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"Most companies do a poor job of managing their brands. Scott Davis vividly illustrates well-managed and poorly managed brand programs and provides the best methodology I have seen for improving your brand asset management."
-- Phil Kotler, S. C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University

• Sales Rank: #717504 in eBooks
• Published on: 2007-12-10
• Released on: 2007-12-10
• Format: Kindle eBook

Review
"Scott Davis has put together a gem. Brand Asset Management is a practical handbook for managers looking to maximize the strength and value of their brands."--Amy Kelm, worldwide consumer brand manager, Hewlett-Packard

"Most companies do a poor job of managing their brands. Scott Davis vividly illustrates well-managed and poorly-managed brand programs and provides the best methodology I have seen for improving your brand asset management."--Phil Kotler, S. C. Johnson & Son Distinguished Professor of International Marketing, J.L. Kellogg Graduate School of Management, Northwestern University

"Scott Davis' program provides the means to strategically manage your company's brand, its essence, for optimal results. Don't let your competitors see this book."--Peter A. Michel, president and CEO, Brink's Home Security

"Davis is a modern-day brand visionary. He proves the power of managinga brand as an asset. And teaches you how."--Barry Krause, president, Publicis & Hal Riney

"Scott Davis has written a comprehensive guide for businesses interested in fully unleashing the power of their brands. His insights, analysis, and advice provide a road map for brand success."--Don Fletcher, president, North America, Hallmark Cards, Inc.

"Scott provides not only a host of practical tips to create and manage brands but also provides guidance on creating an organizational culture and measurement system to support the brand-building effort. I guarantee that your brand will benefit from this book."--David Aaker, E. T. Grether Professor of Marketing and Public Policy, Haas School of Business, University of California at Berkeley

"Davis' approach to managing brands like assets should help scores of companies finally understand how to maximize the economic and strategic power their brands have?.a must-read for every executive who is serious about leveraging a company's brands to fuel future profitable growth."--Mike Albrecht, vice president and general manager, IBM North America

"There are very few marketing texts as focused as this one, and most readers will learn something useful from it." (Admap, March 2001)

Review
"Most companies do a poor job of managing their brands. Scott Davis vividly illustrates well-managed and poorly managed brand programs and provides the best methodology I have seen for improving your brand asset management."
— Phil Kotler, S. C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University

"Davis sets forth a process that everyone, from the CEO to the marketing manager, can follow to position a company's brand in the most advantageous way and use it to drive development pricing, marketing, communication, and sales."
— Ft. Worth Morning Star-Telegram

"Scott Davis has put together a gem. Brand Asset Management is a practical handbook for managers looking to maximize the strength and value of their brands."
— Amy Kelm, worldwide consumer brand manager, Hewlett-Packard

"Scott Davis has written a comprehensive guide for businesses interested in fully unleashing the power of their brands. His insights, analysis, and advice provide a road map for brand success."
— Don Fletcher, president, North America, Hallmark Cards, Inc.

"Davis is a modern-day brand visionary. He proves the power of managing a brand as an asset. And teaches you how."
— Barry Krause, president, Publicis & Hal Riney, Chicago

"Scott provides not only a host of practical tips to create and manage brands but also guidance on creating an organizational culture and measurement system to support the brand-building effort. I guarantee that your brand will benefit form the this book."
— David Aaker, E. T. Grether Professor of Marketing and Public Policy, Haas School of Business, University of California at Berkeley

From the Inside Flap
Is Tide better than Surf? Starbucks better than Caribou Coffee? Maybe not. But a company's brand has the power to differentiate its products and services from those of its competitors--even when those products and services are exactly the same. And when seventy percent of customers are willing to pay a premium for their brand of choice, a strong brand is a company's most valuable asset. Coca-Cola's brand has been valued at $47 billion. When Rolls-Royce was sold, its brand went for $66 million. Over $40 million was paid for the PanAm brand. Brand Asset Management shows a company's leaders how to estimate the value of their own brand, manage it as a business asset, and use that asset to drive their business strategy. In order to unleash the power of their brand, managers have to stop thinking of it as just another marketing tactic. They need to see it as a vehicle for their company's growth, the key to their customers' loyalty, and a basis for their internal operations. Expert brand manager Scott Davis lays out a proven process that everyone from the CEO to the marketing manager can follow to position their company's brand in the most advantageous way possible and use it to drive development, pricing, marketing, communication, and sales.Davis' strategies are based on twelve years of consulting experience with hundreds of organizations, from Fortune 10 companies to $10-million startups. He walks readers through the eleven steps necessary to begin managing their brand as the valuable asset it is, providing extensive case studies that will help them jump-start the process.

Most helpful customer reviews

4 of 7 people found the following review helpful.
A new concept? You're kidding me!
By Antonio Vicente La Camera
I find it surprising the way that some business authors claim that they are creating a brand new concept on how to manage something - in this case the brand, using the "Brand Asset Management" concept - when in fact they are only repackaging old and traditional concepts - in this case, marketing and brand concepts - and giving them fancy names (BrandPicture, BrandContract, etc). Don't be surprised if you feel as if you're reading your old marketing or brand management textbook in a new paperback format. It is as if Kotler had rejuvenated himself and lost some weight.
There is absolutely nothing new on what the author proposes. From defining the "Brand Vision" to implementing it through communications, pricing, and channel strategy, the only positive someone can take out of this book is that it summarizes everything in 250 pages.

0 of 0 people found the following review helpful.
Great book. A must have!!!
By Enjoying Life
It is fukll of exmaples, processe and how to. It is a book I hold close. Refer to it oftem. Definite must have!!!!

8 of 8 people found the following review helpful.
The best in its category
By A Customer
I am a professional business book editor--not affiliated with the publisher. I had the opportunity to see an advance set of pages of this book. To sum up: I wish I had published it myself. Some books are good on theory or strategy but weak on implementation. Others are good on tactics but weak on overall conceptualization. This book is unusual because it delivers on both. And insofar as relevance is concerned, how many things are more important than your brand? Chapter 2 by itself is worth the price of the book. It gives you the tools for developing the overall big picture of your brand. But don't stop there. Every chapter gives sound advice on how manage your brand as an asset and practical guidance for putting all of your grand schemes into profitable action. Buy htis book.

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[P581.Ebook] Download American Literature (Barron's Ez-101 Study Keys), by Francis E. Skipp

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Key topics start with colonial writers and cover three centuries of American prose and poetry, including present-day trends and influences. Designed to be compatible with virtually every standard textbook in their subject field, Barron's EZ-101 Study Keys give you a valuable overview of your college-level course. Classroom-style notes emphasize important facts, remind you what you need to remember for term papers and exams, and help guide you through the complexities of lectures and textbooks.

• Sales Rank: #86102 in Books
• Brand: Brand: Barron's Educational Series
• Published on: 1992-05-01
• Original language: English
• Number of items: 1
• Dimensions: 8.00" h x .28" w x 5.00" l, .34 pounds
• Binding: Paperback
• 144 pages

Features

• Used Book in Good Condition

Most helpful customer reviews

9 of 9 people found the following review helpful.
Great buy
By Aniella
I took the American Literature CLEP test, and this little book had everything I needed to get a good score on the test. It's definitely worth it to get it - it's a quick read, without fluff - just straight to the facts. If you are looking for a compact guide to American Literature - this book will do it for you wonderfully!

6 of 7 people found the following review helpful.
Take it from an English Prof
By Sean
As an English professor, I am always curious about the accuracy and comprehensiveness of such products. I have to say that I really like this one. It is very clearly laid out and all authors and literary movements are put into their proper contexts. It is not for deep study of course (as some authors are not represented and some works of the authors present that are of significance are missing), but if you want a quick, general overview, this is the study notes guide for you. I liked it.

15 of 16 people found the following review helpful.
Proceed With Caution
By Katy
I bought this book to assist in my studying for the English Lit GRE. It wasn't particularly useful given its lack of substance, but more importantly, I noticed multiple errors (incorrect plot summaries, wrong dates, etc.). Stick with Norton.

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• Sales Rank: #183719 in Books
• Published on: 2014-01-07
• Original language: English
• Number of items: 1
• Dimensions: 9.20" h x 1.40" w x 6.20" l, 1.20 pounds
• Binding: Hardcover
• 368 pages

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Most helpful customer reviews

12 of 12 people found the following review helpful.
Like a book about love, without mentioning the sex-- i.e.: cost of trading, borrowing, shorting, availability, & other such...
By Bookman
The book is okay. But then, almost any reasonable system that you stick to, like any reasonable strategy you stick to, to keep you from doing stupid things, will work better than doing things on the fly.
I run hedge funds for more than two decades, so what I will say here is the real world:
- O'Shaughnessy much vaunted book is okay, but his results are way over-optimistic. We re-tested his strategies. His best ones are for thinly traded stock, and trading costs are not even included. When you re-run the strategies, with real trading costs, the results are much more modest.
- Also, in today's world of High Frequency Trading, any time you place an order, an HFT mafioso (tipped by the exchange for a bribe) sneaks in front of you, and before you trade, he'll buy it and re-sell it to you higher. Something like an illegal Hotel.com that takes a cut off every hotel room. The Exchanges know of this, but half their business is HFT, so tough. The SEC knows, too, but if they apply the rules, half the exchanges will go bust. So trading today has costs you don't even know.
- All the fancy ratios and bankruptcy forecasters are nice. There are plenty out there. There is also the classic "Financial Shenanigans," by Shcillit and Perler, some of whose insights can be put on a spreadsheet and connected to Capital IQ (or other databases). But so what. The chances of you making the millions of consecutive right decisions needed to make money, is very small.
Why millions of consecutive decisions?
- Here it is:If you can make a decision per minute-- and the decision is Act / Not act (let alone Buy / Sell / Short / Close short / Do nothing)-- it is like throwing a coin once a minute. What this book recommends is, DO NOTHING 99% of the times, and DO THE RIGHT THING 1% of the time.
What's the chance you come up with right sequence of ACT? You think you can do it? You heard of adrenaline? And testosterone? And serotonin? And other internal combustion bio-liquids? How long will you be able to stay inactive, if the coin says NO, NO, NO...? A year? Two? You have hobbies, maybe?
- Re shorting:
Shorting is not automatic. The cost of short is both price, and borrow fee. The best stocks to short are most in demand, and to borrow them would cost you 5-6% per year for the cheapest, and up to 20% per year (!) for the one falling fastest. I.e.: The stock lender will take his cut. And not only that, but the number of shares you can borrow (unless you want to borrow IBM or ORCL) will be bubkes, because hedge funds like me get first call.
- When the stock starts falling, the interest you pay on the borrow fee starts zooming, because other shorters want it, and so the lender starts jacking up the lending rate. If you don't want to pay it, fine: close your position. I.e.: buy it back. But in not very liquid stocks, this will artificially create a short squeeze. If it rises 25 - 30% and keeps rising, and you pay 10 - 15 - 20% on the borrow, it feels just like your nuts being squeezed. You like it? Go ahead, sell short on a mechanical signal...
- The most important parameter in running money is POSITION SIZE. The second is: fit the position size to your nuts' pain threshold. The one main thing this book does not say is how to avoid throwing in the towel, because your portfolio is down 30%, and the half of it which is short, also pays 12% interest rates per year. You will stay in the position? Yeah? Why? Because a piece of printed paper + a website says so?
- All in all, though, the book ain't bad. But learning to invest from a book that does only models and back testing, is like learning to box from a booklet of instructions. (I did that too, years ago, before I started with a real trainer). What it doesn't teach you is how to act in REAL TIME. Or, rather, how NOT to act, in real time. To get punched, and not blindly react. Just keep bobbing and weaving and not hit back because of emotion. Like boxing, knowing the difference between a hook and a haymaker and a suckerpunch is nice. But knowing and doing, well...
- Sure, read the book. But then, before you buy and sell, PAPER TRADE FOR A YEAR OR TWO. This will teach you about yourself, too. Then go ahead and invest.
I know none of what I said will stick. But what the hell. You've been forewarned. As in boxing, merely keeping your shorts on seems easy. It' ain't.

12 of 13 people found the following review helpful.
Practical, good ideas
By Jerome I.
The basic idea in this book is to be fully invested all the time, and have 50% on long positions, and 50% on short positions : in bull markets, the long positions outperform the short ones, and vice versa for bear markets.
In order to find the trading candidates, use both fundamental analysis and technical analysis.

The book offers 7 different systems, which work (approximately) like that :
On a regular basis (each week end for example), run a fundamental scan to find stocks to buy, run a fundamental scan to find stocks to short, then pass all the stocks in technical filters to only keep the best ones. Or use technical scans first, and then fundamental filters. At the end of the process, chances are you already have a position in most of the stocks. On the next trading day, liquidate your positions on the stocks that weren't in your list and open the next positions.

The author mentions the tools he uses, so that you can run the same scans (but none of them are free ...)

All in all, the ideas presented here are good. "Neutralizing" the market by being long and short at the same time is a good idea. I also like the mixing of fundamental data and technical analysis to find the stocks.
To be specific : he uses Piotroski ratings, Navellier's Porfolio Grader, Zacks Rank, CANSLIM and free cash flow yield for the fundamentals, and his own technical setups described in Trend Trading for a Living (which should be read before) + a new one, based on Bollinger bands.

A word of caution : don't expect to make money following blindly the systems ... the author explicitly states that you'll need to break the rules when you "feel" it (he calls that "discretion") ... that comes with experience or by studying with a mentor.

On the minus side :
I personally think the author tries too hard to sell his stuff (the Trend Trading Toolkit for example, that you really can avoid, or his coaching...).
Furthermore, I think there's not enough explanation about his systems (why mix this fundamental scan with this technical scan, and not another one ?).
Be also ready to hear biblical stories, and "strange" prophecies : It doesn't bother me, I'm a born again Christian, but it is rather unusual in trading books !

I'm still not sure whether I'll try those systems or not, but the Piotrovski F-scrore and the Earnings Estimate Revision systems make a lot of sense (even if they are not the most profitable presented in this book).

Happy trading !

Jerome I.

2 of 3 people found the following review helpful.
All of Tom Carr's books are good and this one was no exception
By Amazon Customer
All of Tom Carr's books are good and this one was no exception. Great wisdom on combining fundamental and technical trading plus being long and short to neutralize risk.

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Aldous Huxley has been called the 20th century's answer to the Renaissance thinker. He gained fame for his utopian and dystopian fiction, including Brave New World, Point Counter Point, Crome Yellow, and Ape and Essence. With an introductory essay from Yale literature professor Harold Bloom, this volume contains a collection of the finest contemporary criticism on Huxley, plus a bibliography, a chronology of the author's life, and an index for easy reference.

• Sales Rank: #3551395 in eBooks
• Published on: 2010-04-30
• Released on: 2010-04-30
• Format: Kindle eBook

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The most influential theological writing of the 20th century, in one groundbreaking series.

• Sales Rank: #2909286 in Books
• Published on: 1975-07
• Ingredients: Example Ingredients
• Number of items: 1
• Binding: Hardcover

Language Notes
Text: English (translation)
Original Language: German

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Brick by Brick takes you inside the LEGO you've never seen. By following the teams that are inventing some of the world's best-loved toys, it spotlights the company's disciplined approach to harnessing creativity and recounts one of the most remarkable business transformations in recent memory.

Brick by Brick reveals how LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance. When the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation, they ironically pushed the iconic toymaker to the brink of bankruptcy. The company's near-collapse shows that what works in theory can fail spectacularly in the brutally competitive global economy.

It took a new LEGO management team – faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) – to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies.�

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- Became truly customer-driven by co-creating with kids as well as its passionate adult fans
- Looked beyond products and learned to leverage a full-spectrum approach to innovation
- Opened its innovation process by using both the "wisdom of crowds" and the expertise of elite cliques
- Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans
- Gave its world-class design teams enough space to create and direction to deliver
built a culture where profitable innovation flourishes

Sometimes radical yet always applicable, Brick by Brick abounds with real-world lessons for unleashing breakthrough innovation in your organization, just like LEGO. Whether you're a senior executive looking to make your company grow, an entrepreneur building a startup from scratch, or a fan who wants to instill some of that LEGO magic in your career, you'll learn how to build your own innovation advantage, brick by brick.

• Sales Rank: #12416466 in Books
• Published on: 2014-03-06
• Original language: English
• Number of items: 1
• Dimensions: 7.80" h x .83" w x 5.08" l, .80 pounds
• Binding: Paperback

Amazon.com Review
Q&A with David Robertson

Q. How did you come to be involved with LEGO?

A. I study the management of innovation and was writing a book on my framework for innovation governance. It was going to be a typical business book, where each chapter was a piece of the framework illustrated with a case study or two from a different company. I had done cases on CarMax, McDonald’s, Best Buy, Mattson, ING DIRECT, and a few other very good companies. But then I visited LEGO and saw not only a company with the most sophisticated innovation management system I’d ever seen, but also a company that had been through an amazing roller coaster ride over the past decade, from near ruin to tremendous success, all because of the way they managed innovation.

Q. At what point did you realize you had uncovered a big story?

A. It was 2008 when I realized that I was onto something. Two things happened at the same time. First, when I taught the case study about the LEGO turnaround in IMD in 2008, I was surprised by the enthusiasm for the brand and the simple joy that the memories evoked. Talking about LEGO for a few hours put the executives I taught into a wonderful mood and at the same time taught them some valuable lessons about innovation management. It was also 2008 when the effects of the company’s changes started to show up in their financial returns. From 2004 to 2007, their financial performance was good, but they were still working out problems in the supply chain and production system. After 2007, their performance began to skyrocket, as they introduced hit toy after hit toy. Those two things together convinced me there was a book to be written about what I was seeing.

Q. What does LEGO’s journey teach business leaders about innovation – perhaps even better than other company examples like Apple and Google?

A. What I like about LEGO is how “inside the box” they are. Too much of the literature on innovation is about the big, industry-changing innovations or about charismatic leaders who drive their companies to new heights. One of LEGO’s managers, Per Hjuler, said to me: “I’m continually humbled by the power of the little idea.” LEGO is successful because they are continually innovating on many different dimensions, but they’re doing it within a fairly traditional business system.

Q. You call Bionicle the toy that saved LEGO, both in terms of financial impact and the lessons the company learned from it about innovation. Can you explain?

A. Bionicle was the toy that saved LEGO, even though it’s always been a controversial toy within the company. There are those in LEGO who still believe it’s not an appropriate toy to carry the LEGO brand. But without the revenues from Bionicle to carry them through the crisis years of 2003 and 2004, the company would not have survived.

But Bionicle also taught LEGO some lessons about how to work with external partners, how to interact with passionate customers, and how to manage an intellectual property. LEGO had seen from its partnership with Star Wars how a rich story can captivate kids and drive sales of toys. But making toys around someone else’s story is a different challenge than creating your own story and characters, and building toys around it. Bionicle boys loved the toy, and loved the T-shirts, books, comics, backpacks, sneakers, and everything else that had a Bionicle image on it. LEGO had to learn how to not only develop a toy with a rich story, but also work with a group of outside partners and bring them along as the story progressed. And by interacting with the fans online, Greg Farshtey, the guy in LEGO responsible for story and character development, could understand where the story was confusing or unclear and fix the issue in the next release.

Q. Another toy that taught LEGO a major lesson was Mindstorms, the programmable robots. What did LEGO learn from this?

A. LEGO took a unique approach when they developed the next generation of Mindstorms NXT – the robotics kit they released in 2006. They opened up their innovation process, but they used the “wisdom of the clique” not the “wisdom of the crowd”. They started with a small group of sophisticated fans and brought them into the development process. As development progressed, they expanded the group steadily. When they had most of the major development decisions completed they opened up the process more, and used a crowd of one hundred fans to help them do the final development and testing. There’s a lot written about the wisdom of the crowd and how powerful it can be, and I completely agree that if used well it can be a very powerful source of ideas. But early in the development process, when there are lots of constraints and tradeoffs, it helps to keep the team small and decision-making structures clear. LEGO learned some valuable lessons from Mindstorms about how to do that well.

Q. In just ten years, LEGO has gone from the brink of bankruptcy to the most valuable toy company in the world. What, in your opinion, was the most dramatic shift from the old LEGO to new?

A. The Company’s brush with bankruptcy gave it a dose of humility that it sorely needed. In the years between 1999 and 2002, the company’s manager made decisions about which toys to launch and which to kill. They proved remarkably bad at that. Mads Nipper, who runs all of product development and marketing, says “there are only two totally honest groups of people in the world: kids and drunks.” Now, when LEGO is looking to develop a toy, they show different concepts to groups of kids, then they do rough mockups of the toys, then more finished versions, and so on until they’re sure they’ve got the toy right. Management’s role has changed from making decisions about which toys to bring to market, to making sure their teams have tested the toys thoroughly.

Review
One of “The Best Books of 2013” -Fortune

One of the “Best Business Books of 2013” –Strategy + Business

"Well told...Mr. Robertson, with the benefit of access to staff at Lego and partner companies, provides unusually detailed reporting of the processes that led to Lego's current hits." -Wall Street Journal

"Robertson uncovers and shares a rare inside exploration of innovation-led transformation at its worst – and best. Any manager can learn from these lessons." -Forbes

“An engaging, surprisingly suspenseful and intimate view of the inner workings, leadership dynamics and decision-making process.” -Success

“Compelling reading.” –Business Standard

"Good storytelling, with considerable insight into Lego's efforts at innovation, including both successes and failures." -Winnipeg Free Press

“A valuable read for any business leader or student, but will also delight those familiar with the beloved toy.” –Publishers Weekly starred review

"A fascinating book. The story of how Lego came perilously close to disaster but then transformed itself into one of the most successful and innovative companies in the world serves both as an inspiration and an object lesson." -Chris Anderson, bestselling author of The Long Tail and Makers

"Brick by Brick�is a fascinating study of an iconic toy company that figured out how to stay relevant in a rapidly changing market by returning to its core values and the guiding principles that made it a success in the first place. A must-read for any executive struggling with change." – Bryce G. Hoffman, journalist and author of American Icon: Alan Mulally and the Fight to Save Ford Motor Company

"In an era filled with so many disheartening stories of corporate failure its refreshing to witness the turn-a-round �success of one we have all grown up with during our childhood and that will �continue for generations to come." –Adam Reed Tucker, LEGO Architectural Artist

“David Robertson and Bill Breen have done a wonderful job explaining brick by brick why Lego is loved around the world and what it took to keep this product at the center of toy industry for so long. Like Disney, Lego’s success can be attributed to their drive for innovation, creativity and persistence. While the bricks are loved by children, Brick by Brick is for any business person wanting to understand what it takes to be great.” –Lee Cockerell, executive vice president (retired and inspired),�Walt Disney World Resort, author, Creating Magic and The Customer Rules

About the Author
DAVID C. ROBERTSON joined the faculty of the Wharton School at the University of Pennsylvania in January of 2011.� Prior to that, Robertson was the LEGO Professor of Innovation and Technology Management at IMD in Lausanne, Switzerland.� As the LEGO Professor, Robertson was given unique access to the company's management team, has written two case studies about the company, and is the co-author of a Harvard Business Review piece on LEGO. � At IMD, Robertson was the co-director of the school's largest executive education program, the Program for Executive Development, and directed programs for Credit Suisse, EMC, HSBC, Skanska, BT, and other leading European companies. For more on Robertson's background, and to contact him for speaking and consulting engagements, visit robertsoninnovation.com.

Most helpful customer reviews

54 of 56 people found the following review helpful.
Very Insightful Account on Highly Admirable Company
By R. J. de Jong
Some 4 years ago, while cleaning our children's rooms, my wife dropped a Lego train, and the rarest thing to the utterly robust Lego happened: a little component broke off the train. It turned out to be a critical little part, making the whole train unusable. Having to explain to a 4 year old that his train was broken is nothing to look forward to as a parent, yet buying a whole new train set is unreasonably expensive as well. Our local toy store could not help out, but were kind enough to give us a Lego customer care number to call. Unassumingly we called them, having no expectations really. After all, who were we kidding, 1 component out of the zillion components Lego produces. And after all, we were just one of their millions of customers; why would they care...? We explained them what happened, explained the piece and the train model, they jotted down our name and address, and that was the last we expected to hear from it.

Three weeks later a little envelope arrived. Adressed to my son (4 year olds love getting letters). It was a personalized letter from Lego to him, explaining how sad he must have felt when his mother had dropped the train. Therefore, Lego was glad to provide him with 3 new parts, no costs. And a free membership to the periodic Lego magazine.

My jaws dropped. Not only did Lego totally outperform our expectations, they seemed to defy all logic. In the age of call centers and their associated customer carelessness, automation, mass production, depersonalization and standardization, they managed to do the exact opposite. It made my son and me life time fans of the company.

This book is about how Lego manages to be so exceptional. Not by some wild eccentric leadership fad, but by a disciplined approach in their ways of working. Focused especially on Lego's innovation culture that developed after their near-death at the start of the century, the account stands for much more than innovation. It stands for a company with a soul and a deep-rooted belief that it wants to support children in their desire to explore, build and create. Written in a very pleasant style, it provides an in-depth account on Lego, based on a 5 year extensive study by the author David Robertson. It's highly inspirational, excellently documented and very convincing, and now gets me to understand the question how they managed to do that, which puzzled me since the day we received the spare parts for my son's broken train.

0 of 0 people found the following review helpful.
I loved it, but I'm an AFOL
By Review from NC
First, a caveat on this review. I am a literal card-carrying AFOL (Adult Fan of LEGO), so my review is biased. I read this book more because it was about LEGO than as a business book, even though it is a business book first, which happens to examine an iconic toy company. That said, there are two main things that I enjoyed about the book.
One is that it gives much of the backstory to the creative process as to where those wonderful LEGO products come from. My son and I have remarked over many a LEGO set "These guys are geniuses" for their ability to use parts for different purposes and for their ability to use LEGO bricks to create things as varying as simple toys, large scale models and iconic buildings.
The second is the book looks critically at how business truisms and slogans work in practice. The authors list a number of business slogans that LEGO tried to apply leading up to their desperate years of the mid 2000's and analyzes how these worked in practice. The reader should come away with a better understanding of how good general business ideas still have to fit with the individual company and their competitive environment. There are in-depth examinations of why certain products succeeded and why other seemingly promising products failed.

0 of 0 people found the following review helpful.
Creativity can destroy you. But it can save you too.
By Jerome C. Boyer
I read it from cover to cover, non stop. My wife just bought the Empire Hotel and I was interested to know more about Lego as a company.
This book is about creativity, how to succeed and fail (almost to the point of bankruptcy) and succeed again using creative tools in the proper way.

From a very successful company, located nowhere in the world, Lego forgot about its roots and values and tried to conquer the minds of young buyers with mixed results. Lack of management tools and controls delayed the discovery on how bad Lego was bleeding for years. In the last hour, not a minute too late, Lego was on the road to recovery. How and why, please read the book.

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