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Value Creation

Wednesday, October 22, 2008. Panic on Wall Street - A Brand Perspective. Here are the major points I'll be making:. 1 Most CEO's and senior executives define a brand as a logo, name, tag line, or 'what the folks in marcom do.' This is necessary, but not sufficient. 2 A brand is a promise. A promise is based on expectations on the part of stakeholders that they will receive value (defined as benefits (or rewards) less costs (or risks). 8 When key stakeholders (investors/customers) realized the true nature...

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Value Creation | valuecreationblog.blogspot.com Reviews
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Wednesday, October 22, 2008. Panic on Wall Street - A Brand Perspective. Here are the major points I'll be making:. 1 Most CEO's and senior executives define a brand as a logo, name, tag line, or 'what the folks in marcom do.' This is necessary, but not sufficient. 2 A brand is a promise. A promise is based on expectations on the part of stakeholders that they will receive value (defined as benefits (or rewards) less costs (or risks). 8 When key stakeholders (investors/customers) realized the true nature...
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Value Creation | valuecreationblog.blogspot.com Reviews

https://valuecreationblog.blogspot.com

Wednesday, October 22, 2008. Panic on Wall Street - A Brand Perspective. Here are the major points I'll be making:. 1 Most CEO's and senior executives define a brand as a logo, name, tag line, or 'what the folks in marcom do.' This is necessary, but not sufficient. 2 A brand is a promise. A promise is based on expectations on the part of stakeholders that they will receive value (defined as benefits (or rewards) less costs (or risks). 8 When key stakeholders (investors/customers) realized the true nature...

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valuecreationblog.blogspot.com valuecreationblog.blogspot.com
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Value Creation: March 2008

http://valuecreationblog.blogspot.com/2008_03_01_archive.html

Sunday, March 16, 2008. Post from John Roggins. Bill and Ron have done a marvelous job of explaining a hugely complex issue facing everyone from the C-suite to the sales floor in terms that anyone can understand. The market has been crying for a common-sense approach to highlighting the value a strong brand conveys, in financial and intangible terms, and the authors have found it. Well done! John Riggins, President. The Riggins Group, Inc. Http:/ www.therigginsgroup.com/. Monday, March 10, 2008. I just o...

2

Value Creation: Panic on Wall Street - A Brand Perspective

http://valuecreationblog.blogspot.com/2008/10/panic-on-wall-street-brand-perspective.html

Wednesday, October 22, 2008. Panic on Wall Street - A Brand Perspective. Here are the major points I'll be making:. 1 Most CEO's and senior executives define a brand as a logo, name, tag line, or 'what the folks in marcom do.' This is necessary, but not sufficient. 2 A brand is a promise. A promise is based on expectations on the part of stakeholders that they will receive value (defined as benefits (or rewards) less costs (or risks). 8 When key stakeholders (investors/customers) realized the true nature...

3

Value Creation: October 2008

http://valuecreationblog.blogspot.com/2008_10_01_archive.html

Wednesday, October 22, 2008. Panic on Wall Street - A Brand Perspective. Here are the major points I'll be making:. 1 Most CEO's and senior executives define a brand as a logo, name, tag line, or 'what the folks in marcom do.' This is necessary, but not sufficient. 2 A brand is a promise. A promise is based on expectations on the part of stakeholders that they will receive value (defined as benefits (or rewards) less costs (or risks). 8 When key stakeholders (investors/customers) realized the true nature...

4

Value Creation: Post from John Roggins

http://valuecreationblog.blogspot.com/2008/03/post-from-john-roggins.html

Sunday, March 16, 2008. Post from John Roggins. Bill and Ron have done a marvelous job of explaining a hugely complex issue facing everyone from the C-suite to the sales floor in terms that anyone can understand. The market has been crying for a common-sense approach to highlighting the value a strong brand conveys, in financial and intangible terms, and the authors have found it. Well done! John Riggins, President. The Riggins Group, Inc. Http:/ www.therigginsgroup.com/. Post from John Roggins.

5

Value Creation: Congratulations

http://valuecreationblog.blogspot.com/2008/03/congratulations.html

Monday, March 10, 2008. We received the following message from Alan Bergstrom. Bill: thanks for the notice! I just ordered my copy from B&N and can't wait to receive it so that I can dig in. I know it will be a great read- you're one of the masters of measuring brand equity. I continue to admire your diligence and painstaking efforts to bring great thinking to the profession and business community. Brand Fundamentals, LLC. 718 Hidden Cave Road. Madison, WI 53717. Subscribe to: Post Comments (Atom).

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To submit a review of the book, please contact the authors. Bill Neal and Ron Strauss.

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The Cengage trademark used herein is under license. Composed by: ICC Macmillan Inc. Printed in the United States of America by RR Donnelley Crawfordsville. 1 2 3 4 5 11 10 09 08. The names of all companies or products mentioned herein are used for identification purposes only and may be trademarks or registered trademarks of their respective owners. Texere disclaims any affiliation, association, connection with, sponsorship, or endorsements by such owners. Mason, Ohio 45040.

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Wednesday, October 22, 2008. Panic on Wall Street - A Brand Perspective. Here are the major points I'll be making:. 1 Most CEO's and senior executives define a brand as a logo, name, tag line, or 'what the folks in marcom do.' This is necessary, but not sufficient. 2 A brand is a promise. A promise is based on expectations on the part of stakeholders that they will receive value (defined as benefits (or rewards) less costs (or risks). 8 When key stakeholders (investors/customers) realized the true nature...

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Strategy, Analytics and Execution. Small data Big data. September 3, 2012. Such as revenue, cost to serve, retention rate and customer acquisition costs. But to really have an impact on these value drivers, managers must focus on their actionable sub-components — the drivers of the drivers, so to speak — or what I like to call ‘small data’. Actionable Small Data: An Example. Of patients * # of visits per patient * frequency of visits * # of procedures per visit * $ reimbursement per set of procedures.

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