- Trust in brands is becoming increasingly important to consumers as products and services become more complex and reliance on brands grows. However, most consumers only fully trust about 1 in 3 of the brands they regularly use.
- When brands are trusted, consumers are more likely to buy their products first, stay loyal, advocate for the brand, and defend it. But consumers are skeptical of brands' commitments to social issues and impact on society.
- To earn full trust, brands need to demonstrate strong product and customer experiences while also convincing consumers of their positive societal impact. When brands achieve trust across these three dimensions, consumer rewards are significantly higher.
This document discusses research from Edelman on how brands are increasingly taking public stands on social and political issues. Some key points:
- Nearly two-thirds of consumers in 8 major markets are now "belief-driven buyers" who make purchasing decisions based on a brand's positions on issues, up from about half in 2017.
- Belief-driven buying is now a mainstream behavior spanning generations and income levels in most countries studied.
- Majorities in the countries studied believe that brands can be more effective than government in solving social problems and driving change.
- Brand communications focusing on social issues generate more purchase intent and customer advocacy than product-focused ads.
The document discusses the results of a global survey on consumer brand relationships conducted by Edelman. Some key findings:
- The average strength of consumer brand relationships globally is "involved" on their scale, with Australians also averaging "involved".
- Consumers in "committed" relationships are much more loyal, willing to pay premiums, advocate, and defend brands.
- Earned and owned media are more effective at building stronger relationships than paid media, but brands need a balanced approach using all channels.
- Purpose-based brand actions have the biggest impact on driving relationships from "involved" to "committed".
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.
The document discusses how brands can strengthen their relationships with consumers to earn commitment. It finds that brands are falling short in demonstrating their purpose and engaging consumers through listening, storytelling, and shared experiences. To improve in these areas, the research identifies the top brand attributes that drive deeper relationships, such as being part of social media conversations, having an admirable heritage, and bringing humor and enjoyment to consumers' lives. Stronger relationships lead to more committed consumers who are willing to buy first, stay loyal, advocate for the brand, and defend it.
The document discusses the importance of building strong relationships between brands and consumers in today's changing marketplace. It notes that consumers now expect brands to have a clear purpose and values that guide all aspects of their business. The Edelman Brand Relationship Index is used to measure relationship strength on a scale of 0-100 across seven dimensions. On average, Chinese consumers score their relationships with favorite brands at 53, leaving room for growth. Relationship strength correlates with important consumer behaviors like brand advocacy, loyalty, and willingness to participate in co-creating brand content. Building commitment requires moving consumers through five stages of relationships from indifferent to interested to invested to committed. Peer-to-peer engagement and owned media become increasingly important at higher stages over paid advertising.
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.
Brand responses to consumer reviews can significantly increase purchase intent and improve perceptions of brands. When brands respond helpfully to negative reviews, purchase intent more than doubles and one third of the negative impact is eliminated. Responses that correct misconceptions or offer refunds/upgrades increase purchase intent by over 85%. However, responses suggesting additional customer service steps have a smaller impact. Overall, brand responses build positive associations and increase sentiment toward products by showing brands care about customers.
Brand Tracking Studies
What is brand tracking?
Why brand tracking?
Whom to track
When to track
What to track
Brand attributes
Case study iphone 5
Brand Matrices
Model for Brand Tracking
Why brand tracking studies fail
References
This document discusses research from Edelman on how brands are increasingly taking public stands on social and political issues. Some key points:
- Nearly two-thirds of consumers in 8 major markets are now "belief-driven buyers" who make purchasing decisions based on a brand's positions on issues, up from about half in 2017.
- Belief-driven buying is now a mainstream behavior spanning generations and income levels in most countries studied.
- Majorities in the countries studied believe that brands can be more effective than government in solving social problems and driving change.
- Brand communications focusing on social issues generate more purchase intent and customer advocacy than product-focused ads.
The document discusses the results of a global survey on consumer brand relationships conducted by Edelman. Some key findings:
- The average strength of consumer brand relationships globally is "involved" on their scale, with Australians also averaging "involved".
- Consumers in "committed" relationships are much more loyal, willing to pay premiums, advocate, and defend brands.
- Earned and owned media are more effective at building stronger relationships than paid media, but brands need a balanced approach using all channels.
- Purpose-based brand actions have the biggest impact on driving relationships from "involved" to "committed".
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.
The document discusses how brands can strengthen their relationships with consumers to earn commitment. It finds that brands are falling short in demonstrating their purpose and engaging consumers through listening, storytelling, and shared experiences. To improve in these areas, the research identifies the top brand attributes that drive deeper relationships, such as being part of social media conversations, having an admirable heritage, and bringing humor and enjoyment to consumers' lives. Stronger relationships lead to more committed consumers who are willing to buy first, stay loyal, advocate for the brand, and defend it.
The document discusses the importance of building strong relationships between brands and consumers in today's changing marketplace. It notes that consumers now expect brands to have a clear purpose and values that guide all aspects of their business. The Edelman Brand Relationship Index is used to measure relationship strength on a scale of 0-100 across seven dimensions. On average, Chinese consumers score their relationships with favorite brands at 53, leaving room for growth. Relationship strength correlates with important consumer behaviors like brand advocacy, loyalty, and willingness to participate in co-creating brand content. Building commitment requires moving consumers through five stages of relationships from indifferent to interested to invested to committed. Peer-to-peer engagement and owned media become increasingly important at higher stages over paid advertising.
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.
Brand responses to consumer reviews can significantly increase purchase intent and improve perceptions of brands. When brands respond helpfully to negative reviews, purchase intent more than doubles and one third of the negative impact is eliminated. Responses that correct misconceptions or offer refunds/upgrades increase purchase intent by over 85%. However, responses suggesting additional customer service steps have a smaller impact. Overall, brand responses build positive associations and increase sentiment toward products by showing brands care about customers.
Brand Tracking Studies
What is brand tracking?
Why brand tracking?
Whom to track
When to track
What to track
Brand attributes
Case study iphone 5
Brand Matrices
Model for Brand Tracking
Why brand tracking studies fail
References
This document summarizes insights from an analysis of over 100,000 reviews. Some key findings include:
1) Responding helpfully to negative customer feedback can increase purchase intent and improve brand sentiment. Correcting misconceptions and offering replacements is especially effective.
2) Reviews often contain "calls to action" like suggestions or requests, which are opportunities for brands to respond and boost perception.
3) The most helpful types of reviews are long, detailed "storyteller" reviews and balanced "product feedback" reviews that discuss both pros and cons. Brand responses should model the language of these reviews.
4) Surprisingly, in some categories the gender that contributes fewer reviews is considered more helpful by
The document summarizes a research project comparing brand loyalty for the apparel brands Arrow, Allen Solly, and Van Heusen. The objectives are to select the three brands, identify their products/markets, devise a methodology to measure consumer loyalty, formulate a questionnaire using statistical tools, and study how to increase brand loyalty and profits. The literature review discusses factors influencing brand loyalty like perceived value, satisfaction, trust and repeat purchases. It also outlines research methodology including exploratory/conclusive research using primary/secondary data collection and statistical analysis.
Presentation explaining Brand Loyalty and how to maintain it. Also explains the benefits of loyal customers to an organisation and the recent problems they have been facing.
This document discusses brand equity and brand loyalty. It covers several topics related to measuring and building brand equity and loyalty, including:
- Defining brand equity as the financial value a well-known brand name generates over an unknown name.
- Methods for measuring brand equity, including examining factors like market share, profit margins, and consumer perceptions.
- The importance of brand loyalty for manufacturers and how it is defined.
- Key factors that influence brand loyalty, such as perceived value, satisfaction, trust, and commitment.
- Challenges in valuing brands and calculating true brand equity. The document provides an overview of various approaches and considerations for valuing brands.
1) The document discusses different types of customer loyalty and how to measure it. There are four main types of loyalty discussed: contractual, transactional, functional, and emotional.
2) Customer satisfaction alone does not ensure loyalty. Satisfied customers may not purchase more or stay loyal over time. True loyalty provides economic value through factors like increased spending, lower costs, and referrals.
3) To properly measure loyalty, companies must define it in terms of specific desired business outcomes and economic value. Loyalty measurement requires looking at multiple factors together, not just satisfaction alone. Combining evidence of emotional loyalty with functional, transactional, or contractual elements provides the best picture of true customer loyalty.
This document presents the results of the 2013 Most Trusted Brand survey conducted in Nigeria. Over 1,600 respondents across 10 states were interviewed to assess the level of trust in 26 product categories. Brands were scored based on 10 trust metrics to determine the most trusted brand in each category. The survey found Dettol to be the most trusted bath soap, First Bank the most trusted bank, Toyota the most trusted car brand, and Indomie noodles the most trusted brand overall in Nigeria for 2013. The results are intended to help brands better understand consumer trust and identify opportunities to improve relationships.
The document discusses various aspects of branding, including the evolution of branding over time, key components of branding like brand equity and brand elements, models for measuring brand equity, and challenges in building brand awareness. It provides examples of how companies develop their brand identity through elements like names, logos, slogans, and positioning strategies. It also outlines the importance of marketing programs and advertising in creating brand value and equity with customers.
This article discusses measuring brand health to improve top-line growth. It argues that contrary to conventional wisdom, there are fundamental metrics that can be actively managed to link brand health to revenue and consumer commitment. The research is based on surveys of over 7,000 consumers about their relationships with 11,000 brands across major sectors of the US economy. The research identifies a set of brand health elements that are correlated with sales performance, allowing companies to understand how investing in certain areas of brand building can impact financial results.
Brand management involves applying marketing techniques to specific products, product lines, or brands to increase perceived customer value and brand equity. This can increase sales and profits in several ways such as higher prices, reduced costs, and more efficient marketing. Brand managers are responsible for a brand's profitability and play a broader strategic role than general marketing roles. Good brand names should be legally protected, easy to recognize, suggest benefits, and distinguish the brand from competitors.
From product brands to concept brands the evolution of brand managementDrthomasbrand Limited
The idea of concept brands is a useful one to evaluate the extent to which a brand can stretch and create exponential brand and business growth and value. It can help a brand extend into new products, services, markets and segments. It can assist a brand to increase its growth and its value.
In this presentation, we explore what the concept is, how it works and why it matters. We investigate examples of brands that have done it right and brand that are struggling to do it right. We look at what factors make it succeed or fail.
We then review the process and questions as to how to make it work for your brand.
How Brands Grow : A summary of Byron Sharp's book on what marketers don't knowAmie Weller
Byron Sharp is a marketing professor who challenges traditional marketing theories in his book "How Brands Grow". Through rigorous scientific analysis, he developed three new marketing laws and simplified brand growth down to seven rules. The most important thing for growing a brand is availability - making the brand mentally and physically available to consumers when they are shopping. Brands should focus on developing distinctive assets that make the brand memorable, rather than differentiating themselves or focusing on loyalty programs. An "always on" marketing strategy of continuously reaching all potential customers is more effective for growth than short-term bursts of advertising or price promotions.
Tracking studies collect information from consumers over time through quantitative measures to gather information on key brand dimensions like awareness, loyalty, image, customer segments, and advertising effectiveness. This information is used by marketers for short-term tactical decisions and involves collecting less detailed brand data compared to other types of studies. Key dimensions tracked include brand awareness, customer loyalty, brand image, customer segments, and advertising effectiveness.
Brand Tracking - Taking The Pulse On Your BrandMichaela Mora
Branding has been around since the beginning of times as a means to differentiate products. Did you know that the term “brand” is derived from the old Norse word “brandr” which means “to burn” and used in the context of marking livestock to identify the owners. Branding in the marketing context occurs in the consumer minds and the “marks” not always come out as marketers intended, hence the need to implement brand tracking studies.
Questions addressed:
1. What brand metrics should be tracked?
2. How often should a brand be tracked?
3. Who should be included in a brand tracking study?
4. How to interpret brand tracking metrics?
Earned Brand 2016 - U.S. Multicultural ReportEdelman
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.
We are excited to share Edelman’s first-ever, Multicultural Earned Brand report.
This document discusses various methods for measuring brand equity, including qualitative, quantitative, and comparative methods. Qualitative methods involve unstructured techniques like free association and projective techniques to understand consumer perceptions. Quantitative methods use scales to measure brand awareness, image, and beliefs through tools like aided recall, multidimensional scaling, and analyzing purchase intentions. Comparative methods examine consumer response to brands and marketing programs through approaches like conjoint analysis and holistic methods that value brands.
Feel free to download the White Paper that explains how the more love for a brand creates brand power and profitability. Takes you through the 4 stages of a brand.
This document discusses managing brand health and equity over the long term. It provides an overview of Baystate Health's branding process, which included defining their brand promise through research, developing a new name and graphic structure, implementing internal branding programs, and evaluating the return on investment over multiple years. The key lessons emphasized maintaining senior leadership engagement, focusing on the customer experience, conducting research to inform branding decisions, and managing the brand experience consistently over time.
This document provides an overview of customer loyalty and its importance to organizations. It defines customer loyalty and discusses the benefits it provides, such as lower customer acquisition costs, word-of-mouth marketing, and shielding from price competition. The document examines different types of loyalty, like behavioral versus attitudinal, and monogamous versus polygamous. It also explores factors that influence loyalty, like the marketing mix of product, price, place, and promotion. Finally, it analyzes models for building customer loyalty, such as customer relationship management, satisfaction programs, retention programs, and loyalty reward programs.
2019 Edelman Trust Barometer Special Report: In Brands We Trust? - JapanEdelman Japan
This document discusses the results of Edelman's 2019 Trust Barometer survey regarding consumer trust in brands. Some key findings include:
- Only 34% of consumers trust most of the brands they buy, indicating low overall brand trust.
- Brand trust is an essential factor for consumers across markets, ages, and incomes when making purchasing decisions.
- When brands build trust, consumers are more likely to buy from them first, stay loyal, advocate for them, and defend them.
- However, consumers are not convinced that brands are truly committed to society and issues beyond their own business interests. The document suggests there is an opportunity for brands to build more trust by making a positive difference on social issues.
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.
This document summarizes insights from an analysis of over 100,000 reviews. Some key findings include:
1) Responding helpfully to negative customer feedback can increase purchase intent and improve brand sentiment. Correcting misconceptions and offering replacements is especially effective.
2) Reviews often contain "calls to action" like suggestions or requests, which are opportunities for brands to respond and boost perception.
3) The most helpful types of reviews are long, detailed "storyteller" reviews and balanced "product feedback" reviews that discuss both pros and cons. Brand responses should model the language of these reviews.
4) Surprisingly, in some categories the gender that contributes fewer reviews is considered more helpful by
The document summarizes a research project comparing brand loyalty for the apparel brands Arrow, Allen Solly, and Van Heusen. The objectives are to select the three brands, identify their products/markets, devise a methodology to measure consumer loyalty, formulate a questionnaire using statistical tools, and study how to increase brand loyalty and profits. The literature review discusses factors influencing brand loyalty like perceived value, satisfaction, trust and repeat purchases. It also outlines research methodology including exploratory/conclusive research using primary/secondary data collection and statistical analysis.
Presentation explaining Brand Loyalty and how to maintain it. Also explains the benefits of loyal customers to an organisation and the recent problems they have been facing.
This document discusses brand equity and brand loyalty. It covers several topics related to measuring and building brand equity and loyalty, including:
- Defining brand equity as the financial value a well-known brand name generates over an unknown name.
- Methods for measuring brand equity, including examining factors like market share, profit margins, and consumer perceptions.
- The importance of brand loyalty for manufacturers and how it is defined.
- Key factors that influence brand loyalty, such as perceived value, satisfaction, trust, and commitment.
- Challenges in valuing brands and calculating true brand equity. The document provides an overview of various approaches and considerations for valuing brands.
1) The document discusses different types of customer loyalty and how to measure it. There are four main types of loyalty discussed: contractual, transactional, functional, and emotional.
2) Customer satisfaction alone does not ensure loyalty. Satisfied customers may not purchase more or stay loyal over time. True loyalty provides economic value through factors like increased spending, lower costs, and referrals.
3) To properly measure loyalty, companies must define it in terms of specific desired business outcomes and economic value. Loyalty measurement requires looking at multiple factors together, not just satisfaction alone. Combining evidence of emotional loyalty with functional, transactional, or contractual elements provides the best picture of true customer loyalty.
This document presents the results of the 2013 Most Trusted Brand survey conducted in Nigeria. Over 1,600 respondents across 10 states were interviewed to assess the level of trust in 26 product categories. Brands were scored based on 10 trust metrics to determine the most trusted brand in each category. The survey found Dettol to be the most trusted bath soap, First Bank the most trusted bank, Toyota the most trusted car brand, and Indomie noodles the most trusted brand overall in Nigeria for 2013. The results are intended to help brands better understand consumer trust and identify opportunities to improve relationships.
The document discusses various aspects of branding, including the evolution of branding over time, key components of branding like brand equity and brand elements, models for measuring brand equity, and challenges in building brand awareness. It provides examples of how companies develop their brand identity through elements like names, logos, slogans, and positioning strategies. It also outlines the importance of marketing programs and advertising in creating brand value and equity with customers.
This article discusses measuring brand health to improve top-line growth. It argues that contrary to conventional wisdom, there are fundamental metrics that can be actively managed to link brand health to revenue and consumer commitment. The research is based on surveys of over 7,000 consumers about their relationships with 11,000 brands across major sectors of the US economy. The research identifies a set of brand health elements that are correlated with sales performance, allowing companies to understand how investing in certain areas of brand building can impact financial results.
Brand management involves applying marketing techniques to specific products, product lines, or brands to increase perceived customer value and brand equity. This can increase sales and profits in several ways such as higher prices, reduced costs, and more efficient marketing. Brand managers are responsible for a brand's profitability and play a broader strategic role than general marketing roles. Good brand names should be legally protected, easy to recognize, suggest benefits, and distinguish the brand from competitors.
From product brands to concept brands the evolution of brand managementDrthomasbrand Limited
The idea of concept brands is a useful one to evaluate the extent to which a brand can stretch and create exponential brand and business growth and value. It can help a brand extend into new products, services, markets and segments. It can assist a brand to increase its growth and its value.
In this presentation, we explore what the concept is, how it works and why it matters. We investigate examples of brands that have done it right and brand that are struggling to do it right. We look at what factors make it succeed or fail.
We then review the process and questions as to how to make it work for your brand.
How Brands Grow : A summary of Byron Sharp's book on what marketers don't knowAmie Weller
Byron Sharp is a marketing professor who challenges traditional marketing theories in his book "How Brands Grow". Through rigorous scientific analysis, he developed three new marketing laws and simplified brand growth down to seven rules. The most important thing for growing a brand is availability - making the brand mentally and physically available to consumers when they are shopping. Brands should focus on developing distinctive assets that make the brand memorable, rather than differentiating themselves or focusing on loyalty programs. An "always on" marketing strategy of continuously reaching all potential customers is more effective for growth than short-term bursts of advertising or price promotions.
Tracking studies collect information from consumers over time through quantitative measures to gather information on key brand dimensions like awareness, loyalty, image, customer segments, and advertising effectiveness. This information is used by marketers for short-term tactical decisions and involves collecting less detailed brand data compared to other types of studies. Key dimensions tracked include brand awareness, customer loyalty, brand image, customer segments, and advertising effectiveness.
Brand Tracking - Taking The Pulse On Your BrandMichaela Mora
Branding has been around since the beginning of times as a means to differentiate products. Did you know that the term “brand” is derived from the old Norse word “brandr” which means “to burn” and used in the context of marking livestock to identify the owners. Branding in the marketing context occurs in the consumer minds and the “marks” not always come out as marketers intended, hence the need to implement brand tracking studies.
Questions addressed:
1. What brand metrics should be tracked?
2. How often should a brand be tracked?
3. Who should be included in a brand tracking study?
4. How to interpret brand tracking metrics?
Earned Brand 2016 - U.S. Multicultural ReportEdelman
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.
We are excited to share Edelman’s first-ever, Multicultural Earned Brand report.
This document discusses various methods for measuring brand equity, including qualitative, quantitative, and comparative methods. Qualitative methods involve unstructured techniques like free association and projective techniques to understand consumer perceptions. Quantitative methods use scales to measure brand awareness, image, and beliefs through tools like aided recall, multidimensional scaling, and analyzing purchase intentions. Comparative methods examine consumer response to brands and marketing programs through approaches like conjoint analysis and holistic methods that value brands.
Feel free to download the White Paper that explains how the more love for a brand creates brand power and profitability. Takes you through the 4 stages of a brand.
This document discusses managing brand health and equity over the long term. It provides an overview of Baystate Health's branding process, which included defining their brand promise through research, developing a new name and graphic structure, implementing internal branding programs, and evaluating the return on investment over multiple years. The key lessons emphasized maintaining senior leadership engagement, focusing on the customer experience, conducting research to inform branding decisions, and managing the brand experience consistently over time.
This document provides an overview of customer loyalty and its importance to organizations. It defines customer loyalty and discusses the benefits it provides, such as lower customer acquisition costs, word-of-mouth marketing, and shielding from price competition. The document examines different types of loyalty, like behavioral versus attitudinal, and monogamous versus polygamous. It also explores factors that influence loyalty, like the marketing mix of product, price, place, and promotion. Finally, it analyzes models for building customer loyalty, such as customer relationship management, satisfaction programs, retention programs, and loyalty reward programs.
2019 Edelman Trust Barometer Special Report: In Brands We Trust? - JapanEdelman Japan
This document discusses the results of Edelman's 2019 Trust Barometer survey regarding consumer trust in brands. Some key findings include:
- Only 34% of consumers trust most of the brands they buy, indicating low overall brand trust.
- Brand trust is an essential factor for consumers across markets, ages, and incomes when making purchasing decisions.
- When brands build trust, consumers are more likely to buy from them first, stay loyal, advocate for them, and defend them.
- However, consumers are not convinced that brands are truly committed to society and issues beyond their own business interests. The document suggests there is an opportunity for brands to build more trust by making a positive difference on social issues.
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.
The document summarizes the results of a survey on customer loyalty. The survey found that (1) quality, reputation, pricing/discounts/promotions, and free shipping help build positive brand image, (2) most consumers identify as loyal to brands and purchase from their favorite brands monthly or weekly, and (3) consumers strongly care about loyalty programs and believe they influence repeat purchases. The summary concludes that customer loyalty techniques can help brands succeed long-term.
This document discusses how brands can create value exchanges with consumers by meeting both their emotional and rational needs. It finds that currently, consumers feel they contribute more to brands than brands contribute back to them. The document also finds that consumers want more meaningful and responsive relationships with brands that involve them more and demonstrate clear convictions. Meeting both emotional and rational needs is increasingly important as they are merging. Brands that meet both types of needs can deliver greater consumer outcomes like increased purchase, defense and recommendation. Meeting societal needs through these relationships can deliver real business value for brands.
This document discusses how brands can create value for consumers by meeting both emotional and rational needs. It finds that currently, most brand-consumer relationships are one-sided, with consumers contributing information and engagement but feeling they do not receive value in return from brands. The document analyzes consumer research showing people increasingly want brands that are more responsive, transparent, invite greater involvement and participation, and demonstrate real conviction through their actions. By meeting both emotional needs like caring about issues beyond profits as well as rational needs like responsiveness, brands can deliver stronger consumer outcomes like increased purchase, recommendation and defense of the brand.
What Factors Lead to Brand Loyalty in Consumer Fashion Apparel?Alycia Dailey
This document appears to be a market research survey conducted by X Brand Clothing Company to understand what factors lead customers to be loyal to their brand. The 20-question survey asks respondents about their shopping behaviors and preferences, history with the brand, perceptions of quality, value and service, likelihood of future purchases and recommendations, and demographic information. The company aims to use survey results to improve the brand and build stronger customer loyalty.
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.
Eighty percent of companies think their brands have superior experiences. Unfortunately, only eight percent of their customers agree.
It’s time for brands to tackle the experience gap – the gap between how consumers want to experience brands, and what brands are actually doing.
It’s not just a marketing imperative; it’s a business imperative. That’s why we’re proud to share our latest research looking at brand experience examples and ideas that you can apply to your brand.
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.
It should come as no surprise that humans are emotional creatures. Marketers have long recognized the fact that emotions play a key role when consumers are talking about or purchasing products in categories as disparate as those represented by brands. Over the past decade, emotional branding has emerged as a highly influential brand management paradigm. Among marketing practitioners, this relational, communal, participatory, sensory, and emotive view of consumer– brand relationships is increasingly heralded as a central pillar of market differentiation and sustainable competitive advantage. Emotional connections are universally important, and managing those emotional bonds pays off handsomely. Some companies are very good at creating emotional connections with their customers. Most, however, are not. Companies that is successful at creating emotional connections benefit from stronger results, not only in cash flow and profit, but in market share. Emotional connections aren’t static. They ebb and flow and the results can affect a company’s long-term business success.
The Role of Transparency & Authenticity in Building a Trusted Brandahadden
Presented at the Brand Strategy Innovation Summit | Sept 11 | Los Angeles
by Alison Hadden, Head of Brand Strategy at Glassdoor
If a brand is defined by the place it holds in the heart, mind, and wallet of its customers, trust is the currency exchanged at the core of this relationship. Gain trust with your customers and brand loyalty is yours. Lose it and you’re forced into a transactional relationship that turns your brand into yet another commodity.
Now, new digital technologies and the emergence of the sharing economy have brought transparency and authenticity to the forefront of the conversation around brand health and the development of a trusted brand.
Learn how legacy and newcomer brands are quickly establishing trust with consumers and its impact on brand health, awareness, and business performance.
The document discusses how brands can create value exchanges with consumers by meeting their rational, emotional, and societal needs. It finds that currently most brand-consumer relationships are one-sided, with consumers contributing more than they benefit. However, consumers have an emerging need for brands that are responsive, allow participation, and are purpose-driven. Meeting all three consumer needs - rational, emotional, and societal - leads to increased purchasing, recommending, defending, and sharing of brands. The document advocates that brands look to inspire sharing by making their purpose matter to people's everyday lives.
The document discusses the concept of an "Earned Brand" and the importance of brands having a world view, belief system, and expressed set of values that define communications and behaviors. It states that an Earned Brand's values should inform the products made, language used, customer treatment, and ultimately the legacy and impact on communities. Survey results are also presented showing that most consumer relationships with brands fall short of their full potential for commitment. Strengthening relationships requires brands to have shared values and actions with consumers.
Brand loyalty is a certain way of feeling about a brand, and the relational commitment those feelings produce. Read this guide to help you understand and increase your brand loyalty.
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.
For global results see: http://www.slideshare.net/EdelmanInsights/earned-brand-2016-global-results
This document summarizes the findings of a global survey on consumer relationships with brands. The survey found that most consumers want more meaningful relationships with brands but feel current relationships offer little value. Specifically, consumers want brands to be more responsive, invite participation, and demonstrate real conviction through their mission and actions. However, brands are generally not meeting these expectations. The document recommends that brands focus on storytelling, participation, brand purpose in addition to brand promises, and listening and adapting to consumer needs in order to develop more meaningful relationships.
Cause marketing is becoming increasingly important for brands due to three key reasons: consumers have a strong voice through social media, consumers care about brands that support important causes, and cause marketing helps brands differentiate themselves. Effective cause marketing programs start by listening to core customers, connect with consumers emotionally, and integrate the cause into overall marketing efforts rather than isolating it. Programs also allow consumer participation and mirror the brand's values to build trust. Customized approaches are needed globally as consumer behaviors vary in different markets.
Brand crises can negatively impact brand equity by weakening brand awareness, brand image, and brand loyalty. A crisis may cause an immediate loss of 60% of sales volume and market share for high equity brands. Crises stemming from product quality issues can generate negative brand associations. For high reputation brands, a medium-sized crisis poses a threat to the entire product category. Competitors may take advantage of a brand crisis through more aggressive marketing. To regain equity, brands must come clean, address misinformation, and focus on communication, reputation restoration, and leveraging competitive advantages through marketing.
The document discusses how brands can create value exchanges with consumers by meeting both emotional and rational needs. It presents findings from a study of 15,000 consumers in 12 countries about their needs and expectations from brands. The study found that while consumers contribute a lot to brands, they feel the relationship is often one-sided with little return value. Chinese consumers expressed more positive views of brands but still wanted more meaningful relationships. Across generations, consumers expected greater transparency, responsiveness, and brands taking stands on issues. Meeting both emotional and rational needs through behaviors like clear purpose and open communication was found to deliver stronger consumer outcomes. An emerging need state was described that drives greater value in brand relationships.
This document discusses the importance of having a strong, differentiated brand for revenue growth. It outlines the six pillars necessary for unstoppable B2B revenue growth, with the first pillar being a differentiated and compelling brand promise. The document defines what a brand is, its key components, and attributes of successful brands, emphasizing that brands must be unique, create emotional connections, and have a "wow factor" to positively impact revenue. It provides an example of a company with an effective brand strategy and encourages prioritizing brand strategy to gain competitive advantages in the marketplace.
Brand voice is the consistent expression of a brand through written and spoken communication that helps the brand stand out. It can be sophisticated, playful, helpful, bold, formal, or casual. Developing an effective brand voice begins with understanding the brand's identity through questions like "Who am I?" and "How do I behave?". An example is provided of Mahindra's brand voice of "Challenger spirit" and "Rise", which is expressed through initiatives taking on challenges in areas like electric vehicles, motorsports, and aviation.
1) The document discusses the erosion of trust in technology companies and the media due to issues like corporate missteps, media sensationalism, and the rise of social media personalities.
2) It argues that Chief Communications Officers have an opportunity to help rebuild trust by shaping internal and external narratives, highlighting different viewpoints, and acting as a strategic advisor focused on transparency.
3) The document provides examples of how CCOs can develop a "techlash radar", own caution and restraint as a role, and re-establish dialogue to influence conversations that restore purpose and bring trust back.
The document discusses the benefits of a new training program for employees. It states that the program aims to improve job skills through twice-weekly interactive online sessions. Completing the program could help employees advance their careers within the company.
This document discusses building trust between journalists and PR professionals. It provides data on media consumption preferences in India versus the US, noting Indians' greater reliance on Facebook and WhatsApp for news. It also outlines journalists' preferences, such as using Twitter for news and valuing exclusive stories. The document concludes with tips for PR professionals, like personalizing pitches, following journalists on social media, and sharing their articles.
This document discusses building trust in the workplace. It summarizes research showing that employees who trust their employer are more engaged, loyal, and committed. They report less stress and burnout. Eight management behaviors are identified that foster workplace trust, including recognizing excellence, sharing information, building relationships, and showing vulnerability. The document concludes that treating employees well is an indicator of a company's overall trustworthiness and can lead to strong financial performance.
This document discusses building trust in an untrusting world. It outlines that trust is essential in relationships at the individual, brand, and company levels. It explores why the world has become less trusting, such as poor leadership, fake news, and inequality. At the individual level, trust involves not being hurt when vulnerable and trusting those similar to oneself. Companies can build trust by having authentic leaders who motivate rather than malign and by adhering to policies fairly. Brands like Nokia were able to become the most trusted by consistently focusing on building trust over many years.
Nissan's Senior Director of Communications for Africa, Middle East, and India discusses the importance of developing a global brand that is relevant everywhere through understanding local cultures. He explains that Nissan adopted a "Culture Code" approach to understand the nuances of different cultures and find authentic ways for the brand to connect with consumers around the world. The Culture Code helps Nissan defy consumer indifference and build an earned reputation through culturally resonant storytelling.
The document discusses how storytelling needs to be reinvented in today's dynamic world where technology, communications landscapes, and social climates are constantly changing. It emphasizes that storytelling must be impactful by having an integrated message, being purpose-driven, tailored to the audience, creative, and transparent. Various examples are provided of how companies can develop stories that showcase their positive impacts and transparency in an engaging way for the modern communications environment.
The document discusses measuring the impact of storytelling in marketing. It notes that many marketers struggle to quantify the value of storytelling efforts and link them to business outcomes. It proposes developing a framework with aligned metrics to measure how storytelling influences key performance indicators and profits. The goal is to demonstrate how storytelling contributes directly to business goals like increasing sales, preference, lifetime customer value, and other priorities.
World Public Relations Forum (WPRF) 2018 presentationReputation Today
The document discusses the power of public relations in building communications communities. It highlights key topics from a conference in Oslo, Norway on using public relations to create communities, build goodwill, trust, and change through engagement. The document promotes building communications intelligence and communities to create profit and truth.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
2. Can I trust you to do what is right with …
THE EVOLUTION OF BRAND TRUST
MY PRODUCT
EXPERIENCE
MY CUSTOMER
EXPERIENCE
YOUR IMPACT
ON SOCIETY
2
3. MANY REASONS CONSUMERS NEED TO TRUST BRANDS MORE
Net of product-oriented
concerns:
• Pace of innovation
• Increasing reliance on
brands
to automate my life
• Can’t afford a bad purchase
GROWING CONCERNS
ABOUT PRODUCT
EXPERIENCE
GROWING CONCERNS
ABOUT CUSTOMER
EXPERIENCE
GROWING CONCERNS
ABOUT BRANDS’ IMPACT
ON SOCIETY
74% 67% 77%
Reasons why trusting the brands they buy is becoming more important for Indian consumers
Net of customer-oriented
concerns:
• Personal data
• Brands can track and target
me
• Use of AI for customer
service
Net of societal-oriented
concerns:
• Fake news and misinformation
• Brands more involved in
societal issues
• I want brands to express my
values
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q101. You indicated that being able to trust the brands that you buy or use is important. We are interested in knowing whether certain things
happening in the world today are making it even more important to be able trust the brands you buy or use. Among the items listed below, please select those, if any, are making it more important to be able to trust
brands these days. Pick all that apply. Question asked of those who say it is important to be able to trust the brands they use (Q100/2-5). India. “Product experience” is a net of codes 2, 5, and 6; “Customer experience”
is a net of codes 3, 4, and 10; “Impact on society” is a net of codes 1, 7, 8, and 9.
3
4. BRANDS ARE MAKING BIGGER PROMISES
MAKING A PROMISE
UBER AIRBNB WALMART
Product experience Customer experience Societal impact
CAN CONSUMERS TRUST BRANDS
TO DO WHAT IS RIGHT?
4
6. 6
BRAND TRUST RANKS AS A TOP BUYING CONSIDERATION
Percent in India who say each is a deal breaker or deciding factor in their brand buying decision
Quality 87
Value 87
Ingredients 86
Convenience 85
I must be able to trust the brand to do what is right 85
Supply chain 85
Customer before profits 84
Good reviews 84
Innovative 83
Reputation 81
Environmental impact 80
Product
attributes
Brand and
company
attributes
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q101. You indicated that being able to trust the brands that you buy or use is important. We are interested in knowing whether certain things
happening in the world today are making it even more important to be able trust the brands you buy or use. Among the items listed below, please select those, if any, are making it more important to be able to trust
brands these days. Pick all that apply. Question asked of those who say it is important to be able to trust the brands they use (Q100/2-5). India. “Product experience” is a net of codes 2, 5, and 6; “Customer experience”
is a net of codes 3, 4, and 10; “Impact on society” is a net of codes 1, 7, 8, and 9.
7. Percent who say this is a deal breaker or deciding factor in their brand buying decision
BRAND TRUST ESSENTIAL
ACROSS MARKETS, AGES AND INCOMES
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q104Overall. When it comes to brands that you will or will not buy or use, categorize each of the following attributes
based on whether it is a critical deal breaker, important to have, or merely a nice to have. Please base your answers, using the scale below, on your actual purchase behavior involving this type
of product and not what you would do in a perfect world. 3-point scale; top 2 box, important. 8-market average, by gender, age, and income.
I must be able to trust the
brand to do what is right
81%
63 70
81 83 83 85 88 91
France Japan U.K. Germany U.S. India China Brazil
81 81 79 79 82 80 81 81
18-34 35-54 55+ Men Women Bottom
25%
Mid
50%
Top
25%
MARKETS
AGE GENDER INCOME
7
8. 23 23 33 36 37 38 39 45
France Germany U.K. Brazil U.S. Japan China India
Percent who trust most of the brands they buy or use
ONLY 1 IN 3 CAN TRUST MOST OF THE BRANDS THEY BUY
trust most of the brands
they buy or use
34%
33 35 35 34 34 29 35 38
18-34 35-54 55+ Men Women Bottom
25%
Middle
50%
Top
25%
Only
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q99. Based on how you defined a brand you can trust in the previous question, approximately what proportion of the
brands that you regularly buy or use would you say that you trust? Data is showing those who selected codes 5-7, about three quarters or more. 8-market average, by gender, age, and income.
MARKETS
AGE GENDER INCOME
8
9. 49 50 49
45
68 70
66
61
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q14C. Continuing to think about the same brand, and in particular, what your relationship with that brand looks like, how
well do each of the following describe how you relate to and feel about that brand? 9-point scale; top 4 box, describes me well. Question asked of those who were assigned to scenario 3: Think
about a brand you have trusted for a long time. Q14A. Continuing to think about the same brand, and in particular, what your relationship with that brand looks like, how well do each of the
following describe how you relate to and feel about that brand? 9-point scale; top 4 box, describes me well. Question asked of those who were assigned to scenario 1: Think about a brand you
currently use but do not fully trust. India. “Stay loyal “is an average of codes 6, 11, 12, 13, 15, 19, 20, 21, and 22; “Buy first” is an average of codes 9 and 10; “Advocate” is an average of codes 3,
4, 7, and 8; “Defend” is an average of codes 5 and 18.
WHEN BRANDS BUILD TRUST, CONSUMERS REWARD THEM
Do not fully trust Have trusted for a long time
Brands you currently use and…
BUY FIRST STAY LOYAL ADVOCATE DEFEND
+19
pts
+17
pts +16
pts
+20
pts
9
Percent in India who will engage in each behavior on behalf of a brand
11. INDIAN CONSUMERS NOT CONVINCED
OF BRANDS’ COMMITMENT TO SOCIETY
11
I know from personal experience that
the brands I use keep the best interests
of society in mind
34%
Only
Every brand has a responsibility to get
involved in at least one social issue
that does not directly impact its
business
71
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q107Overall. Next, we are interested in examining the kinds of things you know about the brands you use. Still
thinking about the same brand, for each of the items listed below, please indicate whether you believe it is true of that brand and, if so, on what basis you believe that it is true. 5-point scale;
code 4, I know this is true based on my own experiences. Q17. Please indicate how much you agree or disagree with the following statements. 9-point scale; top 4 box, agree. India.
%
12. 2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q17. Please indicate how much you agree or disagree with the following statements.
9-point scale; top 4 box, agree. India.
ALL TALK NO ACTION
SEEN AS TRUSTWASHING
12
Too many brands use
societal issues as a marketing ploy
to sell more of their product
65%
13. 13
DECLINING FAITH IN BRANDS’ SOCIETAL IMPACT
AMONG INDIAN CONSUMERS
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q17. Please indicate how much you agree or disagree with the following statements.
9-point scale; top 4 box, agree. India.
61% 67% 63%
8 pts 6 pts 10 pts
y-to-y change
Brands have better
ideas for solving our
country’s problems
than government
Brands can do more
to solve social ills than
government
It is easier for people to
get brands to address
social problems than to
get government to
take action
y-to-y change y-to-y change
14. Percent in India who say each is an important reason they trust a given brand
CONSUMERS LESS SURE THEY CAN TRUST BRANDS
TO DO THE RIGHT THING FOR SOCIETY
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q126C. What are the most important reasons why you trust this brand? We are not interested in what you think or
assume trustworthy brands do. We are interested in knowing what in particular it is about this brand that makes you trust it. Pick all that apply. Question asked of those who were assigned
to scenario 3: Think about a brand you have trusted for a long time. India. “My product experience” is a net of codes 1,12 and 22; “my customer experience” is a net of codes 2, 3 and 14;
“your impact on society” is a net of codes 10, 11 and 15. 14
MY PRODUCT
EXPERIENCE
MY CUSTOMER
EXPERIENCE
YOUR IMPACT
ON SOCIETY
85% 69% 51%
trust the brand based
on product
considerations
trust the brand based
on societal
considerations
trust the brand based
on customer
considerations
15. 61
64
74
WHEN BRANDS EARN FULL TRUST, THE REWARDS MULTIPLY
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q14C. Continuing to think about the same brand, and in particular, what your relationship with that brand looks like, how
well do each of the following describe how you relate to and feel about that brand? 9-point scale; top 4 box, describes me well. Question asked of those who were assigned to scenario 3: Think
about a brand you have trusted for a long time. Q126C. What are the most important reasons why you trust this brand? We are not interested in what you think or assume trustworthy brands do.
We are interested in knowing what in particular it is about this brand that makes you trust it. Pick all that apply. Question asked of those who were assigned to scenario 3: Think about a brand you
have trusted for a long time. India. “Product” is a net of Q126C/1, 12 and 22; “Customers” is a net of Q126C/2, 3 and 14; “Society” is a net of Q126C/10, 11 and 15. Data showing as an average all
attributes at Q14C.
Percent in India who
trust with
PRODUCT ONLY
trust with
PRODUCT
AND CUSTOMERS
trust with
PRODUCT,
CUSTOMERS
AND SOCIETY
+3
pts
+13
pts
15
BUY FIRST
STAY LOYAL
ADVOCATE
DEFEND
17. Percent in India who agree
Y-to-Y Change- +0
58
58
61
63
Use ad blocking technology
Pay for streaming services
Have found ways to avoid almost
all ads
Changed media habits to see less
advertising
More than 8 in 10 now avoid
advertising
87%
Use one or more
advertising avoidance strategies +13
+7
+12
+12
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q70. Please indicate how much you agree or disagree with the following statements. 9-point scale; top 4 box,
agree. India. Advertising avoidance is a net of codes 9, 10, 11, and 12.
MOST CONSUMERS AVOID ADVERTISING
17
+10
pts
18. 71
88
IF THEY TRUST YOU, YOU WILL EARN
MORE OF THEIR ATTENTION
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Q80A. In general, how much do you pay attention to advertising and other communications from [INSERT BRAND]? Please indicate your
answer using a 9-point scale, where one means that “I pay no attention at all” and nine means that “I pay a great deal of attention” to the advertising and marketing I see and hear. 9-point scale; top 4 box, pay
attention. Question asked of those who were assigned to scenario 1: Think about a brand you currently use but do not fully trust. Q80C. In general, how much do you pay attention to advertising and other
communications from [INSERT BRAND]? Please indicate your answer using a 9-point scale, where one means that “I pay no attention at all” and nine means that “I pay a great deal of attention” to the advertising
and marketing I see and hear. 9-point scale; top 4 box, pay attention. Question asked of those who were assigned to scenario 3: Think about a brand you have trusted for a long time. India. 18
+17
pts
Do not fully trust Have trusted for a long time
Brands you currently use and…
Percent in India who
PAY ATTENTION
to the brand’s
advertising and other
communications
19. TRUSTED BRANDS ACT ON THEIR WORDS
GOOGLE INTERNET SAATHI
ACCESS TO RURAL INDIA
LIFEBUOY HELP A CHILD REACH 5
AND LIFEBUOY FOUNDATION
DOVE MEN + CARE
PATERNITY LEAVE GRANTS
MAKING A PROMISE AND MAKING A DIFFERENCE
MAKING A PROMISE
MAKING A DIFFERENCE
19
20. INFLUENCERS MORE
TRUSTED THAN BRANDS
I trust what influencers say
about brands much more
than what brands say about
themselves in their advertising
RELATABILITY
BEATS POPULARITY
Relatability nearly
INFLUENCERS EARN SALES,
TRUST AND ADVOCACY
Because of an influencer, I have taken
this action in the last 6 months:
Percent of 18-to-34-year-olds who agree, 3-market average
USE TRUSTED INFLUENCERS TO BREAK THROUGH
33
40
58
I talked about the
brand
I trusted the brand
I bought a new
product
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Online Influencer Survey. Q4. There are lots of people online who comment on many topics. What is it about the
influencers you follow that attracted you to them and gets you to view their posts on a regular basis? Pick all that apply. Q9. Please indicate how much you agree or disagree with the following
statements. 9-point scale; top 4 box, agree. Q6. Which of the following have you done in the last 6 months because of the influencers you follow? Pick all that apply. 3-market average.
“I bought a new product” is a net of Q6/1-4. “I trusted the brand” is a net of Q6/8,11.
2Xas important
as popularity
as a quality that
attracts people to influencers
20
63%
21. Five most effective channel sequences for earning trust in a message,
among those who are not customers of the brand, 8-market average
LEAD WITH PEER AMPLIFY WITH OWNED, SOCIAL AND PAID
21
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Mobile Survey. 1st Exposure based on Q7. 2nd Exposure based on Q1. Analysis includes only those with two exposures
to the message. Q19. How much do you trust the message delivered. Indicate your answer using a 9-point scale where one means that you “do not trust it at all” and nine means that you “trust it
a great deal”. 9-point scale; top 4 box, trust. 8-market average, among those who are not current customers of the brand (Q7/1).
First
Exposure
Second
Exposure
Percent who trust the message
Peer then Owned
Social then Social
Peer then Paid
Peer then Peer
Paid then Social 65
67
70
72
74
22. 22
34 40 38
25 24
10
13
32
42 52
66 72
87
35
66
82
90 91
96 97
None 1 2 3 4 5 6
22
Percent who trust the message, 8-market average
SURROUND SOUND BUILDS TRUST IN A BRAND’S MESSAGE
Strong message trust (8-9)
Weak message trust (6-7)
Number of channels in which they have previously engaged with the message
Once they have seen your message
repeated across three different
channels, their trust in it strengthens
2019 Edelman Trust Barometer Special Report: In Brands We Trust? Mobile Survey. Q19. How much do you trust the message delivered in the communication? Indicate your answer
using a 9-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal”. 9-point scale; top 2 box, strong trust; codes 6-7, weak trust. 8-market
average, by frequency of prior exposure (Q7).
23. IN BRANDS WE TRUST
Consumers rank trust with
product, brand and company
attributes as an essential
buying consideration
Consumers expect brands
to keep their promises by
taking action that makes a
real difference
Consumers want to trust
brands to do what is right
with their product, for
customers and for society
THEY BUY ON TRUST THREE GATES OF TRUST DO AS YOU SAY
23