Chapter 4: Defining Your Brand DNA

1 Clayton M. Christensen and Michael E. Raynor, The Innovator's Solution (Cambridge, Mass.: Harvard Business School Press, 2003), 15.

2 These were identified by Texas A&M University by Len Berry, Valerie A. Zeitham, and A. Parasuraman, "Quality Counts in Services Too," Business Horizons (May–June 1985): 44–52.

3 As interviewed by Steven E. Prokesh, "Competing on Customer Service: An Interview with British Airways Sir Colin Marshall," Harvard Business Review (November 1, 1995): 100.

4 See Nicholas Kochan, The World's Greatest Brands (London: Macmillan, 1996), and Christopher Lovelock et al., Services Marketing (London: Prentice Hall Europe, 1999).

5 For a complete discussion of the death of push marketing, see John Ingall, "Exploiting the Brand Experience," Admap, no. 426 (March 2002).

6 As quoted in Tyrell and Westall, "The New Service Ethos."

7 Seventeen out of twenty brands fail in their first two years of being introduced; those numbers are not that dissimilar from how many companies fail in their first two years. Susanna Hart and John Murphy, eds., Brands—The New Wealth Creators (New York: New York University Press, 1998).

8 This is particularly true today when ad agencies are aware that advertising does not have the pull it used to have. First, there are so many more places to advertise; no one placement gets as wide exposure as it used to, except perhaps events such as the Super Bowl, which is astronomically expensive for ad placement. Second, television watchers either mute or ignore their sets when a commercial comes on. Third, marketing experts now know that people like to "discover" their own brands, found through word of mouth. See "NBC Hopes Short Movies Will Keep Viewers from Flipping," New York Times, Business Section, August 4, 2003.

9 Mark Di Somma, in a confidential brand strategy paper.

10 Jesper Kunde, Corporate Religion (New York: Prentice Hall, 2000).