solve the case study and answer in key points..!!

Brand Bubble Trouble

In The Brand Bubble, brand consultants Ed Lebar and John Gerzema use Y&Rs historical BAV database to conduct a comprehensive examination of the state of brands. Beginning with data from mid-2004, they discov- ered several odd trends. For thousands of consumer goods and services brands, key brand value measures such as consumer top-of-mind awareness, trust, regard, and admiration experienced significant drops.

At the same time, however, share prices for a number of years were being driven higher by the intangible value the markets were at- tributing to consumer brands. Digging deeper, Lebar and Gerzema found the increase was actually due to a very few extremely strong brands such as Google, Apple, and Nike. The value created by the vast majority of brands was stagnating or falling.

The authors viewed this mismatch between the value consumers see in brands and the value the markets were ascribing to them as a recipe for dis- aster in two ways. At the macroeconomic level, it implied that stock prices of most consumer companies are overstated. At the microeconomic, company level, it pointed to a serious and continuing problem in brand management.

Why have consumer attitudes toward brands declined? The re- search identified three fundamental causes. First, there has been a pro- liferation of brands. New product introductions have accelerated, but many fail to register with consumers. Two, consumers expect creative big ideas from brands and feel they are just not getting them. Finally, due to corporate scandals, product crises, and executive misbehavior, trust in brands has plummeted.

Yet, vital brands are still being successfully built. Although all four pillars of the BAV model play a role, the strongest brands resonated with consumers in a special way. Amazon.com, Axe, Facebook, Innocent, IKEA, Land Rover, LG, LEGO, Tata, Nano, Twitter, Whole Foods, and

Zappos exhibited notable energized differentiation by communicating dynamism and creativity in ways most other brands did not.

Formally, the BAV analysis identified three factors that help define energy and the marketplace momentum it creates:

1. VisionA clear direction and point of view on the world and how it can and should be changed.

2. InventionAn intention for the product or service to change the way people think, feel, and behave.

3. DynamismExcitement and affinity in the way the brand is presented. The authors offer a five-step framework to infuse brands with more

energy.

1. Perform an energy audit on your brand. Identify the current sources and level of energy to understand your brands strengths and weaknesses and how well brand management aligns with the dynamics of the new marketplace.

2. Make your brand an organizing principle for the business. Find an essential brand idea or thought that can serve as a lens through which you define every aspect of the customer experience, including products, services, and communications.

3. Create an energized value chain. Make the organizations goals for the brand real for everyone; all participants must think uniquely from the perspective of the brand and understand how their own actions boost the energy level of the brand and fuel the core.

4. Become an energy-driven enterprise. Stakeholders need to trans- fer their energy and passion to their business units and functions. Once managements aspirations for the brand and business begin becoming part of the culture, the process of building an energized brand enterprise is nearly complete.

5. Create a loop of constant reinvention. Finally, keep the organi- zation and its brand in a state of constant renewal. Brand man- agers must be keenly aware of shifts in consumers perception and values and be ready to reshape themselves again and again.