How to use brands to gain and sustain competitive advantage
Companies today face a dilemma in marketing. The tried-and-trueformulas to create sales and market share behind brands arebecoming irrelevant and losing traction with consumers. In thisbook, Gerzema and Le Bar offer credible evidence–drawn from adetailed analysis of a decade’s worth of brand and financial datausing Y&R’s Brand Asset Valuator (BAV), the largest database ofbrands in the world–that business is riding on yet another bubblethat is ready to burst–a brand bubble. While most managers stillsee metrics like trust and awareness as the backbone of how brandsare built, Gerzema asserts they’re dead wrong–these metrics do notadd to increased asset value. In fact, by following them, theyactually hasten the declining value of their brands.
Using a five-stage model, The Brand Bubble reveals howtoday’s successful brands–and tomorrow’s–have an insatiableappetite for creativity and change. These brands offer consumers apalpable sense of movement and direction thanks to a powerful’energized differentiation.’ Gerzema reveals how brands withenergized differentiation achieve better financial performance thantraditional brands have. Plus, Gerzema helps readers developenergized differentiation in their own brands, creatingconsumer-centric and sustainable organizations.
Tabela de Conteúdo
Foreword By Peter Stringham, CEO, Young & Rubicam Group.
PART ONE: INTRODUCTION.
1 Tulipmania and Infl ated Brands.
2 Can You Say ‘Irresistible’?
3 Wall Street, Meet Main Street.
4 The Postmodern Craving for Creativity.
5 Welcome to Consumer Land.
PART TWO: APPLICATION.
6 Stage One–Exploration: Performing an Energy Audit.
Case study: LEGO–Play Well.
7 Stage Two–Distillation: Identifying the Energy Core.
Case study: Virgin Atlantic–Brilliant Basics, Magic Touches.
8 Stage Three–Ignition: Creating an Energized Value Chain.
Case study: Xerox–The Energy Inside.
9 Stage Four–Fusion: Becoming an Energy-Driven Enterprise.
Case study: Mumbai Tiffi n Box Suppliers–Human Energy.
10 Stage Five–Renewal: Active Listening and Constant Refreshing of Brand Meaning.
Case study: UNIQLO–Seeing Farther.
Epilogue: A Brand May Be Famous, But Is It Creating Return for Shareholders?
Notes.
Acknowledgments.
The Authors.
Index.
Sobre o autor
John Gerzema is Chief Insights Officer for Young &Rubicam Group. One of the earliest founders of account planning in American advertising agencies, John has designed brand strategiesfor clients for almost twenty–fi ve years, guiding campaignsto international strategic and creative recognition that resultedin The One Show Best of Show award, numerous EFFIE’s andseveral gold lions from The Cannes Advertising Festival. Prior tojoining Y & R, Gerzema oversaw the international network for Fallon, and founded offices in Tokyo, Singapore, Hong Kong, and Sâo Paulo. He holds a master’s degree in integratedmarketing from the Medill School of Journalism at Northwestern University and a B.S. in marketing from The Ohio State University.
Ed Lebar is CEO of Brand Asset Consulting Group. Edmanages Brand Asset Consulting around the world. He has helped grow Brand Asset Valuator into the largest brand model and databasein the world, which now includes input from over 500, 000 customerson 38, 000 brands across 48 countries through 250 studies.
Before his career in marketing and advertising, Lebar was aprofessor of economics at CCNY and Finch College. He holds advanceddegrees in economics from NYU and the University of Denver, and a B.A. from Syracuse University.
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