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Jingdong book

文化战略：以创新的意识形态构建独特的文化品牌

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Jingdong book

文化战略：以创新的意识形态构建独特的文化品牌

Name: 文化战略：以创新的意识形态构建独特的文化品牌
Brand: Jingdong book
SKU: 3102005561
Price: 26.51 USD
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一部具有里程碑意义的品牌战略的宝典

1）《中国好声音》为什么会在诸多选秀类节目的竞争中异军突起并屡屡创造收视奇迹？真的是那四把转椅和四位导师发挥的奇效吗？

2）郭敬明的电影《小时代》为什么在遭遇无数争议的同时却依然吸引那么多年轻人的追捧？

3）星巴克为何在上世纪九十年代从华尔街的宠儿快速沦为投资者的弃儿？

4）已经被巨型企业占领的市场，新设企业以及小企业如何才能赢得市场机会？

5）企业如何才能一直保持自己在市场中的领先地位呢？

……

在市场竞争愈来愈激烈的今天，单纯依靠技术改进和技术创新已经无法保证持久的市场领先地位，新产品一旦上市，很快就会被模仿甚至抄袭，建立在经济学和工程学世界观基础上的蓝海战略对此无技可施。唯有文化战略才能弥补蓝海战略的致命缺陷。

《文化战略：以创新的意识形态构建独特的文化品牌》告诉你这些成功的品牌如何通过发现和植入文化密码，形成文化创新而使产品在市场竞争中超越对手占据领先地位。《文化战略：以创新的意识形态构建独特的文化品牌》所倡导的文化战略模式被《哈佛商业评论》评价为本世纪最具突破性的品牌营销模式！

《文化战略：以创新的意识形态构建独特的文化品牌》最大的价值在于将一直以来创意领域认为极具偶然性的文化创新理论化，并且在此理论基础上建立起具有可操作性的创新模式，给包括文化产品在内的所有大众消费领域的品牌创新提供了一个突破性的思路。书中诸如耐克、星巴克、万宝路、李维斯等大量耳熟能详的品牌的成功与失败的实例分析，不仅让读者了解这些品牌成败的原因，而且对品牌发展过程中的社会历史变迁进行了翔实的描述，使读者犹如身临其境，将会激起读者一口气读完的强烈愿望。更重要的是《文化战略：以创新的意识形态构建独特的文化品牌》教给读者如何进行品牌的文化创新的方法。这是本世纪极具突破性的品牌营销畅销书，一定会给所有的读者带来关于创新驱动的新思路。

Content Description

《蓝海战略》之类的当今最具影响力的品牌战略著作认为，创新在于产品功能的突破。然而，作者通过对万宝路、星巴克等数百个品牌案例的分析，以及与相关品牌管理者和消费者的访谈，发现了功能主义创新模式的缺陷，那就是忽略了社会和历史变迁产生的意识形态机遇。作者花费八年的时间，运用“实验”的方法，创立了足以弥补主流创新模式欠缺的“文化战略”理论，并将此理论反复应用于品牌推广实践，成功重塑了多个垂死挣扎的品牌，也成功地让数家新设小企业迅速成长为品牌价值达数亿美元的大企业。在实践的基础上，作者确立了文化创新模式以及适用于文化创新的组织形式。这是一部具有里程碑意义的品牌战略的宝典。

Author Description

道格拉斯·霍尔特（Douglas B.Holt），是牛津大学营销专业欧莱雅讲座教授，也是文化战略研究项目组的联席主持。霍尔特是品牌战略研究领域的顶级专家，他先后获得过斯坦福大学、芝加哥大学和西北大学的学位，目前还担任《消费者文化杂志》的编辑，他曾经应邀在全球许多大学和管理研讨班作演讲，其中包括达沃斯全球经济论坛。霍尔特目前居住在科罗拉多州的萨利达。

道格拉斯·卡梅隆（Douglas Cameron），是文化战略研究项目组的联席主持，他曾为许多不同类型的企业开发品牌战略和广告创意。卡梅隆毕业于达特茅斯学院，目前居住在纽约布鲁克林的波恩兰姆。

Catalogue

序言

致谢

第一章重思蓝海战略

第一部分文化创新理论

第二章耐克：再造美国梦

第三章杰克丹尼尔：神话化公司与复活拓荒男性气概

第四章本杰瑞：激发意识形态爆发点，开启可持续商业神话

第五章星巴克：滴漏文化资本

第六章巴塔哥尼亚：社会企业如何跨越文化鸿沟

第七章维他命水：用神话打造“更佳捕鼠器”

第八章万宝路：文化密码的威力

第九章文化创新理论

第二部分文化战略模式的应用

引言

第十章净兰验孕：新技术的品牌营销

第十一章肥胎啤酒：跨越文化鸿沟

第十二章导火线音乐电视：以文化柔术挑战领军者

第十三章自由职业者工会：社会创新的品牌营销

第三部分文化创新的组织

第十四章品牌官僚体制与“似科学”营销的兴起

第十五章隐蔽的文化工作室：李维斯501s在欧洲

第十六章公开的文化工作室：ESPN

Book Abstract

第二章耐克：再造美国梦

1971年，菲尔-奈特和比尔·鲍尔曼卖出了他们的第一双耐克跑鞋。1O年之后，这个品牌的年销售额达到了4．58亿美元；又过了20}=，他们的年销售额达到了30亿美元。2009年，《商业周刊》将耐克排名为全球最有价值品牌中的第26位，其品牌估值超过130亿美元。为什么消费者认为耐克的价值比它的竞争者对手高出如此之多呢?

耐克是一个具有深远意义的文化创新。然而，传统研究未能设法解决耐克创新的文化层面的问题，结果就无法解释它何以如此成功。许多专家将耐克视为“更佳捕鼠器”的典范，认为耐克设计制造了最好的鞋子并因此获得巨大的成功。但我们将表明，这种说法并不符合历史事实。耐克声誉卓著的制鞋技术的创新早已有之，但并未与品牌的市场成功同步。耐克的成功是因为创新的文化表述而不是创新的产品。

营销专家用注意力份额理论为“更佳捕鼠器”的说法做了一个导向性的陈述，他们声称，耐克能够成功，是因为它殖民了消费者意识中一种关键的产品利益点，即“性能表现”。但这种说法混淆了因果关系，从结果看，耐克作为运动品牌，确实以性能表现著称，但需要解释的正是耐克为何成为主导性能表现这一关键的产品利益点的原因。耐克所有的竞争对手也都努力成为性能更好的品牌，但它们从未取得过像耐克那样的成功。因此，我们需要了解的是，耐克做了哪些不同的努力，耐克用什么激起了美国乃至全世界消费者如此强烈的共鸣?而如此强烈的共鸣使得全世界消费者都认为耐克鞋的性能比其他竞争者的鞋子的性能好得多。耐克所做的，是将鞋的性能看得非常宽泛，不仅看鞋在球场上如何便于运球，而是宽泛到能够触动许多美国的非竞技运动员内心深处的焦虑和渴望。耐克建构了独特的体育神话，激励人们努力表现，超越梦想，当全球化冲击了美国的就业市场导致美国人面临意识形态焦灼的时候，这一神话提供了强烈的励志隐喻。

“更佳捕鼠器”创新

耐克确实对运动鞋设计贡献过重要的技术创新，但这仅仅发生在公司发展道路的初级阶段。1960年代，一些有能力的公司首先尝试将新材料和新的制造技术用于运动鞋的设计生产中，经过慎重的测试，最终将医学科学的先进技术加以改进用于运动鞋。这是运动鞋类产品的“更佳捕鼠器”创新阶段，当时这类新产品主要瞄准的是职业运动员以及很认真的业余运动员，这类业余运动员是一种运动员亚文化，人们在任何运动领域都能发现这类人。

1957年，菲尔-奈特加入了俄勒冈大学田径队，比尔·鲍尔曼担任教练。鲍尔曼是一个创造者，他影响了竞技赛跑的许多方面，从改进跑道设计，到考虑如何利用录像来分析运动员的步伐。最重要的是他喜欢修理鞋子，他把运动鞋拆下来再装回去。鲍尔曼开始他的鞋子的创新事出有因，1940年代的两大运动鞋巨头威尔森和斯伯丁都将重点转向了二战时物资的生产，而停止生产轻便钉鞋。所以鲍尔曼只好自己动手，想要制造出完美的具有轻便性能的跑鞋。1950年代，鲍尔曼开始试验用不同的材料来制鞋，包括蛇皮、鱼皮等等，最终他选定了耐用性更好的材料，比如小山羊皮和尼龙丝，它们可以黏附在钉鞋的鞋底上。

作为俄勒冈大学的年轻田径队员，菲尔·奈特展现了一种田径工作的规范，这与鲍尔曼的田径理念是一致的。尽管他不算是大学里最有天赋的运动员，但他不畏失败，令人难以置信地刻苦训练，因此成绩出色。奈特转而获得了MBA学位并利用这一学位在田径界找到了工作，为虎牌跑鞋公司设立一个美国国内市场的经销公司。鲍尔曼加入到奈特的经销公司，他喜欢修理鞋子的嗜好还是没有戒掉，总想着改进虎牌跑鞋的设计。1964年2月，两人凑了500美元作为启动资金创办了蓝带体育用品公司，并签下了第一笔1107美元的订单。到1967年的时候，公司的收入升到8．3万美元，不算太高。

……

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