The 2017 Edelman Earned Brand, a study conducted among 14,000 consumers in 14 countries, explores the rise of belief-driven buyers, who will buy a brand, switch from it, avoid it and— at the extreme — boycott it based on a brand’s stance on a controversial issue.
Explore the results: www.edelman.com/earned-brand
July 11, 2017 Correction: A previous version of this report incorrectly displayed the data for year-to-year changes on slide 43 in the Data Appendix.
2017 Edelman TRUST BAROMETER™- Global ResultsEdelman
The 2017 Edelman TRUST BAROMETER™ reveals that trust is in crisis around the world. The general population’s trust in the institutions of business, government, NGOs, and media declined broadly, a phenomenon not recorded since Edelman began tracking trust in 2001.
For more information, visit www.edelman.com/trust2017
January 17, 2017 Correction: A previous version of this report incorrectly represented the data associated with “Leave the EU” and “Remain in the EU” on slide 30. The numbers reflected have been updated.
Copyright (c) 2017 Daniel J. Edelman, Inc. All rights reserved.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
Rising incomes and growing demand for consumer goods and services in ASEAN create rich opportunities for retailers in the region, which is especially significant as member nations join forces to become an economic powerhouse. Yet ASEAN retailers have been slow in terms of Innovation and as this market opens up, stepping up innovation is required to capitalize fully on the opportunities.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
Here’s the brutal truth:
Cascading OKRs does not work, it is a flaw, time-consuming, and hard to track and measure.
Integrative OKRs empowers employees to contribute autonomously to the company’s vision
2017 Edelman TRUST BAROMETER™- Global ResultsEdelman
The 2017 Edelman TRUST BAROMETER™ reveals that trust is in crisis around the world. The general population’s trust in the institutions of business, government, NGOs, and media declined broadly, a phenomenon not recorded since Edelman began tracking trust in 2001.
For more information, visit www.edelman.com/trust2017
January 17, 2017 Correction: A previous version of this report incorrectly represented the data associated with “Leave the EU” and “Remain in the EU” on slide 30. The numbers reflected have been updated.
Copyright (c) 2017 Daniel J. Edelman, Inc. All rights reserved.
Lifting the Barriers to Retail Innovation in ASEAN | A.T. KearneyKearney
Rising incomes and growing demand for consumer goods and services in ASEAN create rich opportunities for retailers in the region, which is especially significant as member nations join forces to become an economic powerhouse. Yet ASEAN retailers have been slow in terms of Innovation and as this market opens up, stepping up innovation is required to capitalize fully on the opportunities.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
Retailers who are proactive with their approach to consumer privacy and retail cyber security will create more meaningful data and consumer engagement.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
Here’s the brutal truth:
Cascading OKRs does not work, it is a flaw, time-consuming, and hard to track and measure.
Integrative OKRs empowers employees to contribute autonomously to the company’s vision
China Exit or Co-Investment Opportunities for German PE InvestorsL.E.K. Consulting
L.E.K.'s Karin von Kienlin recently presented at BVK on a study conducted by L.E.K. Munich and Shanghai. They wished to:
- Understand developments in Chinese equity investments in both the domestic China / pan-Asian market and cross-border investments between China and Germany / Europe
- Identify trends in likely future investment behavior and its drivers
- Defining success factors both for Chinese and German investors / corporates as to how to benefit from the potential opportunities of cross-border investments and cooperation
Learn more in the presentation here.
Articles published as sponsored content in the Risk & Compliance Journal from The Wall Street Journal from August 2017 to August 2018. https://deloi.tt/2CMG6lI
Working capital management a top priority for many executives in year aheadDeloitte United States
Nearly half of C-suite and other executives say that managing working capital will be a high priority for their organizations in the year ahead with 33.6% keeping it a top priority and 14.7% making it a higher priority, according to a Deloitte poll .
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
AI – Opportunities and Challenges in Transforming the Biopharma Value ChainEY
These slides were presented by Pamela Spence, EY Global Life Sciences Industry Leader, at the annual BIO International Convention on 20 June 2017. Pamela led a panel discussion on Artificial Intelligence (AI) and the opportunities and challenges it presents in transforming the biopharma value chain. The panelists included Dr. Attul Butte, Director of the Institute for Computational Health Science at the University of California – San Francisco, Iya Khalil, Chief Commercial Officer and Co-founder of GNS Healthcare, Nathan Price, Associate Director of the Institute for Systems Biology and co-founder of Arivale, and Jackie Hunter, CEO of Benevolent AI
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
The 2013 Edelman Trust Barometer is the firm’s 13th annual trust and credibility survey. The survey was produced by research firm Edelman Berland and consisted of 20-minute online interviews conducted October 16, 2012 – November 29, 2012. The 2013 Edelman Trust Barometer online survey sampled 26,000 general population respondents with an oversample of 5,800 informed publics ages 25-64 across 26 countries. All informed publics met the following criteria: college-educated; household income in the top quartile for their age in their country; read or watch business/news media at least several times a week; follow public policy issues in the news at least several times a week. For more information, visit: http://www.edelman.com/insights/intellectual-property/trust-2013/
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
For 15 years, the Edelman Trust Barometer has measured trust in institutions, including business, media, NGOs and government. In 2015, we surveyed 33,000 respondents in 27 countries. Since we began tracking trust in financial services in 2011, we have seen a modest increase from 48 percent to 52 percent on a global basis.
Learn more: www.edelman.com/trust2015
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
Has U.S. defense, diplomacy and development adopted a “smart power” approach? In this follow-up to a 2010 report, the Government Business Council (GBC) evaluates progress towards increased interagency collaboration and how budget pressures may change foreign policy. Moderator is GBC's Associate Director of Research Erin Dian Dumbacher and Speakers include Booz Allen senior associate's Cheryl Steele and Jonathan Allen. Download the full report here: http://www.govexec.com/gbc/report/smart_power_2011/
Learn more about Smart Power: http://www.boozallen.com/smartpower
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
2014 Edelman Trust Barometer - Global ResultsEdelman
The 2014 Edelman Trust Barometer is the firm’s 14th annual exploration of trust. We survey 33,000 people (27,000 General Public and 6,000 Informed Public respondents) in 27 markets around the world on their trust in institutions, credible sources/channels and specific issues and perceptions impacting trust in business and government.
Learn more here http://www.edelman.com/Trust2014
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
The 2017 Edelman Earned Brand study set out to understand how polarizing societal issues are affecting the consumer/brand relationship and uncover how brands can achieve a deeper connection with consumers. The study’s findings can help provide a roadmap for financial services companies navigating this new normal.
The 2017 Edelman Earned Brand, a study conducted among 14,000 consumers in 14 countries, explores the rise of belief-driven buyers, who will buy a brand, switch from it, avoid it and— at the extreme — boycott it based on a brand’s stance on a controversial issue.
China Exit or Co-Investment Opportunities for German PE InvestorsL.E.K. Consulting
L.E.K.'s Karin von Kienlin recently presented at BVK on a study conducted by L.E.K. Munich and Shanghai. They wished to:
- Understand developments in Chinese equity investments in both the domestic China / pan-Asian market and cross-border investments between China and Germany / Europe
- Identify trends in likely future investment behavior and its drivers
- Defining success factors both for Chinese and German investors / corporates as to how to benefit from the potential opportunities of cross-border investments and cooperation
Learn more in the presentation here.
Articles published as sponsored content in the Risk & Compliance Journal from The Wall Street Journal from August 2017 to August 2018. https://deloi.tt/2CMG6lI
Working capital management a top priority for many executives in year aheadDeloitte United States
Nearly half of C-suite and other executives say that managing working capital will be a high priority for their organizations in the year ahead with 33.6% keeping it a top priority and 14.7% making it a higher priority, according to a Deloitte poll .
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
AI – Opportunities and Challenges in Transforming the Biopharma Value ChainEY
These slides were presented by Pamela Spence, EY Global Life Sciences Industry Leader, at the annual BIO International Convention on 20 June 2017. Pamela led a panel discussion on Artificial Intelligence (AI) and the opportunities and challenges it presents in transforming the biopharma value chain. The panelists included Dr. Attul Butte, Director of the Institute for Computational Health Science at the University of California – San Francisco, Iya Khalil, Chief Commercial Officer and Co-founder of GNS Healthcare, Nathan Price, Associate Director of the Institute for Systems Biology and co-founder of Arivale, and Jackie Hunter, CEO of Benevolent AI
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
The 2013 Edelman Trust Barometer is the firm’s 13th annual trust and credibility survey. The survey was produced by research firm Edelman Berland and consisted of 20-minute online interviews conducted October 16, 2012 – November 29, 2012. The 2013 Edelman Trust Barometer online survey sampled 26,000 general population respondents with an oversample of 5,800 informed publics ages 25-64 across 26 countries. All informed publics met the following criteria: college-educated; household income in the top quartile for their age in their country; read or watch business/news media at least several times a week; follow public policy issues in the news at least several times a week. For more information, visit: http://www.edelman.com/insights/intellectual-property/trust-2013/
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
The Accelerating Growth of Frictionless Commerce | A.T. KearneyKearney
Traditional payments are being replaced by new "frictionless" options that use customer-provided data to make a purchase without an explicit customer decision.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
For 15 years, the Edelman Trust Barometer has measured trust in institutions, including business, media, NGOs and government. In 2015, we surveyed 33,000 respondents in 27 countries. Since we began tracking trust in financial services in 2011, we have seen a modest increase from 48 percent to 52 percent on a global basis.
Learn more: www.edelman.com/trust2015
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
Has U.S. defense, diplomacy and development adopted a “smart power” approach? In this follow-up to a 2010 report, the Government Business Council (GBC) evaluates progress towards increased interagency collaboration and how budget pressures may change foreign policy. Moderator is GBC's Associate Director of Research Erin Dian Dumbacher and Speakers include Booz Allen senior associate's Cheryl Steele and Jonathan Allen. Download the full report here: http://www.govexec.com/gbc/report/smart_power_2011/
Learn more about Smart Power: http://www.boozallen.com/smartpower
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
2014 Edelman Trust Barometer - Global ResultsEdelman
The 2014 Edelman Trust Barometer is the firm’s 14th annual exploration of trust. We survey 33,000 people (27,000 General Public and 6,000 Informed Public respondents) in 27 markets around the world on their trust in institutions, credible sources/channels and specific issues and perceptions impacting trust in business and government.
Learn more here http://www.edelman.com/Trust2014
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
The 2017 Edelman Earned Brand study set out to understand how polarizing societal issues are affecting the consumer/brand relationship and uncover how brands can achieve a deeper connection with consumers. The study’s findings can help provide a roadmap for financial services companies navigating this new normal.
The 2017 Edelman Earned Brand, a study conducted among 14,000 consumers in 14 countries, explores the rise of belief-driven buyers, who will buy a brand, switch from it, avoid it and— at the extreme — boycott it based on a brand’s stance on a controversial issue.
The 2018 Edelman Earned Brand study reveals that nearly two-thirds (64 percent) of consumers around the world now buy on belief, a remarkable increase of 13 points since 2017. These Belief-Driven Buyers will choose, switch, avoid or boycott a brand based on where it stands on the political or social issues they care about.
Surveying 8,000 people online and 32,000 via mobile phones, the 2018 Edelman Earned Brand study shows that now 60% of consumers in Japan either buy or boycott brands based on their stances on societal issues.
Smart Social Summit 2017 | Buying on Belief: Brands that Do Good, Do WellSpredfast
Consumers today prefer to purchase from socially responsible brands. But the trend goes beyond preference into principles: 57% of consumers will boycott a brand that doesn’t share their social beliefs. Brands have become far more than just a logo or product—brands must be human in order to connect and relate with consumers. How do you address an issue that consumers care about while still staying authentic to your DNA? Join these brands as they share how they’ve paired a compelling cause with their line of work to create good for the world and good for their business.
Selon l'étude Earned Brand 2018 menée par le groupe Edelman dans 8 pays auprès de 8 000 personnes en ligne, et 32 000 intérrogées sur mobile, les consommateurs attendent des marques qu'elles s'engagent sur les grands sujets au coeur des enjeux sociétaux et politiques.
L’étude Earned Brand 2018 est réalisée avec le cabinet d’études et d’analyses Edelman Intelligence, filiale du
groupe Edelman. Au cours de cette enquête, 8 pays ont été interrogés : Brésil, Chine, France, Allemagne, Inde,
Japon, Grande-Bretagne et États-Unis. L’étude est basée sur deux temps d’interrogation : le premier par
smartphone du 29 juin au 24 juillet 2018 pendant lequel 32 000 personnes ont été interrogées (soit 4 000
personnes par marché) et le deuxième a été mené en ligne du 10 au 20 juillet 2018 auprès de 8 000 personnes
sur les mêmes marchés (soit 1 000 par marché). Cette étude, menée depuis 4 ans, a pour objectif d’étudier la
façon de gagner, de renforcer et de protéger la relation des marques avec les consommateurs.
The 2016 EARNED BRAND study is a global online survey of 13,000 consumers in 13 countries that examines the consumer-brand relationship across 18 brand categories.
Measuring Customer-Experience ROI with social mediaMichael Wolfe
Validates and describes a very innovative and powerful approach for measuring the customer-brand-experience using social media experiential commentary. Not only is this a brea-through, but demonstrates the importance and value of the CX for brands.
Edelman Trust Barometer Special Flash Poll - Mexico’s Trust ChallengesEdelman
Edelman Trust Barometer Special Flash Poll on Mexico’s Trust Challenges — the U.S. Perspective — conducted in mid-November in the U.S. of 1,000 people in the general population 18 years and older.
The findings provide important context on the bilateral relationship as NAFTA negotiations come to the finish line and Mexico begins its presidential campaign.
2019 Edelman-LinkedIn B2B Thought Leadership Impact StudyEdelman
The 2019 Edelman-LinkedIn B2B Thought Leadership Impact Study helps to better understand the shifts in perception of thought leadership as well as its impact throughout the customer journey.
Read more here: https://edl.mn/2AQSSys
As Justin Trudeau prepares for a 2019 election, he has shuffled his cabinet to address challenging files including intergovernmental relations, trade diversification & border security.
The Edelman Perspective - 2018 Federal Cabinet ShuffleEdelman
As the Canadian government prepares for an election in 2019, they have shuffled their cabinet to address a number of challenging files including domestic intergovernmental relations, trade diversification, and border security.
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World Edelman
Each year, Edelman provides a measure of Trust in the Energy industry and its key subsectors. While trust in the Energy industry writ large continues to rise globally, inherent challenges remain among the subsectors. Particularly notable this year is the precipitous drop in Trust in natural gas. Edelman also offers a summary of threats to Trust in the industry, from activism to literacy to apathy. Still, there is ample opportunity for this industry to tell its story and earn Trust.
Edelman Trust Barometer – U.S. Natural Gas Industry PerceptionsEdelman
The Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions research shows that even while people’s exposure to natural gas news trends positive, the intensity of any support is very soft—and the window is closing.
2017 Edelman Trust Barometer Special Report: Institutional InvestorsEdelman
The 2017 Edelman Trust Barometer Special Report: Institutional Investors, a survey of institutional investors who invest in global equities highlights emerging business risks and opportunities for companies, their boards, and management to build and maintain trust with the financial community.
The inaugural report reveals that roughly half of institutional investors think that most companies do not acknowledge the risks to their business from the current political climate, reflecting broader concerns raised in the Trust Barometer Global Report 2017.
2017 Edelman Trust Barometer Special Report: Investor Trust Executive SummaryEdelman
The 2017 Edelman Trust Barometer Special Report: Institutional Investors, a survey of institutional investors who invest in global equities highlights emerging business risks and opportunities for companies, their boards, and management to build and maintain trust with the financial community.
The inaugural report reveals that roughly half of institutional investors think that most companies do not acknowledge the risks to their business from the current political climate, reflecting broader concerns raised in the Trust Barometer Global Report 2017.
This year is shaping up to be a significant one for tourism, challenging business leaders to think differently about the emotional and human truths that are driving people to travel.
As the world forges ahead through 2018, we looked at the various cultural forces that are impacting how consumers are thinking about and planning travel this year.
2018 Edelman Trust Barometer Special Report: Trust in Brand ChinaEdelman
We launched a special report on trust in Chinese companies last week. We had long been fascinated by the low level of trust in companies headquartered in China. It is comparable to companies from India, Mexico and Brazil at 36 percent. That is nearly half as trusted as brands from Canada or Switzerland or Sweden and 14 points below brands from America.
2018 Edelman Trust Barometer - i dati italiani sulla fiducia
Crollo di fiducia, fake news, il ruolo dei CEO: i temi dell’Edelman Trust Barometer di quest’anno hanno suscitato un notevole interesse anche in Italia.
Read more: http://edl.mn/2HZ0gto
Tendências em Viagens e Turismo na América Latina em 2018Edelman
Em tempos de mudanças velozes e disruptivas, as marcas devem conquistar a atenção de seus consumidores. Enquanto pessoas comuns ganham relevância, credibilidade e influenciam mais seus pares, as empresas precisam criar vínculos e relacionamentos fortes com todos seus públicos. O primeiro passo? Conhecê-los muito bem.
Este relatório mostra como novos cenários tecnológicos e de comportamento do consumidor lançam tendências e como a indústria de Viagens e Turismo dos países latino-americanos pode aproveitá-las. Com a expertise da nossa parceira PANROTAS, temos certeza de que o conteúdo será útil e inspirador. Afinal, o que trazemos aqui é uma leitura dos consumidores.
At one end of the spectrum, in the U.S., trust in institutions dropped a combined 37 points, the steepest decline of any country. At the opposite end, in the United Arab Emirates, trust towards institutions rose a combined 24 points, second only to China.
Read more: http://edl.mn/2on3C1t
2018 Edelman Trust Barometer - Malaysia ReportEdelman
As Malaysia finally steps out of the “State of Distrust” to a neutral position among the general population in this year’s Edelman Trust Barometer, an overall sense of optimism takes center stage amongst both the informed public and general population.
Read more: http://edl.mn/2D57QA6
2018 Edelman Trust Barometer - Australia ResultsEdelman
In 2018, trust in Australia continues to decline across all four key institutions: media, business, government and NGOs. This has resulted with Australia sitting just four percentage points above the world’s least trusting country, Russia.
Trust in media has fallen to a new all-time-low of 31 percent, and 60 percent of Aussies are disengaged with news from major organizations.
Read more: http://edl.mn/2sdBiUc
2018 Edelman Trust Barometer - South Africa ReportEdelman
The Edelman Trust Barometer revealed that 20 of the 28 markets surveyed now fall into the category of distrusters, with South Africa’s Trust Index decreasing four points and dropping to the third least-trusting market.
Read more: http://edl.mn/2tnraZK
2018 Edelman Trust Barometer - Brasil ReportEdelman
Pesquisa anual, O Edelman Trust Barometer 2018 mensura a Confiança das sociedades de 28 países, incluindo o Brasil, nas instituições Governo, Empresas, ONGs e Mídia.
A partir de mais de 33.000 entrevistas, nesta edição, se aprofunda na Confiança na Mídia, traz como tema central as fake news e discute como as lideranças empresariais podem operar e encontrar oportunidades nesse cenário. Aqui você vai encontrar os resultados brasileiros do estudo global.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
2. E D E L M A N E A R N E D B R A N D
THE WORLD WANTS MORE FROM BRANDS
2
Sources:
12017 Edelman Trust Barometer. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
22017 Edelman Earned Brand study. Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total.
53%
2017 EDELMAN TRUST BAROMETER 2017 EDELMAN EARNED BRAND
51%“The system is
failing me.”1
Believe brands can do
more to solve social
ills than government.2
SINCE I DO NOT TRUST INSTITUTIONS
TO STAND UP FOR ME…
…I EXPECT BRANDS TO
STAND WITH ME.
3. E D E L M A N E A R N E D B R A N D 3
BRANDS ARE TRYING
TO ANSWER THE CALL
4. E D E L M A N E A R N E D B R A N D
THERE IS A LOT AT STAKE FOR THE
CONSUMER-BRAND RELATIONSHIP
4
BUYING
LOYALTY
ADVOCACY
DEFENSE
SOME GAIN SOME LOSE
5. E D E L M A N E A R N E D B R A N D
2017 EDELMAN EARNED BRAND STUDY
5
14,000
RESPONDENTS
1,000 per country,
nationally representative
of age, gender, and region
based on most recent
country census data.
14
COUNTRIES
Online survey in Australia,
Brazil, Canada, China,
France, Germany, India,
Japan, Mexico, The
Netherlands, Singapore,
UAE, U.K., and the U.S.
SURVEY
TIMING
March 31 –
April 24, 2017
THE EDELMAN BRAND
RELATIONSHIP INDEX
Measures the strength
of the relationship consumers
have with the favorite brand
they buy across 7
dimensions. Measures
relationships across 18 brand
categories.
SOCIAL
LISTENING
We listened to consumer
conversations on social
media to understand the
societal issues that matter
most to consumers in
those countries to help inform
our analysis.
Unless otherwise specified, all data is from the 2017 Edelman Earned Brand study.
Full explanations of the Edelman Brand Relationship Index and other analyses performed, along with detailed sample and margin of error information, can be found in the Technical Appendix.
METHODOLOGY
GLOBAL SURVEY
2ND YEAR
6. E D E L M A N E A R N E D B R A N D
SHARED BELIEFS ARE
THE MOST POWERFUL
DRIVER OF COMMITMENT
6
From Involved to Committed,
brand attributes that increase the most
WE SHARE VIEWS ON
CONTROVERSIAL SOCIETAL
AND POLITICAL ISSUES
PART OF MY SOCIAL MEDIA LANDSCAPE
HELPS ME EXPRESS SOMETHING
IMPORTANT ABOUT MYSELF
Source: 2017 Edelman Earned Brand study.
Q13. Still thinking of your favorite brand in this category, what is it about this brand that makes it special to you? Using a nine-point scale that goes from not at all important to extremely important, please indicate how
important each of the following was in building the special relationship you have with this brand. (Top 4 Box, Important.) 14-country global total.
See Technical Appendix for a full explanation of how the five relationship stages and the Edelman Brand Relationship Index were built.
37
Edelman
Brand Relationship Index
2017 Global Average
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED
7. E D E L M A N E A R N E D B R A N D
BRANDS ARE FALLING SHORT
7
SIGNIFICANT DECLINES IN THREE OF SEVEN DIMENSIONS OF THE CONSUMER-BRAND
RELATIONSHIP
Source: 2017 Edelman Earned Brand study. Dimensions. 13-country global total.
See Technical Appendix for a full explanation of the dimensions of the consumer-brand relationship.
2016 VS. 2017
ACTS WITH PURPOSE
“This brand is one way I
actively support causes.”
INSPIRES SHARING,
INVITES PARTNERSHIP
“I want to be associated with
what this brand is doing.”
EMBODIES
UNIQUE CHARACTER
“The brand embodies values
I can relate to.”
-3 -2 -3
CONSUMERS LESS CONVINCED THAT BRANDS ARE WITH THEM.
8. E D E L M A N E A R N E D B R A N D
LESS COMMITMENT
8
CHANGE FROM 2016 TO 2017 IN THE
INVESTED AND COMMITTED LEVELS
Source: 2017 Edelman Earned Brand study. Relationship levels. 13-country global total.
See Technical Appendix for a full explanation of how the five relationship stages were built.
8%
INDIFFERENT
33%
INTERESTED
24%
INVOLVED
25%
INVESTED
10%
COMMITTED
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
-1 -2
PERCENT OF CONSUMER-BRAND
RELATIONSHIPS AT EACH LEVEL
10. E D E L M A N E A R N E D B R A N D 10
CONSUMERS
WANT TO
KNOW:
ARE YOU WITH ME?
11. E D E L M A N E A R N E D B R A N D
A BRAND’S STAND NOW MATTERS MORE
11
Source: 2017 Edelman Earned Brand study.
NET: [Q60. How many products are you currently boycotting/not buying, that you might otherwise buy, solely because you do not like their position on a social or political issue? Q62. How many products are you
currently buying, that you would not otherwise buy, solely because you like their position on a social or political issue? (Net of 1 or more from Q60 and Q62)] NET: [Q61. Is that number higher or lower than three years
ago? Q63. Is this number higher or lower than three years ago? (Net of “Higher today” from Q61 and Q63)] 14-country global total.
57%
Are buying or boycotting brands
based on the brand’s position on a
social or political issue.
30%
Are buying or boycotting more than
three years ago.
12. E D E L M A N E A R N E D B R A N D
HALF SAY THEY ARE BELIEF-DRIVEN BUYERS
12
DO YOU CHOOSE, SWITCH, AVOID OR BOYCOTT A BRAND BASED ON ITS STAND ON
CONTROVERSIAL SOCIETAL ISSUES?
Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
50% SPECTATORS
Rarely buy on belief or punish
brands for taking a stand.
25% LEADERS
Have strongly-held, passionate
beliefs. The brands they buy are
one important way they express
those beliefs.
25% JOINERS
Depending on the issue and the
brand, they will change their
buying behavior based on the
brand’s stand.
50% BELIEF-DRIVEN BUYERS
13. E D E L M A N E A R N E D B R A N D
28 26 26
21
25
34
25
16
53
60
51
37
Gen Z
(18-22)
Millennials
(23-37)
Gen X
(38-51)
Boomers
(52-71)
Leaders
Joiners
BELIEF-DRIVEN BUYERS ARE YOUNGER
13
PERCENT IN EACH GENERATION WHO ARE BUYING BASED ON SHARED BELIEFS
Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by generation.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
MILLENNIALS MOST LIKELY TO BUY
BASED ON SHARED BELIEFS IN
India 75%
China 73%
UAE 67%
U.S. 66%
Mexico 63%
14. E D E L M A N E A R N E D B R A N D
27 23 26
22
25
31
49 48
57
Low Income Middle Income High Income
Leaders
Joiners
BELIEF-DRIVEN BUYERS ARE HIGHER-INCOME
14
PERCENT IN EACH INCOME GROUP WHO ARE BUYING BASED ON SHARED BELIEFS
Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by income.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
Low Income = bottom 25%; Middle Income = middle 50%; High Income = top 25%
HIGH-INCOME CONSUMERS MOST LIKELY
TO BUY BASED ON SHARED BELIEFS IN
China 70%
UAE 69%
Mexico 67%
India 62%
U.S. 62%
15. E D E L M A N E A R N E D B R A N D
CONSUMERS BUY BASED ON SHARED BELIEFS
AROUND THE WORLD
15
PERCENT WHO ARE BUYING BASED ON SHARED BELIEFS IN EACH COUNTRY
Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by country.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
25
37
24 26 26 23
31 29
17 20 21
28
18 23 22
25
36
41 36 32 33 22 21
30 20 19
11
19 14 14
50
73
65
62
58 56
53
50
47
40 40 39 37 37 36
Global 14 China India UAE Mexico Brazil Singapore France U.S. Australia Canada Japan U.K. Germany The
Netherlands
Joiners
Leaders
16. E D E L M A N E A R N E D B R A N D
WITH BELIEF-DRIVEN BUYERS,
SILENCE IS NOT AN OPTION
16
Source: 2017 Edelman Earned Brand study.
Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total, by belief-driven buyers.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
OF BELIEF-DRIVEN BUYERS
Will not buy a brand because it stayed silent
on an issue it had an obligation to address65%
17. E D E L M A N E A R N E D B R A N D 17
IF YOU
SHARE THEIR
BELIEFS,
THEY WILL REWARD YOU
18. E D E L M A N E A R N E D B R A N D
GET IT RIGHT, AND WIN NEW BUYERS
18
OF BELIEF-DRIVEN BUYERS
Bought a brand for the first time because of
its position on a controversial issue
Source: 2017 Edelman Earned Brand study.
Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total, by belief-driven buyers.
See Technical Appendix for a full explanation of how belief-driven buying was measured.
BRANDS GAIN
10x more than
from Spectators
67%
19. E D E L M A N E A R N E D B R A N D
BUYING ON BELIEF IS A FAST TRACK
TO A STRONGER RELATIONSHIP
19
Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 14-country global total, by belief-driven buying segments.
See Technical Appendix for a full explanation of how the five relationship stages, the Edelman Brand Relationship Index and belief-driven buying were built and measured.
29
Edelman
Brand Relationship Index
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
SPECTATORS
46
BELIEF-DRIVEN
BUYERS
INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED
20. E D E L M A N E A R N E D B R A N D
SPEAK UP, AND THEY WILL BUY LOYALLY
20
OF BELIEF-DRIVEN BUYERS
Buy only that brand
Buy more often
Buy first
Stay loyal
when a brand supports their position on an
issue vs. staying silent
Source: 2017 Edelman Earned Brand study. Q54. Now consider two brands. You like their products and services both equally, but one brand agrees with and supports (with time, money and considerable resources)
your position on the issue you mentioned above. The second brand is silent on this issue. It has given you no indication of where its stands. For each of the behaviors listed below, please indicate how much more
likely you would be take this action on behalf of the brand that supports your position versus the one that you like equally well but is silent on the issue. (Top 2 Box, Much more and extremely more likely.) (Average of
4 items.) Question asked of half the sample.14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
BRANDS GAIN
2x more than
from Spectators
51%
21. E D E L M A N E A R N E D B R A N D
SPEAK UP, AND THEY WILL SPEAK FOR YOU
21
Source: 2017 Edelman Earned Brand study. Q54. Now consider two brands. You like their products and services both equally, but one brand agrees with and supports (with time, money and considerable resources)
your position on the issue you mentioned above. The second brand is silent on this issue. It has given you no indication of where its stands. For each of the behaviors listed below, please indicate how much more
likely you would be take this action on behalf of the brand that supports your position versus the one that you like equally well but is silent on the issue. (Top 2 Box, much more and extremely more likely.) (Average of
4 items.), question asked of half the sample.14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
OF BELIEF-DRIVEN BUYERS
Advocate for the brand
Defend it against critics
Criticize competitors
when a brand supports their position on an
issue vs. staying silent
2x more than
from Spectators
48% BRANDS GAIN
22. E D E L M A N E A R N E D B R A N D
SPEAK UP, AND THEY WILL PAY A PREMIUM
22
Source: 2017 Edelman Earned Brand study. Q53. We are going to present you with a series of choices and ask you to tell us the one you would make in each situation. Each choice entails you deciding among three
brands of a product you really need. The first brand (1) agrees with and supports with time, money and considerable resources your position on the issue described above. The second (2) is silent on this issue. It has
given you no indication of where it stands. The third brand (3) disagrees with you on this issue and supports with time, money and considerable resources those on the other side. Assume everything about the brands
is the same or equal except for the specific difference mentioned in each question. For each set of choices please indicate which of the three brands you would mostly likely choose to buy. (Percent who selected
Brand 1 in cost scenario 2.) Question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
OF BELIEF-DRIVEN BUYERS
Will pay a 25% premium
for a brand that supports their position on an issue
2x more than
from Spectators
23% BRANDS GAIN
24. E D E L M A N E A R N E D B R A N D
DON’T
CO-OPT
CULTURE.
FIND YOUR CALLING.
25. E D E L M A N E A R N E D B R A N D
CONNECTING YOUR BRAND TO AN ISSUE
IN THE RIGHT WAY
25
Source: 2017 Edelman Earned Brand study. Q52. Think about a societal or political issue that is both controversial and that you feel strongly about. If you had to describe this issue, which of these categories would it
fall into? Question asked of half the sample. Q49. There are many controversial societal or political issues that a brand can choose to weigh in on. Some of the issues may be ones that you feel the brand has an
obligation to take a stand on and should take leadership role in addressing. Some may be issues you feel that the brand really has no license to address and should avoid becoming involved in. For each of the types
of issues described below, please indicate whether you believe that a brand has an obligation to take a stand, or it is wrong for it to take a stand on this type of issue. (Net Obligation Score = Obligated minus Avoid),
question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
WHAT ISSUES MATTER MOST?
Some of the issues that concern
belief-driven buyers:
Immigration1
Gender equality2
The environment3
Economic policy4
Racial & ethnic divisions5
HOW DOES THE ISSUE AFFECT… ?
25
23
23
23
22
20
17
15
5
Your customers
Use of your product
Your employees
How your products are made
Your brand's physical environment
Your brand's core values
Communities in which you operate
Your brand's heritage
Society at large
Strength of expectation that your brand must address (net obligation score)
27. E D E L M A N E A R N E D B R A N D
TALK LESS.
ACT MORE.
28. E D E L M A N E A R N E D B R A N D
STRONG
RELATIONSHIPS
REQUIRE A
TRUSTED
CORPORATE
BRAND
COMMIT, LIVE AND LINK YOUR BELIEFS
28
Source: 2017 Edelman Earned Brand study. Q51. If a brand is really serious about taking a stand on a controversial societal or political issue, where and how do you expect to see evidence of that stand? On a scale,
where one means not at all important and nine means extremely important, how important is it that the brand’s position on an issue be demonstrated in the following ways? (Top 4 Box, Importance), question asked of
half the sample. Q43. Do you know the name of the company that owns or makes this brand (Yes) Q44. Please indicate how much you trust the parent company that owns or makes the brand to do what is right,
using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal” to do what is right. (Top 4 Box, Trust.) 14-country global total, by belief-driven buyers.
See Technical Appendix for a full explanation of how the five relationship stages and belief-driven buying were built and measured.
LINK
Percent of belief-driven buyers who
know and trust the corporate brand
COMMIT
Belief-driven buyers expect
brands to contribute:
1 Money
Time
Influence
1
2
3
LIVE
Belief-driven buyers say your brand’s
beliefs should be evident in your:
1 Employees
Day-to-day business activities
Sourcing/manufacturing
Advertising
1
2
3
4
72 75
87
INVOLVED INVESTED COMMITTED
STRENGTH OF CONSUMER-BRAND RELATIONSHIP
30. E D E L M A N E A R N E D B R A N D 30
INVITE THEM TO ACT.DON’T JUST
START A
CONVERSATION.
31. E D E L M A N E A R N E D B R A N D
INVITE PEOPLE TO ACT ON BELIEF, AND DRIVE
CONVERSATIONS THAT EARN CUSTOMERS
31
Source: 2017 Edelman Earned Brand study. Q131-79. One last question about your favorite brand. Below is a list of people. In general, if you heard information about this brand from each of these people, how
credible would the information be--extremely credible, very credible, somewhat credible, or not credible at all? “Peer sources” is a net of 134, 48, 70, 76; “Company sources” is a net of 131, 72, 135;
“Celebrity/Influencers sources” is a net of 747, 78, 71(Top 2 Box, Very/Extremely Credible) Q58. How do you usually learn about where a brand stands on controversial societal and political issues? From among the
potential sources of information listed below, select the top three that you rely upon most when it comes to finding out about a brand’s position. Question asked of half the sample. 14-country global total, by belief-
driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.
PEER-DRIVEN CONVERSATIONS ARE MORE CREDIBLE
THAN CELEBRITIES AND COMPANY SOURCES
Percent of belief-driven buyers who say each information source about
brands is very/extremely credible
PEOPLE RELY ON CONVERSATIONS AND THE MEDIA TO
LEARN ABOUT A BRAND’S BELIEFS
Where belief-driven buyers learn about where a brand stands on
controversial issues
89 79 74 69
Peer
sources
Expert
sources
Company
sources
Celebrities/
influencers
1 Conversations with friends and family
Newspapers, magazines, TV
Your customers on social media
Your brand’s advertising
1
2
3
4
34. E D E L M A N E A R N E D B R A N D
GOING BEYOND NO BRAND’S LAND
34
CO-OPTING CULTURE
PUTTING OUT A POINT
OF VIEW
JUST STARTING
CONVERSATIONS
FROM
FIND YOUR CALLING
ACTING MORE THAN YOU TALK
INVITING THEM TO ACT
TO
35. E D E L M A N E A R N E D B R A N D
BUYING ON BELIEF IS A FAST TRACK TO A
STRONGER RELATIONSHIP
35
Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 14-country global total, by belief-driven buying segments.
See Technical Appendix for a full explanation of how the five relationship stages, the Edelman Brand Relationship Index and belief-driven buying were built and measured.
29
Edelman
Brand Relationship Index
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
SPECTATORS
46
BELIEF-DRIVEN
BUYERS
INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED
39. E D E L M A N E A R N E D B R A N D
-3
--
-1
+1
-2
+1
-3
-1
THE SEVEN DIMENSIONS IN 2017
39
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED
Source: 2017 Edelman Earned Brand study. Dimensions. 13-country global total.
See Technical Appendix for a full explanation of the dimensions of the consumer-brand relationship.
STRENGTH OF EACH OF THE SEVEN DIMENSIONS OF THE CONSUMER-BRAND RELATIONSHIP
Edelman
Brand Relationship Index
2017 Global Average
37
The Edelman Brand Relationship
scale measures the strength of the
consumer-brand relationship across
seven dimensions. The Index is
calculated as an average of the seven
dimensions.
LAGGING LEADING Y-T-Y CHANGE
30
43
37
36
33
38
41
Acts with purpose
Builds trust at every touchpoint
Inspires sharing, invites partnership
Listens openly, responds selectively
Tells a memorable story
Makes its mark
Embodies unique character
40. E D E L M A N E A R N E D B R A N D
CONSUMER-BRAND RELATIONSHIP
ACROSS CATEGORIES
40
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY CATEGORY
Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 13-country global total, by category.
See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.
*Categories added in 2017
Y-to-Y change
40 40 39 39 39 39 38 37 37 37 36 36 36 35
33 32 31 31
Automobile
Luxury
goods
Fashion
Financial
services
Retailers
Social
media
*Entertainment
Travel
Foodand
beverage
*Personal
technology
Creditcards
Mobile
carriers
Personal
care
Beer,wine
andspirits
Household
products
Utilities
OTC
medicines
Perscription
medicines
-3 -1 -3 -1 -1 -4 n/a -2 -2 n/a -2 -2 -3 -2 -2 -1 -2 -3
Edelman
Brand Relationship Index
2017 Global Average
37
Brand
Relationship Index
41. E D E L M A N E A R N E D B R A N D
CONSUMER-BRAND RELATIONSHIP
BY COUNTRY
41
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY COUNTRY
Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 13-country global total, by country.
See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.
*UAE added in 2017, so not included in the Global 13 total.
Y-to-Y change
-3 -1 -3 -1 -1 -4 n/a -2 -2 n/a -2 -2 -3 -2 -2 -1 -2 -3
Edelman
Brand Relationship Index
2017 Global Average
37
Brand
Relationship Index
52
48
43
40 39 38 38
34 33 32 32 31 31
29
China
India
*UAE
U.S.
Singapore
Brazil
Mexico
U.K.
Australia
Canada
Japan
France
Germany
The
Netherlands
-1 -4 n/a - - -5 -1 1 1 - - -1 -3 -1
42. E D E L M A N E A R N E D B R A N D
42
44
37
30
Gen Z
(18-22)
Millennials
(23-37)
Gen X
(38-51)
Boomers
(52-71)
CONSUMER-BRAND RELATIONSHIP
ACROSS GENERATIONS
42
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY GENERATION
Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 13-country global total, by generation.
See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.
Edelman
Brand Relationship Index
2017 Global Average
37
Y-to-Y change
Brand
Relationship Index
The Edelman Brand Relationship
Index reveals that consumer-brand
relationships are strongest among
Millennials, and strengthening the
fastest among Gen Z.
+4 -- -2 -2
43. E D E L M A N E A R N E D B R A N D
36 36
41
36
38
Low
Income
Middle
Income
High
Income
Female Male
CONSUMER-BRAND RELATIONSHIP
BY INCOME AND GENDER
43
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY
INCOME AND GENDER
Edelman
Brand Relationship Index
2017 Global Average
37
Y-to-Y change
Brand
Relationship Index
The Edelman Brand Relationship
Index reveals that consumer-brand
relationships are strongest among
those with high incomes and among
males.
-1 -- -2 -- -2
Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 13-country global total, by income and gender.
See Technical Appendix for a full explanation of how the Brand Relationship Index was built.
Low Income = bottom 25%; Middle Income = middle 50%; High Income = top 25%
45. E D E L M A N E A R N E D B R A N D
2017 EDELMAN EARNED BRAND STUDY
TECHNICAL APPENDIX
45
Methodology
The sample
How were the three types of belief-driven buyers
identified?
1
How was the Edelman Brand Relationship
Index built?
The Earned Brand team
2
3
4
5
46. E D E L M A N E A R N E D B R A N D
2017 EDELMAN EARNED BRAND STUDY
46
14,000
RESPONDENTS
1,000 per country,
nationally representative
of age, gender, and region
based on most recent
country census data.
14
COUNTRIES
Online survey in Australia,
Brazil, Canada, China,
France, Germany, India,
Japan, Mexico, The
Netherlands, Singapore,
UAE, U.K., and the U.S.
SURVEY
TIMING
March 31 –
April 24, 2017
THE EDELMAN BRAND
RELATIONSHIP INDEX
Measures the strength
of the relationship consumers
have with the favorite brand
they buy across 7
dimensions. Measures
relationships across 18 brand
categories.
SOCIAL
LISTENING
We listened to consumer
conversations on social
media to understand the
societal issues that matter
most to consumers in
those countries to help inform
our analysis.
METHODOLOGY
GLOBAL SURVEY
2ND YEAR
47. E D E L M A N E A R N E D B R A N D
2017 EDELMAN EARNED BRAND | THE SAMPLE
47
COUNTRY INTERNET PENETRATION SAMPLE SIZE LANGUAGES QUOTA PARAMETERS
AUSTRALIA 85% 1,000 English Gender, age & region
BRAZIL 66% 1,000 Portuguese Gender, age & region
CANADA 88% 1,000 English & localized French Gender, age & region
CHINA 52% 1,000 Simplified Chinese (Mandarin) Gender, age & region
FRANCE 86% 1,000 French Gender, age & region
GERMANY 88% 1,000 German Gender, age & region
INDIA 35% 1,000 English Gender, age & region
JAPAN 91% 1,000 Japanese Gender, age & region
MEXICO 45% 1,000 Localized Spanish Gender, age & region
NETHERLANDS 94% 1,000 Dutch Gender, age & region
SINGAPORE 82% 1,000 English & Simplified Chinese Gender, age & region
UAE 91% 1,000 English & Arabic Gender, age & region & ethnicity
U.K. 93% 1,000 English Gender, age & region & ethnicity
U.S. 88% 1,000 English Gender, age & region & ethnicity
14-country global data margin of error: +/-0.8% (N=14,000), global index scores +/- 0.39 points (N=14,000). Country-specific data margin of error: +/- 3.1% ( N=1,000), country index scores +/- 1.56 points (N = 1,000).
Category specific data margin of error: +/-2.7% (N=1,338-1,699), category index scores +/- 1.3 points (N=1,338-1,699), Millennial specific data margin of error: +/- 1.4% (N=4,654), millennial index scores +/- 0.6
points (N=4,654).
48. E D E L M A N E A R N E D B R A N D
HOW WERE THE THREE TYPES OF
BELIEF-DRIVEN BUYERS IDENTIFIED?
48
We developed a series of six nine-point questions
to measure the extent to which beliefs affect people’s
buying behaviors:
We then classified respondents into three segments
based on their responses to the above items:
1
Even if a company makes the product that I like most, I will not buy it if I
disagree with the company’s stand on important social issues
I have bought a brand for the first time for the sole reason that I
appreciated its position on a controversial societal or political issue
I have stopped buying one brand and started buying another because I
liked the politics of one more than the other
I have strong opinions about many societal and political issues. The
brands I choose to buy and not buy are one important way I express
those opinions
If a brand offers the best price on a product, I will buy it even if
I disagree with the company’s stand on controversial social or
political issues [reversed scored]
I have stopped buying a brand solely because it remained silent on a
controversial societal or political issue that I believed it had an obligation
to publicly address
LEADERS JOINERS SPECTATORS
Have strongly-held,
passionate beliefs.
The brands they buy
are one important
way they express
those beliefs.
Depending on the
issue and the brand,
they will change
their buying behavior
based on the
brand’s stand.
Rarely buy on belief
or punish brands that
take a stand.
1
2
3
4
5
6
49. E D E L M A N E A R N E D B R A N D
HOW WAS THE EDELMAN
BRAND RELATIONSHIP INDEX BUILT?
49
Respondents were asked to describe their relationship with their
favorite brand in three categories, assigned to them at random from
among the 18 categories examined in this research. The only
stipulation placed on their brand choice was that the brand had to be
one they currently own, use or purchase.
• Automobile
• Beer, wine, and spirits
• Credit cards
• Entertainment platforms
• Fashion
• Financial services
• Food and beverage
• Household products
• Luxury goods
• Mobile carriers
• OTC medicines
• Personal care
• Personal technology
• Prescription medicines
• Retailers
• Social media
• Travel
• Utilities
Product categories included in the study
1. WHAT IS YOUR FAVORITE BRAND IN THIS
CATEGORY, ONE THAT YOU CURRENTLY BUY
OR USE?
50. E D E L M A N E A R N E D B R A N D
HOW WAS THE EDELMAN BRAND
RELATIONSHIP INDEX BUILT?
50
Respondents gave each of the brands seven ratings, from zero to
five, depending on how deeply involved they were with the brand
along each of the seven relationship dimensions.
Embodies unique character
Makes its mark
Tells a memorable story
Listens openly, responds selectively
Inspires sharing, invites partnership
Builds trust at every touchpoint
Acts with purpose
2. PLEASE DESCRIBE YOUR RELATIONSHIP WITH
THIS BRAND, ACROSS SEVEN DIMENSIONS.
11
2
3
4
5
6
7
51. E D E L M A N E A R N E D B R A N D
THE SEVEN DIMENSIONS
OF THE CONSUMER-BRAND RELATIONSHIP
51
HOW EACH DIMENSION IS DEFINED AT EACH LEVEL OF THE CONSUMER-BRAND RELATIONSHIP
INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED
EMBODIES UNIQUE
CHARACTER
Not much different from its competitors
Different from many other
products/services in the category
Offers unique products/services
Bigger than the products/services it
delivers--has its own unique
personality
Embodies an idea or value or
lifestyle I can relate to; helps me
express something
MAKES ITS MARK
I buy this brand out of habit. I have no
real attachment to or affection for it
I go out of my way to buy this brand,
even if it is not the cheapest or
most convenient
The only brand I will buy. If it is not
available, I will do without until I can
find it again
My relationship with this brand goes
beyond liking it as a product or service
A positive force in my life. This brand
represents a lifestyle or way of life that
defines me.
TELLS A
MEMORABLE STORY
I do not have any idea of what this
brand stands for or about its heritage
This brand has a story about what it
stands for and its heritage
I admire what the brand stands for and
its heritage
I can identify with the brand’s story
and heritage
I am part of the brand’s story; we
share a heritage, a future, a set
of values
LISTENS OPENLY,
RESPONDS
SELECTIVELY
I would not know how to go about
reaching out to or interacting with
this brand
If I had something to say, I know I
could get a message to the people
behind this brand
This brand often gives me
opportunities to engage with it or to
give it feedback and input
I have communicated with this brand
in some way
I have ongoing interactions with this
brand. It is part of my social circle
INSPIRES SHARING,
INVITES PARTNERSHIP
Unware of what this brand is doing
or saying
I remember seeing some
advertising/promotions, and
sometimes see things about it in the
news or online
I notice and pay attention to what this
brand is saying and doing when I see
its ads, other content, or news about
the brand
I am likely to forward, share or repost
news/online content about this brand,
or share information about my
experiences with it
Has become part of my social life. I am
likely to participate in promotions,
engage with its content online, attend
its events
BUILDS TRUST AT
EVERY TOUCHPOINT
I do not really trust this brand
I trust this brand to make good
products/services at a fair price
I trust that this brand makes business
decisions with interests of its
customers top of mind
Makes all of its business decisions
with the best interests of the broader
society top of mind
I would stick by and defend this brand
even if I was disappointed, I have faith
it will correct mistakes
ACTS WITH PURPOSE
Unaware if it supports any causes or
has any social purpose beyond
making good products/services
Contributes to the greater good in
some way, in how the product/service
is made delivered, or by actively
supporting social causes
The brand’s greater purpose or the
social causes that it supports are
important and worthwhile
This brand’s cause or social purpose
is something that I share and
also support
Supporting this brand is one way I
support a cause I believe in; because
of this brand I have become even
more actively engaged in the cause
52. E D E L M A N E A R N E D B R A N D
The Edelman Brand Relationship Index was
calculated by taking the average of the seven
dimension scores and multiplying by twenty to
convert the index to a 100 point scale.
The 2017 Global Brand Relationship
score of 37 represents the average Brand
Relationship Index across the 42,000 (14,000
X 3) consumer-brand relationships analyzed.
HOW WAS THE EDELMAN
BRAND RELATIONSHIP
INDEX BUILT?
52
37
2017 Edelman
Brand Relationship Index
Global Average
0-6
INDIFFERENT
7-26
INTERESTED
27-43
INVOLVED
44-69
INVESTED
70-100
COMMITTED
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
3. CONSTRUCTING THE SCALE.
53. E D E L M A N E A R N E D B R A N D
4. DEFINING THE RELATIONSHIP LEVELS.
HOW WAS THE EDELMAN
BRAND RELATIONSHIP
INDEX BUILT?
53
STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP
2017 Edelman
Brand Relationship Index
An Edelman Brand Relationship Index score can vary
from zero to 100. In working with the scale, we identified
five unique relationship levels. The cut-points that define
each level are displayed below.
These relationship levels were empirically determined
based on two criteria.
The first was a correspondence between relationship
level as determined by the Edelman Brand Relationship
Index and respondents’ self-described level of
attachment to a given brand.
The second was how distinct the levels were when
profiled against key marketplace behaviors of general
interest to brands.
The resulting relationship levels and cut-points represent
an optimized result that captures both respondents’
explicitly stated level of relationship with a brand and
their implicit level of relationship as defined by their
willingness to buy that brand first as well as to
advocate for and defend it.
0-6
INDIFFERENT
7-26
INTERESTED
27-43
INVOLVED
44-69
INVESTED
70-100
COMMITTED
54. E D E L M A N E A R N E D B R A N D
THE EARNED BRAND TEAM
54
TONIA E. RIES
Edelman Square
Tonia is Executive Director of Edelman Square, a role that includes stewardship of the Trust
Barometer, now in its 17th year, the Earned Brand research into consumer relationships with
brands, as well as the development of new research initiatives.
She leads the firm’s global knowledge agenda across practices, geographies and clients, and
acts as a catalyst for new thinking and discourse on business in a multi-stakeholder society.
Tonia has more than 25 years of experience in marketing, research, strategy, conferences,
and media.
DAVID M. BERSOFF, PH.D.
Edelman Intelligence
David is in charge of global thought leadership research at Edelman Intelligence, a world-
class research and analytics consultancy.
Before joining Edelman Intelligence, Dr. Bersoff served as The Futures Company’s Chief
Insights Officer. In that role, he drove the research, data analysis, IP creation and product
development strategy for all of their syndicated consumer insights offers, including the
Yankelovich MONITOR.
David holds a Ph.D. in social and cross-cultural psychology from Yale University.
SARAH ADKINS
Edelman Intelligence
Sarah leads the operations side of all IP projects at Edelman Intelligence.
Prior to joining the EI team, Sarah spent 8 years at Nielsen designing surveys, conducting
data analysis and working closely with clients from all industries. She has 16+ years of
experience in market research, with more than half of that spent in the brand and
communications industry.
Sarah graduated from Fredonia State University with a bachelors degree in business
administration, specializing in marketing and communications.
KISHA R. STOKES
Edelman Square
Kisha manages Intellectual Property assets for the firm’s top revenue-driving research
studies, Edelman’s Trust Barometer and Earned Brand.
She supports the Executive Director with day-to-day administration of company-wide IP
related projects – including requests for data/insights, presentation development,
insights/headlines review, data visualization, and other special projects.
Kisha holds a Master’s of Science degree in Kinesiology from James Madison University.
CODY ARMSTRONG
Edelman Intelligence
Cody manages the day-to-day operations of all Intellectual Property research conducted by
Edelman Intelligence.
He has five years of experience in the market research industry, with more than three of them
spent on the IP research team. Cody’s background includes secondary research, where he
conducted media analysis for clients across several industries.
Cody holds a B.A. in Sociology from the University at Albany, where he also dual minored in
Psychology and Business.
JAMIS BRUENING
Edelman Intelligence
Jamis handles the data management, processing, and analysis for all IP-related projects run
by Edelman Intelligence.
An environmental scientist by training, Jamis came to EI with several years of research in an
academic setting, where he studied climate dynamics and global environmental change.
Jamis holds a M.S. in Environmental Science from Western Washington University, and
previously graduated from Colgate University where he studied physics and geography.