songs are there because the artist likes the brand or thinks it will help communicate a point and they are not paid for.


In India also, in film songs the brand names started appearing. Zandu balm and Fevicol are two examples.




Related Link

http://www.brandunion.com/insight/thought-piece/four-elements-great-brand-experience

Retiring Brands - Replacing Brands - Merging Brands

Ditch the name, not the customer

http://articles.economictimes.indiatimes.com/2007-08-11/news/27670710_1_brand-equity-brand-owner-santander

The above article discusses the need for changing or retiring brand names and the need for evaluation of the brand and the loss of brand equity.