Trout, popularizer of "positioning" and president of a prestigious marketing firm (Trout and Partners), uses real-world examples of marketing and management gone wrong. After examining companies like Levi Strauss, AT&T, Xerox, Burger King, and Miller Brewing, Trout identifies the ten most common mistakes made by these big brands and develops a set of expert guidelines for managers and marketers to use to build, protect, manage, and expand their companies as well as compete in today's fierce global economy. One of the most interesting chapters is titled "Trouble in the Wind: Brands with Unresolved Problems," in which Trout briefly discusses the current problems of four well-known companies. These companies, like others, have made unnecessary mistakes and have shattered consumer perceptions. Business practitioners, researchers, and students will all use insights and learn techniques gleaned the case studies presented here. For CEO's, Trout's message is summed up in his final sentence: "Remember the Titanic." For all business collections. —Susan C. Awe, Univ. of New Mexico Lib., Albuquerque (Library Journal, August 2001)

Trout (Differentiate or Die) does the obvious in his latest book, rehashing the demise of well-known failures such as Xerox and Miller Brewing, and his redundant preaching of unoriginal strategies may irritate. But readers will find salvation in his straightforward, engaging prose and the constant hammering home of lessons (GM failed because it lost touch with the market, and AT&T tanked when it lost its focus). The book's first part is an excellent reminder of what managers should and should not do with a brand, making this a primer for the uninitiated. (Oct.) (Publishers Weekly, October 1, 2001)

The basic message of this snappy, readable book is nothing new, particularly for readers of the author's previous books. Success with consumers comes from clearly differentiating your product from competitors' and then relentlessly focusing your marketing and product development efforts on the differences. But here the long case studies add richness to the argument. In earlier decades, Trout explains, strong brands commanded a far bigger share of the marketplace than they do now. As affluent consumer became increasingly choosy about their purchases, the market segmented into far smaller groups. To maintain their reach, managers quite naturally turned to product extension, but that inevitably weakened the appeal of the base brands and helped turn their industries into low-margin commodity business. For brand managers under corporate pressure to grow rather than retrench, Trout has no answer other than urging discipline. But the colorful stories of failure and the hardheaded, concrete advice make for an engaging sermon. (Harvard Business Review, October 2001)

Business Book of the Week (Money Week, 23 November 2001)

"...a fabulous collection of mistakes..Trout finishes this book with good-humoured attitude...even if you learn little from this book it is still worth reading for the delicious schadenfreude it will give you." (Brand Strategy, December 2001)

"...Trout may be a humble marketing advisor, but he knows what ails big-brand America - and he has the remedy...it may be one of the longest business pitches in history, but it's a great read for all that." (Sunday Times - Book of the Week, 2 December 2001)

"...he provides in depth case studies and the book clearly demonstrates what can commonly go wrong..." (Business Monthly, November 2001)

"In Big Brands, Big Trouble he gives striaght-to-the-point advice on how to maintain leadership and exploit opportunities using in-depth case studies." (Ambassador, February/March 2002)

"...a valuable starting point for us all..." (Professional Manager, March 2002)

"...its a great refresher course for marketers and sound grounding for chief executives...brilliantly insightful..." (Marketing Mix, 18 September 2003)