Branding Iron
| Author | : | |
| Rating | : | 4.69 (615 Votes) |
| Asin | : | 1933199040 |
| Format Type | : | paperback |
| Number of Pages | : | 263 Pages |
| Publish Date | : | 2014-08-22 |
| Language | : | English |
DESCRIPTION:
. There, he revitalized the Mazda image and repositioned the brand in the crowded US market. As its founding president, he describes the firm's mission simply: "In an over-branded marketplace, we help you learn what sets you and your company apart…and how to cut yourself out of the herd." Mississippi native William Jeanes, co-author of BRANDING IRON, has spent the last three decades closely associated with the auto industry. Charlie Hughes, co-author of BRANDING IRON, is one of the few
"Culture Provides the Glue!" according to G. lederman. A must read for business leaders looking to gain a full perspective of branding as a management strategy. The authors do a fantastic job leveraging expertise in the car industry to share insights and tons of examples of branding gone wrong and what it takes to do it right. What's great about this book is that the auto industry truly is a great benchmark and educational view for other industries to follow. My company is not in the auto industry, however, insights, suggestions and key learning's provided by Hughes and Jeanes are very much applicable to my company and most company's . "Mismanagement 101" according to John Mccarrier. Despite the title, this is really a book about management, especially executive leadership. One of the authors is an experienced auto industry executive who is following the example of people like Lee Iacocca who felt that their management insights needed to be shared with the world in a book. Charlie Hughes chose to hide his management insights behind the façade of a more interesting topic, product branding, apparently to promote his consulting business. To justify this pretense he proposes that corporate culture is a key part of branding and that corporate culture is crea. Gerald G. Mcgeorge said A must read for automotive brand managers. Written by the brilliant original CEO of Land Rover North America. This should have been a "must read" for every Ford Motor Company executive, particularly those that nearly ruined the Jaguar & Land Rover brands.
And the cost-cutting quick fixes proposed by many industry “experts” won’t solve it. The root cause of this financial cataclysm mystifies many of the players in the industry. With wit and humor, Branding Iron uses lessons from the car business to guide readers in every business on a quest to build a world-beating brand that leaves a real mark, one made the old-fashioned way—burned in with a red hot iron. In a few words: bad brand management. About Branding Iron: Branding Lessons from the Meltdown of the U.S. Or, worse, incomplete and myopic—the same kind of myopia that created the problem in the first place. But the numbers tell a clear story. Like many a crisis, this one has been brewing for decades. They say that legacy costs, poor cost control, ill-advised investments in other automakers and in undistinguished products—all of which are serious issues—caused the trouble. This requires a level of courage beyond most executives. In 1980 GM sold 45 of every 100 cars that rolled out of showrooms in the U.S. Since 2000, GM’s market cap fell from $66 billion to $15 billion. What is killing US automak
During his six years as editor, he appeared regularly on “CBS This Morning” as its automotive expert, and his radio commentary on Detroit’s WJR reached 19 states each week. About the Author Charlie Hughes, co-author of BRANDING IRON, is one of the few men alive who has created a car company that's still in business. There, he learned first-hand the research, marketing, and advertising decision-making processes at a major auto company. We were mavericks all the way." In 2000, Ford Motor Company hired Charlie as president and CEO of Mazda North American Operations. When he arrived at Mazda, Charlie found a company with over $5 billion in sales but no profit. He became an associate creative director and after two years moved to SSC&B:Lintas in New York (now Lowe & Partners). He remained there for five years, becoming a senior vice president and gaine