What Great Brands Do-01

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Bedbury should know -- he's already working on his second great brand. As senior vice president of marketing at Starbucks Coffee Co., Bedbury, 39, is responsible for growing the $700 million Seattle-based company into a global brand. Since Bedbury joined Starbucks in 1995, the company has been on a branding blitz: beginning a relationship with United Airlines to serve Starbucks on all United flights; joining with Redhook Ale Brewery Inc. to introduce Double Black Stout, a malt beer flavored with coffee; venturing with Pepsi-Cola Co. to market Starbucks's Frappuccino drink in supermarkets; joining with Dreyer's Grand Ice Cream to introduce six flavors of Starbucks Ice Cream; opening its first retail stores in Tokyo and Singapore, with 10 more to follow in each market; expanding the Starbucks stores to 1,100 outlets with 22,000 employees; and serving coffee to 4 million people each week.世界经理人管家UE9n`.S m/{ h\

Building the Starbucks brand, however, is deja vu for Bedbury: his first great brand was Nike Inc. When he joined the Beaverton, Oregon-based footwear and apparel company in 1987, Nike was a $750 million business; when he left seven years later, Nike was a $4 billion business. In between Bedbury directed Nike's worldwide advertising efforts and broke the "Just Do It" branding campaign. "I can honestly say that Nike left its imprint on me in ways I never thought possible," Bedbury says, "largely because of the strength of the Nike culture."

HH.io3?:H _&P:[9c+b4{0Whether the product is sneakers, coffee -- or a brand called You -- building a great brand depends on knowing the right principles. Fast Company asked Bedbury to identify his eight brand-building principles.世界经理人管家|Z[3M\!D