High Tech Managers & Brands

At the beginning of the article, the authors lay down a challenge for the high-tech manager of today, detailing one important aspect of ôbrand management.ö What must be done, they claim, is nothing less than a complete re-thinking of what has passed for brand strategy in the past.

What's needed is a sea change in managerial attitudes from a product-centric to a promise-centric business model. Successful brand management helps attract and keep customers. It can also be a strong foundation from which to launch new products, improve relationships with channel partners, foster good communication among employees within and across business functions, and help a company better focus its resources (Ward, Light and Goldstine, 1999, 86).

Calling for a switch from product-centric to promise-centric brand management is not as glib as it might seem on first read. Using that theory as a launch pad, the authors then revisit many of what we are told are the tried and true tenets of product-centric brand management.

For instance, in the old business model, the technical side of the product development and management team left such critical aspects of marketing to the marketing departments, slipping into the trap of thinking that a brand is nothing more than a ôlog, trademark, slogan or ad campaign, and marketing handles those

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Some common words found in the essay are:
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Approximate Word count = 1098
Approximate Pages = 4 (250 words per page)

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