It isn't rocket science, it's just a potato peeler. You would think she would get it right. Moreover, we buy different products for different purposes. An alarm clock or vegetable peeler is primarily meant to be functional.
A wall clock could be functional as well as decorative, helping establish the style and image of the room. Some products are purchased primarily for their appearance, such as a flower vase or picture. Some primarily for image, such as an expensive watch or car. If you want an alarm clock, function dominates, and here the Jensen falls down completely. But take the woman who thought that it would be a great wall clock. Here is where the appearance and the reflective value dominate.
So what if people couldn't tell what time it is, it would make for great conversations. Mind you, even vegetable peelers fall into this category, because although one would think that functionality should rule the day, the Martha Stewart peeler attracted considerable interest just because of the brand. At least one person rejected it immediately once he heard the brand name, even before he tried it, before he knew the price.
Image matters, even in something as mundane as a peeler, even if it is mostly stored in the drawer. One man, looking at the three peelers, said of the Martha Stewart peeler, "I would only buy this if I were displaying my kitchen tools, hanging them on hooks on the wall".
Products differ in their appeal on the three design dimensions, but so too do people and situations. Vegetable peelers are primarily bought for their behavioral aspects. Wall clocks might be bought for their visceral appeal, or their reflective image. Some people are behavioral, emphasizing the behavioral level in their choices.
Some are visceral, going by appearances. Some are reflective, considering what others will think -- although it is the rare person who will admit to this trait. These distinctions are the essence of our findings. Design is complex business, not only because the products themselves are complex but because of the complexity of people and their needs. The FrancisFrancis! Espresso maker was a great test of appearance: "it makes me smile. Oh, I want to touch it," said one person as we raised the sheet to reveal this product.
Coffee machine. Making a cup of espresso with Oh, I want to touch it," said one one of the other espresso person as we raised the sheet to makers reveal this product. All rights reserved. This book will help you improve the design of products, interfaces and applications while enhancing learning and understanding.
Trevor has spent the last nine years understanding how emotion affects design and how design affects emotion. He's been working in design and visual communications since , and holds a Master of Environmental Design in Industrial Emotional first design approach to emotional thinking is based.
Both methods of thought or approach, its first with a rational design approach is very different. In the process of design thinking, design thinking is not binding on the The importance of emotional design on product development has grown significantly over the past few decades.
Industrial designers have gone from simple-minded functionality to a conception where their main purpose is to create products According to [5], emotional design aimed to design and create products that elicit appropriate emotions. By incorporating emotions into product design, it can create a positive experience The usability of medical devices, given their usual nature of being critical to an individual's well-being and Plass and his colleagues Plass et al.
Um et al. Behavior is an issue of interest in the field of emotional design. Norman introduces an emotional model based on three dimensions: visceral, behavioral, and reflective. The visceral level is related to the immediate reactions The list is not exhaustive and it is unlikely that Fry Chen, Wen Cing-Yan Norman suggested three dimensions of emotion to approach usercentred design to raise awareness of the importance of Skip to content.
In Emotional Design, cognitive scientist Don Norman shows how the principles of human psychology apply to the invention and design of new technologies and products. In The Design of Everyday Things, Norman made the definitive case for human-centered design, showing that good design demanded that the user's must take precedence over a designer's aesthetic if anything, from light switches to airplanes, was going to work as the user needed.
In this book, he takes his thinking several steps farther, showing that successful design must incorporate not just what users need, but must address our minds by attending to our visceral reactions, to our behavioral choices, and to the stories we want the things in our lives to tell others about ourselves.
Good human-centered design isn't just about making effective tools that are straightforward to use; it's about making affective tools that mesh well with our emotions and help us express our identities and support our social lives.
From roller coasters to robots, sports cars to smart phones, attractive things work better. DMCA and Copyright : The book is not hosted on our servers, to remove the file please contact the source url. If you see a Google Drive link instead of source url, means that the file witch you will get after approval is just a summary of original book or the file has been already removed. Loved each and every part of this book.
I will definitely recommend this book to design, non fiction lovers. In Brand Leadership, Aaker and Joachimsthaler provide a similar set of criteria to compare traditional brand management and brand leadership. Bandyopadhyay and Serjak also use a similar scheme to compare and contrast traditional and online brand management.
There is a significant overlap between the criteria I use herein and those used in the previously mentioned studies e. Table 1 lists the criteria and my evaluation of each book against these criteria. Focus In general, the focus of Building Strong Brands is on a single brand. Although Aaker talks about how to create and manage subbrands within an overall system approach, he concentrates mostly on a single brand.
Aaker presents a thorough, lucid description of how to create strong brand identities, develop brand equity measures, and organize brand-building programs. In Brand Leadership, Aaker and Joachimsthaler make a valid argument that classic brand management is being replaced by what they call the brand leadership model, in which the manager emphasizes both strategy and tactics, and has a broader scope.
The focus is not only on short-term sales and profits but also on brand equity measures. Thus, the focus is more on the management of multiple brands than on a single brand. The focus of Brand Portfolio Strategy is also on multiple brands, but within the framework of a brand portfolio.
This brand portfolio model emphasizes the relationship between brands and seeks opportunities to leverage the strength of one brand to project another.
Perspective In Building Strong Brands, Aaker discusses practical management issues and introduces a set of brand equity measures to help managers evaluate and track brand equity across products and markets.
Thus, the book is quite practical from a tactical point of view. For example, it provides a tool for a brand manager to develop his or her own brand equity measures and a unique identity for the brand. In other words, the book provides many take-aways for the practicing brand manager.
Such organizational associations are more endearing and more resistant to imitation by other companies than product attributes. The brand-as-person perspective focuses on the brand personality, which can make a brand more interesting and personalized. Aaker believes p. In Brand Leadership, the brand manager takes the leadership position in planning and implementing the business strategy. According to Aaker and Joachimsthaler p.
Similar to Brand Leadership, the perspective of Brand Portfolio Strategy is also strategic in nature. Country Scope Because brand management is the principal focus of Building Strong Brands, the brand manager typically is responsible for the entire management of the brand in one country.
Managing a brand across countries requires a new set of skills, such as cross-cultural awareness and knowledge about the channel structure, legal structure, and the demographics of each country. Thus, a brand manager with a tactical flair in only one country may not be suitable for the task.
The brand leadership model, as espoused in Brand Leadership, takes a global perspective. A global perspective involves not only global branding issues but also manufacturing, outsourcing, and research and development. Brand architecture is a framework that identifies all the brands that are to be supported; their respective roles; and, more importantly, their relationship with one another.
The brand portfolio strategy also has a global component. The portfolio concept is particularly suitable for brand alliances e. A key component of the brand portfolio strategy is defining the brand scope. For what categories can the brand play a role? Is a new brand required to support a new product-market, such as an international market? If it is found that a brand alliance is more suitable than a brand extension for the global market, the brand portfolio strategy is compatible with such as a scenario.
However, Aaker and Joachimsthaler have not explicitly recommended a global brand alliance strategy in their brand leadership model. Management Structure Because of the tactical orientation of the model developed in Building Strong Brands, this book is more suitable for a mid-level brand manager. The brand leadership model focuses more on the strategic aspect of brand management.
Thus, the manager must come from the upper echelons of corporate hierarchy because the task requires coordination between a multitude of people and organizations. The implementation of the brand portfolio strategy also requires a manager at the top-most position of the marketing organization structure.
The person should be responsible for designing the brand portfolio, setting roles for the portfolio and the individual brands, defining the scope of the brand i. Thus, the manager should be near the top in the marketing division hierarchy. This position is akin to the category manager position that is prevalent in many multiproduct multibrand companies for more details on category management, see, e. For example, a category manager oversees all shampoo brands e. The category manger ensures that each brand has a unique positioning and that all brands follow a coordinated promotion strategy, thus minimizing promotional inefficiency and the possibility of brand cannibalism.
Control of Communication The model in Building Strong Brands is designed in such as a way that the brand manager makes most of the brand communication decisions. In addition, the communication is mostly geared toward the consumer because customer relationship building is a key ingredient in this model. The brand leadership model and the brand portfolio strategy are designed for both external and internal communication.
Although it is important to inform and persuade the consumer about product benefits, it is perhaps equally important to communicate internally to the key people in the organization to ensure complete convergence in strategic outlook. In the brand leadership model, the control of communication essentially rests with the brand leader. The portfolio approach requires that the portfolio graphics i. The selection of the logo and its dimension, color, and layout can be used to make a statement about the brand and its relationship to other related brands.
Aaker illustrates how Mariott uses portfolio graphics to signal the relative driver role of a group of brands. Opportunity of Brand Leveraging Leveraging a brand involves building a strong brand platform in the core market and then extending the brand into other markets.
It may involve brand extensions to a new product-market or a vertical line extension that moves the brand upscale or downscale in the same market. In Building Strong Brands, Aaker talks about a system approach in brand management, but the focus is always on a single brand. Although scope for brand extension and line extension is always there, it is limited.
There is also the risk of hurting the dominant brand if the extension goes awry. The brand portfolio strategy provides the best opportunity for brand leveraging. In addition, the brand portfolio management must consider not only the current scope of the brand but also the future opportunities. Brands should be leveraged as part of a long-term plan that outlines the ultimate product scope, the sequence that will take it to the destination, and the associations that are necessary to be successful.
This focus on the future distinguishes the brand architecture concept proposed in the brand leadership model and the brand portfolio strategy. Summary Overall, I believe that Building Strong Brands is suitable for the mid- to upper-level brand manager. It provides the manager with a tactical perspective on how to manage a brand. Aaker explains the concept of brand equity clearly and outlines measures of brand equity. In addition, Aaker urges the brand manager to expand his or her perception of the brand.
The ideas of brand as organization, brand as person, and brand as symbol are espoused in addition to the traditional brand-as-product perspective. Indeed, Aaker acknowledges the same in the preface of Brand Portfolio Strategy. In his words p. Thus, in this book a new label, brand portfolio strategy, is used.
This makes the brand portfolio strategy somewhat stronger than the brand architecture model. Consumption, Happiness, and Marketing: A Review of Antimarketing Books A clutch of books published over the past three decades appears to present an antimarketing argument. This is a review of some of the more significant of these books. The question is, Why should marketing academics engage with these analyses? All the books under consideration highlight a misguided pursuit of fulfilment through material acquisition and the transformation of the civil citizen into a self-centered consumer.
Why are such critiques problematic for the marketing discipline? The authors suggest that in supposedly neutrally serving materialism and consumerism, managerial micromarketing is not helping people be happier, even though this is primarily what is promised. The main idea running throughout these works is that despite a gargantuan industry that teaches and trains marketing managers, people are joyless, discontent, unhappy customers whose quality of life is declining, whose social welfare is eroding, and whose physical habitat is being depleted and destroyed.
The best efforts of marketing technology notwithstanding, people have hit the social limits of the ideology of consumption. How can marketers respond to such withering blows? What can and should marketers do in recognition of the cultural, social, ecological, and economic consequences of large-scale marketing systems?
I review the books in chronological order based on publication date, though I did not read them in this sequence. All but one were written in the North American context, primarily by economists. Two were written by psychologists, and the other two were written by laymen consumers or is that citizens? In essence, the metatheme is consumption. The question raised is, What good are the goods people acquire and use?
Are marketers to blame for any waste that ensues? The economic view is that higher spending produces more satisfaction, but there is evidence to the contrary. Most survey data suggest that though economic welfare has undoubtedly risen, people are not happier as a result. The question then is, How essential is this escalating consumption to happiness? For Scitovsky, the answer lies in understanding and explaining comfort rather than satisfaction.
People are driven by the desire to relieve discomfort and for stimulation to relieve boredom. The main scope for choosing between pleasure and comfort in an affluent society is stimulation. Ironically, the pleasures of want satisfaction are crowded out by affluence i. Scitovsky wonders when status seeking and conspicuous consumption benefit society. He also importantly emphasizes that the North American lifestyle on which many model their expectations for their own lives is very expensive in terms of energy and exhaustible resources.
Goods and services are socially determined as necessities and luxuries. Necessities serve biological functions for the satiable avoidance of pain. The consumption motive is comfort, and the result is the satisfaction of a need. Luxuries are everything else. The motive is the stimulation that satisfies wants, but pleasure seeking is insatiable.
Comfort is achieved when the level of arousal is at or near optimum. Pleasure accompanies changes in this level, and therefore satisfaction of a need provides pleasure and comfort. A choice must be made: A person can have pleasure with some sacrifice of comfort or comfort with the giving up of some pleasure.
When comfort i. What motivates the choice is either comfort or pleasure. Increased affluence leads to the increased preference for comfort, but the price is the loss of pleasure. Satisfaction of a want eliminates a discomfort, the initial presence of which is a necessary condition of pleasure.
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