Lifestyle brands : a guide to aspirational marketing / by Stefania Saviolo, Antonio Marazza.

Enhanced descriptions from Syndetics:

What do brands like Apple, Diesel, Abercrombie & Fitch and Virgin have in common and what differentiates them from other brands? These brands are able to maintain a relationship with their clients that goes beyond brand loyalty. This gives a complete analysis of Lifestyle Brands, that inspire, guide and motivate beyond product benefits alone.

Table of contents provided by Syndetics

• List of Figures and Tables (p. ix)
• Foreword (p. xi)
• Introduction: Brands and Symbolic Value (p. 1)
• 1 Brands and Social Identities: An Increasingly Strong Connection (p. 6)
• 1.1 The social identities today: A moving target (p. 6)
• 1.2 The brand today: An open platform (p. 10)
• 2 The Brand: What It Is, How It Builds Value and Why We Grow Fond of It (p. 15)
• 2.1 The Brand: What it is and how it creates value (p. 15)
• 2.1.1 Value and levels of knowledge: Customer-Based Brand Equity (p. 18)
• 2.1.2 Value and type of benefits: Brand Value Pyramid (p. 20)
• 2.1.3 Value and brand health: Brand Asset Valuator™ (p. 21)
• 2.1.4 Value and strength of the customer relationship: BrandZ™ (p. 24)
• 2.2 Brands that make you love them (p. 26)
• 2.2.1 Love and respect: 'Lovemarks' (p. 27)
• 2.2.2 Inclusion and devotion: Cult Brands (p. 29)
• 2.2.3 Mythology and status: Iconic Brands (p. 31)
• 3 From Authority to Lifestyle: A Mapping of Symbol Intensive Brands (p. 35)
• 3.1 A possible classification (p. 35)
• 3.1.1 Authority Brands (p. 39)
• 3.1.2 Solution Brands (p. 41)
• 3.1.3 Icon Brands and Style Icons (p. 42)
• 3.1.4 Icon Products (p. 44)
• 3.1.5 Cult Brands (p. 46)
• 3.1.6 Lifestyle Brands (p. 48)
• 3.2 A dynamic model: How brands move within the map (p. 49)
• 3.3 Knowing where to go to not disappear: The fading risk (p. 52)
• 3.4 Brand extensions: A true opportunity for just a few (p. 54)
• 4 How Lifestyle Brands Work: An Interpretative Model (p. 58)
• 4.1 Lifestyles and Lifestyle Brands (p. 58)
• 4.2 An interpretative model (p. 61)
• 4.2.1 The Background (p. 62)
• 4.2.2 The Manifesto (p. 65)
• 4.2.3 The Expression (p. 71)
• 4.3 The 'human factor' (p. 77)
• 4.3.1 Visionary Leaders (p. 78)
• 4.3.2 Organisational mechanisms (p. 81)
• 4.4 A model for the Lifestyle Brands, but not only... (p. 85)
• 5 The Model in Action (p. 88)
• 5.1 A few emblematic cases (p. 88)
• 5.2 Apple: A mandatory reference (p. 89)
• 5.2.1 A couple of facts (p. 89)
• 5.2.2 The reason Apple is a Lifestyle Brand (p. 90)
• 5.2.3 Background (Credo and Stories) (p. 91)
• 5.2.4 Manifesto (Lifestyle Proposition and Codes) (p. 93)
• 5.2.5 Expression (product, communication and experience) (p. 94)
• 5.2.6 Visionary Leadership and organisational mechanisms (p. 96)
• 5.3 Diesel: Beyond fashion, a point of view on the world (p. 97)
• 5.3.1 A couple of facts (p. 97)
• 5.3.2 The reason Diesel is a Lifestyle Brand (p. 98)
• 5.3.3 Background (Credo and Stories) (p. 99)
• 5.3.4 Manifesto (Lifestyle Proposition and Codes) (p. 100)
• 5.3.5 Expression (product, communication and experience) (p. 102)
• 5.3.6 Visionary Leadership and organisational mechanisms (p. 104)
• 5.4 Patagonia: Eco-sustainability as a lifestyle (p. 105)
• 5.4.1 A couple of facts (p. 105)
• 5.4.2 The reason Patagonia is a Lifestyle Brand (p. 106)
• 5.4.3 Background (Credo and Stories) (p. 107)
• 5.4.4 Manifesto (Lifestyle Proposition and Codes) (p. 108)
• 5.4.5 Expression (product, communication and experience) (p. 109)
• 5.4.6 Visionary Leadership and organisational mechanisms (p. 110)
• 5.5 Slow Food: Change the world, one bite at a time (p. 112)
• 5.5.1 A couple of facts (p. 112)
• 5.5.2 The reason why Slow Food is a Lifestyle Brand 11 (p. 3)
• 5.5.3 Background (Credo and Stories) (p. 114)
• 5.5.4 Manifesto (Lifestyle Proposition and Codes) (p. 116)
• 5.5.5 Expression (product, communication and experience) (p. 117)
• 5.5.6 Visionary Leadership and organisational mechanisms (p. 118)
• 5.6 Are you not a Lifestyle Brand? Perhaps this is why (p. 120)
• Appendix: The Economic impact and Financial Equity of the Brand (p. 125)
• Notes (p. 131)
• Bibliography (p. 135)
• Index (p. 140)

Author notes provided by Syndetics

ANTONIO MARAZZA is General Manager at Landor Milan. At Landor, the world's pre-eminent brand consulting firm, he has headed important projects for numerous major international brands in the areas of brand positioning, brand architecture, naming, brand identity, brand experience and the alignment of business culture to brand values and philosophy.

STEFANIA SAVIOLO is Professor of Management in Fashion, Luxury and Creative industries at Bocconi University and SDA Bocconi School of Management. At Bocconi, she founded and is Director of the International Master in Fashion, Experience & Design Management (MAFED). She acts as a management consultant for leading fashion, luxury and lifestyle companies in the areas of brand management and creative processes. She has also published numerous books and articles on these subjects in Italy and internationally.