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1、1THE THRIVE PARADOX|DEC.22Paradox2THE THRIVE PARADOX|DEC.22FOREWORDNEW DYNAMICSOF GROWTHFROM TODAYSBRAND SUPERLEAGUE3THE THRIVE PARADOX|DEC.22FOREWORDOver the past decade,Interbrands Best Global Brands data has revealed the emergence of a new super league of brandscompanies whose growth far surpasse
2、s that of any competitorwith no signs of slowing down.These giants are built brand first,product second.They understandthe fierce powerofcustomer centricity to erode business models,competitive barriersand categories.Uninhibited by sectors,silos,or swim lanes,they transcend traditional category thin
3、king.These companies move in multiple directions to grow by addressing more and more of their customers needs.They use the equity in their brand to drive exponential growth by innovating around new Jobs To Be Done,whilst continuing to capitalize on existing sector gains.New Dynamics of Growth from T
4、odays Brand Super LeagueIn the simplest terms,a brand is a system of meaning that enables people to makedecisionsaroundhow,when andwheretheyspend.We believe that the companies that leverage their brand tofoster astronger emotional connection with their customers havemore permission to make increment
5、al gains inside their core category and that they have greater permission totranscend categories too.This allows them to outperform theircompetition.We call this Arena thinking.Its the foundation that allows our clients to make Iconic Moves.How Does It Work?Traditionally,companies have started with
6、a product that addresses a singular,specific customer need.These companies have built a brand around the product,and then leveraged the strengths in their product and brand to become category leaders(think Coca-Cola,Gillette or Colgate),in order to drive growth.TODAY,THE WORLDS MOST SUCCESSFULCOMPAN
7、IES START NOT WITH PRODUCT,BUT WITH BRAND AS THEIR CRITICALGROWTH ASSET AND ENGINE.4THE THRIVE PARADOX|DEC.22FOREWORDToday,the worlds most successful companies start not with product,but with brandas their critical growth asset and engine.The brand is a vehicle through which the company is able to a
8、ddress a range of different customer needs(orjobs to be done)through a portfolio of differentiated products and services.These companies leverage the meaning in their brand to build relationships and drive exponential growth.Consider Nike.Over two decades,thecompany has intentionallyinvested in its
9、brand to create deep meaning with(new)customers;it has built the infrastructure to maintain highly relevant,personalized relationshipsand,as such,now has increased permission to leverage its brand and extend beyond its core.Whats next?Nutrition?Healthcare?Vacations?The question for Nikeisntiftheycan
10、 extend their brand presence to drive these newrevenues,its when.Nike has leveraged itsbrand todrive this growth and potential.WE THINK THE APPROACH IS SHIFTING.AND WE CAN QUALIFY HOW AND WHY.5THE THRIVE PARADOX|DEC.22FOREWORDIn our arena reports,we explore the fundamental human motivations that sit
11、 at the core of each arena as a way for brand leaders to look for possibilitywhat do customers value and what kinds of moves by a brand could address this unmet need.We have so far looked at Play,Express,Move and Connect,and in this report we explore Thrive.Why Thrive?Well,the value of the global he
12、alth,wellness and wellbeing category is estimated to be$10 trillion and growing at a rate of about 5-10%annually,and consumers prioritise spend on their health and wellbeing.This is a lucrative arenaand its also one that we think is underserved from a customer perspective.Because despite the global
13、growth of these industries,a proliferation of new SKUs and entrants to the market,people arentthrivingnot if a global rise inobesity,stagnating life expectancy in many developed countries,a dramaticdecline in mental health,or a global rise in“distress”are metrics to go by.While we are more adept tha
14、n ever at treating and curing ailments and prolonging life,we have yet to address the real human need that sits at the heart of these industries.The need to Thrive,not simply survive.Best Global Brands data shows that todays most relevant and valuable brands are balancing acts of power and responsib
15、ilitynot just engines of growth,but acts of leadership.We believe that acts of leadership have never been more necessary than in Thrive,especially as a cost of living crisis,political uncertainty and climate anxiety all compound consumers existing problems.For bold brand leaders,this paradox creates
16、 anextraordinary win-win opportunity to help their customers Thrive byhaving a deeper appreciation of the human condition and their wider circumstanceshow theseholdpeople back and how brandscanhelp.THE GAP BETWEEN PEOPLES DESIRE TO THRIVEAND THE REALITY OF THEIR LIVED EXPERIENCEHAS NEVER BEEN GREATE
17、R.6THE THRIVE PARADOX|DEC.22FOREWORDHow might a brand take a leadership stance?For some,it will involve going more deeply into Thrive.Think,for example,of GSKs recent spin off of Haleon,which puts humanity at its core.Or of Essity Femcares work to bust myths and break down taboos in order to more de
18、eply serve the needs of its customers.But for some brands who have built the required relationships with customers,driving relevance could mean moving into Thrive in order to build a greater share of life.Amazon Healths recent acquisition of One Clinic is case in point.Execs were quoted in press rel
19、eases during the acquisition,promising not to“change the world”but to“give people their valuable time back”.At once leveraging the one thing Amazon does better than any other brand on the planetefficiencyand addressing one of the modern conditions consumers tell us hamper their ability to Thrivelack
20、 of time.THRIVE REQUIRESBRANDS TO UNDERSTANDTHE HUMANCONDITION.7THE THRIVE PARADOX|DEC22BARRIERSTOTHRIVINGThriving is believing you are getting better at living,which is a huge opportunity for brands because,despite the growth of the health,“wellness”and“wellbeing”industries,new products,more SKUs,m
21、ore brands;people are not getting better at living.In fact,people across the world are struggling more than ever to Thrive.While Thriving is highly personal,its limitations are less so.A combination of macro-factors,namely political,social,economic,technological,and environmental turmoilare all crea
22、ting unprecedented levels of uncertainty and distress across the world.We see these macro-shifts play through into the microcosms of peoples daily livespoor quality relationships,limited access to health services,limited access to nutritious food,financial insecurity,and their relationship to workar
23、e consumers most pressing concerns.And while its not(yet)a brands job to fix the worlds problemsit is the job of a brand to stay relevant,even as expectations shift.And shift they will customers foresee huge changes on their horizon and they connect those back to their ability to Thrive,or otherwise
24、the majority of consumers across five markets believe a worsening economy will negatively affect their ability to Thrive(83%UK,77%US,74%India,71%Germany,52%China).8THE THRIVE PARADOX|DEC.22Layers of uncertainty are stacking up and interacting to unsettle our lives in unprecedented ways.BARRIERS TO T
25、HRIVETHE MACRO-VIEW8THE THRIVE PARADOX|DEC.22But the confluence of destabilizing planetary pressures with growing inequalities,sweeping societal transformations to ease those pressures and widespread polarization present new,complex,interacting sources of uncertainty for the world and everyone in it
26、.That is the new normal.1900-0.50.01.01.52.02.519201940Great RecessionWorld War IIWorld War IWall StreetCrash02020People are more distressed than ever before,as negative news surges to new highEveryday uncertainty the people have always facedNEW KINDS OF UNCERTAINTY NOW LAYER AND INTERACT
27、 FORMING A NEW UNCERTAINTY COMPLEXDangerous planetary change of the AnthropoceneThe pursuit of sweeping societal transformationsWidespread,intensifying polarization Note:Negative views are defined as textual analogues of cognitive distortions in one-to five-word sequences reflecting depression,anxie
28、ty and other distortions,published in 14million books in English,Spanish and German over the past 125 years.The prevalence of these word sequences in publications are converted to z-scores for comparability.They are compared with a null-model that accounts for over-time changes in publication volume
29、s and standards.Source:Bollen and others 2021.English,United States(90%confidence interval)Spanish(95%confidence interval)German(95%confidence interval)Null-model(95%confidence interval)Data and narrative courtesy of the United Nations Development Programmes Human Development Report 20229THE THRIVE
30、PARADOX|DEC.22BARRIERS TO THRIVETHE HUMAN-VIEW THE GAP BETWEEN PEOPLES DESIRETO THRIVE AND THE REALITY OF THEIR LIVED EXPERIENCE HAS NEVER BEEN WIDER.And for many people,lifes about to get much harder“Ive realized that I cant look outside anymore for the optimism.I open Instagram and I open Twitter
31、and it just makes me so sad.Especially living in a country like India where everythings dulled by politics.Its just an absolute mess of a country to live in.”Eesha,India“Everything going on is just plain scary.Hearing on the news about the energy costs next year is really scary,it makes me sad,becau
32、se I just dont know what to do.”Thomas,Germany“Everything but yourself gets in the way of thriving on a daily basis.Its buying groceries,its taking care of your kids,its going to work or doing work from home and also,with the blending of private and work life,theres just so little time to be yoursel
33、f,to feel yourself.”Yoshi,Japan%of consumers who are concerned that it will become more challenging to live better as the economy worsens.83%UK74%India52%China77%US71%Germany10THE THRIVE PARADOX|DEC22A BRANDPARADOXA Watchout on 2D Thrive SolutionsConsumers have mixed views about whether brands could
34、 or should play a role in helping them thrive.Because,for some,brands are complicit in their struggles,contributing to their anxiety and feeding the idea that their world is out of control.%of consumers who agreebrands should or could help them live a better life.50%43%52%46%51%UKIndiaChinaUSGermany
35、11THE THRIVE PARADOX|DEC.22A BRAND PARADOX“If you were to look at whats stopping me from thriving it is anxiety and self doubt.And I know that comes from within,but I also feel like if you were to actually dig really deep down and figure out where that anxiety is coming fromI think its brands actual
36、ly.I mean,they dont really cater to peoples wellbeing.”Eesha,India12THE THRIVE PARADOX|DEC22HOW TOTHRIVEWorking with 500 consumers across five markets,we found that their experiences of Thriving were all built from one universal truth:Thriving is believing you are getting better at living.Thriving i
37、s believing in the progress you are making in life.Realizing,you are getting better through the journey of lifeYou have to want to Thrive at one end and you have to accept you are Thriving at the other.IntentI need to want to get better,to get betterKnow-howKnow-how and access to what I need to go f
38、orwardResilienceStrength to do the work,come back and keep goingEmotional FuelExperiencing the positive emotions of personal growthBelievingAccepting the forward progress of your life13THE THRIVE PARADOX|DEC.22A BRAND PARADOXINTENTTHRIVING STARTS WITH THE INTENTTO MAKE A CHANGE FOR THE BETTER.In the
39、ir words:IntentI need to want to get better,to get betterKnow-howKnow-how and access to what I need to go forwardResilienceStrength to do the work,come back and keep goingEmotional FuelExperiencing the positive emotions of personal growthBelievingAccepting the forward progress of your life“Thriving
40、is an active decision you take.”Thomas,Germany“You need to put the right kind of milestones in place to help yourself get there.”Praachi,India14THE THRIVE PARADOX|DEC.22A BRAND PARADOXYOU NEED TO KNOW HOW TO THRIVE.“THRIVERS”HAVE FIGURED OUT WHAT WORKS FOR THEM AND HAVE THE SUPPORT FROM OTHERS TO MA
41、KE IT HAPPEN.BECAUSE NO ONE THRIVES ALONEIn their words:IntentI need to want to get better,to get betterKnow-howKnow-how and access to what I need to go forwardResilienceStrength to do the work,come back and keep goingEmotional FuelExperiencing the positive emotions of personal growthBelievingAccept
42、ing the forward progress of your life“My husband,son and my family were my real support.When I felt like giving upthey really cheered me on and kept me going.”Alana,Brazil“I used a few different things to hold myself accountableyes my Apple watch,my apps that I tracked myself with But also I felt th
43、at I had to do my best,for my colleagues,my family,my friends that I could really live well.”Shin-Ji,JapanKNOW-HOW15THE THRIVE PARADOX|DEC.22A BRAND PARADOXTHRIVING REQUIRES ENDLESS STRENGTH.BECAUSE LIFE WILL HAVE ITS UPSAND DOWNS BUT THE TRAJECTORY OF THRIVING IS ALWAYS FORWARD.In their words:Inten
44、tI need to want to get better,to get betterKnow-howKnow-how and access to what I need to go forwardResilienceStrength to do the work,come back and keep goingEmotional FuelExperiencing the positive emotions of personal growthBelievingAccepting the forward progress of your life“I feel like if you can
45、work at it,you can definitely target it,but I dont know if I would say it was easy because you have to be consistent to get to be thriving and consistency does not come easy.”Yi,ChinaRESILIENCE16THE THRIVE PARADOX|DEC.22A BRAND PARADOXTHE EMOTIONAL FEEDBACK FROM THE PROCESS BUILDS BELIEF THAT ITS WO
46、RKING AND WORTH IT THAT YOURE WORKING AND WORTH IT.In their words:IntentI need to want to get better,to get betterKnow-howKnow-how and access to what I need to go forwardResilienceStrength to do the work,come back and keep goingEmotional FuelExperiencing the positive emotions of personal growthBelie
47、vingAccepting the forward progress of your life“When I was thriving I didnt have any kind of concern about,you know,the economy or whats going to happen tomorrow.It was just kind of living in the moment,right.Its just being,and feeling yourself.”Victoria,Brazil“Sometimes,during that time,I just had
48、the strongest feeling of satisfaction and motivation and joy.”Wang,ChinaFEELING17THE THRIVE PARADOX|DEC.22A BRAND PARADOXTHE EMOTIONAL FEEDBACK FROM THE PROCESS BUILDS BELIEF THAT ITS WORKING AND WORTH ITTHAT YOURE WORKING AND WORTH IT.In their words:IntentI need to want to get better,to get betterK
49、now-howKnow-how and access to what I need to go forwardResilienceStrength to do the work,come back and keep goingEmotional FuelExperiencing the positive emotions of personal growthBelievingAccepting the forward progress of your life“I mean its something that takes a lifetime to develop.Keep learning
50、 each and every day and believing in yourself.Backing yourself.Knowing you are doing what you need to be doing.”Maria,Spain“Building the basis of who you really are and keep learning each and every day.I mean thats how you become the best version of yourself,right?”Lina,GermanyBELIEVING18THE THRIVE
51、PARADOX|DEC22FROM:MAKE PEOPLE WANT THINGS.TO:MAKE THINGS PEOPLE WANT.The heart of the issue is that Thrive brands are built from what people need;not what companies need to sell.Few brands are doing a great job helping people thrive,because most are focused on point-to-point solutions,or short-term
52、organizational needs,rather than on addressing what consumers fundamentally need.Very often brands in this space are selling the(sometimes false)promises of better health versus the more holistic and long-term process of getting better at living.The real opportunity here is to build propositions in
53、a different way by bringing consumers into the process,and in recognition of their deeper and unmet needs.As this is a radically different way for most companies to operate,a radically different process is required to change the paradigm.Not every brand has to be Patagonia,but to be a Thrive brand(w
54、ith a thriving future)leaders cannot rely on outdated tactics that contribute to stress and anxiety.Think of customers as partners,solve problems in partnership with them,understand their lived experience and work together to create win-win outcomes.We believe that relationships are the source of re
55、sults.THEOPPORTUNITY19THE THRIVE PARADOX|DEC.22THE OPPORTUNITYWHAT DO PEOPLE NEED TO THRIVE?We asked consumers to tell us what stands in the way of their ability to Thrive,as a way in to opportunity areas for brands that want to support.UKIndiaChinaUSGermanyManage the cost of living better32%10%30%5
56、1%33%Help me create financial security for me/my family15%12%37%44%39%Live more sustainably8%8%41%36%39%Create a healthier lifestyle that works for me6%9%47%34%31%Support me to find the right option for me to lead a balanced life&live better6%9%43%33%15%Provide me with information to make better dec
57、isions4%6%41%30%16%Buy and use more locally6%5%19%28%31%Help me express myself1%9%31%23%24%Connect me to nature3%8%29%23%23%Help me more confidently make decisions that are better for me4%7%37%29%8%Get a better nights sleep5%4%28%31%16%Look after me and make me feel better5%4%25%24%8%Connect me to m
58、y community2%6%21%24%11%Automate more of my boring chores1%2%31%15%13%Make tech less intrusive2%1%16%22%14%20THE THRIVE PARADOX|DEC.22THE RULES OF ENGAGEMENTTHRIVE IS PURPOSEFULIts a key input to brand purpose and ESG strategy.Brands must think about how the company and its offerings will help the e
59、nvironment,customers,communities and employees to truly Thrive.THRIVE IS DEEPLYPERSONALBrands must go deeper on human truths and understanding the bigger jobs to be done that people have.Brands with a Thrive mentality will have a deeper appreciation of the human condition,how that holds people back
60、and how they canreallyhelp.THRIVE IS A UNIVERSAL HUMAN NEEDBrands need to bring innovation and inclusive design to the fore,finding new and better ways to serve more people,more effectively.Stretching the brand into new spaces to support more of peoples Thrive journey.THRIVE IS A COMMITMENTThe oppor
61、tunity for brands is to take a longer-term perspective on how to help people along their Thrive journey,with all the ups and downs that entails.People want a partner,not just a product to support them on their mission.THRIVE IS AN ECOSYSTEMEvery Thrive journey is a journey of personal transformation
62、,which is served by multiple brands,products and services.This opensthe door to new and innovative partnerships,where brands work together to createecosystems of support.THRIVE IS AN EVERYDAY ENDEAVORBecause Thriving is something that needs workeveryday,brands need to transcend sporadic product usag
63、e to create experiencesthat deliver genuine everyday utility and delight.THRIVE IS TRANS-FORMATIONALThriving begins with an intent to change and transformareas of life.Brands need to consider how they can empower and contribute topeoples desire to transform their lives day-to-day,to build the belief
64、 that theyregetting better at living.THE THRIVE PARADOX|DEC.22THRIVE:THE RULES OFENGAGEMENT21THE THRIVE PARADOX|DEC22PERSPECTIVES ON THEEMERGING RELATIONSHIPECONOMY FROM C SPACEESSAYS22THE THRIVE PARADOX|DEC.22ESSAYSTHE RELATIONSHIP VIEWTHRIVING IN A RELATIONSHIP ECONOMY In life,when you meet someon
65、e whom you dont just admire,but who also shares your values,helps solve your challenges or needs,is there for you in the moments that matter(regardless of how big or small),theres a good chance you want to spend more time with that personto have them more involved in your life.The same is true of br
66、ands.When we have a strong functional,emotional and ethical connection with a brandwhen this brand delivers exceptional products,unequalled experiences and acts with uncompromising integritywe want to spend more time with that brand;we want it to succeed;and we want it to play a bigger role in our l
67、ives.Were also more likely to trust it as it offers new things.This evolution in the nature of the customer-company relationship has changed the nature of a brand itselffrom identifier,to engine.Think about it,traditionally,companies would start with a product addressing a singular,specific customer
68、 need.These companies would build a brand around a core product and then leverage its strengths to drive growth,in pursuit of becoming a category leader.Think Coca-Cola,Gillette,Pampers or Colgate.Now consider Apple or Google.Its hard to fit them neatly within a category(what they do)things get clea
69、rer when taking the perspective of customer jobs to be done(what they help us do).Apple helps us Connect,Play,Pay,Do andmore recentlyThrive.Rumour has it that soon it may help us Move,too.Google helps us Learn,Connect,Moveand even Dwell.Nikenot a FAANGhelps us Play,Thrive and Express ourselves.LEGO,
70、a 90-year-old brand,helps us Play and Learn,and does so in many more ways than it originally did.The same applies for the likes of Microsoft or Disney.The businesses who have understood this shift are enjoying exponential growth.Interbrands Best Global Brands data shows an emerging super league of b
71、rands.Within this context,C Spaces relationship thinking becomes a critical lever for success.Built on the foundation of a strong relationship,the best brands can expand in multiple directions,with far more freedom and fluidity than traditional diversification would allow.Its not a question of we do
72、 this,we can do that too,but I trust you,and what more might you do for me?In this Relationship Economy,the ability to leverage customer-company relationships is the most important source of competitive advantage.C Space Authors Julie Wittes Schlack Manila Austin,PhD 23THE THRIVE PARADOX|DEC.22ESSAY
73、SRelationship Thinking in ThriveWhen asked to tell us about the brands that help them Thrive,consumers talk about a broad array of brands that extends well beyond the traditional health,wellness and wellbeing space and into grocery,retail and apparel,for example.Whats most interesting is how these b
74、rands do itnot just by providing consumers with products they like,but by helping them connect the dots between their own efforts on multiple fronts.Great workout clothing like Athletas not only facilitates exercise,but makes us feel better about how we look,regardless of our size.An exciting and we
75、ll-organized grocery store like Trader Joes helps us ensure that were using our scarce time efficiently and transforms the“task”of healthy eating into a positive adventure.A fitness brand like Peloton provides a convenient way to exercise and a social connection that meets an entirely different set
76、of needs.In this article were going to examine what the companies in the health,wellness and vitality categories are doing right.Well also look at what these companies can learn from the wider array of consumer-determined Thrive businessesfor whom wellness is a means to a different end and whom perf
77、orm better in consumers eyes than the traditional players.Relationships Drive RelevanceTo answer these questions,we turn to an ongoing study we have been running for six years among over 100,000 customers,in which we have mapped the underlying factors that drive a strong relationship,from a customer
78、s point of view.These factors contain traditional measures of product/service quality and customer experience measures that analyze the emotional rewards people gain from their relationship with a given company.We have found that the companies that deliver against these criteria achieve improved adv
79、ocacy,loyalty and growth.In almost every arena,emotional rewards are more important than product quality and customer experience in driving up scores.While traditional measures have become table stakes,metrics that reveal the nature of the company-customer relationship turn out to be the most signif
80、icant.Companies that treat their customers like people,not transactions,that promote trust and reciprocity,nurture a sense of belonging and make customers feel smart and proud are the brands that perform most highly.THE RELATIONSHIP VIEW24THE THRIVE PARADOX|DEC.22ESSAYSWeak RelationshipNot Customer-
81、Centric2.2%Revenue Increase2.0%Revenue Increase2.5%Revenue IncreaseCAPTIVEAverage NPS=(30.8)You fill a basic need and customers use you out of necessity.You are better thannobody;theyd happily swap as soon as a better alternative comes along.TRANSACTIONALAverage NPS=(15.1)You provide a fair,satisfac
82、tory exchange.Like a neighbor or shopkeeper,they arecomfortable around you but not emotionally invested.Strong RelationshipCustomer-CentricPARTNERSHIPAverage NPS=(1.6)You give the customer something they value on an emotional level.The customer sees you as an ally;they know you are there for them an
83、d they stick by you,too.SYNERGISTICAverage NPS=16.0You are symbiotic with the customer,growing with them over time.You fulfill a purpose,help customers express who they are,live their values and be their best selves.A Maturity Model for RelationshipsFurther analysis of the data has enabled us to cre
84、ate a model for the maturity of a customer-company relationship,establishing four stages based on performance on these dimensions.At the weakest,least customer-centric,end of the continuum are the companies whose customers are in a“captive”relationship,i.e.the company fills a basic need and customer
85、s use them out of necessity.These companies are better than nobody,but their customers would happily swap as soon as a better alternative comes along.At the most mature,most customer-centric,end of the continuum are companies that have a“synergistic”relationship with their customers.These companies
86、understand how their relationship needs to change over time.They fulfill a purpose,help customers express who they are,live their values and be their best selves.And they also show a 2.5%increase in revenues as they advance from lower stages in our maturity model.THE RELATIONSHIP VIEWRevenue percent
87、ages courtesy of the London School of Economics Advocacy Drives Growth 2005 Report 25THE THRIVE PARADOX|DEC.22ESSAYSWhat Drives Performance in the Thrive Arena?Of all the questions we put to consumers,seven emerge as the drivers of positive word-of-mouth in the Thrive arena:As this companys customer
88、,I feel proud This company treats me like a person,not just a transaction This company“gets”methey understand my needs and preferences I trust this company This company is authenticthey mean what they say This company“speaks my language”(talks in terms that are meaningful to me)This company is“in my
89、 corner”they have my backSome of these driverslike feeling proud,understood,and treated like a personare pretty generic,as likely to influence hospitality,food and beverage,or financial services,as they are companies in the business of health and wellness.But in an era in which division and mistrust
90、 are rampant,being able to have faith and confidence in other partiescommercial or personalis more essential than ever to thriving.Thats why in the Thrive arena,its the drivers that rest on trust“I trust this company,”“This company is authenticthey mean what they say,”“This company has my back”that
91、are dominant.So its not surprising that the companies that score highest on these vital dimensionsApple Watch,Peleton,Teladoc,United Healthcare,Sanofi and Abbvieare also the synergistic ones.In contrast,“transactional”companies like 24 Hour Fitness,Golds Gym,Walmart,Walgreens,Rite-Aide,Cigna,Aetna a
92、nd Lemonade all have lower scores on these attributes.25THE THRIVE PARADOX|DEC.220.0CXC Score7.58.07.06.56.05.55.04.54.03.53.02.52.01.51.00.5FITNESS AND WELLNESSIm comfortable with how this company uses my personal dataBrandsApple WatchGolds GymPelotonTreats me like a personPuts my needs firstHas my
93、 backCompany trusts meTHE RELATIONSHIP VIEW26THE THRIVE PARADOX|DEC.22ESSAYSWhat are table stakes in Thrive?Generating TrustAs data breaches,phishing,and scams become ever more frequent,“Im comfortable with how this company uses my personal data”is an increasingly important ingredient in generating
94、trust.Indeed,as Facebook can testify,it is sometimes the deciding factor in whether or not people will do business with a given company.And here too,its the highest performing core Thrive brandsSanofi,Peleton,Abbvie,Apple Watch and United Health Groupthat do well on this measure.Contrast that with t
95、he poorest performers in these categories and youll see an average difference of almost 20%.26THE THRIVE PARADOX|DEC.220.0CXC Score7.58.07.06.56.05.55.04.54.03.53.02.52.01.51.00.5PHARMA AND OTC RETAILERSBrandsRite AidMerckAbbvibeSanofiIm comfortable with how this company uses my personal dataTreats
96、me like a personPuts my needs firstHas my backCompany Trusts MeTHE RELATIONSHIP VIEW27THE THRIVE PARADOX|DEC.22ESSAYS27THE THRIVE PARADOX|DEC22Integrating into the EcosystemA strong performance represents a brands proactive efforts to infiltrate the larger personal and social ecosystems in which the
97、ir consumers and patients operate.For instance,people in our study mentioned Abbvies behavioral support programs,which not only offer education about the condition and treatment to patients themselves,but to the families and caregivers of those patients.In doing so,the company recognizes that patien
98、ts are dependent on a larger web of relationships in order to thrive.And Abbvie goes beyond those basics in its espoused commitment to“patient-centricity,”focusing not just on the development of new treatments,but on the usability of its products.For example,it has innovated in the area of packaging
99、,making it easier to open for people with dexterity challenges,easier to read for the visually impaired,and available in sizes that lend themselves to being easily carried or refrigerated.Not surprisingly,after two years in which in-person doctor visits were risky and hard to get,online healthcare p
100、rovider Teledoc was one of 2021s top performers overall.But the companys high scores are not simply a product of a temporarily heightened demand.Rather,Teladoc has been adroit at usefully intergrating itself into peoples lives across multiple settings.Our respondents give Teladoc such high scores on
101、 vital measures of trust and relationship.They describe the company as“adapting to my schedule.”But these time-saving benefits are the welcome products of a business thats eager to adapt to its customers and patients rather than vice versa.It is meeting people where and how they live,making it easie
102、r to incorporate healthcare into other aspects of their daily routines.THE RELATIONSHIP VIEWIN AN ERA IN WHICH DIVISION AND MISTRUST ARE RAMPANT,BEING ABLE TO HAVE FAITH AND CONFIDENCE IN OTHER PARTIESCOMMERCIAL OR PERSONALIS MORE ESSENTIAL THAN EVER TO THRIVING.THATS WHY IN THE THRIVE ARENA,ITS THE
103、 DRIVERS THAT REST ON TRUST.“I TRUST THIS COMPANY”“THIS COMPANY IS AUTHENTICTHEY MEAN WHAT THEY SAY,”“THIS COMPANY HAS MY BACK”THAT ARE DOMINANT.28THE THRIVE PARADOX|DEC.22ESSAYSHow to Move into Thrive?Despite these success stories,Thrive incumbents were outperformed by adjacent categories.A deep di
104、ve into a handful of top-performing companies from these Thrive-adjacent categories reveals ways in which these brands not only won the hearts of their consumers but made them feel that the brand was in some way good for them.Fostering Inclusivity and Self-EsteemTo thrive,its essential to feel good
105、about yourself.Though historically reliant on insecurity and self-dissatisfaction to drive purchasing,in recent years Beauty and Apparel brands have done an about-face.Now some have much to teach core Thrive industries about how to foster self-esteem.For instance,Fenty Beauty ranked third among the
106、231 brands in our 2021 study,and first in the Beauty category.Distinctive for its broad inclusivity across skin tones and gender,the companys original foundation launch in 2017 included 40 shades(and has since expanded to 50).That recognition and celebration of a fundamental form of diversityskin co
107、lor and toneis evident in the companys high scores on“This company is an authentic diversity and inclusion ally”and“This company has a reputation for supporting diversity and inclusion.”Those qualities matter,not as a matter of political correctness,but because they help to ensure a brands relatabil
108、ity.If I see myself in some way reflected in a companys products and messaging,Im more likely to feel visible and accepted.Similar lessons can be derived from the example of Athleta,the workout apparel brand.This company not only has high diversity,equity and inclusion(DEI)scores,but performed well
109、on measures such as“I feel proud to be this companys customer”and“This company gets me.”And like Fenty,Athleta had some of the highest scores on“As this companys customer,I feel like I belong to a group of like-minded people.”In essence these consumers are saying that Athleta feels both relevant to
110、them and accepting of them.With Olympian Simone Biles as its endorser,Athleta does this by not only showcasing a woman who is African-American,but one who has the courage and candor to talk publicly about her own mental health struggles.By offering workout clothing in plus sizes and showing plus siz
111、e women in its advertising,the brand acknowledges and actively celebrates physical diversity.And by offering direct access to wellness experts,complementary classes and peer-to-peer advice through Athleta Well,an online community“dedicated to your well-being,”the company creates a welcoming and acce
112、pting space for real women of all ages,colors,and sizes.The success of these brands demonstrates that its not enough for pharma and healthcare companies to try to destigmatize many conditions.Though thats an excellent start,inclusivity is about more than just the absence of exclusivity.It is fundame
113、ntally about creating a sense of belonging.Core Thrive brands should look to these beauty and apparel companies for insight into how to promote the kind of self-esteem that is the emotional prerequisite to stretching,striving and overall resilience.THE RELATIONSHIP VIEW29THE THRIVE PARADOX|DEC.22ESS
114、AYSMelding Predictability with NoveltyMost people dont like uncertainty.But human beings are also hard-wired to crave novelty,as without that drive,our species would never have explored new terrains,bred new foods,invented new devices,or significantly evolved in any way.And in the modern world,the t
115、ension between these two needs is blazingly,evident in the process of grocery shopping.We want to be able to navigate the store consistently,to reliably find our favorite products in the same place every time.At the same time,most of us welcome the modest adventure that new products offer.No grocery
116、 stores understand this better than Trader Joes.Our respondents described the store as“having something for everyone,”“Organic and Not Organic,Vegan and Vegetarian,gluten-free options,”as an“international culinary adventure,”and praise them because they“have stuff regular stores dont.”Consumers love
117、 these stores not only because they sell what are perceived to be high quality products at reasonable prices,but because they offer safe surprises.When that need is addressed,consumers feel that the brand is particularly relevant to them.These retailers understand that grocery shopping is an aesthet
118、ic as well as a functional experience,and that as our lives become ever more constrained and routinized,we are increasingly desperate to find low-risk gambles,ways to take a chance on something new.We thrive on stimulation and thats a lesson that even highly conservative and regulated industries lik
119、e pharma and health insurance can apply,if not in their products,than in how they provide customer education and support.Protecting Workers,Environment and SocietyOne of the ways people thrive is by living according to their values and feeling good about their own actions,including where they choose
120、 to spend their money.Up until a few years ago,the conventional wisdom was that consumers placed a premium on quality and value,and were largely indifferent to what a company stood for when it actually came time to make a purchase.But as countless studies have shown in the past decade,consumers are
121、increasingly knowledgeable about and attuned to what the companies they buy from stand for.Thats why the top performers across all categoriescompanies like PolicyGenius,Fenty Beauty,Caterpillar,Sanofi,Harley-Davidson,and Clubhousedid especially well on the attribute“Shares my values,”while the most
122、generally derided brands(such as Facebook,Direct TV,Comcast,and AT&T)had average scores of roughly two points lower than the top brands.Of course what those values are varied.But one that consumers across the political spectrum seem to share is the importance of treating employees well.It may seem t
123、hat our appreciation of front line workerswhich swelled at the start of the pandemicis subsiding as we become inured to the growing and subsiding waves of COVID.But while the publicity may have diminished,the interest in workers well-being hasnt.Our research found that consumers value companies that
124、 both treat their employees well and also empower them to treat their customers well.This is yet another area in which leaders in discrete categories like Pharma,Grocery,and Fitness outperform their competitors.Trader Joes,Apple Watch,Peleton,Sanofi,and Abbvie had strong 29THE THRIVE PARADOX|DEC22TH
125、E RELATIONSHIP VIEW30THE THRIVE PARADOX|DEC.22ESSAYSperformance on“Treats their employees well,”and on“Employees at this company are empowered to do right by customers,”roughly 20%higher than the average on this attribute.In short,if they authentically and visibly treat workers well through adequate
126、 wages and insurance,family leave,and safe working conditions,companiesparticularly those in health-related industriescan help their consumers feel that they are living according to their values.By reducing cognitive and emotional dissonance in this way,they can play a small part in creating the int
127、ernal harmony that people need in order to thrive.Our data show that as with so many clichs,there is an undeniable truth in the saying that its possible to“do well by doing good.”As with“values,”definitions of what“doing good”is vary(as evidenced by the fact that companies with such divergent politi
128、cs as Chick-Fil-A and Ben and Jerrys both perform very well on“Do good for society.”)But the health benefits of clean air and water and livable temperatures are evident to all.Thats why having a healthy environment is a goal shared by climate change deniers and activists alike.It also explains why t
129、he overall performance of companies like Tesla,Impossible Foods,and specialty retailer REI is fueled by strong performance on“Authentically engaged in protecting the environment.”These companies products are directly tied to reducing carbon emissions and supporting low-environmental-impact living.Bu
130、t less obvious players like Caterpillar(which has set and achieved superb worker safety goals and respectable reductions in greenhouse gas emissions and landfill intensity),Sanofi(which has set a goal of achieving net zero greenhouse gas emissions across all operations by 2050),and Trader Joes(who p
131、rovide a wide range of organic products at reasonable prices)are also recognized and appreciated for their role as environmental stewards.These brands have helped to expand the definition of corporate social responsibility beyond philanthropic giving.They have produced,in the words of one REI fan,“P
132、roducts that are good for me and policies that are good for the planet.”Brands in every category,from health care to logistics to food and beverage,can and should aspire to do the same.If they do,not only will they help their customers thrive,but they themselves will achieve“vigorous growth.”THE REL
133、ATIONSHIP VIEW31THE THRIVE PARADOX|DEC22A LENS INTO GEN Z,FROMHALL&PARTNERSESSAYS32THE THRIVE PARADOX|DEC.22ESSAYSTHE GEN Z VIEWNO ONETHRIVES ALONEThe confluence of major economic,social,political and environmental threats presents new,complex,interacting sources of uncertainty for the world and eve
134、ryone in it.As a result,anxiety and depression are alarmingly prevalent,with healthcare services in some countries so overwhelmed that people are unable to access support from healthcare providers when they most desperately need it.Our research into future healthcare trends finds that younger genera
135、tions are more anxious than older people.Specific references by Generation Z,those aged to 18 to 25 years of age,suggest that they are lonely,depressed and feeling undervalued by the society that they live in.Unlike other generations,Generation Z are often living isolated from family and with more t
136、ransient friendships that often exist more online than they do in person.It is no surprise that many people of this age group are worried about the prospect of long-term loneliness.During the pandemic,while many people hunkered down with friends and family,many did not.Generation Z,who have grown up
137、 in the shadow of social media,lack the strong connections and community that is essential to their ability to thrive.Instead of thinking,or dreaming given the current economic situation,about buying their first home,progressing their careers and socialising with friends,Generation Z is lonelier tha
138、n any other generation,even Baby Boomers.Unsurprisingly,in the research we conducted for The Thrive Paradox,more than half of Americans and Brits(56%and 58%respectively)claimed that spending time with friends and family was most likely to help them to live a better life.Paradoxically,despite being c
139、onnected to the world by technology from a young age,Generation Z are increasingly disconnected from the very relationships that are,Interbrands Thrive Paradox suggests,essential to their very survival.Hall&Partners AuthorLucy Ireland 33THE THRIVE PARADOX|DEC.22ESSAYSTHE GEN Z VIEWThe desire for con
140、nectionWhether they are spending time online to arrange real life meet ups,scrolling through dating apps or watching strangers on TikTok,this lonely generation is the most likely to say that being in a relationship is what would help them to thrive(59%in both the UK and US).Social media is enhancing
141、 their feeling of loneliness.Relationship support charity Relate claims social media is responsible for fuelling milestone anxiety,with 83%of Generation Z in the UK feeling intense pressure to have reached certain life milestones such as being in a relationship.Making lemonade when life gives you le
142、monsIt is positive to see that people are doing more to manage their health.90%of people in the UK(94%of Generation Z vs 86%of Baby Boomers)say they are doing this by drinking less,eating more healthily,exercising more and participating in relaxation and meditation.Acutely aware of how their life is
143、 being impacted by a chaotic world,people are finding something positive to do that they can control.This optimism is encouraging.Our research shows that more than half of people across all generations are optimistic about their future and their ability to live a better life;but then half are not.It
144、s more positive for Generation Z in the US with two thirds(61%)optimistic about their future compared to less than half of Brits(49%)in this age group.This need for human connection highlights the breakdown of communities that began way before the pandemic.For many people,being alone is part of dail
145、y life.Can brands add some fizz?Even though health and wellness are key goals for young people,unprecedented global challenges continue to shift their values and brands need to understand how this heightened sense of anxiety,as well as other obstacles to thriving,will impact their brand affinity and
146、 choices.Deep diving into human behaviour,looking at future health trends as well as whats happening now,can reveal uncommon insights that will guide brands in their journey to support peoples life,health or relationship goals while balancing the competing demands of being purposeful and purchased.O
147、ptimistic about their futureUSUK61%49%33THE THRIVE PARADOX|DEC.2234THE THRIVE PARADOX|DEC22ONGOING QUALITATIVE DISCUSSIONS VIA ONLINE COMMUNITY OF 502 CONSUMERS IN UK,USA,INDIA,CHINA AND GERMANY,CONDUCTED IN APRIL 202230 IN-DEPTH INTERVIEWS,CONDUCTED IN JUNE 2022A NAT REP SURVEY OF CONSUMERS IN UK,USA,INDIA,CHINA ANDGERMANY,CONDUCTED IN OCTOBER 2022THEMETHODOLOGYPARADOX