Grow. Change. Grow.
Growth has taken on a new form in the Age of You. As new dynamics emerge and change the shape of business by the minute, it demands new ways for organizations to harness and channel that change. Brands are But the world’s leading brands aren’t waiting for change to happen—they’re acting rather the constancy than reacting, growing rather than maintaining, and mastering Growth in a Changing World. that accelerate With so many directions to grow in, flexibility and adaptability are key. Businesses must be ready to change their trajectories along with people and markets: embracing emerging business growth. technologies, leaping engagement barriers, and rethinking their growth strategies— breaking things down to start them up again. They must be be ready to grow, change, and grow all over again.
To meet these challenges, organizations need to make brands the center of gravity—the closer you get, the faster you grow.
Brands are what connects businesses to people inside and out, creating real proximity by understanding what people want and what they believe in. Brands are what personalize technology so that it becomes a means for authentic engagement and unforgettable experiences. Brands are the constancy that accelerates business growth—moving at the speed of life, reflecting how people want to grow, growing along with them, and standing out in a shifting landscape. 3 Growth in a changing world
Jez Frampton Global CEO, Interbrand
Growth is fundamental to life. It is an This is as true internally as it is externally. inherent part of being human. So is change. Brands start with humans on the inside and are ultimately delivered to humans on 60% of millennials Over the last two decades, our lives the outside, using technology as a primary have been transformed in remarkable means of interaction and a powerful platform seek employers with new ways. These shifts in behavior, for engagement. At a time when speed to 1 expectations, and experiences provide market, customer centricity, and cultural a clear purpose. incredible opportunities for business alignment are more important than ever, growth, but keeping up with them poses brands are the key to change, and to growth. 66% of consumers new challenges. One of the most critical ways to turn change into growth is by claim to be willing building and constantly developing a Purpose that moves people strong brand. to pay more for If brands start and end with people, it’s Brands are how we form opinions and important to acknowledge a significant products from more find meaning in a business. They embody generational shift in the way people interact socially responsible purpose and values, help human beings with, and what they demand from, brands. 2 understand a business on a deeper level, Both as employees and customers, companies. and ensure businesses act in line with younger generations have very different people’s expectations. Consumers use views about the brands they choose. They this understanding to make better choices, expect a brand’s purpose and values to demonstrate loyalty, and determine value. align with them, and their desires for better Brands are a human construct, and are at communities and a better world. the heart of any successful business. 4
It’s important to be clear about the nature production to self-driving delivery vehicles, Brands are the synergy of purpose. It’s the organization’s reason from programmatic media buying to the between people, for existing: its most fundamental beliefs rise of AI in shaping customer interactions. and highest-order aims. It isn’t just And new models are emerging that help technology, and business about repackaging a Corporate Social companies understand how and where to Since brands are the mechanism by which Responsibility (CSR) strategy. Brands with invest to ensure brand-driven business profits. people relate to businesses, they play a strong sense of purpose draw people in, powerful role in creating deep and valuable aligning people inside the organization More importantly, technology is changing connections to the businesses via technology. while driving momentum outside of it. people’s behaviors and expectations faster than we can create and innovate. So how Placing the brand at the center of the do brands play into this evolving dynamic business agenda smooths the tension as the gap between desire and fulfillment between technology and people, giving rise diminishes? This is where technology plays to a new type of synergy that’s essential to all a pivotal role. It can be used to create a 84% of executives sides of the business: on the inside, brands detailed image of customers, bringing align culture and capabilities for growth, believe a shared brands closer to people every day. When directing innovation and resource allocation; technology is fully integrated with the brand, on the outside, brands provide a platform to purpose contributes it can shrink the desire-fulfillment gap, fast. deliver a unique and valued experience that to successful change reflects not just what people want, but what 3 The challenge is creating a truly branded and transformation. experience. While technology offers they believe in. proximity, engagement is not a given. Merely For Best Global Brands 2015, we highlighted implementing the latest technology without the coming wave of personalized technology the brand as a filter misses the opportunity marked by The Age of You. In this age, we to create a powerful bond between people Breaking silos within the organization by operate for the individual, using data and and business. freeing up communication across the technology to offer products and services, business helps organizations operate And while innovation is crucial, it doesn’t communication, environments—in fact, at the speed of life. A strong, clear necessarily put a business ahead in the the entire customer experience—tailored brand purpose helps a business change market—it may simply keep it on par. Any to individual needs. The next great challenge successfully by ensuring everyone moves company, from digital native to established for brands is the ability to automate these in the same direction at the same speed. organization, that puts technology first and complex moving parts, without losing the brand second isn’t likely to sustain growth. personality and humanity that’s characteristic Technology that While people may enjoy the experience, of the greatest brands. accelerates growth they aren’t necessarily connecting with the company on the deeper level that contributes The acceleration of technology impacts to building long-term loyalty. Brands humanize every part of a business. From automated technology, making it meaningful by yielding experiences that create lasting value. 5
In conclusion The closer to brands, The only constant is change, and we the greater the growth are living in one of the most exciting periods of change since the Industrial Revolution. The changes we are observing are societal, attitudinal, technological, Brand economic, industrial, and impact every aspect of commerce and life. Within this ever-shifting context, growth becomes ever more challenging. Businesses need a medium that clearly communicates purpose and energizes cultures, a platform upon which to create engaging and unique experiences, a means to stay relevant, meaningful, and valued. In this changing world, businesses need brands more than ever.
1 Deloitte 2015 - Unlocking Millennial Talent Business Growth 2 Nielsen 2015 - The Sustainability Imperative 3 Harvard Business Review 2015 - The Business Case for Purpose
So, for future Growth in a Changing World: People Technology Brands: are a business strategy brought 1 to life, and are the primary means for differentiation and growth.
People: brands are about people and 2 how they connect to the purpose of a business.
Technology: helps accelerate growth 3 and customer proximity, but only through brands can it deliver meaningful engagement.
People: From culture to customer
Brands start and end with people. So it’s important to acknowledge a significant shift in the way people interact with brands—they expect to connect to an authentic purpose and values. Brands with strong sense of purpose draw people in—they align people inside the organization, while driving momentum outside of it. 8 Growth from the inside out
younger generations—and these attitudes From profit to purpose trickle into organizations. Understanding Brands start on the the forces behind their motivations and An evolution in thinking has given rise desires is key to shifting the thinking of an to a mass movement towards greater inside with humans, organization. purpose and more deeply held values. We’re focused on a better future, and are ultimately constant learning, and a holistic quality delivered on the outside to humans. The world is changing, and we need to adapt world work employees culture
era of purpose and lack of trust in macrotrends implications People within an organization are the fuel values (why, not what) formal hierarchy for growth—they’re the innovators and doers, the passion and energy. To harness this, however, it’s vital to acknowledge urbanization learning vs. doing desire for more hard to change & that people change too, which means flexibility, less process adapt due to changing millennial workforce over-engineered organizations must evolve their thinking demographics personalized processes along with them. Being attuned and hyper-connectivity/ development: climate change technology attentive to people is how an organization coach and manager quality, pride, and innovation at risk successfully aligns with, attracts, and quality of life/ freelance retains both talent and customers. wellness vs. full time mobility/career Major cultural shifts impact the way development people think on a macro scale—especially 9
People will begin to shift away from value customer experiences. Business companies that are solely focused on the growth relies on satisfied customers and 74% were satisfied bottom line. They will turn their attention great experiences are driven by satisfied towards companies that align with their employees. with their jobs if values and assert a purpose that’s better than profit, which in turn impacts they felt their work performance. The working future was meaningful Today, more employees are motivated to themselves, the Cultivating culture by passion than career ambition. This demands that leadership focus on company, and the Culture is living and breathing; it takes making the work environment diverse, 1 active cultivation. It’s not solely an HR compelling, and rewarding. community. initiative nor a marketing ploy. It’s a way of doing and being. Culture is the Flexibility responsibility of everyone inside the People are thinking outside of the “three organization, but leaders have a critical boxes of life” (education, job, retirement), of life. On a personal level, people are role in initiating change and embodying which means a more flexible approach to looking for places to put their trust, to cultural values. To do that, they must work. It’s what has given rise to the gig affirm their values, and to create change initiate key culture changes that reflect economy. In order to attract and retain within their own lives and in the world. shifts in culture at large. employees, companies are empowering This is where companies must step up individuals to live, learn, and work when and prove that they, like their customers Customer service, innovation, and and how they want. and employees, stand for something. creativity are intangible measures that a strong company culture fosters Diversity and supports. Whether on the sales Diversity is about inclusion of people floor or behind the scenes, employee from all racial, cultural, learning, and engagement is key to generating high- economic backgrounds, elevating skills Brands with a that were previously ignored to infuse an organization with unique ideas and new The five key culture shifts purpose set on ways of working. This challenges the improving our quality employee partners way companies recruit, mentor, and train, and will render one-size-fits-all success of life outperform job experience metrics obsolete. engagement partners the stock market by 120%.2 leaders coaches values behaviors 10
Self-development People want to be learning and growing throughout their lives. They’re focused Only 14% of on healthier, holistic lifestyles and self- realization. Work is a huge part of that customers defect personal development. Managers must become coaches and mentors and give because of product employees the agency to try and fail, learn quality. 68% of and grow, create and innovate. defections occur People fuel the growth of your business. Whether it’s giving employees the because of staff creative freedom to innovate or listening indifference.3 to customers to create more impactful experiences, “How will this affect real people?” should be the first and last question an organization asks.
1 LinkedIn Purpose at Work - 2016 Global Report 2 Havas Media Group 2015 - Havas’ Meaningful Brands study 3 White House Office of Consumer Affairs - TARP 11 Calculating customer proximity
In the Age of You1, customer centricity People don’t want to be data points. is still king. It’s not enough to talk about They want to be listened and catered to customers and their needs. It’s talking 74% of companies as human beings. Building empathy into to and with them that’s the key. Putting analysis requires active listening. Data customers at the heart of the business that over-perform gathering should be approached as a requires going deeper and getting closer. collaborative activity, with the goal of To be customer centric is to be customer on revenue growth creating better and richer experiences. proximate. create customer Authentic interactions will build trust in Analytics can get companies closer experiences based on the brand. People can tell when they’re to customers, but in a changing 2 being listened to and when they’re not. world, the way people interact with data-driven insights. Empathy requires thinking about how brands is far more fragmented— the interaction will ultimately benefit sources of information are scattered the individuals you’re talking to. It’s and proliferating. Analysts have to be this deeper understanding that drives more creative in the ways they collect The empathy in analytics relevance to real people—not just information, and how that information “customer segments”—which comes While marketers tend to focus on is aggregated into actionable insights. through in the brand’s experiences. measurement and act on the functional, Data gathering—when done right— the emotional component is crucial, both can provide real, human insights that From experience to in gathering insights and putting them build authenticity, relevance, and to work for the business. Exercising mutual engagement engagement—all characteristics of a empathy builds understanding on one strong brand that drives growth. Understanding the experience from a side, and trust on the other. customer perspective, rather than from the business or brand perspective, is 12
the first step to building engagement. 1 http://interbrand.com/views/age-of-you-keynote/ Mixing methodologies for 2 The Advertising Research Foundation 2015 - Insights2020 Experiences that are 100% customer- 3 more human insights Mckinsey 2006 - The moment of truth in customer service led return to the brand in the form of engagement and loyalty. They foster With fragmenting touchpoints, media deeper relationships. interactions, and various social signals, brands have to be more creative in the way they gather information. This means using multiple and alternative research tools and techniques, because 70% of buying people are complex—no single-track approach will capture the nuances experiences are brands need. Crowdsourcing, social based on how media watching, and Market Research Online Communities (MROCS) are rising customers feel they research methods that tap into people’s are being treated.3 natural and evolving behaviors. It’s about being everywhere the customer is. Insights come from many channels and tell a more holistic story when combined. Proximity on purpose Relationships take work. Growing brands are looking to strengthen and Big data has a part to play in telling the deepen the relationships they’ve formed story about how people interact with with customers. They’re identifying the brand—but it can’t be the only part. methods for measuring the performance Efforts to reach the customer should of their engagement strategies, and be authentic and reaffirm the brand’s developing ways of using measurement purpose and values. These should to continue optimizing their experiences. extend from the ways they gather information, to the experiences This constant vetting of the brand’s they create. When brands are experiences is necessary to stay relevant engaging and empathetic in the way and in line with expectations. A proactive they approach people, it impacts how approach to engagement requires that they ultimately incorporate and give organizations keep checking in with voice to the customer, and forges a customers and measure their expectations relationship that will withstand change. against the brand and business strategy. 13 Shared values, shared purpose
The world is changing, and so must and highest-order aims. A strong Change on purpose brands. But if there’s no anchor at sense of purpose draws people into an the heart of a brand, change can’t be organization and aligns them inside of Change for the sake of change can sustained and can even be chaotic. it while driving momentum outside of it. weaken a brand. True agility means At a time when a clear vision and an Purpose is built on values, and values flexing with purpose. Such agility authentic purpose are critical to every are the foundation of everything the can only be achieved by defining and organization, the values underpinning organization does. codifying that which the organization that purpose are what help hold it stands for—it cannot be a boardroom steady, and become the bones that Values are the DNA of exercise that pumps out a generic prevent its collapse. 1 an organization statement that may interpreted as superficial and unfounded. Purpose is an organization’s reason for Values characterize the existing: its most fundamental beliefs Authenticity is the litmus test for 2 corporate ethos credibility and relevance. It resides in a company’s heritage regardless Values govern how you behave of age. The challenge is to find that 3 and build affinity source. Some of the perennial Best 84% of executives Global Brands have evolved over believe an organization Values are enduring and shape decades based on core values that 4 the essence of a brand are embedded in their brands and with a shared purpose businesses. It’s not about getting stuck will be more successful Values connect people to people, and in the past. Messaging can evolve and 1 customers to brands. When people and business strategy can change. Far from in transformation. brands align on a deeper level it creates abandoning values, exercising agility a synergy that allows them to change means reaffirming them inside and out. and grow together. 14
and more power to measure the quality of their experiences with them. This is an 83% of companies equalizing force, putting accountability in 82% of employees the hands of customers, and customers- that overperform on to-be. People understand when brands and executives have deviate from their values, and have the revenue growth link power to withhold loyalty—and dollars— more confidence everything they do when they do. in companies with to brand purpose, as A brand’s experiences should be driven a strong sense of by a set of behaviors that are part of 3 opposed to only 31% the organization. Authenticity is about purpose. 2 the promises that you make and the of under performers. experiences that you create. Consistently
delivering on that promise sustains the 1 Harvard Business Review & EY 2015 - The business case for purpose bonds between customers and brands. 2 The Advertising Research Foundation 2015 - Insights2020 An organization’s culture offers a 3 Deloitte 2014 - Core Beliefs & Culture Survey compelling view of the resiliency of From values to growth the company’s values. Employees are the first line of defense and the Brands that stand as the embodiment front lines of conviction—engagement of purpose and values are a magnetic scores and performance metrics will force, keeping existing customers close measure the resiliency of values and and drawing new ones into the fold. Like efficacy of purpose. In the market, these things attract. Shared values bring people ideals must be constantly understood, and brands together, both internally and expressed, and measured through externally. the brand. There has to be a constant checking-in between the organization When values manifest in a clearly and the customer for that connection to communicated purpose, it becomes the remain relevant. engine driving the organization. Purpose is the connection to the past, the reason for being, and the roadmap to the future. Sustaining relationships It keeps people connected to the human side of the business, willing to trust its The relationships that exist between interests, and contribute to its growth. customers and brands have evolved to become more intimate and transparent. People have greater access to brands,
Technology: From proximity to connection
The acceleration of technology is impacting every part of business growth. It’s changing people’s behaviors and expectations faster than most businesses can create and innovate. But technology’s pivotal role in this evolving dynamic is to create a detailed image of customers, bringing brands closer to people. 17 Building brands at lightning speed
Brands don’t move at a single speed. New, and collaborative tools that provide technology-centric brands like Interbrand’s seamless communication should be a Breakthrough Brands—unencumbered by Without a strong given, but are often overlooked. Beyond legacy processes and free to reinvent how that: acquiring, investing in, or partnering they do things in the Age of You—can build brand as an interface with younger, faster brands is effective. If up their businesses and brands at head- you can’t beat them, join them. turning rates. Chinese rideshare brand between your Didi Chuxing, Indian online marketplace incredibly fast-moving Microsoft’s acquisition of LinkedIn, Flipkart, and US e-commerce and Walmart’s acquisition of Bonobos, and the payments provider Square have reached company and your partnership between Target and Casper are valuations of 50 $b USD, 11 $b USD, and all a testament to the growing popularity of 6 $b USD respectively. What do they have actual customers, it’s this strategy. Now, as once-Breakthroughs in common? They’re all forward-thinking, difficult to make real reach the Best Global Brand level, they digital-first companies that have worked are even acquiring longer-established just as hard to establish their brands as impact in the market. brands (and their clout)—Amazon’s recent they have their new technologies. acquisition of Whole Foods being a sign of what’s to come. The key insight is that being an agile innovator is not enough. There are hardest work: their brands are strong, Established brands are also in a plenty of companies creating incredible recognized, even beloved. It’s the good position to use and create new technology and breaking down internal structure and capabilities that technology. While startups can drive paradigms that go nowhere. need to be boosted. flashpoint innovations with sustained focus, established brands have the This is where companies with There are a few ways to build the budget to fund and foster these efforts established brands have a massive technical capability of a company to at a larger scale. They are able to advantage. They have already done the expand its brand. Integrated systems truly experiment and put ideas into 18
Technology and brand are now indelibly intertwined. We form opinions on many Worldwide spending brands through the user experience of their apps alone. Established brands on IoT will grow that get the most attention do so for technological leaps and innovations, not 16.7% in 2017, just for the latest ad campaign. People reaching more than want to try new things that work well, 1 and when those things impart a stronger $800 billion. connection or a positive feeling, they are associated with the brand that supplied it in the first place. That needs to be the goal of any brand looking to grow, and practice with the resources that smaller technology can take them there faster companies just don’t have, to build their than ever. brands faster. Building brands at lightning speed is not Samsung’s continued investment in VR just reserved for startups. No matter how and IoT, on display at the Samsung 837 established or beloved a Best Global experience space, is an example of a Brand is, continued brand-building is a Best Global Brand that never stops in must for business growth. its efforts to put the latest technologies in the hands of real people. Auto brands 1 IDC’s Worldwide Semiannual Internet of Things Spending Guide 2017 like Nissan and Toyota continue to push boundaries for self-driving and electric cars, with up-and-comer Tesla setting the pace. Breakthrough Brand Face++ creates stunning facial recognition technology, but it took Lenovo to give them their most well known use case—allowing users to login to Lenovo products with their smile alone. Best Global Brands are enablers of technology, and when they combine new capabilities and solutions with a strong brand platform, it only amplifies their business growth. 19 Don’t let technology get in the way
Brands and people are occupying Voice assistants are a new frontier for Voice assistants pose other challenges more spaces together, both digital and many brands: a chance to literally begin along with their opportunities. One is that physical. Technology can create more a conversation with customers and each voice assistant has its own brand opportunities for brands to form deeper field questions in real time. However, persona. Alexa is different from Siri is relationships with customers, and assistants run the risk of becoming different from Bixby is different from it’s becoming more than just a tool— intrusive. Google Home is different from Cortana. technology can embody your brand. This leaves very little room for a brand’s However, if it’s not fully embraced and A TV ad that triggers a virtual assistant own voice to be heard. the experience is disruptive rather than to deliver a message is a clever exploit immersive, it will only cause alienation in of fresh technology—yet besides being Brands have two choices. One: Create place of connection. amusing or surprising, it does little to an assistant of their own, which is fraught build a relationship or provide deeper with resource and adoption issues and benefit. This type of advertising may feel is probably only viable for a handful of like a violation—a brand entering the businesses. Two: Find a way that existing home without permission over a device voice assistants can make interacting many aren’t completely comfortable with that brand and business easier with yet. Users expect to hear from their for users. The second option requires The adoption rate assistants on their terms—having that openness to partner with experts and assistant deliver a message on behalf stakeholders and to relinquishing total of home voice of a brand is as jarring as having that control of the brand experience. Both assistants grew to brand’s own voice come through their require a mastery of current technology, speakers. Voice assistants can help and the ability to anticipate consumer 12% in the fourth bring brands into users’ lives, but the behaviors and needs. 1 message must be meaningful in order to quarter of 2016. be well-received. What will successful executions sound like? They could take many forms. 20
This includes entering a hotel room technologies is not enough to get them and being greeted by a voice assistant to reach their full potential as brand and automatically, with a custom itinerary business tools. The brand experience based on personal interests. Integrations needs to be a consideration from the that allow users to check their account start, and built in to help humans work information, flight status, or tire pressure with technology in harmony. Technology with a simple voice command. Syncing that is not translated through a brand can voice assistant information upon become a barrier between the business entering a store to deliver directions to and its audience. A voice is a powerful sale items that users are interested in. tool, if it carries a relevant message. There is no shortage of possibilities, but if the interaction is valuable, positive, 1 IDC - U.S. Intelligence Assistive Embedded Consumer Devices Forecast 2016-2020 and simplifies our lives, it will reflect well 2 Google and Northstar Research Report 2014 - The Mobile Voice Study on the brand enabling it.
Voice assistants are just one timely example of the disruptive influence technology can have on brands. The same will be true for AI, driverless cars, augmented reality, automation—these new tools create friction as both users and brands come to grips with how they
Over half of US teens and 41% of adults use voice search on a daily basis.2
work and the best ways to use them. Growth brands know that the Age of You isn’t over, and that simply using these 21 Closeness does not equal engagement
Enabled by technology, branded marketing trends on Google) are in the average adult already spends two hours experiences are more powerful than ever. hands of more customers each day. and 51 minutes looking at his or her Technology has brought brands further into However, according to this survey, despite mobile phone each day.4 people’s lives. But don’t mistake proximity the attention each get in the media, the for engagement. Simply displaying ads on technology that the majority3 of people Increasingly, people are looking to unplug smartphones and social media or getting a want is mobile payment technology, with and get back to the real world. When voice assistant to broadcast your message AR being the technology consumers say accounting for all the different brands isn’t a substitute for a real relationship. they want to use the least. looking to communicate with them over proliferating channels, it’s clear why so New mediums for marketing such as There are two insights here. One, the many want to unplug. Brands need to VR and AR (the top two1 most-searched buzz around new technology does not prioritize making their digital marketing necessarily align with what customers meaningful, useful, and experiential— really want. Practicality and necessity otherwise it’s just more noise that come before impressive but less-relevant audiences are increasingly tuning out. As technology. Two, it shows that customers such, they are beginning to see the value The virtual reality don’t ask for what they can’t imagine of real, in-person interactions more and using. AR is an abstract concept— more. software and overlaying digital experiences in the hardware market size physical world. However, that’s not to say The digitally native generation doesn’t that once tangible applications come into remember a time without technology is expected to grow play, it won’t shoot to the top of their wish embedded into almost every facet of daily lists. life. Their understanding and expectations to USD $40.4 billion of technology are different than the 2 More tech means more places to generations before them. They expect by 2020. communicate, but just because brands instant responses and an on-demand can doesn’t mean they should. The 22
world. It’s up to brands to keep pace, or data about ourselves as we move through fall behind. the world. As more and more devices become connected, brands that want to be When it comes to the real world, brick- omnipresent will need to form partnerships and-mortar experiences are not the with one another to get a complete view dead end they were prophesied to be. of the customer. For example, as voice They’re becoming part of a cross-digital assistants learn more about you and “brand ecosystem.” These need to be hospitality brands find more ways to work strategically engineered around the with connected technology, it’s in the user—digital is just part of the equation. interest of both to work together to deliver People expect the full package: a great a meaningful experience informed by digital service with tons of capabilities, shared pools of data. bolstered by a convenient physical location that enhances the online As the world changes and brands grow, experience without any interruptions. experience will to become paramount. Brands that use technology in a way As IoT, AI, cloud technology, persona- that improves and enables a positive building, and data analytics continue experience are going to attract the ever- to work together to create surprising shifting interests of new customers. connection and capabilities, the idea of a brand ecosystem becomes more 1,3,5 Code-Digital Trends 2017 relevant. Via a mobile device, we carry 2 Statista - Virtual Realtiy (VR) Statistics & Facts 4 around an instant connection to untold Comscore - Mobile Matures as the Cross - Platform Era Emerges
1 in 5 are looking to disconnect from their screens and spend more time in the real world this year.5
Brand: From integration to acceleration
Brands are how people understand a business on a deeper level. We use them to make better choices, demonstrate loyalty, and determine value. But a brand’s ultimate role is to accelerate business growth. At a time when speed to market, customer centricity, and cultural alignment are vital, brands are the key to focused change. 25 Design as a force of integration
Of the many shared characteristics that it’s about aesthetic concern. While One is focus. Excellent design delivers across the Best Global Brands, for those aesthetics remain a vital part of a brand, both a coherent customer experience and that are mastering Growth in a Changing it cannot be isolated to what’s visible—it an elegant roadmap for future growth. World, the elevated role of design in the must be internalized by the organization enterprise is fundamental. and harnessed as a force for change One is clarity. Design provides a shared and improvement. point of view on the ideal customer When design is brought up in the experience, allowing everyone in the context of brand, it’s often assumed As brands are experienced in micro organization to know how they can each moments in the hyper-fragmented impact that experience. Age of You, design can be a powerful force for unifying a brand’s experiences. One is speed. Design can be harnessed It can make an instant impression to breed efficiency. Macro design 41% of design-led and link moments in a way that’s both principles can quickly become micro organizations report memorable and meaningful. Design applications. ensures that every aspect of an One is flexibility. Embedding design higher market share. organization’s brand is aligned, with methodologies into the organization little, if any, distinction between an allows teams to reinvent processes that organization’s business strategy and 70% report having adjust to different contexts. its customer experience. a stronger or best- With increasingly complex organizational Design for the outside in in-class digital demands, design becomes a force of 1 integration. The fundamental advantages and the inside out experience. of having design hardwired into the At a time of hyper-personalization, organization bolsters the strength of the organizations must communicate with brand in key ways: 26
customers in a non-linear fashion. By with technologies and other complex understanding how people live and systems simple, intuitive, and pleasurable interact, organizations can structure for the organization and the customer. Design is where a themselves around their customers’ priorities. Design derives power from Design for transformation and single touchpoint its role as mediator—accounting for the adaptation interest of the customer and the desires reflects the entire of the business equally. Not all traditional organizations are built business, and where to handle continuous transformation. Fortunately, disruption and design go what’s left out is as hand in hand. When introducing new considered as what ideas, design methodologies—such as 91% of design- validation and iteration—can help make stays in. Where the the unknown comfortable by making ideas led companies list tangible and easier to socialize internally. customer and the design as critical experience are one. Design for structure and to customer culture experience. 1 “Design-Led Firms Win the Business Advantage” a commissioned Becoming a design-led organization study conducted by Forrester on behalf of Adobe, 2016. requires both cultural and structural rigor. 85% listed design as For some businesses, how to solve for the customer—including processes and tools a critical component —may require an overhaul. Design-led 1 of brand. organizations are driven by empowered employees who are empathetic to their audiences, and who deliver what people need, instead of what the job requires.
Design for simplification and None of this means that design can’t humanization be beautiful, but above all, it must be functional—it should balance beauty and With hyper-fragmentation comes hyper- utility, efficiency and emotion. Purity of complexity. Rapidly shifting technologies design can’t be at the user’s expense. and ever-changing customer demands More than a lofty and provocative create multifaceted, layered challenges goal, design is an essential tool for for organizations. Design solves these building strong, agile, customer-centric complexities by rendering interactions organizations. 27 The capabilities for change
While it’s hard for businesses to keep deliver. Organizations cannot afford second-nature—an inbuilt reflex, without up with constant change, the most to leave their people behind. And it a second thought. This will align the significant toll is on its people. When takes much more than a declaration or business ambitions with the evolving market forces shift and businesses have reassurance from leadership. Change market conditions, and prime the to pivot, it can often bring more stress for must be institutionalized. Flexibility, organization for growth inside out and everyone within the organization. Change reinvention, and reorientation must be outside in. is now coming so fast, so often, that a new wave begins before people have had This is where brand plays a key role. a chance to recover from the last. Not only is a brand the ideal vehicle for highlighting an organization’s ambition With these evolving market conditions 50% of US workers and purpose in a way that’s human driving new ideas, experiences, and and engaging, it also plays the role models for growth, any external changes have been affected of integrator. Brands are increasingly made by a company will struggle to by organizational deployed to bridge gaps across gain a foothold if internal teams are not organizations, which are increasingly informed, engaged, motivated, or fully changes in the last global, multidisciplinary, and siloed. The equipped with the right capabilities to brand can bring coherence to varied create change and grow along with the year, are currently customer experiences and touchpoints, organization. Especially given that change being affected, and help companies leverage best is not always immediately perceived practices and competencies from all as positive. or expect to be corners of the organization. Change is what helps create new affected in the With every change, it’s important then and engaging customer experiences, 1 for the brand to ensure that platforms, but without engaged and invested coming year. processes, and people are aligned. employees, this is impossible to 28
operational operational than pile on bureaucratic tedium and importantly, investing in people with capabilities blueprint slow them down. When used correctly, the right training, skills, and behaviors. they should lower barriers while For an organization to be primed for inspire and motivate ensuring that all brand communications change, people need to know that platforms are consistent, that responsibilities are the organization will equip them with educate and collaborate clearly delineated, and that all brand everything they need to drive that activities point towards a broader change, and will provide rewards in process create and activate strategy. Processes can help impart the form of personal development. a broader culture of experimentation, To achieve growth in the modern support, consult, administer giving people the leeway to try and fail marketplace, this bottom-up approach is so that they can imagine new ways to essential. Systems are important, but it’s people grow. predominantly about people. insight and measurement Strategy, culture, and technology are all beholden to real individuals. Not Platforms just inside the company, but outside of it as well. The core of this idea is truly To communicate this brand message The most engaging, intuitive: A brand is made by people, for consistently across time zones and cohesive customer people. Change is constant because language barriers, strong, centralized customers are always changing, so for a platforms are paramount. These can experiences are brand to keep up with them, its people come in the form of: a fully-integrated must be able to move just as fast. brand portal; effective internal driven by high communication apps and services that 1 APA 2017 Work and Well-Being Survey reach people where they are without performing brand distracting them; reliable, intuitive and marketing databases and other technologies that share knowledge and drive business organizations. strategy forward. These platforms are essential to lowering the inevitable friction of working in an ever-more hectic and global marketplace. People Processes Building processes goes hand-in-hand However, the best platforms in the world with empowering people to embrace are nothing without efficient processes and lead change. This requires bringing built in that empower employees rather people along on the journey, providing clarity on the destination, and most 29 Accelerating what matters
Businesses today have an overwhelming the exact perceptual, behavioral, and amount of data available to them, but transactional data sources underpinning data analysis often occurs in the rear- From: each dimension. view mirror. Cumbersome data collection and analysis is not fast enough to Too much data, but These leading indicators help identify respond to changes that brands need to the processes, strategies, and behaviors make closer to real time. not enough insight into that can be acted on quickly and directly to anticipate and affect real change, In order to grow, companies need to how to take action. while driving demonstrable impact on move to a more predictive model of business performance. brand analysis. Amid constant change, To: they need to measure the data attributes indicative of what will truly drive A strategic brand business impact. It’s the only way to model that helps move at the speed required to be ahead of the competition. make better business A strategic model combines brand, decisions. transactional, perceptual, and behavioral data in order to identify the right brand activations and drive the best business outcomes. This combined This is a statistical model, based on the data approach outlines the key metrics 10 Brand Strength dimensions (those of a business’s performance, and used in the Interbrand Best Global provides a focused view into the micro Brands methodology to measure the indicators driving the macro changes. performance of a brand) which identifies 30
Brand Strength Assessment
Clarity 0 - 10
Commitment 0 - 10 Internal data such as employee surveys Governance 0 - 10
Responsiveness 0 - 10 Brand Strength Customer data on Score Relevance needs, desires, and 0 - 10 decision criteria Authenticity 0 - 10 0 - 100
Differentiation 50 being the 0 - 10 competitive External brand tracking data average Consistency 0 - 10
Presence 0 - 10
Customer understanding and Engagement engagement data 0 - 10 31
Data for the real world: targeted. By prioritizing actions that truly What a strategic model Designed around the customer impact growth, the right experiences ultimately provides will be created and delivered to the right We know that delivering superior person, at the right time and place. A business case to validate customer experiences drives business 1 the focus and changes growth. However, these experiences are Data for the real world: necessary to drive growth and becoming increasingly challenging to Designed for brand and improve brand and business create as the customer’s journey becomes business performance performance. more complex. It is critical for organizations to stay A strategic roadmap that Reams of data surround the measurement focused on their long term goals while 2 enables the right allocation of of the customer experience, which often reacting to the shifting, test-and-learn money and resources to the creates a fragmented and reactive view. culture of the digital user experience. right areas, aligning all business A connected source of data, one that Directing focused, daily brand and and brand activities. provides a holistic view of people, is business decisions is possible through needed to keep pace with the speed of a detailed roadmap that identifies both A rigorous approach to market change and customer demands. immediate and long-term impact on 3 overhaul internal processes, This ensures that data is dynamic and business performance. Such a roadmap institutionalize change in order nimble so that activation can be highly should also clearly model the relationship to deliver relevant experiences, between brand metrics and business- and ensure internal teams have level financial data. the right capabilities.
Internally, this helps align different To be truly ready for change, companies From: groups across the organization that need to optimize the way they look at may be responding to customers in data, and not respond haphazardly. Disparate data driven vastly different ways, depending on the For focused business success, by speed of market data that’s pushing them for immediate responses need to be consistent, action. If these units are not led by dimensionalized, and underpinning change. a central vision, internal chaos can a larger vision. Only with focus can a occur, which can erode the brand’s business truly accelerate growth. performance and break down the overall To: customer experience. A clear roadmap with prioritized actions that impact growth. Top 32 100 33 Top 100 Ranking
01 02 03 04 05 06 07 08 09 10 11 12 13
+3% +6% +10% -5% +29% +9% -6% +48% +10% -11% +3% +5% 0% 184,154 $m 141,703 $m 79,999 $m 69,733 $m 64,796 $m 56,249 $m 50,291 $m 48,188 $m 47,829 $m 46,829 $m 44,208 $m 41,533 $m 41,521 $m
14 15 16 17 18 19 20 21 22 23 24 25 26
+5% +7% +3% +3% +8% -4% +3% +6% +1% -10% +11% +4% -9% 40,772 $m 39,459 $m 31,930 $m 27,466 $m 27,021 $m 22,919 $m 22,696 $m 22,635 $m 20,491 $m 20,488 $m 18,573 $m 18,472 $m 18,200 $m
27 28 29 30 31 32 33 34 35 36 37 38 39
-3% +2% +7% +11% +2% +11% +5% +1% +5% +1% +4% +2% +4% 17,787 $m 16,416 $m 16,387 $m 15,749 $m 15,375 $m 14,210 $m 13,643 $m 13,224 $m 13,193 $m 12,661 $m 12,471 $m 12,023 $m 11,534 $m
40 41 42 43 44 45 46 47 48 49 50 51 52
+1% +2% +5% -6% +16% -2% +3% +1% +6% +6% +6% +6% -12% 11,522 $m 11,519 $m 11,073 $m 10,972 $m 10,864 $m 10,674 $m 10,599 $m 10,534 $m 10,129 $m 10,059 $m 9,982 $m 9,969 $m 9,788 $m
53 54 55 56 57 58 59 60 61 62 63 64 65
-8% +1% +17% +19% -19% +9% 0% +16% +2% -1% +14% +1% -2% 9,541 $m 9,322 $m 9,216 $m 9,060 $m 8,951 $m 8,947 $m 8,728 $m 8,704 $m 8,474 $m 8,325 $m 8,205 $m 7,815 $m 7,547 $m
66 67 68 69 70 71 72 73 74 75 76 77 78
+4% +5% +8% +6% +14% +11% +12% +7% +4% -6% 0% +3% New 7,100 $m 7,024 $m 6,702 $m 6,681 $m 6,676 $m 6,350 $m 6,255 $m 6,095 $m 6,041 $m 5,983 $m 5,715 $m 5,671 $m 5,592 $m
79 80 81 82 83 84 85 86 87 88 89 90 91
-9% +12% -6% +3% -7% New +1% -4% +3% New -10% -6% +5% 5,411 $m 5,408 $m 5,394 $m 5,332 $m 5,313 $m 5,224 $m 5,181 $m 5,135 $m 5,114 $m 4,876 $m 4,868 $m 4,842 $m 4,823 $m
92 93 94 95 96 97 98 99 100
-1% +6% -14% -7% +2% +1% 0% -3% -1% 4,783 $m 4,776 $m 4,716 $m 4,587 $m 4,405 $m 4,288 $m 4,009 $m 4,006 $m 4,004 $m 34 Top 35 10 36
The Top 10 Brands hold 42% of the Best Global Brands total value. 37 Hallmarks of the Top 10 Best Global Brands
The customer is always first Technology is a growth sector Radical flexibility All of the Best Global Brands make Half of the ten brands at the top of the Despite strong legacies and investments customers a priority, but the most Best Global Brands 2017 list are in the in products and business practices that successful make it THE priority. Whether technology sector—Apple, Google, are renowned the world over, the Best it’s engineering solutions tied directly Microsoft, Samsung, and Facebook. Global Brands are ready to pivot at any to a strong customer understanding, Each one of these brands either moved moment to pursue growth. Nothing is anticipating what customers want up on the list or stayed in the same so essential that it can’t be reinvented. with forward-thinking design, or just place, which is a testament to their What was foundational one day can obsessively working to delight users continued momentum. Yet all of these become outdated the next morning, at every opportunity—the Best Global businesses do much more than just but those at the top of the list have Brands Top 10 make the people they create cool new technology. They have brands strong enough to maintain serve with their brands their first mastered creating experiences through their relationships despite fundamental consideration. technology that reinforce the value of the change. Radical flexibility means that brand itself. For all ten brands, nothing tech giants can become grocery stores, is invented for the sake of it. New food and beverage providers can innovations merge seamlessly into an become lifestyle brands, car companies ecosystem of other experiences, totally can launch vehicles into orbit, and oriented around the brands themselves. phone manufacturers can pioneer AI. When change is the new normal, anything is possible. 38 Top 10
02 03 01
141,703 $m 79,999 $m
04 05 06 07
69,733 $m 64,796 $m 56,249 $m 50,291 $m
08 09 10
184,154 $m
48,188 $m 47,829 $m 46,829 $m Top 39 Growing Brands 40
A total of 16 brands achieved double-digit percent growth in 2017. 41 Hallmarks of the Top Growing Brands When it comes to shared characteristics, it’s certainly no coincidence that the Top Growing Brands this year master Growth in a Changing World. Like most of the Best Global Brands, the top performers understand the value of their brands and cultivate them with great care. But they also exhibit some key characteristics:
Age and offering is irrelevant Customer and people Clarity and focus obsession While technology is helping create new Having a clear strategic mission and a brands at lightning speed, growth is not Regardless of whether it’s stated blatantly meaningful purpose is a vital characteristic. reserved for the up-and-coming. by each, Top Growing Brands understand Most Top Growing Brands showed The youngest Top Growing Brand, with intrinsically that brands start and end with particular focus in this area, clearly the highest growth for the second year people. When it comes to innovation and articulating their ambitions, infusing these running, is Facebook at 13 years, growing development, it’s all deeply customer- into behaviors and experiences, and 48% to break into the Top 10 for the first centric, using data and measurement reinforcing them at every opportunity to time. But across all sixteen brands with effectively to ensure strong engagement all stakeholders—customers, employees, double-digit percent growth, ages range— and impact growth. Everything they do and shareholders alike—holding each up the most established at 180 years young. is deliberately built around customers’ to its delivery. These brands understand It proves that understanding and embracing needs and desires, and delivered through the power of an often simply stated the “Grow, Change, Grow” cycle can create unique experiences. They also invest in proposition: It is the basis for any serious sustained brand and business growth. their people internally—many of the Top roadmap to growth, guiding every initiative And while technology and financial services Growing Brands have been recognized for and innovation. Whether they are tagline- are the most represented sectors, the their culture, workplaces, initiatives, causes, like expressions that can be repeated with brands growing in double-digit percentages and dedication to their employees. These ease, or declarations and manifestos that also come from retail, sporting goods, brands understand the power of people, demand action, there is no question of the restaurants, logistics, apparel, luxury, and that great brands are built brand’s highest-order aim. and automotive. from within. 42
65,000 08 58,500 52,000
45,500
39,000
32,500
26,000
19,500
Brand Value $m (USD) Brand Value 13,000 +48% 6,500 2013 2014 2015 2016 2017
Facebook announced, during its F8 2017 conference, three strategic pillars for 48,188 $m the future of the brand: connectivity, artificial intelligence, and virtual reality, each contributing to Facebook’s mission to cultivate communities and bring the world closer together.
65,000 05 58,500 52,000
45,500
39,000
32,500
26,000
19,500
Brand Value $m (USD) Brand Value 13,000 +29% 6,500 2013 2014 2015 2016 2017
For 2017, Amazon is prioritizing three growth areas: Amazon Prime, which 64,796 $m continues to attract millions of members; brick-and-mortar stores; and ongoing logistics innovation to improve service—all with true customer obsession. 43
10,000 56 9,400 8,800
8,200
7,600
7,000
6,400
5,800
Brand Value $m (USD) Brand Value 5,200 +19% 4,600 2013 2014 2015 2016 2017
Adobe is clearly committed to innovation and leadership in digital media and 9,060 $m digital marketing, with a focus on creativity in business and beyond, to fuel business growth. This includes personalization, content, advertising, and data and analytics.
10,000 55 9,400 8,800
8,200
7,600
7,000
6,400
5,800
Brand Value $m (USD) Brand Value 5,200 +17% 4,600 2013 2014 2015 2016 2017
For adidas, 2016 marked the first full year of “Creating the New,” a strategic 9,216 $m plan aimed at accelerating growth by significantly increasing brand desirability, built around “three strategic choices of Speed, Cities, and Open Source.” 44
11,000 60 10,250 9,500
8,750
8,000
7,250
6,500
5,750
Brand Value $m (USD) Brand Value 5,000 +16% 4,250 2013 2014 2015 2016 2017
Starbucks’ number one priority is to “restore Starbucks sales to historic growth 8,704 $m levels.” This year, Starbucks announced several strategic actions to optimize its store portfolio, strengthen its core, and accelerate the execution of its long- term growth strategy.
11,000 44 10,250 9,500
8,750
8,000
7,250
6,500
5,750
Brand Value $m (USD) Brand Value 5,000 +16% 4,250 2013 2014 2015 2016 2017
In its 2016 Annual Report, Goldman Sachs acknowledged how quickly 10,864 $m expectations and conditions can change, and that by staying true to its strategic focus, the company can continue to generate industry-leading returns for shareholders and outperform over the long term. 45
8,500 70 8,000 7,500
7,000
6,500
6,000
5,500
5,000
Brand Value $m (USD) Brand Value 4,500 +14% 4,000 2013 2014 2015 2016 2017
Huawei launched its “All Cloud strategy,” which is focused on network 6,676 $m modernization and aims to enable digital transformation within the enterprise. New campaigns have been billed under the tagline “Growing Together Through Digitalization and Building a Better Connected World.”
8,500 63 8,000 7,500
7,000
6,500
6,000
5,500
5,000
Brand Value $m (USD) Brand Value 4,500 +14% 4,000 2013 2014 2015 2016 2017
Morgan Stanley continues to maintain a leading position in the industry, 8,205 $m investing in enhanced digital capabilities to maintain its competitive advantage and bolstering its internal teams to drive growth. 46
6,500 72 6,250 6,000
5,750
5,500
5,250
5,000
4,750
Brand Value $m (USD) Brand Value 4,500 +12% 4,250 2013 2014 2015 2016 2017
FedEx puts “The Purple Promise” and its values—people, service, innovation, 6,255 $m integrity, responsibility, and loyalty—at the center of its brand and customer efforts. It’s a clear outline of what the company expects from employees and of its promise to customers.
6,500 80 6,250 6,000
5,750
5,500
5,250
5,000
4,750
Brand Value $m (USD) Brand Value 4,500 +12% 4,250 2013 2014 2015 2016 2017
PayPal is in its second year as an independent, publicly traded company. Its 5,408 $m growth was fueled by a powerful technology platform, innovative products, trusted brand, and a network of strategic partnerships, which all help PayPal democratize financial services for people around the world. New 47 Entrants 48 New entrants
The 2017 new entrants span the Media, Technology, and Automotive sectors. Game-changing brands Netflix and Salesforce.com make their first-ever appearance among the Best Global Brands.
78 84 88
5,592 $m 5,224 $m 4,876 $m 49 10 Years of Growth 50 Best Global Brands: 10 years of growth
Total brand value over the last 10 years has grown by 54%.
In 2017, it grew by 4.2%, and individual brand value by an average of 3.1%.
2017 1,872 $b 2016 1,796 $b
2015 1,715 $b
2014 1,600 $b
2013 1,501 $b
2012 1,385 $b
2011 1,258 $b
2010 1,203 $b
2009 1,158 $b
2008 1,214 $b
0 2,000 $b 51 Strong brands accelerate business growth
Best Global Brands consistently outperform in the market, compared to leading indices such as MSCI. This is because strong brands can protect a business in a downturn and boost it in an upturn—evidence that brands can be business accelerators in periods of both rebuilding and growth. 52 Top 5 Sectors 53
Over half of the Best Global Brands are from the Automotive, Technology, Financial Services, and FMCG sectors. 54 Top 5 sectors
The five leading sectors in 2017 range vastly in number of brands and value— with a 578,746 $m USD difference between Technology (15 brands) and Retail (3 brands), which rises into this year’s Top 5, knocking out FMCG.
700,000
650,000
600,000
550,000
500,000
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000 Sector Value $m (USD) Sector Value
50,000
Technology Automotive Financial Services Beverages Retail 55 Top Growing Sectors 56
While the technology sector dominates, all top growing brands are translating technology into experience. 57 Retail
3 Brands eBay Retail brands are putting convenience at the core of their experiences: IKEA (+4%) ramps up city-center pickups; while eBay (+1%) improves shopping and discovery, and grows its mobile offering; and Amazon (+29%) moves further into the real-world with stores, logistics centers, and delivery drones— and they’re using VR and AI to add value IKEA to people’s lives. All are growing based on a core ethos, whether sticking to sustainability targets, pricing principles, or a mission of user-empowerment.
Amazon
“In a world in which 90% of the globe’s retail spend still takes place in bricks-and-mortar spaces, retailers are beginning to explore inventive new ways of reconciling online expectations with the +18.7% 5.2% physical store experience.” Sector Growth of the table at
John Michael O’Sullivan Design Team Leader, HMKM $96,493 $m 58 Sporting Goods
2 Brands adidas The sports sector has risen on its merits (and luxury’s slight slip) to become this year’s #2 Top Growing Sector. Brands are combining fashion, sports, and lifestyle to expand and deepen their reach, and thriving on partnerships with culture stars and sports icons alike. They’re also tapping into widely-held values with innovative eco-offerings and equality-driven campaigns, while making leaps with new materials and technologies.
Nike
“In this new and constantly changing environment, there are new players, new materials, new technologies, and new demand: Exclusive designs can be sold out in a couple of hours +10.1% 1.9% all over the world.” Sector Growth of the table at
Beto Almeida Managing Director, Interbrand São Paulo 36,238 $m 59
Technology Lenovo HP Adobe Hewlett Packard Enterprise Huawei Salesforce SAP 15 Brands Oracle At $675,239 million, technology is the most valuable sector, claiming half of the Top Apple Cisco 10—Apple (#1), Google (#2), Microsoft (#3), Samsung (#6), and Facebook (#8)—and three of this year’s Top Growing Brands. Intel Creating connections is driving fast- risers like Top Growing Brand Facebook (+48%) and New Entrant Salesforce.com. Leaning on a legacy of innovation, tech Facebook leaders continue to diversify their offerings, while already-diversified incumbents are consolidating and pushing further into the cloud. Across the sector, new partnerships Samsung are popping up with the mutual goal of Google simplifying people’s complex digital lives. Microsoft
“With the shared goal of creating these truly connected and intelligent user- first experiences, technology brands have been forced to diversify their portfolios. This expansion has resulted in customers becoming competitors +8.4% 36.1% and competitors becoming partners.” Sector Growth of the table at Heather Baillie Senior Director, Interbrand New York 675,239 $m 60 Logistics
3 Brands DHL This fast-shifting sector thrives by integrating technology into their brands and leaning hard on their core logistics missions. Tech-fueled solutions in fleet management and route optimization has had the triple benefit of improving productivity, enhancing customer service, and slashing CO2 emissions. But with new non-traditional modes of delivery, from drones to cargo-sharing, logistics players will have to lean on the strength of their traditionally-visible brands while being open to new growth partnerships. FedEx UPS
“Logistics carriers need to transform their businesses by closing the technological gap between capabilities and customer desires, +6.5% 1.5% and offering smarter and more sustainable solutions.” Sector Growth of the table at
Nina Oswald Managing Director, Interbrand Cologne 28,358 $m 61 Financial
PayPal Services American Mastercard Express Santander 12 Brands Visa The Best Global Brands are making headway on their paths towards JP Morgan transformation and building trust, with Goldman Sachs (+16), Morgan Stanley Morgan (+14), PayPal (+12%), Mastercard Stanley (+11%), and JP Morgan (11%) among the Top Growing Brands. Even the largest institutions are super-focused on individuals, with an evolving message of HSBC helping people live better lives. They’re Allianz treating customers like partners and partnering for growth, and adopting technologies that make life easier, Goldman Sachs from wearables to robo-advisors to Citi blockchain. They’re also cultivating AXA employee engagement, recognizing that change truly starts from within.
“From payments to insurance, brands are rallying around inspiring ambitions to steer the profound transformations +5.8% 6.5% they want to make from the inside out.” Sector Growth of the table at
Eryn Murphy Executive Director, Interbrand Paris 121,145 $m 62 Methodology 63 Interbrand valuation methodology
$ Financial Forecast Brand Role of Brand B Value
Brand Strength 64 Best Global Brands methodology
Having pioneered brand valuation in 1988, Interbrand has a deep Financial data Social Media Signal understanding of the impact a strong brand has on key stakeholder groups that influence the growth a business—namely both current and prospective customers, employees, and investors. Strong brands Twitter influence customer choice and create Thomson Reuters and company annual loyalty; attract, retain, and motivate reports talent; and lower the cost of financing. Our brand valuation methodology has Social media analysis by Infegy been specifically designed to take all of Consumer goods data these factors into account.
A strategic tool for ongoing brand management, valuation brings together market, brand, competitor, and financial Canadean (brand volumes and values) data into a single framework within which the performance of the brand can be assessed, areas for growth identified, and the financial impact of investing in the brand quantified.
For a more in-depth view, visit bestglobalbrands.com How to work with us 66 How to work with us
At Interbrand, we’re committed to Growth Accelerator Session helping companies of all shapes and Get in touch sizes grow their brands and businesses. Book a private, complimentary session [email protected] If you’d like to get a conversation with Interbrand to get an initial growth started, here’s a few ways to do so: assessment. You’ll work with a leading Interbrand team to design a high-level Anatomy of Growth Study roadmap. We utilize our Brand Strength Factors—an essential part of our Brand Knowing that great brands are built Valuation methodology—and our Growth from within, we’re conducting a Accelerator to customize the session, study designed to provide deeper and activate your growth agenda. understanding of what leading brands are doing internally to drive growth To participate in the Anatomy of Growth externally. We’re inviting brands Study, to ensure you are on the list to participate to understand the for published results, or to book a opportunities and challenges they’re Growth Accelerator Session, please facing when building cultures email [email protected] and capabilities.
67 About Interbrand
At Interbrand, we believe that growth For more on Best Global Brands: is an outcome of a clear strategy and bestglobalbrands.com exceptional customer experiences, enabled by world-class capabilities. Follow the conversation: #BGB2017 That’s what we deliver through a combination of strategy, creativity, and technology that helps drive growth for our interbrand clients’ brands and businesses.
With a network of 21 offices in 17 countries, Interbrand is the leading global brand consultancy, the publisher of the highly influential annual Best Global Brands and Interbrand Breakthrough All valuation and funding data featured in this report are sourced from funderbeam.com and crunchbase.com, and reflect Brands reports, and Webby Award- information available as of 5/14/17. winning brandchannel. Interbrand® is a registered trademark of Interbrand. All other trademarks appearing herein are trademarks or registered For more information, please visit trademarks of their respective owners. Interbrand does not claim ownership of any third-party trademark or image contained interbrand.com herein. Interbrand does not claim to be endorsed by, nor does it endorse any product, business, or trademark contained in For the latest branding news and in-depth this document. coverage: brandchannel.com Copyright © 2018 Interbrand All rights reserved. 68 Global Contacts
Global EMEA & LatAm North America Charles Trevail Gonzalo Brujo Hermann Beherens Global Chief Executive Officer Chief Executive Officer, EMEA & LatAm Chief Growth Officer, North America [email protected] [email protected] [email protected]
Gonzalo Brujo Asia-Pacific Daniel Binns Global Chief Growth Officer Stuart Green Chief Executive Officer, USA [email protected] Chief Executive Officer, Asia-Pacific [email protected] [email protected] 69 Contributors
Editorial Team Design Team Content Team Sector Contributors Paola Norambuena Andy Payne Alyssa Carfi Aarif Morbi Penelope Davis Janine Stankus Adam Towers Colin White Brandon Ward Rebecca Robins Mark Kersteen Aida Amer Irina Sapsay Brian Erdman Ryan Brazelton Erick Fugii Kari Halvorsen Beto Almeida Tom Zara Editorial Contributors Jasmine Hong Johnny Trinh Cornelius Boland Jez Frampton Kristian Sear Louise Gillis Dominic Leung Andy Payne Maria Barea Eryn Murphy Andrea Sullivan Photography Susan Peterson Fell Gray Alison Cardy Daniela Rocha Tina Goldstone Heather Baillie Daniel Binns Pawel Nolbert Will Matalene Isabel Blasco Evan Gettinger Priscilla Du Perez Yuliana Safari Jessica Shvarts Jessica Shvarts Rich Lock Jim Hoostal Kate Larrabee Romain Peli John Michael O’Sullivan Paola Norambuena Tolga Kilinc Meghann Frasier Patrick Lopez Nicole Diamant Meghann Fraser Nina Oswald Tom Zara Padmini Mangunta