Nigel Hollis addresses three topics regarding authenticity and brands: 1) He shares feedback on what authenticity means in relation to brands, noting that authentic brands are seen as true to their origins and genuine. 2) He looks at what authenticity is worth to a brand, finding that authentic brands have stronger brand loyalty and are more likely to grow their market share. 3) He considers the characteristics of authentic brands, such as having a strong brand personality and clarity of associations, and notes that authentic brands tend to be leaders rather than followers.
Tim Wragg, CEO Millward Brown Europe.
Ideals – the ultimate growth driver.
Idag är det viktigare än någonsin att skapa äkta och meningsfulla relationer till sina kunder. Forskning visar att företag som bygger djupare relationer till sina kunder och associeras med högre ideal och mänskliga värderingar också har den största finansiella tillväxten. Om vikten av att skapa mervärde och gå från produkt till syfte, från vad till varför.
The Best Retail Brands report ranks the top 50 U.S. retail brands by brand value, as well as the top retail brands from around the world. The U.S. brands are valued for the fifth time in collaboration with Interbrand Design Forum, the retail experience group within Interbrand.
A New Perspective on Millennials: Segmenting a Generation for Actionable Insi...Interbrand Design Forum
A New Perspective on Millennials: Segmenting a Generation for Actionable Insights
explores the discrete segments that exist within the Millennial generation.
The study was created in order to better inform retailers and consumer
goods companies on differences that exist in attitudes, behaviors and
preferences within this generation. The report is sponsored by Oracle.
Tim Wragg, CEO Millward Brown Europe.
Ideals – the ultimate growth driver.
Idag är det viktigare än någonsin att skapa äkta och meningsfulla relationer till sina kunder. Forskning visar att företag som bygger djupare relationer till sina kunder och associeras med högre ideal och mänskliga värderingar också har den största finansiella tillväxten. Om vikten av att skapa mervärde och gå från produkt till syfte, från vad till varför.
The Best Retail Brands report ranks the top 50 U.S. retail brands by brand value, as well as the top retail brands from around the world. The U.S. brands are valued for the fifth time in collaboration with Interbrand Design Forum, the retail experience group within Interbrand.
A New Perspective on Millennials: Segmenting a Generation for Actionable Insi...Interbrand Design Forum
A New Perspective on Millennials: Segmenting a Generation for Actionable Insights
explores the discrete segments that exist within the Millennial generation.
The study was created in order to better inform retailers and consumer
goods companies on differences that exist in attitudes, behaviors and
preferences within this generation. The report is sponsored by Oracle.
Idealism and commercialism are not polar opposites. In fact, as counterintuitive as it may seem, sustainable profits are supported by sustainable idealism. Brand owners should not have to choose between idealism and profit, and profits based on a degree of idealism are more likely to be strong and sustainable over time. Businesses have come to recognize this and want their objectives, and those of their brands, to be attractive and easily defensible. While the economic crisis has tested some companies’ resolve, the fundamental factors that encourage them to espouse inspiring missions and defensible practices are unlikely to wane. Ogilvy has developed The big ideaL process to convey the ethos of the brand or company to people from different cultures and to employees and consumers alike.
The rules of branding are changing. Born and raised on image, message and surface, they look at the new winners in the digital age and try to copy surface, when they need to copy substance.
We are living through a time of radical change. Digital technologies have transformed the way we communicate, learn and shop. They are disrupting the way we consume news and media.
Our relationships with brands have changed as a result. We increasingly demand responsive, engaging brands and authentic brand experiences.
How do we build brands that are relevant and resilient in a time of rapid change?
This book explores this question and outlines:
• The three elements of a resilient brand
• The strategic models needed to create a resilient brand
• How to apply this to your own business
About Brilliant Noise
Fast change, lasting impact
The digital revolution changes everything. It’s the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
We’re a digital strategy agency. We create fast change with lasting impact in four critical, connected areas: experience, brand, content and culture.
We do this through strategy and a bias for action.
For more questions or information, please contact Isabelle at Brilliant Noise.
Nonprofits have the potential to tap into the $1.6 Billion spent on Cause Marketing. This presentation was from a Care2 webinar for nonprofits and socially responsible businesses doing Cause Marketing, with a focus on how to message Conscious Consumers. Donors = Consumers, and nonprofits could benefit from this paradigm shift.
Can sustainability thinking help you be a better marketerGiven London
Marketing is a sector that is facing huge disruption and change. In the new marketing environment many, if not most of the old approaches do not work. Sustainability thinking offers many solutions to help marketers be successful in this new landscape. This presentation explains how brands can become better marketers through sustainability, and references many examples where it is already happening. It also explains how corporate structures need to transform in order to take advantage.
Branding Roundtable No. 2 – Purpose-Driven Branding Leo Burnett
Branding Magazine interviewed Leo Burnett’s Chief Strategy Officer Mick McCabe in the latest edition of The Branding Roundtable. The Branding Roundtable is a monthly, free, downloadable eBook that features interviews with industry experts, an effort to explore branding topics in greater depth. Each month, experts are asked about a different subject, and July’s topic is Purpose-Driven Branding. Read McCabe’s interview for his insights and opinions about the state of purpose in branding.
The thorniest question in brand strategy is how to keep growing. At some point in the life of a successful brand, marketers will feel the pressure to extend its success by “leveraging” the brand into other offerings. Brand extensions can make a lot of sense, if the original brand has positive associations for customers.
Idealism and commercialism are not polar opposites. In fact, as counterintuitive as it may seem, sustainable profits are supported by sustainable idealism. Brand owners should not have to choose between idealism and profit, and profits based on a degree of idealism are more likely to be strong and sustainable over time. Businesses have come to recognize this and want their objectives, and those of their brands, to be attractive and easily defensible. While the economic crisis has tested some companies’ resolve, the fundamental factors that encourage them to espouse inspiring missions and defensible practices are unlikely to wane. Ogilvy has developed The big ideaL process to convey the ethos of the brand or company to people from different cultures and to employees and consumers alike.
The rules of branding are changing. Born and raised on image, message and surface, they look at the new winners in the digital age and try to copy surface, when they need to copy substance.
We are living through a time of radical change. Digital technologies have transformed the way we communicate, learn and shop. They are disrupting the way we consume news and media.
Our relationships with brands have changed as a result. We increasingly demand responsive, engaging brands and authentic brand experiences.
How do we build brands that are relevant and resilient in a time of rapid change?
This book explores this question and outlines:
• The three elements of a resilient brand
• The strategic models needed to create a resilient brand
• How to apply this to your own business
About Brilliant Noise
Fast change, lasting impact
The digital revolution changes everything. It’s the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
We’re a digital strategy agency. We create fast change with lasting impact in four critical, connected areas: experience, brand, content and culture.
We do this through strategy and a bias for action.
For more questions or information, please contact Isabelle at Brilliant Noise.
Nonprofits have the potential to tap into the $1.6 Billion spent on Cause Marketing. This presentation was from a Care2 webinar for nonprofits and socially responsible businesses doing Cause Marketing, with a focus on how to message Conscious Consumers. Donors = Consumers, and nonprofits could benefit from this paradigm shift.
Can sustainability thinking help you be a better marketerGiven London
Marketing is a sector that is facing huge disruption and change. In the new marketing environment many, if not most of the old approaches do not work. Sustainability thinking offers many solutions to help marketers be successful in this new landscape. This presentation explains how brands can become better marketers through sustainability, and references many examples where it is already happening. It also explains how corporate structures need to transform in order to take advantage.
Branding Roundtable No. 2 – Purpose-Driven Branding Leo Burnett
Branding Magazine interviewed Leo Burnett’s Chief Strategy Officer Mick McCabe in the latest edition of The Branding Roundtable. The Branding Roundtable is a monthly, free, downloadable eBook that features interviews with industry experts, an effort to explore branding topics in greater depth. Each month, experts are asked about a different subject, and July’s topic is Purpose-Driven Branding. Read McCabe’s interview for his insights and opinions about the state of purpose in branding.
The thorniest question in brand strategy is how to keep growing. At some point in the life of a successful brand, marketers will feel the pressure to extend its success by “leveraging” the brand into other offerings. Brand extensions can make a lot of sense, if the original brand has positive associations for customers.
This presentation covers how a "brand" has changed over the years and what marketers are now responsible for to assure their brands are growing, beautiful and meet the needs of the customer.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the
book Brand Premium by Nigel Hollis, VP and Chief Global Analyst at Millward Brown. The book was published by Palgrave in 2013.
From Brands to Lovemarks: how to develop a healthy emotional relationship that does not manipulate, but serves your customers. Shared values (Brand Purpose), Community to inspire and support, Trust as the most important currency, Fans building Brands (Earned Media), and the fundamental shift in ownership: it is not you owning your Brand.... but the people. A "Red Paper" worth to read to inspire your brand.
Does the concept of a brand exist in politics?
Link to videos
http://www.domovod.info/entry.php?106
I say YES - because a brand is fundamentally about a set of values and a long term relationship between a company and customer. That company can provide goods or services - and the services can be political.
I think that the concept of brand and especially brand management and brand equity might be more relevant in politics than anywhere else.
I have made a series of three videos.
Part 1: The basics of brands in business
https://www.youtube.com/watch?v=UzS3jUywcQk
Part 2: Does the phenomenon of brands exist in politics?
https://www.youtube.com/watch?v=HSi6Pu4qVlE
Part 3: Brand management in politics
https://www.youtube.com/watch?v=tvotlu4wpv8
This set of slides includes the slides from all three videos
Susan Gunelius' presentation from the October 5, 2010 Entrepreneur Media and Verizon Wireless Winning Strategies for Business conference in Long Beach, California.
BrandZ Top 50 Most Valuable Latin American Brands 2014Kantar
The BrandZTM Top 50 Most Valuable Latin American Brands 2014 analyses and determines the value of brands from Argentina, Brazil, Chile, Colombia, Peru and Mexico. Together, these nations represent around US$5 trillion in GDP, the equivalent of the world’s third largest economy ahead of Japan. It is the only ranking that takes into account the views of potential and current buyers of a brand, alongside financial data, to calculate its value.
An introduction to branding and the paradox brand managers face between globalisation and localisation when internationalising. A brand is a friend and you should treat it as one.
Bilden i såväl marknadsföringslitteratur som bland många beslutsfattare är att distributionsbeslut primärt handlar om att styra ett flöde av varor och tjänster på ett mer kostnadseffektivt sätt än konkurrenterna. Under denna frukost är utgångspunkten istället att distribution har blivit så integrerat i erbjudandet att det är svårt att isolera från produkten och varumärket.
Företag som känner till detta samband arbetar inte slentrianmässigt med sin distribution utan förstår dess strategiska betydelse för framgång i en alltmer konkurrensintensiv och mättad marknad där konsumenter är krävande, emotionellt styrda och generellt trötta på företags marknadskommunikation. Genom studier av svenska och internationella företag och varumärken som Stiga, Fenix Outdoor, Svenssons i Lammhult, Nike, Samsung och Starbucks exemplifieras och fördjupas förståelsen för distributionens betydelse.
Dr Katarina Graffman, CEO Inculture.
5 tips från antropologen
De flesta av oss, både människor och företag, ser fortfarande konsumtion som en separat handling; i vissa situationer är man människa i andra konsument/kund. Men, konsumtion är ingen självständig aktivitet, det är ingen roll vi stiger in och ut ur. I själva verket är vi alltid konsumenter. Utan djupare förståelse för människan och hennes beteenden är det omöjligt att förstå och förutsäga vilka erbjudanden som kommer att fungera och vilka som kommer att falla platt till marken.
Creating a Superhuman Brand – Unleashing human potential and meaningful brand storytelling in the New Brand World.
Bedbury ligger bakom både Nikes “Just-Do-It”-kampanj och Starbucks fantastiska varumärkesresa och vet hur man skapar engagemang. Att bygga ett framgångsrikt varumärke idag kräver förmåga att fullt ut utveckla organisationens potential tillsammans med en stark varumärkesposition och en kultur som inspirerar såväl anställda som kunder. Företag som Nike, Apple och Starbucks har varumärket som riktlinje för vad de gör, hur de gör det, varför de gör det och vem de gör det för. Lyssna och lär om den kraft som finns i storytelling både internt och externt, och hur man skapar ett varumärke som attraherar och behåller de allra bästa.
Richard Wahlund, Professor, Handelshögskolan i
Stockholm.
Det finns ett antal psykologiska mekanismer som påverkar hur vi människor söker och bearbetar information och fattar beslut. Dessa böjelser är generella, dvs. något som finns hos oss alla och gör var och en av oss mycket påverkbara, ofta utan att varken vi eller den som påverkar oss är medvetna om vad som
händer. De medför också att en informationsåtgärd kan få helt motsatta effekter än dem vi tänkt oss, och de möjliggör även medveten manipulation.
Det här seminariet avser visa på några av dessa mekanismer och ge exempel på hur de fungerar i praktiken, framför allt i
olika marknadsföringssammanhang.
Företagets struktur och arkitektur över varumärken är idealistisk, till skillnad mot den verkliga varumärkesportföljen som är realistisk och anpassad till olika marknader, geografiska skillnader och produkter. Att sätta likhetstecken mellan företagets varumärkesarkitektur och hanteringen av varumärkesportföljen leder därför ofta in i en återvändsgränd.
Välkommen till ett seminarium där du får höra mer om senaste forskningen kring Brand Portfolio Management. Det handlar om trender och olika synsätt på hur man hanterar en varumärkesportfölj samt kopplingar till kunden och marknaden. För att illustrera teorierna presenteras en lång rad exempel från både konsument- och B2B-branding.
Henrik Uggla är Docent i Strategic Brand Management på Indek KTH, hans forskning är publicerad internationellt i tidskrifter som The Journal Of Brand Management, European Journal Of Brand Management och Strategic Direction. Henrik är författare till tio böcker och föreläser globalt kring framtidsfrågor inom Strategic Brand Management.
Björn Nyberg är doktorand på Indek på KTH med fokus på varumärkesportföljstrategier. Han gästföreläser på samtliga kurser inom marknadsföring på KTH och arbetar till vardags heltid som varumärkeskonsult på LynxEye.
Vem är det egentligen som skapar varumärket?
En globaliserad värld med snabba förändringar och aktiva konsumenter innebär stora utmaningar för de flesta organisationers marknadskommunikation. För att skapa ett starkt varumärke finns det å ena sidan de som rekommenderar standardiserade strategier, å andra sidan rekommenderas anpassning.
Ikea har länge använt sig av en standardiserad strategi. Vid detta seminarium diskuteras strategier, med Ikea som exempel, hur dessa möter och förhandlas av konsumenter på olika marknader samt vad det får för konsekvenser. Vem är det egentligen som skapar varumärket? Och vad sker när företag och konsumenter samproducerar ett varumärke?
Åsa Thelander, docent i strategisk kommunikation har tillsammans med en grupp forskare vid Lunds universitet publicerat boken Consuming IKEA som handlar om bilden av Ikea, hur den skapas, formas och förhandlas i olika länder.
Månadens forskare februari 2012 Solveig Wikström - Att förstå vad konsumenter...Sveriges Marknadsförbund
När man frågar chefer med ansvar för marknad, försäljning och kunder ”Vilka är era största problem i jobbet idag?” så svarar många ”Att förstå vad konsumenterna egentligen vill ha. De säger en sak, men sedan gör de något helt annat”
Känner ni igen det?
Företagen gör idag en hel del undersökningar. De borde väl veta vad konsumenterna vill ha? Men så här kommenterade en marknadschef frågan: ”Hade det varit så enkelt att man hade kunnat researcha sig fram till alllting hade inte åtta av tio lanseringar misslyckats. Du kan ställa en fråga och du kan få ett svar, men om det är sanningen vet man inte alltid”.
Varför är det så? Måste det vara så? Det skall vi diskutera på seminariet och Solveig Wikström kommer bl a visa hur kulturella skillnader mella företag och konsumenter i synen på konsumentvärde kan förklara en hel del av svårigheterna. Och naturligtvis diskutera vad vi kan göra åt problemen.
Seminariet vänder sig till alla som vill bli bättre på att förstå vad konsumenterna egentligen vill ha. Deltagarna får med sig en verktygsväska för att ta tag i problemen och finna en lösning.
Solveig Wikström är professor i företagsstrategi och konsumtion vid Stockholm universitet. Hon började sin karriär som marknadschef, men gick snart över till forskning med fokus på relationen mellan företag och slutkund. Hon har hela tiden hållit kontakten med företagsvärlden bla. genom ett stort antal styrelseuppdrag och genom att fortlöpande presentera forskningsresultat för företagsvärlden.
Building a culture of Effectiveness
Möt en expert på hur man skapar effektivitet och lönsamhet i en marknadsorganisation. Om utmaningar i kontakten mellan marknadsavdelning, ledning och styrelse, samt konsekvenser för byråerna. Om hur det kan bli fel och lösningen på problemen med att bygga effektivitet i en organisation.
Tendensdagen 2011 Donna Sturgess - Marketing is broken - the answer is deeper. Sveriges Marknadsförbund
Traditional marketing is broken with marketers focusing on testing the consumer’s conscious reactions to brands with surveys and focus groups. Instead, to achieve better marketing we need better insights that go deeper than the traditional methods. How testing the non-conscious and measuring a consumer’s relationship with a brand is a much more effective way to approach marketing, and with neuromarketing the tools to achieve these deeper insights are now available.
RORY SUTHERLAND
Vice Chairman of Ogilvy Group
Back to the Boardroom
Har dagens marknadschef förlorat sitt inflytande? De ofattbara tekniska framsteg som gjorts har inte matchats av motsvarande förbättringar av vår förståelse av mänskligt beteende eller av de påverkansmodeller som marknadsförare använder. Om hur marknadsförare ska återta makten, genom ny vetenskap och ökad förståelse för hur beteenden påverkar ekonomiska beslut. Sutherland har rankats nr 22 på the Guardians lista över världens 100 mest inflytelserika människor inom media, marknadsföring och PR.
Tendensdagen 2011 Susanne Moland - Igår, idag, imorgon- Varför är det så svår...Sveriges Marknadsförbund
SUSANNE MOLAND
Head of Consumer Research, Synovate Sweden
Igår, idag, imorgon- Varför är det så svårt att sia om framtiden?
Konsumenternas alltmer föränderliga beteende ställer krav på en högre innovationstakt och konstant produktutveckling. Utbudsexplosion och tillgänglighet 24/7 utmanar och att hålla koll på trender och omvärld är idag affärskritiskt. Consumer Insights har hittills omfattat historik och nutid. Men har vi verktygen och kunskapen för att analysera morgondagen?
Varumärkeschefens största utmaning
Visionen är satt, värdegrunden på plats och strategin klar. Nu börjar varumärkeschefens verkliga utmaning; att få med medarbetarna på varumärkesresan. Falonius beskriver med verkliga exempel hur du genomför en framgångsrik intern förankring – metoderna, verktygen, fallgroparna. Han ger dig ett beprövat recept på hur du får dina medarbetare att med stort engagemang leverera varumärkeslöftet, dag efter dag.
Tendensdagen 2011 Kevin Lane Keller - Proven marketing strategies in challeng...Sveriges Marknadsförbund
Proven marketing strategies in challenging marketing conditions
Marknadsföringsområdet har genomgått enorma förändringar under de senaste åren och här berättar Keller hur man hittar balans mellan klassiska kommersiella metoder och dagens nya angreppssätt, och om hur man kan skapa starka varumärken, lojalitet och ROI i dagens konkurrensutsatta, utmanande och konstant föränderliga digitala värld.
Kellers bok Strategic Brand Management har hyllats som ”the bible for branding” och han är numera medförfattare till Kotlers Marketing Management, tidernas mest sålda introduktionsbok i marknadsföring. K L Keller är en mycket uppskattad talare världen över och har erfarenhet från framgångsrika varumärken och företag såsom bl a American Express, Disney, Ford, Intel, Goodyear, Kodak, Nordstrom, Shell, Starbucks och Unilever.
Sveriges Marknadsförbund har gjort en undersökning bland våra medlemsföretag som är spridda över hela landet och i olika branscher. Syftet är att förstå vilka utmaningar som Sveriges marknadsförare möter, vilka kanaler och aktiviteter som har bäst effekt, hur man mäter återbäring på investerade pengar i marknadsföring samt om det utökade medielandskapet inneburit förändringar för organisation och resursfördelning.
När vi pratar med våra medlemmar säger många att kraven på marknadsavdelningen ökar. Marknaden rör sig snabbare, medielandskapet har vuxit explosionsartat och ökat i komplexitet samtidigt som kundernas beteende blir allt svårare att förutse. Dessutom stiger kraven att bevisa att investeringar i marknadsföring ger resultat.
Med den här undersökningen har vi velat ta reda på om uppfattningen om ökade krav stämmer samt identifiera de största utmaningarna som dagens marknadsförare står inför. Vi ville också ta reda på vilka kanaler som är de viktigaste och hur man jobbar i dessa.
Tendensdagen 2009 Nigel Hollis Authenticity Final 9 30 09
1. Authenticity: It's All About You
Nigel Hollis
Chief Global Analyst
Tendensdagen, Stockholm, Sweden
2. Agenda
What is authenticity?
What is authenticity worth?
What are the characteristics of an authentic brand?
2
In my presentation I will address three topics:
First, I will share some feedback from my Millward
Brown colleagues in Europe and North America on what
authenticity really means in relation to brands.
Second, I will look at what authenticity is actually worth
to a brand.
Third, I will consider the characteristics of authentic
brands – what sets them apart from others and how an
authentic brand is created.
3. What Is Authenticity?
To answer the question of what authenticity really
means in relation to a brand, I enlisted the help of my
colleagues in Europe and North America. I asked them
what it means when a brand is described as "authentic"
and then invited them to name some "authentic"
brands.
First, let's see which brands were volunteered as
authentic.
4. Only 5 brands were mentioned spontaneously by
more than 5 percent of participants
10%
7%
6%
32% 25%
Source: Survey of 488 Millward Brown staff in Europe and North America 4
While over 500 different brands were nominated as
being authentic, the vast majority were mentioned by
1% or less of our sample.
This slide shows the five most frequently mentioned
brands: Coca-Cola, Levi's, Apple, Nike, and Jack
Daniel's.
Other brands mentioned by more than 1% included:
BMW, Budweiser, Google, Heinz, Chanel and Harley
Davidson.
The massive tail of brands that followed included the
likes of Saab, Converse shoes, Marmite savory spread,
Alfa Romeo and Tabasco hot sauce.
So what properties link such a diverse set of brands?
5. We found substantial agreement on what
"authentic" means…
Which words or phrases below describe an "authentic" brand?
True To Its
Origins
Genuine
"The Original"
0 20 40 60 80
% endorsing
Source: Survey of 488 Millward Brown staff in Europe and North America 5
There was substantial agreement that authentic brands
were true to their origins and genuine.
European participants were more likely to say that
authentic brands are "true to their origins." This may
reflect a greater emphasis on provenance and brand
history in Europe.
North American participants were more likely to endorse
"genuine" and "does not misrepresent itself." This might
be a reflection on the quality of marketing or the
consumer mindset. I often see brand communication in
the United States that seems to be designed to sell and
manipulate opinion rather than engage consumers with
a brand.
To sum up, an authentic brand is one that is true to its
positioning and values. It does not change its message
simply to attract new users; it stands for something.
6. …and on what it doesn't
Which words or phrases below describe an "authentic" brand?
Puts Customers
First
Comes From A
Specific Place
`
Trustworthy
0 10 20 30 40 50 60
% Endorsing
Source: Survey of 488 Millward Brown staff in Europe and North America 6
My colleagues do not believe authentic brands put the
needs of their customers first. (Only 7% endorsed this
statement.)
Contrary to my personal expectations, only 26% agreed
that authenticity implies a brand comes from a specific
place.
And an authentic brand may or may not be considered
trustworthy. Just under half of our respondents
endorsed this word in relation to authentic brands.
7. What Is Authenticity Worth?
So now we know what authenticity is and what it is not.
But what is authenticity actually worth to a brand?
Before I explain that, I first need to introduce you to
Millward Brown's brand equity database, BrandZ.
BrandZ is a quantitative brand equity study that is
based on our BrandDynamicsTM brand equity framework.
BrandZ has been conducted annually by Millward Brown
on behalf of WPP since 1998. The database now includes
measurement of 10,000 brands in over 30 countries.
Central to BrandZ is the Brand Pyramid, which measures
consumer commitment to a brand.
8. The Brand Pyramid explains purchase
behavior
High share
of wallet
Individuals who Bond
Individuals who Bond
with a brand are more
with a brand are more
than ten times more
than ten times more
likely to buy it than
likely to buy it than
those who just know
those who just know
the name
the name
Low share
of wallet
8
The pyramid's first level is Presence. Consumers who reach the
Presence level are actively aware of the brand when they think about
the product category, either because they've tried it (or know someone
who has), or because through some other means they've become
aware of what the brand stands for. Consumers reach the second level,
Relevance, when they believe that a brand promises to deliver
something of value to them at an acceptable price. To move to the
third level, Performance, people must believe that the brand delivers
satisfactorily on its basic functional promise. Those who reach the
fourth level, Advantage, believe the brand offers rational or emotional
benefits that distinguish it from the competition. People who reach the
fifth level, Bonding, believe that the brand offers unique advantages in
terms of what is most important in the category; therefore it is the
best brand for them.
People are typically at least 10 times more likely to buy a brand they
are bonded to than one that they are simply aware of at Presence.
Because of this relationship with individual behavior, Bonding has a .82
correlation with share of market figures, representing an excellent
measure of a brand's present attitudinal equity.
(Note: While bonding represents a predisposition to buy a brand, in-
market behavior - and therefore market share- is affected by factors
such as distribution and pricing.)
9. Authentic brands have stronger Brand
Pyramids and higher market shares
Authentic Brands Other brands
Bonding
Advantage
Performance
Relevance
Presence
9
Here we can see the average Brand Pyramid for authentic
brands compared to that for the remaining brands.
Authentic brands are stronger throughout. Presence for
authentic brands is 50% higher than that for other
brands, but the real benefit comes at the Bonding level.
Over four times as many people are bonded to authentic
brands. The end result is that authentic brands tend to
have market shares that are twice as big as other
brands.
So authenticity is associated with a brand's current
attitudinal loyalty and market share. But even more
important, authenticity can influence future brand
performance as well.
10. Potential growth depends on how well a
brand converts people from…
This...
10
Based on extensive analysis, we have found that we can
predict the probability that a brand will grow or decline
based on a subset of the BrandZ data.
The better a brand converts people from active familiarity
with a brand–either using it or thinking of it
spontaneously—to agreeing that it is one that they think
highly of, is more appealing and is different from other
brands, the more likely it is that the brand will grow
market share in the coming year.
11. Potential growth depends on how well a
brand converts people from…
To this...
e.g. Apple's unique
design
e.g. 4-wheel drive
+ +
e.g. something
"Different (in a good way)"
11
In other words, brands that people think are different (in a
good way) are more likely to grow.
We call this measure Voltage 2.0. Voltage 2.0 is a measure
of the degree to which a brand is primed to succeed or fail.
It's "the wind in your sails" (or in your face).
12. Voltage 2.0: Improved probability of market
share growth, reduced probability of decline
12
This slide illustrates how we’ve validated Voltage 2.0.
An analysis of over 350 brands, including packaged
goods, telecoms, automotive, and others,
demonstrates that a strong brand that is seen to be
different in a good way is much more likely to grow
than others.
It shows that in cases gathered from our database
over the last decade, as Voltage 2.0 grew, the
probability that the brands would increase market
share in the year following the study also grew.
It also shows that as Voltage 2.0 gets lower, the
probability of those brands losing market share
increased.
From this we can confidently assert that the higher a
Voltage 2.0 score, the greater the probability that a
brand will succeed in the months following the study.
13. Authentic brands are more likely to have
positive growth prospects
Authentic
Brands
13
If we plot the average scores for authentic brands on
this map, we see that the authentic brands are firmly
placed to the right of the average, with higher growth
potential and lower risk of decline.
Here in Sweden, Coca-Cola would appear to have very
strong growth potential and a low risk of decline. Other
authentic brands in a similar position would be Apple
and BMW.
Unfortunately, authenticity is not a guarantee of future
success. In the United States, Levi's, nominated by
25% of my colleagues as authentic, has struggled to
compete against new fashion brands in the face of
shifting consumer tastes. In spite of its best efforts, the
brand's growth potential is negative.
Here in Sweden, a well-known local brand risks finding
itself in a similar position. Volvo has a Voltage 2.0
score of -5, neither positive or negative.
14. Younger European respondents were less
likely to believe Volvo is authentic
Please select the brands below that you think are "authentic."
45
40
35
30
25
20
15
10
5
0
40 and under 41 and older
Source: Survey of 488 Millward Brown staff in Europe and North America 14
And perhaps our survey reveals the reason why
Volvo's consumer growth prospects are not as
healthy as they might be.
Younger respondents were less likely to agree the
brand is authentic. Perhaps the views of older
respondents are less tainted by Ford's ownership, or
by recent reports that the brand would be sold to a
Chinese company?
15. The Characteristics Of An Authentic Brand
Our analysis suggests that '"authentic" brands may have
larger market shares and stronger growth potential than
other brands.
So what are the distinguishing attributes of authentic
brands? How do you ensure that your brand is seen as
authentic?
First, let's see what makes people bond with a brand
and how authentic brands compare to others on those
key factors.
16. Six possible ways people might choose a brand
e.g. Coke's iconic
status
e.g. Mercedes
reputation for quality
e.g. Guinness's
positioning
e.g. Apple's unique e.g. McDonald's value
design menu
e.g. Red Bull's events
16
People bond to brands for different reasons. We have
identified six broad underlying factors, which are driven as
much by experience as by what brands try to tell people.
Any one of these criteria could give someone a reason to
choose one brand over its competitors.
17. People think more highly of authentic brands
X 1.7 X 1.5 X 3.6
X 1.6 X 1.8 X 0.8
Source: BrandZ database analysis 17
Here we see a comparison of authentic brands to others in
the BrandZ database.
The biggest difference is seen in terms of perceived
popularity. Authentic brands are over three times more
likely to be mentioned as popular than others.
But the true strength of authentic brands lies in being seen
as better than others, more appealing, and different.
These characteristics give these brands greater growth
potential and also help justify a stronger price premium
(which is why they are less likely to be seen as a good
deal).
Authentic brands live up to their promise. They offer
something different from other brands, deliver a great
brand experience, and are more appealing. That's what
makes them popular.
18. Authentic brands are leaders, not followers
Compared to non-Authentic
Assertive +26%
Trustworthy +26%
Adventurous +24%
In Control +23%
Desirable +22%
Rebellious +20%
Arrogant +18%
Sexy +17%
Brave +15%
Wise +6%
Source: BrandZ database analysis 18
The other thing to note about authentic brands is that
they tend to have a distinctive brand personalities. They
tend to be leaders, not followers.
Authentic brands are more likely to be considered
assertive, trustworthy, adventurous, in-control, and
desirable.
Does this profile remind you of someone?
19. Does this profile remind you of someone?
19
I am reminded of Captain Jean Luc Picard of the
Starship Enterprise from Star Trek: The Next
Generation. A man not afraid to boldly go where others
have not gone before. One who is willing to take
responsibility for difficult decisions. And one who holds
true to his principles whatever the cost.
The characteristics that made Jean Luc successful –
whether as a starship captain or more realistically as a
TV star – are characteristics that marketers would do
well to emulate if they want to be authentic. You need to
know what your brand stands for and be willing to hold
true to those values.
To explore this idea, let's have a look at two renowned
global brands.
20. European colleagues were much more likely to see
Apple as authentic than Nokia
Please select the brands below that you think are "authentic."
45
40
35
30
%
Endorsing 25
brand as 20
"Authentic"
15
10
5
0
Apple Nokia
Source: Survey of 488 Millward Brown staff in Europe and North America 20
As I noted before, Apple was one of the top five brands
mentioned spontaneously as authentic by my Millward
Brown colleagues.
When provided with a list of brands and asked to
identify brands that were authentic, 42% of my
European colleagues selected Apple. By contrast, only
18% did so for Nokia.
So why the difference?
21. More than a good product: Clarity of associations
21
Both brands are known for their innovative products but
Apple has done more than simply sell new technology.
Apple has created a strong and desirable brand with a
multitude of positive brand associations.
Steve Jobs provides vision and leadership to the brand.
As a result, Apple maintains a 100% focus on customer
needs, design, and simplicity of use. By comparison,
Nokia struggles to create the same clarity of
associations in spite of its commitment to innovation.
But there is more to it than a commitment to innovation
and a positive brand experience. Tone of voice also
plays a part. It is not just what you stand for, it is how
you engage consumers with your brand.
To examine this aspect of authenticity, let's compare
two beer brands. Both come from the United States. The
first is Bud Light and the second Sam Adams. There are
no prizes for guessing which brand is more likely to be
thought authentic.
22. Bud Light
22
The ad for Bud Light is humorous and consistent with
the brand's personality, but it clearly does not convey
authenticity. If nothing else the wave idea has been
used in other ads.
Bud Light is the offspring of Budweiser, and the biggest
beer brand in the U.S. The parent, Budweiser, is
considered authentic by many. However, Bud Light's
tone of voice makes it tough for that brand to share its
parent's values.
23. Sam Adams
23
The ad for Sam Adams features Jim Koch, the brand's
founder, and highlights his commitment to brewing and
selling fresh-tasting beer.
Behind most authentic brands – Method, Zappos,
Facebook, Chanel, Apple and the like – there is someone
who is responsible for ensuring that the brand lives up
to its promise and does not deviate from what people
have come to appreciate about it.
As the founder of Sam Adams, Jim Koch is featured in
the brand's advertising. This need not be so. Brand
champions can also lead from behind the scenes, but if
they do, their role is the same: to ensure the brand acts
authentically.
24. Vegemite: An iconic Australian brand
24
Vegemite is an iconic Australian brand. This savory
spread was first introduced in 1923 when a competition
was held in order to choose the name. Today the brand
is truly embedded in Australian culture. It is most often
used on toast and in sandwiches, often with cheese or
other ingredients.
To give you a feel for the brand, here is an ad that
appeared on TV not so long ago. Though it is recent, it
harks back to earlier advertising, which parents of today
might remember from their childhood.
Since people do eat Vegemite with cheese, Kraft
recently introduced a new variant: a "Vegemite with
cheese" spread. Again, a competition was held to name
the new product. This time there were over 40,000
name submissions. The winning name was announced
on September 26th of this year. And the new name
was…
25. And the winner is…iSnack 2.0?!!!
25
…Vegemite iSnack 2.0. This introduced a problem. While
the new product was well received, the new name was
not. The reaction on blogs, Twitter and Facebook was
very negative.
Like all good marketers these days, Kraft listened to the
feedback and announced that they would change the
name. So what's the problem? That takes care of the
bad publicity, right?
Well I would argue that when it comes to a brand like
Vegemite, which has always been seen as authentic, you
risk undermining that authenticity when you introduce
new things that are not in keeping with what people
expect of the brand. The technology associations of the
new name are simply not seen to be appropriate to the
brand or its history, and the brand's authenticity may
suffer as a result.
27. Authenticity: It's All About You
Actions speak louder than words
> Authenticity is about the way a brand acts and engages its
customers
> If people perceive a brand to be genuine in its actions they
will likely perceive it as authentic
Authenticity does have a payoff
> Brands that are seen to be authentic are more likely to grow
market share than those that are not.
27
Authenticity in itself does not imply good or bad things
about a brand.
It is entirely down to whether the brand acts in a way
that is consistent with a defined set of values and how it
engages its consumers.
As we have seen, authenticity does have a payoff. Those
brands judged as authentic tend to have stronger brand
equity, which leads to higher market shares and
stronger growth potential.
28. Authenticity: It's All About You
Identify your brand values and stay true to them
> Sometimes acting in a genuine manner means forgoing the
quick buck
> And it always means delivering on your brand promise
To that end, brand champions must ensure that the brand's
actions are aligned with its values
In the words of our role model, Jean-Luc Picard, if you want your
brand to be authentic then,
"Make it so."
28
So what do you need to do in order for your brand to be
seen as authentic? The recipe is simple, though hard to
follow.
First, identify what your brand stands for. What is its
prime reason for being? What can it offer consumers
that other brands do not?
Second, ensure that your brand's actions – the
experience and communication – deliver on the promise.
Sometimes that will mean forgoing a quick buck. In the
United States, Starbucks stood for a great place to relax
with a good cup of coffee. But the need to drive revenue
led it to saturate the market with new outlets, take the
emphasis off the fresh coffee experience, and to start
selling breakfast goods. What has happened is that the
brand's equity has been diluted and it has come into
direct competition with fast-food retailers like
McDonald's. On a like-for-like basis, revenues have
fallen.
Truly authentic brands usually have a a leader or brand
champion that ensures that the brand's actions are
consistent with its ethos and values.
So if you aspire to create an authentic brand, you need
to follow Jean-Luc Picard's directive: "Make it so."