2013 Edelman brandshare™ - Brazil


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Edelman’s new consumer brand study found that an overwhelming majority (90 percent) of people across eight countries want marketers to more effectively share their brands. Yet on average, only 10 percent of people think any given brand does it well. brandshare™ measured six dimensions of sharing – shared dialog, shared experience, shared goals, shared values, shared product and shared history – and found a link between effective brand sharing and business value. Here you will find the results focused on the Brazilian market.

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  • It’s accepted wisdom that marketers no longer solely own their brands. Brands are co-owned by people. Enabling that co-ownership is social media, the web and mobile technologies. There’s no shortage of opinion on topics ranging from content to crowd-sourcing to purpose-led programing, but there hasn’t been a comprehensive examination of what people expect of brands today or the ability to prioritize accordingly.Earlier this year, we looked at the intellectual capital and points of view in the marketplace related to consumer brand marketing and we realized there was a void. Which is what led us to brandshare, Edelman’s largest ever study of brands. Our aim is to provide an ethos and framework to help marketers succeed as co-owners of their brands
  • Technology and social media have ushered in new definitions for many familiar words.Friend has morphed from someone with whom you have a close relationship to someone you may barely know but connect with on FacebookLiking has devolved from an active emotion to a casual social media interactionForward has changed from being synonymous with progress to being a command to distribute content
  • But the word whose definition has changed the most is the word share.It has shifted from a virtue taught to children to a word most often associated with clicking a button.
  • That got us thinking about co-ownership and what would happen if brands rediscovered the virtue of sharing:Being openGiving and takingRepresenting people’s interests as much as the brand’s own 
  • And so we asked ourselves if brands were truly to share, what would they have to do? What are the components of sharing? Do people really want brands to share?And we wanted to answer the question, “even if you prove that people want to share, is there business value in doing it?” Put it another way, does it pay to share?
  • We identified 16 ways a brand could share. They fall into 6 clusters or dimensions and include:Shared Dialog – we have a conversation:The brand listens and responds thoughtfully to what people ask, say and suggestThe brand gives many ways to ask questions and for people to give opinionsThe brand invites people to share stories and experiences using their products and servicesAnd the brand invites people to share content with their friends and social networksShared Experience – we do things together:The brand offers experiences beyond using their productsAnd the brand connects with people online and off through activities and eventsShared Goals – we want the same things out of lifeThe brand asks people about their needsAnd the brand demonstrates it wants people to succeed at what’s important to themShared Values – we believe in the same thingsThe brand communicates openly and transparently about how its products are sourced and madeThe brand conducts its business in ways that are compatible with people valuesThe brand gives back to the communityAnd the brand shares peoples’ beliefs for helping the worldShared Product – we make the product togetherThe brand enables people to personalize their productsPeople are invited to collaborate on design, test products and provide feedbackAnd the brand openly offers information on how its products perform, even against its competitionShared History – we know the same storyThe brands openly shares its heritage with people
  • We then conducted a large scale online study:We talked to 11,000 people with at least a minimal level of engagement with brands…….in eight countries including: Brazil, Canada, China, France, Germany, India, the UK and the USWe surveyed 2,000 people each in China, India and the USIn every other county, we surveyed 1,000 peopleWe asked people about 212 brands across the world. In each country, we interviewed people about approximately 70 local and multi-national brands across 12 industry sectors
  • We surveyed 1,000 people in Brazil and evaluated 68 brands.
  • We wanted to learn three things:The kinds of sharing people say they want from brandsWe gave people the list of 16 ways a brand could share and asked which are importantTo gauge real interest in these 16 types of sharing, we also asked people to tell us whether brands are doing them too much, not enough or just the right amount Importantly and distinctly from most attitudinal studies, we wanted to understand how people act when brands share. More specifically, we wanted to know whether there’s a link between a brand sharing and people choosing that brandAsking people to evaluate how well a handful of brands share across the 16 behaviors Then asking people which of that same handful of brands they buy, use or recommendWe separated out the two sides of the equation – their evaluation of how well a brand is sharing, and then these business outcome questions about each brand. Then we looked for a correlation between those two. When a brand was sharing more than others, did people want to use it more, purchase it more, recommend it more than other brands.   
  • 90 percent of people globally want brands to shareBut only 10% of people think that brands are sharing well.Brands may be sharing quite a bit, but not always in the ways people want or desire.
  • In Brazil, 87% of people want brands to share, but only 16% believe brands are doing it well.
  • People see a gap between the behaviors they believe are important for brands to do to build a relationship and how brands are actually performing against those behaviors
  • People in Brazil are remarkably enthusiastic about brand sharing and place the highest levels of importance on brandshare behaviors over any other country surveyed. They perceive a large gap in performance by brands.
  • Here’s why this really matters. There is a significant missed business opportunity when brands don’t share in the ways people want them to.As mentioned before, we analyzed correlations between brands sharing and business outcomes. This chart shows a strong correlation between brands that share and usage…an even stronger correlation between sharing and purchase…and a still-stronger correlation between a brand sharing and recommendation (the most reliable predictor of future behavior).Put another way, there is measurable business value in sharing a brand.
  • In Brazil there is a strong correlation between brands that share and important business outcomes. What’s important to note is that the strongest correlation between brand sharing behaviors and people’s action in Brazil is with people’s intent to recommend, which is considered the most reliable predictor of people’s future behaviorPeople who believe that brands share in a good way, are significantly more likely to recommend them, purchase them and use them.This is the central finding of our study.
  • People in Brazil express more enthusiasm about sharing than the global average and more than their developing market counterpartshave higher levels of demand for more sharing behaviors by brands and are more likely to reward brands that share than other countries.
  • So, how does a brand share in the way that people want and that delivers business value?
  • The first is to understand the value of individual sharing components and how to optimize them to connect people with brands.
  • Each of these sharing dimensions has value when it comes to sharing a brand. The chart on this slide shows each dimension of sharing – from left to right– in order of their business value. Shared History, Shared Product, Shared Values and Shared Goals deliver more business value than Shared Experience and Shared Dialog – the types of activities that form the basis of the modern marketing playbookThe more you share, the better. That sounds intuitive, but our research proves that the more sharing behaviors a brand adopts, the higher the correlation to a business outcome
  • The Y axis on this graph represents people’s desire for more sharingThere is high demand (including unmet demand) for higher-value forms of sharing – such as Shared Goals, Shared Values and Shared ProductLower-value forms of sharing – specifically Shared Dialog and Shared Experience– are in lower demand. This is due to two factors, including: general prevalence and misalignment of brand offering and people’s expectations.Shared History is unique in that there is a high correlation with business outcomes, but low demand for it. We’ll address this more deeply further in the presentation
  • There are four behaviors within a shared dialog:Brands listening and responding thoughtfullyBrands giving people many ways to ask questions and give opinionsBrands inviting people to share stories using their productsBrands enabling people to share contentTwo of these behaviors – inviting people to share stories and enabling people to share content – are the target of a lot of brand energy and attention. You may think that if you’re doing these well, you have a shared dialog
  • Shared dialog is the first step toward sharing your brand, but the dialog must be about more than sharing content. Sharing content is fine and people like it, but 40 percent of people we surveyed said that they want more meaningful conversations than they believe they’re currently having with brands. Those 40 percent of people want brands to:Offer more ways for people to ask questions and share opinions Listen thoughtfully and respond to what they hearBrands may think they’re doing this well, but people don’t always agree. They want more substantial sharing.
  • In general, people in Brazil have the same levels of demand for deeper dialog as people around the worldThe exception is people aged 65 and older in Brazil, who have the highest unmet desire for brands to listen and thoughtfully respond to their opinions
  • Axe (or Lynx) gets it right:This brand has a highly-engaged 4.5 million member communityIts community managers are real-life people who use their real names when distributing content or having conversations The content is highly relevant to the community – it’s what they want to talk about, not just what the brand wants to sayBut most importantly, the brand’s community managers spend hours each day responding to virtually every comment or message directed at the brandThis is a dialog that’s as much about people as it is about the brand
  • Shared Experience includes:Offering people experiences beyond just using the productActivities and events that link people and the brandLike Shared Dialog, and as demonstrated by the illustration, this dimension of shared brand has both lower value and lower demand than other types of sharing
  • Around the world, people like the experiences that brands offer. They’re often fun and enjoyable.But there’s a disconnect between how much people like participating in events and experiences and the level of importance people ascribe to them.In the developing world, there’s a good degree of symmetry between how much people like brand experiences and their importance. In mature markets, brand experiences are less persuasivebrandshare research suggests that in mature markets – where the novelty of branded experiences has expired – brands must recast experiences to be as much about people’s interests as they are about the brands themselves
  • Brazil is similar to other developing markets in the level of importance its people place on shared experiences with brands. 64% of people in Brazil think shared experiences are important and 86% of people in Brazil people want it. But, as the Brazilian market matures, it is likely that events and experiences -- as they are currently conceived and executed – will not resonate as strongly or be as persuasive unless they migrate to being as much about people as they are about individual brands
  • Heineken’s Departure Roulette got it right because it focused as much on its target consumer as Heineken did on the brand itselfThe Heineken guy is adventurous, but sometimes needs a catalyst to take advantage of new opportunitiesThe brand provided that opportunity through a New York-based airport-based experience that enticed people to trade in the air tickets in their hands for trips to unknown destinationsThe mechanic was simple: people were approached in the airport with the offer. Each person who accepted was asked to press a button on the side of a large branded panel, after which the name of a destination would appear. A Heineken representative would then exchange existing air tickets for ones to the new destinationThis was successful because it was about people as much as it was about the brand
  • Shared Goals includes:Brands asking people about their needs and not just talking about productDemonstrating the brands wants people to succeed at what’s important to themAs our illustration shows, Shared Goals represents the first of the higher-order and more highly-demanded types of sharing.
  • Our research suggests that people understand the role that brands play in helping them achieve their goals. People understand how products help them achieve goals like being great parents or attaining secure financial futuresPeople also appreciate the goal-enabling tools and resources brands often provide as part of their marketingBut people believe brands are failing short by not asking them because brands aren’t asking people about their needs before offering solutions. Despite all of the connectivity and conversations brands say they have with their consumers, people don’t believe brands do a good enough job asking them what they want to achieve in their livesParticularly pronounced in categories where people don’t feel as confident and knowledgeable financial, tech. But, was as seemingly straight forward categories like apparel, more than a quarter of people want more engagement around their needs.
  • Similar to the rest of the world, 87% of people in Brazil recognize and value the role that brands play in enabling the achievement of goalsPeople in Brazil are slightly more likely to want brands to ask them about their aspirations before advising on how to achieve them
  • Adidas understands what motivates its consumers because it asks in ways that goes beyond focus groups or even typical ethnographic research. The brand gets that people’s athletic and performance goals are as individual as they are. Recently, the brand asked dozens of women to submit a photograph of something that motivates them to work out. The surprising answer was a black dress – which challenges traditional assumptions about athletic performance
  • Shared Values include:Communicating openly and transparently about how products are sourced and madeBrands conducting business in ways that align with people’s valuesBrands giving back to the communityBrands sharing people’s beliefs for helping the worldAgain, as the image demonstrates, this is a highly valuable and highly-desired dimension of sharing. It’s one in which many companies have invested time and resource.It’s a dimension of sharing that many companies think they are doing well, but it may not always be visible to the people they care about.
  • Conventional wisdom that people prefer brands that share their values. Scores of studies have shown this to be the case.It’s been harder to prove a correlation between Shared Values and bottom line impact. But our brandshare study did find a strong correlation between brands that operate with values at their core and real business results.
  • Similar to the rest of the world, 88% of people in Brazil want to buy products from brands that share their beliefs.It’s been hard to prove a correlation between Shared Values and bottom line impact. But our brandshare study did find a strong correlation between brands that operate with values at their core and real business results.
  • While companies and brands may think they are sharing their values with people, people aren’t yet convinced. Nearly 40% of people don’t think brands are doing enough to demonstrate beliefs for helping the worldHere’s why – most often, activities in the sphere of shared Values are the province of a corporate communications function and not integrated into any consumer-facing engagementPeople want to know more about brands’ activities in these areas and they want to see tangible examples of them at work. Brands should broaden existing channels – including brand communities and branded events – to let people see your values at work.
  • Demand for shared value behaviors in Brazil is on par with the rest of the worldMore than four out of ten people in Brazil want brands to be more transparent about how their products are made and sourced Four out of ten people also want brands to give back to the community and share people’s beliefs for helping the world It’s important to remember that many brands are deeply involved with their communities and hold themselves to high ethical standards. The problem is not how these companies operate – it is that they don’t effectively communicate what they do
  • Many companies have sustainability goals and many brands hold themselves accountable for reaching themMars is particularly effective because the company gives people easy and engaging access to this information. Its goals are highly visibleThe brand invites people to track progressThe brand creates compelling behind the scenes content showing its sustainability efforts in action
  • Shared Product isEnabling people to personalize productsInviting people to collaborate on design, beta-test products and provide feedbackOpenly offering information on how the brand performs, even against competitorsShared Product really has two sides – what people want to contribute to brands and what people expect from brands.
  • People want to be involved with product and a large majority want the opportunity to contribute to brand development. It gives people a deep level of ownership this can often be as much perception as reality.This can often be as much perception as reality. People like to have the option to participate, even though many never will.
  • People in Brazil are just as interested as the rest of the world in helping co-design and create products with brandsIn fact, 88% of people in Brazil want oppotuntieis to share in the design and development process withyouIt‘simportanttonotethatourresearchsuggeststhatbrandsreceivethe same creditwhetherpeoplechoosetoparticipate in productdevelopmentor not...people will givebrandcreditfor a sharedproduct just byofferingpeopletheopportunitytocontribute
  • Transparency about product performance is the most important of the 16 behaviors brandshare tested in seven of the 12 industry sectors we examinedPeople desire and reward brands that are open and honest with them.
  • 87% of people in Brazil want brands to be as transparent about your products’ performance as you are about your values.Transparency about your products’ performance is ranked one of the 3 most important brandshare behaviors in 11 out of 12 industries tested.
  • Adobe recognizes the value of inviting people to participate in product development.  Their recent introduction of Photoshop Lightroom represents the fifth time the brand has invited people to beta test the product before it launches in market.   But what distinguishes Adobe from other beta tests is that it is open to the public and includes an open forum for sharing opinions.  Adobe listens to what they hear and adapts its product accordingly.   Adobe benefits two ways:  products reflect people’s real needs and desires and people have the sense a sense of brand ownership that comes from actively participating in a brand’s development.
  • Shared History is about involving people in a company history or story. It is unique amongst all of the brandshare dimensions.
  • History is the most unusual of the kinds of sharing we looked at. We didn’t see huge demand or stated importance, but it is the most influential brandshare behaviorShared history personalizes and familiarizes a brand. In many ways, it makes it quite human, particularly when real stories about the real people behind the brand are told.A lot’s been written about heritage. Our data shows conclusively that it’s a ‘secret ingredient’. People won’t always tell you want it, but when they know it, they’ll respond.
  • Similar to many other countries, shared history has the strongest correlation to people’s behavior in Brazil
  • Volkswagen is a brand with a rich heritage and a lot of stories to tell.  The brand’s Why VW social channel provides a highly-visible and engaging way for the brand to share its history. But Volkswagen also recognizes that people have their own history with the brand and their own stories to tell.  So, Why VW is also a platform for people to share their own stories as well, making it a truly shared history.
  • The first mandate for marketers is to change their marketing ethosEvolve from the old model on the left side of this slide – one that is linear, where most of the brand development action happens behind real or figurative ‘closed doors’ until it is completed. In this model consumers are the end point,The sharing model on the left recognizes the value of including people at every stage of the brand development process
  • The second mandate is to create a singular brand narrative.Companies do a great job of communicating their Values and History e to a broad range of stakeholders. Unfortunately too often, consumers aren’t one of them.Corporate Communications and Brand Marketing teams must collaborate on actively engaging people in the full breadth of a brand’s story
  • Social and experiential channels become more valuable when they incorporate the types of sharing people want, so the third mandate for marketers is to integrate sharing across all channels:Redesign communities to actively listen and respond to people’s questions, ideas and needs. Use them to invite people to collaborate on productsReconsider branded experiences to incorporate Shared Values and Shared GoalsRecalibrate marketing communications to more fully share your brand
  • Remember, we now know it’s not just nice to show, it is a business imperative.There is a business correlation between brands that share, including outcome usage, purchase and recommendation.
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