Skip to main content
main-content

Über dieses Buch

How can a brand - whether products or services, B2B or B2C, big or small - get back onto a growth track, even in economically difficult times? According to the two brand leadership experts Ralph Krüger and Andreas Stumpf, this can only be achieved by systematically overcoming growth barriers. In this book they present their Brand Growth Barrier Model, which makes it possible for businesses to identify, understand and overcome the barriers to and in their own brands. Case studies from well known brands of different categories, useful checklists for daily business and a clear, practical Question and Answer System on all relevant issues make this book an indispensable guide - not only for marketing experts but also for chief executives and responsible parties in sales and controlling. ​

Inhaltsverzeichnis

Frontmatter

Chapter 1. The Wonderful World of Growing Brands

There are only three ways a company or its brand can go: up – growth; down – decline; neither nor – stagnation. And only one way satisfies everyone involved, especially owners and shareholders: going up, i.e. achieving growth. Theoretically, the sky’s the limit in terms of growth – you can always grow more. Even in economically hard times, you need to strive for growth because, sooner or later, you’ll have cut all the costs you can. The only other lever with which to increase profits is growth. So it’s all the more important to use that lever and create new growth – especially with the help of your brand. Even in a period of crisis when many potential customers focus on price, a strong brand can overcome that barrier and revive sales, turnover and profits.
Ralph Krüger, Andreas Stumpf

Chapter 2. Requirements of Growth-Oriented Brand Management

Before looking at the Brand Growth Barrier Model and its advantages, we need to understand the flaws in today’s popular approaches to brand management. This will help us identify the key requirements a model for growth-oriented brand management must meet. Several ideas presented in this chapter will strike you as new and inspiring. Some you may have thought about already, but not found a satisfying solution yet. If you come away from this chapter with the impression that your brand management challenges are even bigger than you thought – that’s fine. You will find answers to your (new) questions in the next chapter.
Ralph Krüger, Andreas Stumpf

Chapter 3. Identifying Growth Barriers

The first step is to find out what you will need to focus on – in other words to identify the major challenges your brand is facing. This is done using the Brand Growth Barrier (BGB) model. The challenges can also be described as the conditions which are a barrier to the growth of a brand – hence the term “brand growth barriers”.
Ralph Krüger, Andreas Stumpf

Chapter 4. Understanding Growth Barriers

Now that we know which barriers are our focus barriers, the next task is to understand why they exist. This part of the model is called diagnostics. Like a doctor examining a painful knee and asking the patient questions, we study the barriers and, in many cases, also conduct interviews with our target group.
Ralph Krüger, Andreas Stumpf

Chapter 5. Overcoming Growth Barriers

Whichever focus barrier you’re dealing with, you’ll always find a solution. And once you’ve done that, you have opened the door to new growth.
Ralph Krüger, Andreas Stumpf

Chapter 6. Planning, Forecasting and Monitoring Growth

To complete the process of comprehensive growth-oriented brand management, this chapter deals with the unanswered questions addressed in Chap.​ 3 – how to develop your marketing and sales plan, calculate your return on marketing investment and monitor success. It also presents checklists and questions for successful use of the BGB model.
Ralph Krüger, Andreas Stumpf

Backmatter

Weitere Informationen

BranchenIndex Online

Die B2B-Firmensuche für Industrie und Wirtschaft: Kostenfrei in Firmenprofilen nach Lieferanten, Herstellern, Dienstleistern und Händlern recherchieren.

Whitepaper

- ANZEIGE -

Entwicklung einer Supply-Strategie bei der Atotech Deutschland GmbH am Standort Feucht

Die Fallstudie zur Entwicklung der Supply-Strategie bei Atotech Deutschland GmbH beschreibt den klassischen Weg der Strategieentwicklung von der 15M-Reifegradanalyse über die Formulierung und Implementierung der Supply-Rahmenstrategie. Im Mittelpunkt der Betrachtung steht die Ableitung und Umsetzung der strategischen Stoßrichtungen sowie die Vorstellung der Fortschreibung dieser Strategie. Lesen Sie in diesem Whitepaper, wie die Supply-Strategie dynamisch an die veränderten strategischen Anforderungen des Unternehmens angepasst wurde. Jetzt gratis downloaden!

Bildnachweise