Chapter 1: Reality vs. Perception
Management deals in reality. Facts, figures, charts and numbers. Management acknowledges the importance of perception, but believes that perception is just a reflection of reality. If you change the reality, you change the perception.
Marketing deals in perception. What matters to marketing people are not the “facts” of a situation but what’s in the mind of the consumer which may or may not correspond with reality. Changing reality is easy; changing perceptions is exceedingly difficult.
Chapter 2: Product vs. Brand
Management concentrates on the product. Management believes that nothing matters except the product. Building a better product is the objective of most chief executives.
Marketing concentrates on the brand. Marketing knows that you don’t win with a better product; you win with a better brand.
Chapter 3: Brand vs. Category
Management wants to own the brand. Management has jumped on the branding bandwagon and fallen in love with their brands. They keep looking for ways to take advantage of their brands by moving them into new categories.
Marketing wants to own the category. Consumers are in love with categories but express their category choices in terms of brands. The brand is the visible face of the category. If the category dies so does the brand.
Chapter 4: Better vs. Different
Management demands better products. Management has jumped on the branding bandwagon and fallen in love with their brands. They keep looking for ways to take advantage of their brands by moving them into new categories.
Marketing demands different products. Leaders are created by brands that are first in a new category. To create a new category and to be perceived as the innovator and leader, you have to think different not better.
Chapter 5: Full Line vs. Narrow Line
Management favors a full line. Common sense suggests that a full line of products and services allows you to sell more that if you had a narrow line.
Marketing favors a narrow line. Selling is the second step in a marketing program. The first step is building a brand in the mind. Building a brand with a full line can be difficult because you don’t stand for anything.
Chapter 6: Expansion vs. Contraction
Management tries to expand the brand. Growth is the number one goal of management. Logic suggests a company needs to expand its product line to continue that growth.
Marketing tries to contract the brand. In order in grow in profits, if not in sales, companies need to contract the brand rather than expand it. It may not sound logical but it works.
Chapter 7: First Mover vs. First Minder
Management strives to be the “ first mover.”
The first mover advantage is one of the most debated strategies in business. Moving first doesn’t guarantee your brand will get into the mind first. Managers often let opportunities slip through their fingers by failing to stay focused.
Marketing strives to be the “ first minder.”
In a new category the first brand that gets into the consumer’s mind is almost always the winner. Getting into the mind requires an understanding of consumer psychology as well as patience since it can take time to change minds.
Chapter 8: Big Bang vs. Slow Takeoff.
Management expects a “ big-bang ” launch. The enduring myth is that a new brand has to take off in a hurry (if it’s going to become a big brand.) This myth leads management to devote enormous resources to big-bang product introductions.
Marketing expects a slow take-off. Marketing intuitively knows that the more revolutionary the concept, the longer it is going to take to gain acceptance. And you can’t accelerate the process with massive marketing expenditures.
Chapter 9: Center vs. the Ends.
Management targets the center of the market. Management believes that if you want to build a big brand, then you need to target your products and services to the heart or sweet spot in the center of the market.
Marketing targets one of the ends. Marketing knows that the center or mushy middle is not the best place to be. The reality is that every category tends to diverge into two separate categories, one at the low end and one at the high end.
Chapter 10: Everything vs. a Word
Management would like to own everything. Management doesn’t want to get locked into a single word or concept since they want to appeal to everybody. Management is focused on delivering good experiences that consumers will remember.
Marketing would like to own a word. Marketers want to supply a single word that sums up the brand experience. Without associating a word with the brand, there is no way for a consumer to file the brand in the mind.
Chapter 11: Verbal Abstractions vs. Visual Hammers
Management deals in verbal abstractions. Management loves abstract slogans. Managers often elevate language until their words lose their meaning to the average person.
Marketing would like to own a word. Marketers want to supply a single word that sums up the brand experience. Without associating a word with the brand, there is no way for a consumer to file the brand in the mind.
Chapter 12: Single Brands vs. Multiple Brands
Management prefers a single brand. In an over-communicated society, it makes sense to put all your sales and marketing resources behind a single brand. And research supports the idea that consumers initially prefer known-brands to unknown brands.
Marketing prefers multiple brands. Growth is best achieved with multiple brands. Marketing knows that new names might not test well but are the key to building strong brands and dominating new categories.
Chapter 13: Cleverness vs. Credentials
Management values cleverness. Advertising that is interesting, appealing, clever and new is what management looks for when they evaluate advertising campaigns.
Marketing values credentials. Advertising that is relevant, motivating, familiar and consistent is what consumers look for when they are exposed to advertising campaigns.
Chapter 14: Double Branding vs. Single Branding
Management believes in double branding. If one brand is good, then two must be better, thinks management. A logical conclusion that can undermine a brand.
Marketing believes in single branding. Double-branding is resisted by marketing because consumers when given a choice will invariably use one name instead of two. Putting two names on a brand only confuses consumers.
Chapter 15: Perpetual Growth vs. Market Maturity
Management plans on perpetual growth. Targets and stretch goals are set and never-ending growth is demanded and assumed to be possible.
Marketing plans on market maturity. Never-ending growth is mathematically impossible. Sooner or later a mature brand reaches an optimum point where further growth can only come from population growth and inflation.
Chapter 16: Killing vs. Building Categories.
Management tends to kill new categories. A developing new category is a threat to an existing brand so management tries to put the kibosh on any potential new category from forming.
Marketing tends to build new categories. The best hope for a new company to compete with its larger competitors is by introducing a new brand that defines an emerging new category.
Chapter 17: Communication vs. Positioning
Management wants to communicate. The assumption is that a company sends the consumer an advertising message which the consumer listens to and believes.
Marketing wants to position. Advertising is about positioning not communications. What the best advertising does is to establish and reinforce a unique position in the mind.
Chapter 18: Long Haul vs. Short Haul
Management wants customers for the long haul. The goal is to create customers for life. The assumption is that a company will continue to change its products and services in order to satisfy the customer as he or she grows up.
Marketing is happy with a short-term fling. The goal is to keep the brand strong and focused even if that means letting customers go if they outgrow the brand.
Chapter 19: Coupons: Love them vs. Loath them
Management loves coupons and sales. For logical, rational thinkers, coupons seem like a no-brainer. Redemption rates and ROI are easily calculated.
Marketing loathes coupons and sales. Sales and coupons do two things neither of which are good. They tell your customers your regular prices are too high and not to buy from you again until you run a sale. Like crack cocaine, the highs of a sale can only be repeated by another sale.
Chapter 20: The Same vs. The Opposite
Management tries to copy the competition. The assumption is there is only one best strategy. Therefore a company can win by using the same strategy and then doing it better than the competition.
Marketing tries to be the opposite. There is no one best strategy. The best strategy all depends on the competition. The way to beat a market leader is not by copying its strategy but by using the opposite strategy.
Chapter 21: Existing Name vs. New Name
Management hates to change a name. When things go wrong, the last thing management blames is the name itself. It is always the fault of the product, the service, or the price.
Marketing often welcomes a name change. The most important marketing decision you can make is what to name the product. It is exceeding difficult to hang a positive perception on a negative name. The best way to deal with a bad name is to get rid of it.
Chapter 22: Constant Innovation vs. Sporadic Innovation
Management is bent on constant innovation. Management has elevated innovation to be the level of strategy and perhaps the single most important function of a corporation.
Marketing is happy with just one. Early on, innovation can help a company build a brand. But when a category matures, the opportunities for innovation generally dry up. Most brands don’t need more innovation; they need to figure out what they stand for.
Chapter 23: Multimedia: Hot vs. Not
Management has the hots for multimedia. Every time a new medium arrives, management thinks, What a great opportunity to extend our brand.
Marketing is not so sure. What looks like an opportunity usually turns out to be a line extension that leads to a loss of focus. The most successful brands in any new medium are new brands not crossovers from existing media.
Chapter 24: Short Term vs. Long Term
Management focuses on the short term. If you make your quarters, you’ll make your year. Management puts everything into its core brand no matter how many line extensions it takes, a strategy that may work today but which will undermine the brand in the future.
Marketing focuses on the long term. Sometimes you have to take one step backwards to take two steps forward. Marketing is a long-term proposition in which a new strategy can take years to bear fruit. Keep the core brand focused and deal with tomorrow by launching new brands.
Chapter 25: Common Sense vs. Marketing Sense
Management counts on common sense. Management approaches every situation in a sane, sensible way. Their emphasis is always on the product and the execution.
Marketing counts on marketing sense. The more experience a marketing person has the more he or she realizes that common sense is usually wrong. Often the illogical, uncommonsense “marketing idea” produces the best results.
各章要点总结(看完这个就不用看书了,哈哈)
《董事会里的战争》热门书评
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矛盾的归结在于立场的不同
5有用 1无用 暖暖书音 2009-09-21
《董事会里的战争》,继《广告的没落,公关的崛起》后,AL RIES又一本横空出世的营销巨著。用左脑、右脑不同的思维模式,开篇概论,引经据典的说明了25个管理派和营销派之间大相径庭的判断标准。而这两种思维模式引发的决策直接关系到一个品牌的成功及没落。&n...
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书的内容不错,就是中文书名让人不敢买。
1有用 1无用 ruirui 2009-09-01
书中讨论的左脑和右脑的战争,确是广泛的存在,但结局并不总是一边倒。公司老总对于公司气质的影响是很大的,而老板很少是管理派出身的。所以我所服务过的公司往往是营销派压得管理派喘不过气来。而现在的公司解决方法就是让管理派去一线实践和交流,显然收效不明显。因为...
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立意和视角都挺有意思
0有用 0无用 不裁 2009-08-11
值得看的地方是里斯的观点,管理派和营销派的分歧有些真的很有意思。但是不知道是不是版面编排的问题,我觉得整个阅读的节奏感不好,看得累,尽管内容很easy。另外,里面列举的很多企业我第一次看到,背景很不熟悉,有些吃力。总体来说,立意和视角都很有意思的一本书,比单单讲管理或单单讲营销的书都更加有说服力。2...
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思维方式的2种人
0有用 0无用 hisheng 2011-11-22
1.左脑思维的管理派执行官,右脑派营销执行官2.主导一个品类,这才是营销策划真正的目标,一个无法主导品类的品牌通常是一个弱势品牌。红牛主导了能量饮料的品类,星巴克主导了高端咖啡店品类,谷歌主导了搜索引擎品类,美体小铺(The Body Shop)主导了自然化妆品品类,全食(Whole Foods)主...
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各章要点总结(看完这个就不用看书了,哈哈)
0有用 0无用 杨老邪 2014-03-17
Chapter 1: Reality vs. PerceptionManagement deals in reality. Facts, figures, charts and numbers. Management acknowledges the importance of perception...
书名: 董事会里的战争
作者: 艾·里斯 劳拉·里斯
出版社: 山西人民出版社发行部
译者: 寿雯
出版年: 2009-7
页数: 273
定价: 32.00元
装帧: 平装
ISBN: 9787203064930