Includes bibliographical references and index.

Introduction to Part 1: Understanding brand desire --
Ch. 1. The foundations of brand desire --
Ch. 2. Why desire matters --
Introduction to Part 2: Building brand desire --
Ch. 3. Principles --
Ch. 4. Participation --
Ch. 5. Leadership and culture --
Ch. 6. Storytelling --
Ch. 7. Experience --
Ch. 8. Innovation --
Ch. 9. Managing brand desire.

Desire is big business. If companies can create true desirability for their brands, customers will not only express preference and loyalty, they also show a willingness to act as brand champions, participate in online communities, co-create innovative ideas, and show the sort of commitment that is normally associated with fervent employees.

However, desire doesn't just happen. Brands need to nurture it by offering both security and surprise. This isn't just about marketing, but rather a reflection of an organization-wide culture and perspective.

Using international case studies, Brand Desire explains how companies can engage customers emotionally and create value for them. Managers can successfully build and maintain brand desire through specific strategies and tools, such as:
- promoting a principles-driven organization that is grounded in its heritage and distinctive competences;
- creating a supportive culture that encourages the active participation of people in brand development;
- providing an opportunity for people to communicate more with each other and to encourage socialization through communities and events; and
- offering outstanding experiences: being consistent in delivery, from first communications through to after-sales service and support.

In a crowded sales environment, brand desire can elevate any product or service so that it stands out from the crowd - and stays there. Brand Desire demonstrates how desirable brands are about desirable experiences, and shows what companies can do to maximize those experiences for their customers.