May 2004
Intermediate to advanced
288 pages
6h 40m
English
Content preview from Marketing As Strategy
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
SIX
From Brand Acquisitions to Brand Rationalization
Don’t advertise the brand, live it.
IN THE KNOWLEDGE AGE, CEOs realize that the value of their firms is determined less and less by the tangible assets they own, such as factories or inventories, and increasingly by intangible assets such as competences, customer base, distribution networks, employees, and brands. Of all the intangible assets owned by a company, brands are perhaps the most prized. This has led to a dramatic change in how CEOs view their companies, their sources of competitive advantage, and their notion of the firms’ strategic assets. In 2000, Niall FitzGerald, cochairman of Unilever, declared: “We’re not a manufacturing company anymore. We’re a brand marketing group that ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.