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1、+I+BestGlobalBrands2023How Iconic Brands Lead Across Arenas+I+Best Global Brand 2023 32 +I+Best Global Brand 2023Global Landscape 2023I am thrilled to welcome you to Interbrands Best Global Brands 2023 Report,our 24th ranking,a comprehensive valuation and exploration of what it takes to become one o

2、f the worlds most valuable brands.It is my pleasure to share these insights with you to provide a nuanced understanding of the opportunities and challenges shaping the global brand landscape at what appears to be a critical juncture.This years report sheds light on a notable deceleration in brand gr

3、owth.The total value of the Best Global Brands increased by just 5.7%in 2023a significant drop from the 16%surge observed in 2022.Through conversations with the global C-Suite,I have observed a common feeling of pressure to play it safe,driving a wave of incrementalism and conservatism for most.Ther

4、e are some brands,however,that resist this regressive trend,demonstrating bold leadership and outsized growth.In this report,we reveal why and how.Perhaps you find yourselves wondering what it would take for your brand to play a more robust role in driving choice and business performance.This report

5、 features five chapters dedicated to answering that question;unpacking what it takes to build a Best Global Brand that is resilient to the turbulent demands of the decade of possibility and powerful enough to break into new arenas.Each chapter includes expert commentaries from industry leaders,shedd

6、ing light on the day-to-day demands of brand building.Additionally,roundtable panels feature Interbrand employees across the globe who discuss the realities of brand strategy as it encounters real-world challenges.Each story seamlessly connects to the next to offer a compelling point of view on the

7、transformative journey of turning your brand into a critical growth asset.I want to thank all our employees,clients and partners around the world for making this happen.I would also like to thank our Horizon Board for their stellar contribution to this report.Interbrands Horizon Board comprised of r

8、ising talent from across our network-helps point our business towards the future of brand thinking and making.At Interbrand,we empower our clients with the confidence to make Iconic Moves.In an increasingly unpredictable world,theres a natural inclination to stick with what is familiar.Through our p

9、owerful economics data,innovative Thinking and Making methodology,and leveraging our extensive network of the worlds Best Global Brands,we aspire for this report to guide towards bigger opportunities,bolder moves and the path to achieving enduring,long-term results.Thank you for joining us on this j

10、ourney.Warm regards,Gonzalo BrujGlobal CEO,InterbrandGonzalo BrujGlobal Chief Executive Officer,Interbrand+I+Best Global Brand 2023 54 +I+Best Global Brand 2023The Value of Purpose Driven MarketingIn the dynamic realm of technology,few brands command the stage with the enduring influence and gravita

11、s of Microsoft.Beyond software and hardware,Microsoft has become synonymous with transformative innovation,setting an indelible mark on the digital landscape.From Windows to Azure,each product bears the authority of a brand that has seamlessly woven itself into the fabric of our technological evolut

12、ion with deep integrity.A number of bold moves in 2023,such as the acquisition of Activision Blizzard and a new deal with OpenAI,kept Microsoft well ahead of the pack.This solid brand performance means its brand value has risen strongly in 2023.Reflecting on the state of Big Marketing today,Kathleen

13、 believes that ever-mounting pressure to demonstrate immediate and measurable returns has shifted the marketing needle firmly in the direction of performance tactics.“Weve lost sight of the benefit of broad reach and communal experience.Theres almost no part of the marketing challenge today that isn

14、t about desire for immediate return and what were losing is that broader experience of creative and messaging that moves people and brings them together.We used to have these huge cultural moments when people came together and experienced events collectively.We dont have that common ground anymore a

15、nd thats a big lever thats missing for brands.”At Microsoft one of the most powerful brand levers continues to be its purpose.Guided by the visionary leadership of CEO Satya Nadella,Microsofts purpose is articulated with precision:to empower every person and organization on the planet to achieve mor

16、e.This simple yet profound mission is more than a sloganit is a guiding philosophy that permeates every facet of the company.The potency of the purpose lies in its unwavering commitment to societal impact,fostering innovation,inclusivity,and positive change.This purpose is not just a statement but a

17、n internalized credo,shaping decisions and driving transformative outcomes.Microsofts 2022 campaign,Tech for Good,highlights the role of technology in positive societal impact,and emphases responsible tech usage and innovation for social good.“Ive lived the evolution of our purpose,and I would say“t

18、hank goodness for Satya and his focus on culture”,said Kathleen.“Satya didnt become the CEO and say“Im going to fix this business”or“Im going to reap this financial benefit”;he said Im going to change the culture and Im going to start with a very clear mission.It gives focus and impact to the work w

19、e do.”In business,even in a business thats famous for the impact of its purpose,theres still a dynamic tension between the two.Interview with Kathleen HallChief Brand Officer,Microsoft 02+14%316,659$m+I+Best Global Brand 2023 76 +I+Best Global Brand 2023Navigating business success involves demonstra

20、ting the relationship between purpose,brand and the bottom line.“I believe purpose and brand are strong drivers of positive financial results.But I do think that we marketers have to continually re-educate people on that.You can almost never prove brand value to the satisfaction of most CFOs.To them

21、 its still an amorphous thing that is very hard to quantify in financial reporting.But as marketers,we know its like John Wanamaker says:“Half the money I spend on advertising is wasted;the trouble is I dont know which half.”I think Microsoft has come closer than most companies in connecting brand a

22、nd financial outcomes,because we have our own measures in place,and an architecture weve created through AI,that enables us to analyze our brand pillars and their performance.We are an engineering and data-driven company,so we have undergone this exercise in modeling,causality and predictability bet

23、ween variables that often are not connected.As we look ahead to 2024,Kathleen leaves marketers with a rallying cry,“I think the environment right now continues to be volatile,unpredictable and tense.But my position last year was one of more caution than Ive ever exercised before.Going into this year

24、 my attitude has changed a little bit.You cant let worry about what might happen stop you from doing what you believe is good.Fear is not a strategy.Be Bold.Be Iconic.”Theres almost no part of the marketing challenge today that isnt about desire for immediate return.You have six seconds to make some

25、one care.Thats a really hard job.The Moat and the DrawbridgeIn his classic book The Western Canon,American literary critic Harold Bloom reflects on the very notion of canon:“I have tried to confront greatness directly:to ask what makes the author and the works canonical.The answer,more often than no

26、t,has turned out to be strangeness,a mode of originality that either cannot be assimilated,or that so assimilates us that we cease to see it as strange.”Blooms idea of canon is compelling well beyond literature:something that was once radically inventive strange,even becomes so essential to our appr

27、oach,that it seems things must always have been that way.Greatness,according to Bloom,starts from originality and goes on to set new standards:what once broke the rules makes the new ones.This is certainly true of brands.Brand moves that were daring for their time have,over time,formed new principle

28、s for brand building.Today,Best Global Brands the longest running longitudinal study of the impact of brands on business value reveals the emergence of a new canon for exceptional business performance.Exploring this canon is valuable for two reasons.Firstly,It helps us look back and appreciate the e

29、xtraordinary evolution in the role that brands play from communications to growth,to leadership.But perhaps most importantly,it guides us forward,giving brand leaders a practical roadmap to innovate and outperform.Era of Incrementalism Lets begin with the context.Following two consecutive years of e

30、xplosive growth,the aggregate value of the one hundred most valuable global brands has slowed significantly from 16%in 2022 to this years meagre 5.7%.The main observable reason for this decline is a widespread incremental brand management approach,focused on protecting the core.Most brands made no s

31、ignificant gain or losses in strength or value,nor did they make notable moves.But look closer,and against this backdrop a small set of brands stands out,showing above average brand value growth.They also sharply outperform the average in terms of 5-year historical revenue growth rate(81.5%above ave

32、rage)and 5-year projected revenue growth rate(43.8%above average).Their pace is simply on another scale.What brands are we talking about?Here are some.Manfredi RiccaGlobal Chief Strategy Officer,Interbrand+I+Best Global Brand 2023 98 +I+Best Global Brand 2023Amazon,the worlds largest bookseller,but

33、now also providing healthcare services.Ferrari,maker of the worlds most desired cars,and now a regular fixture at the Milan fashion week.Apple,of iPhone fame,now offering a savings account.Lego,recently described by their own CEO as an entertainment brand thats less similar to toy makers than it is

34、to Disney(incidentally,one of the worlds largest cruise operators).What these brands share is,to use Blooms term,a bit of strangeness.They dont fall into traditional categories and sectors,defined by products or services.Its increasingly hard to describe Amazon as a retailer at a time when it is pou

35、rs millions into entertainment productions;similarly,consumer hardware is where Apple comes from,but certainly not all it is today.If categories fall short of making sense of the current situation,things become clearer if we shift our perspective from inside out to outside in and rather than focus o

36、n what these brands do,question what they help people do.For example,Apple helps many of us Play,Connect,Do,Thrive(the latest Apple Watch was pitched as a heath device),Fund(that account again)and more.Rumor has it that soon it may help us Move,too.Ferrari helps us Play,Move and Express who we are.A

37、mazon helps us Get,Play,Thrive and more.By implication,the likes of Apple,Lego,Ferrari(through e-sports and F1),Amazon,Netflix and many others compete beyond their categories in a single competitive arena,which we may call Play.Likewise,Nike,Apple,Philips,pharmaceuticals and a host of other organiza

38、tions all want to help us Thrive,vying for the same time,money and attention,and addressing the same fundamental motivation or job to be done,to use Clayton Christensens term.Thinking in terms of arenas rather than categories is a powerful antidote against competitive blind spots:as camera manufactu

39、rers know,threats may well come from outside your category.It is also a powerful platform for customer centric innovation and growth.While traditional diversification hinges on competences and assets if we do this,we might do that too,arena-based growth starts from relationships if you feel good abo

40、ut us,heres what else we might help you do.But what does feeling good about a brand mean?In other words,how do these brands earn the permission to compete across arenas?Can we break their code?An interesting trait emerges from our analysis:these brands play a significantly stronger role in driving c

41、hoice relative to other factors like price,features,and so forth.The extent to which,for instance,you-buy-Nike-because-its-Nike is higher than for comparable brands.This is crucial,because the brand is the one asset that cannot be replicated:hence,competing and winning predominantly on brand means c

42、reating a formidable competitive barrier a quasi-monopoly based on the special value customers attribute to the brand in and of itself.But how do you turn the brand into the main reason why customers choose you?The answer comes from both our Best Global Brands analysis and our fifty years of experie

43、nce helping build many of the worlds most admired brands.As we look back,we can chart the evolution of brands across five ages,which we have previously written about.First age.In the post-war economy,the foremost brands were strong identifiers whose role was to create attribution and differentiation

44、.Coca-Cola is presumably the example par excellence of defining unmistakable codes,including Santa Clauss red.In the sixties and seventies,Andy Warhol enshrined those codes into his art.By pioneering Brand Valuation in the eighties,Interbrand introduced the idea of brands as powerful business assets

45、.Much of the growth of BMW in the 80s and 90s was driven by setting the brand as the organizational principle guiding the entire business and sticking to that with admirable coherence.Third stage:the most progressive brands became providers of all round experiences not just products or services.At a

46、 time when consumer electronics was zigging away from retail spaces,the Apple Store zagged,creating a shrine that was about attraction rather than transaction.The digital revolution and the launch of the iPhone brought about the birth of ecosystems branded spaces offering seamless experiences fuelle

47、d by real time data.Mass personalisation became economically viable,and Amazon rewrote the rules of customer centricity.Burberry brought individual digital experiences to a new generation of fashion lovers.Today,as we face extreme turbulence and volatility,some of the most influential brands have be

48、come acts of leadership doing things right,yes,but also doing the right thing.At a time of declining trust in traditional sources of authority,brands are expected to take stances walking the talk and talking the walk.Nikes Kaepernick campaign remains a memorable illustration of showing leadership wh

49、ilst reinforcing the bond with Nikes key target audiences.Following two consecutive years of explosive growth,the aggregate value of the one hundred most valuable global brands has slowed significantly from 16%in 2022 to this years meagre 5.7%.16%BEST GLOBAL BRANDS 2022AGGREGATED GROWTH VALUE5.7%BES

50、T GLOBAL BRANDS 2023AGGREGATED GROWTH VALUEAgainst the backdrop of stagnation,a small set of brands stands out,showing above average brand value growth.They also sharply outperform the average in terms of 5-year historical revenue growth rate(81.5%above average)and 5-year projected revenue growth ra

51、te(43.8%above average).Their pace is simply on another scale.+I+Best Global Brand 2023 1110 +I+Best Global Brand 2023A new canonThese five ages of branding can therefore be distilled into five imperatives:a canon,paraphrasing Bloom.What were originally bold and strange brand moves are now part of pe

52、oples expectations,making those brands as it were canonical and,in some cases,iconic.For instance,while only a few years ago brands were consistently advised to steer well clear of controversy and focus on commerce,today silence on societal debates is seen as a sign of weakness.This report delves de

53、eper into each of those imperatives through conversations with brand leaders and Interbranders alike,but its worth summarising them here:they provide a practical playbook for moves that propel brands towards an iconic status,thus giving them permission to thrive across arenas.The Identification Impe

54、rative:focus on a small set of brand codes that are memorable and flexible,and that travel well across arenas.On a purely visual level,think Tiffanys blue or some of Apples unmistakable design cues.Whenever and wherever these brands are around,you just notice.Iconic shows up.The Asset Imperative:sta

55、rt thinking of your brand as,simply,what the business should look like.If you do that,you are likely to realise that operations,technology,governance,and measurement are preventing the business from delivering on its brand.Herms is a prime example of superb control of the entire customer experience,

56、from supply chain all the way to communications,retail and beyond.The brand drives the business,as opposed to the business getting in the way of the brand.Iconic delivers.The Experience Imperative:strong brands meet expectations but the great ones shift them,creating a new normal.Listen acutely to y

57、our customers and see where you may shock the system.Netflix changed the paradigm of online entertainment by making all episodes of House of Cards immediately available.RedBull scrapped everything that was remotely expected of an energy drink,and rebuilt itself around offering head-turning experienc

58、es.Iconic engages.The Ecosystem Imperative:use the power of data,technology and partnerships to become personal at scale.Louis Vuitton acts as Spotify was never just a catalogue,but a companion,helping you find what matters to you,share what matters to friends,listen to what matters now,and even tel

59、ling you something about you through the Wrapped ritual.AI wont be a threat to Spotify,but an enabler to their customers.Iconic is personal.The Leadership Imperative:the business of business is no longer just business.If companies are today the most trusted type of institution,brands are the worlds

60、most powerful narratives and with greater power comes greater responsibility.Brands are no longer expected to just to follow the rules,but lead on standards take Apple and privacy and influence the cultural zeitgeist,like Prada with its Foundation.So walk the talk and talk the walk.Iconic shows lead

61、ershipMeaning systems By making moves along these five imperatives,the worlds most valuable brands have become complex meaning systems with which we have an aesthetic,functional,emotional,and even moral individual relationship.As such,they become iconic beyond their original categories.We notice the

62、m.We need and enjoy them.We trust them.We follow them.And,therefore,we welcome them into new arenas,giving them a broader role in our lives.As our study suggests,the financial rewards of this canon are considerable,delivering two seemingly contrasting types of results.First and foremost,by following

63、 these imperatives and heightening their brands role in driving choice,organizations effectively build a quasi-monopoly,typically driving revenue resilience as well as greater profitability and capital attraction.Their brand becomes their most significant(and inimitable)competitive moat.But,just as

64、importantly,the brand also becomes a drawbridge,allowing organizations to race towards entirely new pools of profit whilst still protecting the core their relationships with their customers.An effective arena growth strategy always feel like a natural expansion,because it is based on a superb unders

65、tanding of customer motivations.Its not about what else a brand can sell more,but how can it serve better.Think about a personal relationship.When you meet someone whom you dont just admire,but who also shares your values,helps solve your challenges,is there for you in the moments that matter(big or

66、 small),theres a good chance you want to spend more time with that person to have them more involved in your life.The same is true of brands.When we have a strong connection with a brand when this brand shows up with brilliance,delivering exceptional personal experiences and acting with integrity we

67、 want to spend more time with that brand;we want it to succeed;and we want it to play a bigger role in our lives:were likely to trust them as they enter new spaces,and in fact may actually want them to do so.In the course of a global research we conducted a few months ago,a US consumer talked enthus

68、iastically about Nikes products and stances,eventually concluding how wonderful the Nike Heart Clinic would be.The five imperatives outline a pragmatic roadmap to earn the license to grow across arenas,turning your brand into the single most powerful revenue and profit driver,capital attractor,and r

69、isk mitigator.“Greatness recognises greatness,and is shadowed by it.”-Harold Bloom,The Western Canon:the Books and School of the AgesCompeting and winning predominantly on brand means creating a formidable competitive barrier a quasi-monopoly based on the special value customers attribute to the bra

70、nd in and of itself.+I+Best Global Brand 2023 1312 +I+Best Global Brand 2023TheLeadershipImperative+I+Best Global Brand 2023 1514 +I+Best Global Brand 2023TheLeadershipImperativeTheLeadershipImperativeOlympic Movement:The Leadership Imperative points the Way to IconicOver the past two decades our da

71、ta shows us that the ways in which the most valuable brands drive relevance has changed.Increasingly,brands take a stand on the most critical issues of our time and effortlessly balance power and responsibility,reshaping peoples expectations of whats great and whats right.They not only talk the talk

72、 but also walk the walk,laying the groundwork for remarkable growth and customer affinity.The worlds most forward-thinking brands embody all these roles:they remain strong identifiers,powerful assets,and providers of unique experiences,but they also act as beacons of leadership.In a time when they w

73、ield more influence than ever,they exhibit responsibility,making decisions driven by more than just shareholder value.In doing so,they become iconic.There is perhaps no more iconic brand than the famous five rings of the Olympics.Throughout modern history the Olympics have been a signal for optimism

74、,progress and the human spirit.Through the course of its history,it has united people around a love of athletic prowess,culture,and the arts.If brands can be some of the worlds most powerful narratives,then the Olympics must be one of the worlds most powerful brands.At Interbrand,aside from the bran

75、ds in our ranking,we would like to recognize International Olympic Committee(IOC),a brand delivering on the extraordinary,having encouraged effort,preserved human dignity,and contributed to global harmony.In this fireside chat,Interbrands Global CEO,Gonzalo Bruj,reflects with Anne-Sophie Voumard,Man

76、aging Director of the International Olympic Committees commercial division.Gonzalo:Given the significant global challenges we face;how does the IOC envision the role of the Olympic brand in contributing to solutions?Anne-Sophie:The Olympic brand serves as a powerful platform to further our mission o

77、f building a better world through sport.We strive to position the Games not just as the pinnacle of sport events with the best athletes of the world living their Olympic dream,but also as a catalyst for positive change.Through initiatives promoting sustainability,inclusivity,and community engagement

78、,the Olympic brand aims to contribute actively through sport to solutions for the issues our world faces.Gonzalo:Partners play a fundamental role within IOC.I am happy to see the ongoing success of those brands that partner closely with IOC.How do you nurture the relationship with them in a way that

79、 creates win-wins for a wider set of stakeholders?Gonzalo Bruj,Global Chief Executive Officer,InterbrandAnne-Sophie Voumard,ManagingDirector of the International OlympicCommittees Commercial Division+I+Best Global Brand 2023 1716 +I+Best Global Brand 2023TheLeadershipImperativeTheLeadershipImperativ

80、eAnne-Sophie:The ecosystem of IOC and private institutions who come together for a great good is very powerful.The backing of the business community plays a pivotal role in organizing the Games and facilitating the functions of all entities within the Olympic Movement.This support encompasses financ

81、ial assistance,technical services,and product contributions.The Olympic Partners(TOP)program stands as the premier level of Olympic sponsorship,offering exclusive marketing rights for the Summer,Winter,and Youth Olympic Games to a handpicked global consortium of partners.Initiated by the IOC in 1985

82、,this program attracts some of the most renowned multinational brands globally.Through their backing,Olympic partners establish the groundwork for hosting the Olympic Games and enable athletes from 206 National Olympic Committees and the Refugee Olympic Team to partake in the worlds grandest sportin

83、g event.Gonzalo:Does the IOC take a stand on contemporary issues such as inequality,climate crisis?How do you ensure you get the balance right?Anne-Sophie:The IOC collaborates with stakeholders,sponsors,and partners who share our commitment to social responsibility.By integrating sustainable practic

84、es in organizing the Games,fostering inclusivity in sports,and supporting humanitarian causes,the Olympic brand goes beyond sports entertainment to address global concerns,aligning with the values of responsible leadership.Gonzalo:We believe iconic brands balance power and responsibility.How does th

85、e IOC approach this balance,particularly when considering the influence the Olympic brand holds on a global scale,and how does it translate into decision-making beyond shareholder value?Anne-Sophie:The IOC recognizes the influence of the Olympic brand and embraces the responsibility that comes with

86、it in our field,which is sport.Decisions are guided by a commitment to global welfare,inclusivity,and sustainability rather than solely focusing on shareholder value.We prioritize long-term societal impact,ensuring the Olympic brand stands as a guide of leadership in the world.Gonzalo:Our Best Globa

87、l Brands ranking highlights brands that redefine whats great and whats right.How does the IOC align the values and mission of the Olympic brand with this paradigm,ensuring that it goes beyond being a strong identifier and powerful asset to also embodying the essence of leadership in its actions and

88、impact on global issues?Anne-Sophie:The values and mission of the Olympic brand are deeply rooted in promoting what is great and right in the world.By championing values such as excellence,friendship,and respect,and by actively addressing global challenges,the Olympic brand not only stands as a stro

89、ng identifier but also embodies the essence of responsible leadership in action.Gonzalo:Considering the challenge of defining an inspiring and credible purpose beyond profit,how does the IOC approach the task of articulating and fulfilling the purpose of the Olympic brand,especially in the face of c

90、omplex global issues and expectations from a socially conscious audience?Anne-Sophie:Our purpose is to build a better world through sport.The Olympic brand therefore helps us to inspire humanity and foster positive change through sport.Transparent communication,collaboration with stakeholders,and ta

91、ngible actions,allow us to fulfill our purpose in addressing complex global issues through sport,while meeting the expectations of a socially conscious audience.Gonzalo:Looking ahead,how does the IOC plan to evolve the narrative of the Olympic brand as a leader,considering the changing landscape of

92、global challenges and the growing importance of purpose-driven initiatives in the business and branding world?Anne-Sophie:The IOC remains committed to evolving the Olympic brand as a leader in the realm of Brands as Acts of Leadership.We will continue to adapt to the changing landscape by prioritizi

93、ng purpose-driven initiatives,sustainability,and inclusivity through sport.With continuous innovation and collaboration,the Olympic brand will play a pivotal role in addressing global challenges and inspiring positive change for future generations.Gonzalo:In recent years,weve seen significant advanc

94、ements and partnerships with global brands like Samsung,Airbnb,and Allianz among others,with a substantial growth in brand value,all contributing to the collective goal of building a better world through sport.On the case of Airbnb,they are the top riser in this years report.As an IOC representative

95、,could you elaborate on how these partnerships align with the vision of creating impact through collaborative initiatives?Specifically,how do these collaborations contribute to elevating the work done by the IOC while enhancing the brand value for each partner involved?How does being part of this to

96、p program further amplify the shared objective of making a meaningful difference in the world through sport?Anne-Sophie:As the International Olympic Committee(IOC),our collaborations with our Worldwide Olympic Partners are pivotal in driving our shared mission of leveraging sport to create a positiv

97、e global impact.These partnerships extend beyond mere sponsorship;they signify a commitment to meaningful initiatives that are a catalyst for positive change in society through sport.Were collectively working on initiatives with all of our partners that transcend traditional sponsorships.These colla

98、borations are designed to add substantial value to our vision of fostering a better world through sport.Through innovative programs,inclusive sporting events,and technological advancements,we aim to inspire,unite,and drive positive change globally.The essence of our partnership lies in creating a co

99、mmunity of the finest global brands that share our ethos of contributing to society through sports.Being part of the TOP Programme not only enhances the brand value for each partner but also amplifies the impact of our collective efforts.Together,we elevate the significance of sport,magnify its abil

100、ity to unify,and drive forward our commitment to building a more inclusive and better world for all.+I+Best Global Brand 2023 1918 +I+Best Global Brand 2023TheLeadershipImperativeTheLeadershipImperativeIconic Leadership:Why Brand Integrity and Ethics Shines Through David:Principia is the leading glo

101、bal ethics advisory consultancy;we work with organizations to help them shape the ethical capabilities that define them from decision-making to culture and drive ethical consistency through the organization.Weve had a great privilege to work with leading multinational organizations across industries

102、 and sectors,and often at moments of most intense stress and crisis.Were passionate about building ethical organizations,and really realizing significant value in the world through that.Gonzalo:Interbrand is known to be the worlds leading brand consultancy;we coined the term branding about 40 years

103、ago and weve had the privilege to shape some of the most iconic brands globally.I think we were the first to define that brands could be more than logo and really be an asset.From then on,weve been able to shape the conversation around brands and today we are convinced that brands can be acts of lea

104、dership and potentially the most significant change catalysts that organizations have.Sarah:Our team at Principia works with organizations to understand and consistently act on the responsibilities they have to different stakeholders which of course,touches on their identity and the way it is commun

105、icated through brand.How did Interbrand come to the idea of ethics and the importance of ethics to what you do as branding consultants and agents?Manfredi:I think it was about our observations and data that suggest that the degree to which an organization is ethical and shows integrity is a key driv

106、er of choice.So,the question for us became less about whether integrity is important or not,but actually how can we help clients build it consistently.David:One of the things that became very apparent to us through our work is that the brand,which is really the lens through which organizations inter

107、act with the world and shape their commitments and crystallize those commitments,is an incredibly important piece of that mission.Its interesting that we came from two different positions but reached the same conclusion.Manfredi:Its a fundamental symmetry because brands need integrity,and the world

108、needs brands with integrity.So,I think this is the perfect combination of competencies,but also having the right approach to help our clients lead;people expect more from brands,businesses are now global organizations.Gonzalo Bruj,Global Chief Executive Officer,Interbrand Sarah Miller,CEO of Princip

109、ia AdvisoryChris Nurko,Global Chief Innovation Officer,Interbrand Manfredi Ricca,Global Chief Strategy Officer,Interbrand David Rodin,Founder and Executive Chairman of Principia Advisory+I+Best Global Brand 2023 2120 +I+Best Global Brand 2023TheLeadershipImperativeTheLeadershipImperative Chris:Brand

110、s are the most trusted type of institutions and so the business of business is no longer just business.As a result,brands must be a narrative,as you were saying,around leadership and the kind of future that we want to build for all their constituents.David:Yes,and I think this point about brands nee

111、ding ethics,but also the world needing brands that contain a strong ethical ambition is so important.Its no longer sufficient to simply be talking about these things.It really is about delivery.Its about action.Its about showing the world through the actions that you take,the decisions that you make

112、,your ability to walk the talk.Thats whats really capturing that value,right?Gonzalo:I think its so evident today.I mean,ten years ago,one still thought of brand building as being about campaigns and communication.And to some extent that is still true in terms of organization.But what we see today i

113、s that the way to shape choice is through action.Chris:Consumers are informed activists,and they really hold brands accountable for the promises that they make.And so,delivery is now critical.I think what we what we are seeing is that brands used to be about saying and integrity used to be about doi

114、ng.And now what we should be thinking about is really brand integrity,which is this unique combination of walking the talk,but also talking the walk to inspire change.Sarah:Of course,to deliver on that requires a really different set of capacities,capabilities and competencies.For us,this was a comp

115、elling part of our decision to partner with you on this offer around brand integrity.We began to understand that to deliver on this mandate required a very different set of integrated capacities around both the ability to talk that talk,to be able to communicate effectively,to be able to embed this

116、in the way that the brand presents itself,but also to be able to walk that walk and to have the two of those really connecting together.Thats really at the heart of what were trying to do together.Manfredi:In the traditional branding vocabulary,you will stumble upon the idea of brand values,but my p

117、ersonal frustration is that they just remain values.They are declared and they are pinpointed,but theyre not really making an impact.David:And the same goes with purpose.Its stated,but how often does it really have an impact and change the way the organization lives day in and day out?Its about bein

118、g able to align values to cultural norms to behaviors,and then making sure that systems,such as the recruitment strategies or incentives,is aligned and is able to cultivate the desired behaviors and live in accordance with the values.Sarah:Thats where new competencies that are usually extraneous to

119、the to the brands context are so important.We talk about the idea of shifting from purpose to impact.Every major company has done some work around purpose.They will have a purpose statement.They will have values and a code of conduct but in many cases,people can barely refer to what they are,much le

120、ss how they show up in.But these are core commitments that need to be Our data suggest that the degree to which an organization is ethical and shows integrity is a key driver of choice.So,the question for us is less about whether integrity is important or not,but actually how can we help clients bui

121、ld it consistently.reflected in leadership actions,decision making and in consistency of behavior for every employee globally,day in and day out.Thats a big challenge and often a big gap.And,of course,that gap can then create significant risk.If its true that ethics,integrity,and values are as impor

122、tant a part of successful brands as the data seems to show and as we as we know from experience,then,having a gap between those stated values,that stated purpose and what people see and experience,thats a really significant risk for businesses.Manfredi:What we observe is that very often the downfall

123、 or moment of crisis for a brand is less about financial performance and is increasingly about cases of misconduct,a promise not kept or unethical decision making.But on the other hand,I think theres also huge opportunity because brands that grow faster and create the greatest influence are those br

124、ands that really connects phenomenal experiences with uncompromising ethics.And so this doing things right,but also doing the right things is what creates trust and affinity.And with that,brands can really span completely different competitive arenas and really help their customers with more things.

125、And that is what were seeing with some of the fastest growing brands in our best global brands ranking.Sarah:Thats also driven by the increasing tendency for consumers wanting to engage in conscious consumerism by associating with brands that really reflect what they believe and so this idea of iden

126、tity and values is a very powerful driver for brand loyalty and behavior.Manfredi:One thing Ive noticed is also in the battle for talent,increasingly,your employment is part of your identity and says something about you as an individual-what kinds of affiliations you accept and what kind of values y

127、ou reject.And I think from that point of view,building Think about issues that have come across our corporate desk recently,around race and equity,around gender and MeToo,around human rights,around sustainability and around reproductive rights.These are highly contested areas where there is often ve

128、ry significant difference between different stakeholders.So theres a really challenging set of questions around how leaders can make those kinds of big decisions,often,very rapidly,often under very high media scrutiny with very high stakes.+I+Best Global Brand 2023 2322 +I+Best Global Brand 2023TheL

129、eadershipImperativeTheLeadershipImperativeorganizations that have integrity and a very strong approach to the big decisions,but also strong consistency is so important to attract and retain the best talent around.David:Yes.Lets talk a little bit about,how businesses do this and what they really need

130、 to pay attention to.So,you know,we work with businesses around these issues and we focus on really two domains.The first is at the strategic level,how leadership is defining the strategic direction for the business and making the big calls around,you know,values issues,many of which will be very ch

131、allenging,very,very contested.Think about issues that have come across our corporate and executive desk recently,around race and equity,around gender and MeToo,around human rights,around sustainability and around reproductive rights.These are very,very highly contested areas where there is often ver

132、y significant difference between different stakeholders.So theres a really challenging set of questions around how leaders can make those kinds of big calls and decisions,often,very rapidly,often under very high media scrutiny with very high stakes in a way that is consistent and rigorous and in a w

133、ay that can be communicated effectively and stand behind the fundamental values of the brand.Theres a second dimension which is around driving adherence to purpose and values through operations globally,through the experience,behavior and mindset of every employee and to do that consistently.Thats a

134、 very different set of challenges and demands you look at the organization as a whole and pull together the capabilities of many functions.So beyond marketing and branding,we would traditionally have a relationship with people like HR,Risk and other key stakeholders within the organization.They are

135、key to executing effectively on this brand and integrity mandate.Gonzalo:I think whats interesting is that the brand is the element in common between the two.So it really touches the big decisions that leadership must make.So again,I think whats fascinating is that the common denominator between tho

136、se two spheres is the brand.So its about the decisions that leaders make,but its also the consistency with which the organization behaves,and the brand is the,the red threads and therefore is a powerful catalyst for that.Sarah:What we observe is that nowadays brand leaders and business leaders reall

137、y have to make decisions that are no longer just about the business they are.Should we sponsor that certain tournament?Should we continue our partnership with that certain artist?Should we continue to operate in certain markets?So it really is almost on a on a daily basis,big decisional calls that c

138、hange the way people see you as a business,as an organization,and even as a leader.David:And I think whats interesting to us is that there has traditionally been a view that ethics is very much about intuition and gut feeling.And,you know,our approach coming from an academic,rigorous background.My b

139、ackground is moral philosophy and our approach within Principia is really to view ethics as a as a skill set that involves a real set of analytical tools to unpack some of these challenging problems and dilemmas and really work the way through to the best possible outcome.Sarah:And part of the journ

140、ey that we often take our clients and organizations and leaders that we work with on is really that that journey of being able to unpack those very difficult and complex questions and to be able to reframe them in a way that lets you work through to a rigorous and responsible answer and approach.Chr

141、is:I can partly compliment that coming from a business background and being used to thinking of brands as being assets,of course the notion of risk and averting risk is so critical and I think very often people imagine that its in moments of crisis that you need to start worrying about integrity and

142、 about decisions.But actually it really is about the constitution of the brands and the business to be able to have a very clear understanding of how to make those decisions and to really be in a situation where even by looking at what happens to appear or what is about to change in your industry or

143、 category or arena,that is where you really need to go.Because when the crisis hits,its too late.And you never want to be in the position of having to work on this through the course of a crisis.So,I think thats a really important lesson.+I+Best Global Brand 2023 2524 +I+Best Global Brand 2023TheLea

144、dershipImperativeTheLeadershipImperativeThe Interbrand ViewDaniella:Leadership is when you dont follow benchmarks,but when you are the benchmark.So,its about being bold and courageous and taking a stand.So,brands that lead should have a clear stand and impact in the arenas that it participates and i

145、n the world it inhabits.Christian:I heard something the other day that really stuck with me,which is that leaders are just people who know where theyre going,and others follow.Leadership is a consequence of knowing where youre going and relentlessly driving towards it.I dont think you ever strive fo

146、r leadership;I think you earn it,and thats about clarity of vision,and clarity of direction and singlemindedness.You cant chase leadership you can only earn it and have it.Christian:Brands are now about standing up and standing out.They used to be about standing out but its not enough just to stand

147、out anymore distinctiveness,differentiation thats all good but its just table stakes.Now we have to stand up and stand out-and one of the ways you can stand out is by standing up.Massa:Leadership is to create tomorrow.Not just an extension of today but something new and something different.Linda:For

148、 me,leadership is driven from the inside.A true leader first of all understands what the people are driving to deliver upon what the world needs.And if a leader understands that the only job is to leap ahead.And thats only possible if we know how our people tick,how they can buy in,what we want to s

149、tand for as a brand and how we can deliver that powerfully and have the greatest impact out there.Chris:What were hovering over is the connection between leadership in general,leadership in business,and leadership through branding.And were going to segue into that term“Purpose”which has been widely

150、cited as having a vision,having and wanting to mobilise to go into a direction and seemingly to do so for more than just profit.So,Id like to ask have things changed?Has purpose had an effect?If so,where is it making a difference?Daniella:A couple of years ago a purpose was a statement.This is total

151、ly changing,and companies know they need to act on their purpose.The first thing that comes to mind when I think about purpose is Microsoft because I have lived through the changes within that company and how things are moving forward under Satyas leadership and how he used their purpose to totally

152、change the company.So,to Daniella Bianchi,Chief Strategy Officer,New York Linda Marquardt,Head of Strategy,CEEMassa Namiki,CEO,Japan Chris Nurko,Global Chief Innovation Officer Christian Purser,CEO,London+I+Best Global Brand 2023 2726 +I+Best Global Brand 2023TheLeadershipImperativeTheLeadershipImpe

153、rative“empower every person and organization on the planet to achieve more is not just a statement,its a mandate.I worked with them 15 years ago and Ive worked with them for the last five years and I have seen a complete change in them.Theres no way you can achieve impact on your purpose if you star

154、t from the outside.You need to make sure that your people totally believe that.Satya said,“if you work for Microsoft you have to make sure that Microsoft works for you.Its about having it help you achieve your greatest ambitions and purpose too”.It takes courage and relentless pursuit.I think some c

155、ompanies die in the wake they dont pursue enough or believe enough.Christian:Yes to build on that,I think the more that the purpose reflects the day-to-day activities of the company the more successful it is and the more it naturally lends itself to impact.So,I see this all the time with clients whe

156、n the purpose is disconnected from operations it becomes a sort of appendix.Like a vestigial organ that did something once in previous evolution,but no one is sure what it does any more.So,if you take Tesla accelerating the worlds transition to sustainable energy,that makes sense in a business of so

157、lar cells,batteries,electric cars etc.Like the Microsoft,example,its ambitions,its audacious and its timeless but its very connected to what it does.The art of crafting purpose is really crafting something that is relevant every day and inspirational for the long term.And you have got to be able to

158、connect it into business operations.It should really be a decision-making framework.So,its got to be inspirational for the future but relevant every day.And I think thats a tough thing to do.Massa:So,I think the trend towards the importance of purpose in management is that it allowed leaders to disc

159、uss the reason why the company exists.But it has not generated consistent results in decision making.And that has created misalignment internally.Last year we did some research on purpose management.All the leaders are excited about the purpose,but employees were less positive and more sceptical abo

160、ut it.So,I think it creates a strong platform for leadership but has not really cascaded down into the organization.Chris:My contention is that if youre a good company,youre seen as a leader.Ethical leadership helps organizations make the right decisions.Ethics helps create emotional bonds-first amo

161、ngst the leadership team-then within the people,then the partners and then the customers.It creates enormous trust,relevance,and integrity.This emotional bond is very important.Consumers increasingly see leadership through the brand,investors and staff see leadership through the company.Trust,love,a

162、nd loyalty is the currency of leadership.The art of crafting purpose is crafting something that is relevant every day and inspirational for the long term.+I+Best Global Brand 2023 2928 +I+Best Global Brand 2023TheEcosystemImperative+I+Best Global Brand 2023 3130 +I+Best Global Brand 2023TheEcosystem

163、ImperativeTheEcosystemImperativeFrom Outputs to Outcomes:Next Gen Ecosystems are Brands Nascent Superpower Are data and technology threatening your brand or are they enabling your customers?The world is changing right before our eyes and Generative AI(GenAI)will accelerate that transformation in man

164、y ways.In 2023,we announced Firefly,which is now the fastest growing product in the history of Adobe.Within four months,we generated close to four billion pieces of generative content.That growth reflects the need,the want and the excitement in the industry.In many ways previous generations of AI we

165、re focused on automation and prediction but Generative AI gets to the heart of the creative community;it has posed a lot of questions that we,as Adobe,have had to contemplate,in parallel to the industry:1.How do you train the model?Early on we had to make a call as to whether we would train on Adobe

166、 Stock,which is comprised of 350 million Adobe-owned assets.We chose this scenario,and the benefit is that anything generated by Firefly is 100%indemnified and 100%commercially viable.2.How do we reward the creative community who is contributing to the training model?We are all about creativity and

167、the creative community and so we didnt just want to acknowledge contributors,we wanted to reward them.Were still exploring different models the current version is a set amount;future models may be percentage based and/or leveraging Web3 methodologies like revenue sharing.So,this is becoming a prompt

168、 for reinventing future business models.3.How do we create greater traceability?We created the Content Authenticity Initiative,comprised of hundreds of companies as an industry-wide consortium.Through this,its possible for us to see when and how the content was trained,augmented,and distributed.You

169、can think of it almost as a“nutritional layer”for content,so you can see the“nutritional facts”of the content.This is also a pre-emptive move,with the realization that there is misinformation out there,which will add a greater layer of transparency.Interview with Chris Duffey Strategic Development,E

170、merging Solutions,Adobe 17+14%34,991$m+I+Best Global Brand 2023 3332 +I+Best Global Brand 2023TheEcosystemImperativeTheEcosystemImperativeThe entire marketplace is expanding,so,commercially speaking,there are many tremendous opportunities that we could pursue,but we have chosen to focus on three whi

171、ch integrate five horizons(image,video,3D,text,and code):Marketing design:traditional storytelling marketing use cases Expansion of creativity to product design:applications,in-store experiences,and interfaces,even out of home if it is interactive.Comprehensive customer experience:stitching together

172、 all the multiple touchpoints that customers have throughout their brand interactions.With all of that in mind weve had a realization,Adobes superpower is not one feature,product or cloud,it is our cross-cloud integration as a true platform.We have developed a new platform that were coining“Gen Stud

173、io”,which has four pillars:planning and workflow,productivity,marketing agility,activation,and analytics.Thats an end-to-end offering that Firefly is amplifying(Firefly is both a product and infused across this platform/tech stack).We are seeing profound results-it compresses time from ideation to e

174、xecution,and it brings together agencies and brands to collaborate all on the same platform.Framing Top and Bottom-Line Growth OpportunitiesOver the last months,Ive been on a listening tour of 40-50 CMOs around the world.Its interesting to reflect across the commonalities of those conversations we b

175、egin by talking about efficiencies,but at some point,this conversation becomes a race to the bottom.So,then the conversation turns to what are we going to do with this free time(via 20-30%efficiency gains)?The implication being this transformation is not about just bottom-line growth;it is about top

176、-line growth opportunity.Were seeing new business lines,productizing opportunities,industry-wide opportunities.Its really opening the door for business-model reinvention because its giving people time to re-evaluate not just how they can do things more efficiently but also how they can reinvent thei

177、r models.As I work with CMOs,Ive been hearing a new framework specific to AI that seems consistent across sectors of five key questions:What is the North Star AI vision and architecture we are working toward,and how do we reverse engineer to get there?What is the framework for responsible AI?How do

178、you measure the value of the investment?There is some restructuring,investment,and realigning of processes.So,you need a value framework to measure the success of that.What are the adoption best practices for the adoption of GenAI?When and how do I start,how do I implement and what are the change ma

179、nagement best practices?Finally,theres almost a realization that we dont know what we dont know so what are the GenAI products and services available to leverage,and how will we use them?This transformation is not about just bottom-line growth;it is about top-line growth opportunityNext Gen Tech Tra

180、nsformationsWhat can we expect to see next?There are the things Im excited about:For the last 10-20 years weve been talking about personalization and achieved it to a certain extent-but soon we will be able to achieve true,individualized Large Language Models(LLM).The goal is no longer personalizati

181、on,its individualization at scale and so every customer will have their own LLM.We are 20 years past the release of the film,Minority Report,yet our digital experiences are still largely limited to staring at a screen.We are now pursuing the true uniting of physical and digital our digital experienc

182、es are becoming more physical.Third,the convergence of three technologies:GenAI,metaverse/immersive tech,Web3 all crashing together,but individually evolving and finally and coming faster than anyone realizes,is quantum computing which is probably two years away.CalTech,IBM,NDVIDIA are all doing int

183、eresting business reinvention work around it.A Manifesto for CMOsIf I have any fears at all,its that technology has always been founded on being more inclusive,more access to information,the ability to create and so on,some of the paradox of these technological advancements is that it may be getting

184、 more exclusive because the learning curve and tech stack is getting quite complex.It is incumbent on everyone who is building these technologies to make them inclusive,and on the user(consumer and/or organization)to stay up to speed.A guiding principle is agility-having organizational agility is be

185、coming even more important.There are two key truths for CMOs as I see them.First,you have to acknowledge that the more things change,the more they stay the same.It all comes back to the fundamentals of brand building and putting customers first.Secondly(and yes,I am aware of the paradox),there has t

186、o be a complete mindset shift in how we develop products because of these new technologies.With advent of GenAI,the expectation is about creating a product that the user learns,but a product that will learn the user.Which perhaps brings us full circle to the first truth;people will always want techn

187、ology to work“with them and for them”.The goal is no longer personalization,its individualization at scale+I+Best Global Brand 2023 3534 +I+Best Global Brand 2023TheEcosystemImperativeTheEcosystemImperativeThe Interbrand ViewAndy:Our 2015 Best Global Brands Report contained the idea of the“Mecosyste

188、m”-brands that create customized experiences around a single individual,where every brand in consideration slots in seamlessly,and where the most valuable micro moments are curated,connected,and choreographed.Daniella:Yes.Often,they stand out by blending in,because people measure the entire experien

189、ce by how much it adds to their lives and how little it disrupts it.These are brands that can empathize with an individuals priorities and figure out how to meet people exactly where they are,and when they want it,and tailor to how people move through their worlds.Were continuing to see the success

190、of these brands it in our brand economics data,right?Andy:Right.And more recently,I was thinking about the expansion of a brand from a meaning system,to a“doing system”,or even a“being system”.If a brand aligns itself around“needs”or“Jobs To Be Done”what more can it become?And the more seamless the

191、ecosystem the more“me”it can become.And now,theres this shift from personalization to individualization,enabled by GenAI and LLMs.So,we can start to imagine two shifts:(a)Individualization(vs personalization)of our ecosystem,leading to:(b)Orchestration of the ecosystem Camila Acosta,Horizon Board Me

192、mber,MadridDaniella Bianchi,Chief Strategy Officer,New York Alan Long,Designer,HYDAnna Maria Nalbandian,CEO,HYD Allie Park,Horizon Board Member,Seoul Andy Payne,Global Chief Creative Officer Marta Provedo,Horizon Board Member,MadridIs this about the expansion of a brand from a meaning system,to a“do

193、ing system”+I+Best Global Brand 2023 3736 +I+Best Global Brand 2023TheEcosystemImperativeTheEcosystemImperativeAI will drive a brands potential to create individualization at scale.Daniella:From a brand POV it begs the question,how much can you automate this system?How much is personalized and how m

194、uch is individualized?Daniella:And this“permission”question brings us to some of the tensions that brands and people are experiencing.Through the course of our work,we are studying the impact of Generative AI on brands.There are many tensions and brands are caught in this space between fear and exci

195、tement-theres a lot of will to evolve and adapt but on the other hand a lot of unknowns and limits fear of lack of regulations,fear of the unknown,fear of loss of jobs.So,there are experiments here and there and a paralysis because things are moving so fast and so far,that theyre struggling take a c

196、lear stand around whats their relationship with technology,AI,generative AI.Marta:So many brands that have been slow to implement technology and as new tools emerge its difficult for them to understand where to put their focus.On the other side,consumers are more and more comfortable with aspects of

197、 AI,such as personalization and recommendation and,as brands look to the future with new capabilities,such as individualization,theres a new threshold emerging again.Camila:Yes.People expect personalization its not premium anymore,so for a brand to create ecosystems of personalization or individuali

198、zation at scale,AI will really help drive that.So,its about how brands will use this tool.Anna Maria:I agree.And the shift has been access and mass scale.We have become accustomed to algorithms and data collection in order to make experiences better but its the shift into the generative piece and ad

199、option at mass scale next.So how do we manage the ethics and raise expectations?Allie:In my experience,brands appear to be approaching things in one of two ways.The first is peripheral.For example,there are a number of brands in Korea that use AI e.g.,as influencers for their advertising campaigns.H

200、owever,others are focussed on a deeper form of integration often their anchor is in what is likely to remain true about brands and about people,which is a desire for authenticity and memorability.So there is a set of brands that is focussed on how to use integrate new technology into their DNA to cr

201、eate more impactful and memorable experiences.I think these kinds of attempts to integrate technology into the language and DNA of a brand,with a focus on what the user needs,will ladder up to more powerful uses.Alan:Just as we are on the subject of AI.I wanted to respond to that question about whet

202、her AI is threatening the brand or not.Its funny because it feels as if AI has changed everything but at the same time its changed nothing in that people are still people,they have the same desires.My feeling is that its levelled the playing field in a similar way to the impact the Internet had-its

203、the Blockbusters vs Netflix story.AI will have the same effect it will level the playing field once again,but then success or failure will still come down to message and how that connects into peoples needs and desires.Anna Maria:Back to this idea of the ecosystem as an enabler of individualized exp

204、eriences.To what extent do we see partnerships playing a role here?Andy:I think theyll have to play a huge part.Could brands introduce a kind of modularity through partnership so that a consumer can fit their Apple watch to their Google Home to their Sony in-car system?So,my LLM knows its 7:45 on a

205、Tuesday,so I must be driving the kids to school,which means our preferred voice is Ursula from The Little Mermaid.It also knows if my heart rate is a little elevated,we need to use the faster route and Ill be needing Starbucks Drive Thru before the office.This level of modularity is a challenge to t

206、he walled garden,so the future for the ecosystem must be open to allow stretch.We may find that consumers say,“I cant just live in your slice of world.”These brands stand out by blending in,because people measure the entire experience by how much it adds to their lives and how little it disrupts it.

207、+I+Best Global Brand 2023 3938 +I+Best Global Brand 2023TheExperienceImperative+I+Best Global Brand 2023 4140 +I+Best Global Brand 2023TheExperienceImperativeTheExperienceImperativePrada:The Art of Contemporary Culture and Innovation Is your experience addressing expectations or shifting them?Prada

208、has long been considered a trailblazer of fashion,defying traditional norms and capturing the attention of the fashion world.Prada has successfully positioned itself as both a fashion powerhouse and a true cultural brand,interpreting the spirit of the times through its designs.“Prada is first and fo

209、remost a cultural brand,”Lorenzo Bertelli,Marketing Director of Prada Group said,“and this is what differentiates it from other luxury players.”In an era flooded with content,Prada engages by creating high-quality products that enhance its audiences experience while cultivating a distinct,cohesive,a

210、nd easily recognizable identity.“In a“sea”of content,quality often trumps quantity,”emphasized Bertelli.Prada,renowned for its meticulous selection of premium materials sourced from the worlds finest suppliers,ensures that each Prada piece is exquisitely crafted,resulting in durable and long-lasting

211、 products.As a testament to their dedication,Prada has achieved remarkable net revenue growth,totalling 2,232 million,a+20%year-on-year,which underscores their focus on innovative creativity.“Pradas creative philosophy has always been to challenge the industry by reimagining classic designs through

212、innovative new styles,materials,and processes,”emphasized Bertelli.Miuccia Pradas designs have left a mark on the fashion world with her talent for merging art and fashion to redefine beauty and style.A prime illustration of this is the timeless Prada Galleria bag,which has evolved while maintaining

213、 its cultural relevance.Pradas growth strategies extend beyond traditional fashion.In October 2022,the Group ventured into the world of fine jewellery with the launch of Prada Eternal Gold,a collection crafted entirely from 100%recycled gold.In May 2023,Prada collaborated with adidas to introduce ad

214、idas Football for Prada,merging a unique touch from Pradas sophisticated brand identity with adidass high-performance football expertise.In August 2023,Prada expanded its portfolio by unveiling the Interview with Lorenzo Bertelli,Marketing Director of Prada Group86+12%7,321$m+I+Best Global Brand 202

215、3 4342 +I+Best Global Brand 2023TheExperienceImperativeTheExperienceImperative“In a“sea”of content,quality often trumps quantity,”Prada has also collaborated with Adobe and Oracle,which has significantly enriched the client experience by harnessing data collected pre-and post-purchase,in-store or on

216、line.Prada Beauty Makeup and Skincare lines.The most recent venture,announced in September 2023,involves a ground-breaking partnership with Axiom Space for NASAs lunar spacesuits,building on decades of experimentation,technological prowess,and design expertise that trace back to the 1990s with Luna

217、Rossas challenges in the Americas Cup.“In todays interconnected and rapidly evolving business landscape,partnerships are essential to achieve our common goals,”Bertelli confirmed.These alliances,whether through strategic collaborations,joint ventures,or co-creation,have become instrumental in delive

218、ring long-term growth and competitiveness.Another example of this strategy is Prada Groups partnership with Amazon,aimed at combating the global trade of fake products.Prada has also collaborated with Adobe and Oracle,which has significantly enriched the client experience by harnessing data collecte

219、d pre-and post-purchase,in-store or online.“This ensures we are able to engage and connect with each customer in the right place,at the right time,and with the right content,”said Bertelli.Thanks to the deployment of Oracle Retail Xstore Point-of-Service(POS),Prada Group can gather and store custome

220、r preferences and purchase habits in the Oracle Retail Customer Engagement Cloud Service,enabling more refined operational processes and improved responsiveness to market shifts.“As a luxury brand,it is essential to foster meaningful and personalized interactions to ensure customers feel heard,value

221、d,and feel a strong affinity with the brand,”said Bertelli.Through innovative event formats such as Prada Mode and Prada Frames,the brand seeks to immerse customers in the very essence of Pradas DNA,maintaining a constant dialogue with its global audience.Since Lorenzo Bertelli joined Prada in 2021,

222、there has been a significant boost in digital communication and sustainability.This year,Prada upgraded its sustainability report and nominated a sustainability committee to ensure that future goals are met.Their approach is rooted in three pillars:planet,people,and culture.Their environmental initi

223、atives encompass carbon emissions reduction,renewable energy investments,energy consumption reduction efforts,industrial heating system electrification,and transitioning to a more sustainable vehicle fleet,with nearly 54%of their fleet now consisting of green vehicles.As a result of these concerted

224、efforts,Prada exceeded their Science Based Targets initiative(SBTi)goal.Circular fashion is another key focus involved in projects such as the Prada Re-Nylon,which harnesses regenerated nylon sourced from ocean plastic and textile waste and the Re.Crea Consortium,which manages end-of-life textile pr

225、oducts and recycling solutions.Education and biodiversity are also at the core of Pradas mission.It has launched the Sea Beyond program in collaboration with UNESCOs Intergovernmental Oceanographic Commission to educate and raise awareness about ocean preservation.To support forestation,Prada has pa

226、rtnered with the Forestami project,which aims to plant 3 million trees in and around Milan by 2030,contributing to urban forestation in the region.As Prada continues to redefine the fashion landscape as a cultural brand,it preserves quality,creativity,and sustainability.In Lorenzo Bertellis words,“H

227、igh-quality,relevant,and differentiated content is of paramount importance.”+I+Best Global Brand 2023 4544 +I+Best Global Brand 2023TheExperienceImperativeTheExperienceImperativeInstagram Driving Engagement with Data-Driven InnovationMeta VP of Analytics and CMO Alex Schultz 16+8%39,342$mInstagrams

228、photo and video-based launch in 2010 changed the way consumers interact on social media.Now in its fourth year as a Best Global Brand,Instagram is leveraging a unique data system and putting partnerships front and center to make the brand more share-worthy than ever.In the competitive social media p

229、latform ecosystem,Instagram has forged ahead to become one of the most popular social media platforms in the world,boasting over two billion active users monthly.This success is fuelled by a data-driven approach and a strong ecosystem that connects users with parent company Metas other platforms,the

230、ir favourite creators,and each other.“Across Meta,we want to make it easier for you to connect with the people and interests you care about,”Meta VP of Analytics and CMO Alex Schultz said.At the core of Instagrams brand is a common thread that runs through all Meta platforms:a commitment to connecti

231、on,agency and personalization.“Instagram is for everyday creativity that connects you,”Schultz said.“On Instagram,youre able to do that in everyday,creative ways with products like Notes,Stories,Reels and posts.We also make it easier for you to share your creations to your community on Facebook.”For

232、 personal interactions,Instagram offers direct messaging through Messenger.Meta Pay,meanwhile,expands the freedom users have in the Instagram app by streamlining transactions,allowing users to support the causes,creators,and businesses they care about.Instagrams growth strategies extend beyond the e

233、ssential data and marketing tactics,moving to where many consumers spend their time on the platform:with content creators.In a bold move earlier this year,Instagram introduced broadcast channels,a new one-to-many messaging tool for creators to connect with their followers at scale.Additionally,Insta

234、grams recent launch of Threads,a text-based platform,integrated creators into the platform before it was live to the general public,creating an entire ecosystem for new users to explore from day one.This in part led to Threads garnering over 100 million downloads in the first week following launch,e

235、arning it the title of the fastest-growing online platform in history.“Modern marketing doesnt come just from ads and garnering attention,”Schultz+I+Best Global Brand 2023 4746 +I+Best Global Brand 2023TheExperienceImperativeTheExperienceImperativeAt the core of Instagrams brand is a common thread t

236、hat runs through all Meta platforms:a commitment to connection,agency and personalization.said.“Smart partnerships and alliances are the way we put our brands into the world in ways that are harmonious and interesting with consumers.”By leveraging a mix of paid advertising,marketing strategies,and p

237、artnerships,Meta and Instagram continue to create more consumer touchpoints.In its recent Its Your World campaign,Instagram partnered with 2023 Interbrand Breakthrough Brand KidSuper,multi-platinum recording artist Coi Leray and other top creators to showcase how they use Metas universe of products

238、to shape their world.“Creators and change makers are finding inspiration and making awesome things happen with the help of our universe of products,”Schultz said.Instagram also continues to evolve its brand in ways that make it more tangible for the everyday user,applying brand codes to new motion c

239、ontexts.Schultz affirms that generative AI services like Chat GPT and Dall-E will soon be an important consideration,with brands needing to create machine-readable brand guidelines and standards in the near future.Regardless of the medium,brands will need to continue to find ways to add value to con

240、sumer experiences.“Its important to understand the prevalent mediums and ways audiences are spending their time,including figuring out how to engage and be additive in those places,”Schultz said,“whether its AR/VR,community chat-based places,or otherwise.”Combining powerful data insights with expert

241、 tracking and valuable consumer connection,Instagram continues to enable its users to connect to everyday creativity,their way.“We want to make it easier for you to connect with the people and interests you care about,”Schultz said.“Each Meta brand ladders back to our overall positioning:Meta is for

242、 connection that increases the agency you have in your world.”“Smart partnerships and alliances are the way we put our brands into the world in ways that are harmonious and interesting with consumers.”+I+Best Global Brand 2023 4948 +I+Best Global Brand 2023TheExperienceImperativeTheExperienceImperat

243、iveAndy:We believe that everything were doing in our experience work is increasing the relevance of the brand.The ideas in this report are pointing to a kind of super-relevance that allows the brand to push into new places.Much of the experience work that happens day-to-day is just about meeting exp

244、ectations.Its about making things simpler,enabling better connections,and creating greater agency these things really matter but they are about creating parity with the analogue of the category,not driving relevance.To drive super-relevance,we try to work from the future back but currently brands ar

245、e working present forward too much.And because theyre trouble shooting day in and day out,theyre missing the opportunity to push the brand forward and create impact.To create relevance and shift expectation,we need to ask if we are doing better and different.To bring more of the brand into the exper

246、ience.Its about trying to push the impact and differentiation through priority moments.The thing is arenas set a higher threshold for expectation.Its dangerous to think about parity in category.One of the reasons expectations are rising is because theres greater agency across arenas for The Interbra

247、nd ViewDeanna Amann,Executive Director,CX,New York Imogen Berman,Design Director,Inclusive Design,London Ned Colville,Global Director Human Truths Paolo Insinga,Executive Creative Director,Milan Anna Johannes,Inclusive Design Strategist,New York Andy Payne,Global Chief Creative Officer To create rel

248、evance and shift expectation,we need to ask if we are doing better and different.+I+Best Global Brand 2023 5150 +I+Best Global Brand 2023TheExperienceImperativeTheExperienceImperativecustomers.So,if I have a great experience with Apple and I dive back into my banking app my expectations are raised.N

249、ed:Great so,lets move on to talking about some of the brands.Which brands do you see are shifting expectations?In my case it was bloobloom spectacles.Buying their glasses was an amazing experience I could try them all on virtually online before receiving my selection in a gorgeous presentation case.

250、It was a highly engaging experience,firstly online and then in my home.Anna:For me its PlayStation how theyve gone about games.You can customise any game with any player(disability or not)so theres a game for everyone.Lots of games platforms,arent just for gamers.This level of personalization has sh

251、ifted expectations for all games and experiences beyond games.I can show up as who I am and not who I should be.Deanna:Two incredible brands who continue to lead and exhibit relentless commitment to both top-down brand building and bottom-up customer-centricity are Microsoft and Adobe.What I love ab

252、out each,is how they are empowering others to deliver exceptional experiences.Both simplified experiences for their customers,creating ecosystems where they could Its dangerous to think about parity in category.One of the reasons expectations are rising is because theres greater agency across arenas

253、 for customers.So,if I have a great experience with Apple and I dive back into my banking app my expectations are raised.have locked people into.Yet,each stayed true to their mission to allow access for all and proved you can drive financial performance while placing your customer needs first.Neithe

254、r brand is perfect,but they actively learn from mistakes.They each have a clear ambition and clear target audiences,then systematically delivers via thoughtful strategic movesthey are innovative yet deliberate.Paolo:Netflix.I love the brand.After it first came to be known as movies-by-post,it didnt

255、rest on its laurels;it reinvented itself with digital distribution.It twice made the innovation.It challenged its own distribution model.Shifts in technology enabled it to shift the experience.But technology is just part of the story,the push on content is making them a daily destination for hundred

256、s of millions of loyal customers;first with video content,now with gaming,too.Ned:Theres something about these brands thats changing the game,re-making the rules,and moving expectations.How do you see brand surpassing and shifting expectations?Imogen:Theres a tendency to work from trends,but project

257、ed future scenarios are not enough.To shift expectations,brands need to stop solely looking at historical data and drop the status quo thinking,they must think from the future backwards.Experimentation is key.Google is a great example of conducting bold/brave experiments.We all know about Google Gla

258、ssnot a success story for Google but it did push forward other new concepts and ideas.We need to make room for failure,or else we will never create the innovation culture needed to allow people to explore new ideas.Anna:Its not revolutionary,but we need to listen to people.Its amazing how many brand

259、s dont listen to the customers they are trying to engage.Time spent with people,especially those with disabilities or particular use cases,can reveal so much about how we hack our way around challenges with brand experiences.If you solve product and experience design for this group,it will benefit n

260、on-disabled customer communities as well.Ned:Its also about brands liberating themselves from past constraints.Perhaps a brand cant deliver a certain experience right nowbut a brand must ask“what would it take to get us there?”Competing on experience is not about delivering what others do well,brand

261、s need to disrupt themselves to create differentiation and distinctiveness before others disrupt them.Deanna:I agree,to first pause to define a clear unmet human need or a problem that has not yet been solved;then allow the freedom to explore a realm of possibilities without past or present business

262、 constraints.And,to Annas point,co-creating with an inclusive sample of target customers,means you deliver faster,more effectively,and efficiently.Anna:Too many products hit the market and totally fail.Apple co-creates with people with disabilities,and they create amazing things.We were doing testin

263、g with one client on a gum product,no one could open the packagingit totally failed.Some brands dont innovate because they dont want any negative feedback.Brands like Nike they take negative feedback and spin it into something amazing.Andy:As well as new product launches,I think theres a deeper insi

264、ght around the circularity of experience.We used to think of journeys as a funnel,or as liner A B but that mindset needs to change.One way to make journeys circular is to think of customers as contributors.We can encourage brands to forget their role and the customers role and try to break down thos

265、e barriers so that theres more reciprocity and more of a focus on engaging wider needs.Like Nike inviting customers to design their own sneakers.We need to think about what is the lifetime value of that customer and how are we cultivating it?+I+Best Global Brand 2023 5352 +I+Best Global Brand 2023Th

266、eAssetImperative+I+Best Global Brand 2023 5554 +I+Best Global Brand 2023TheAssetImperativeTheAssetImperativeReinventing the future of Industry Linda Boff,Global CMO,GE Daniel Binns,Global Chief Growth Officer,Interbrand 49+7%15,303$mDaniel:The last 12 months have been iconic for the GE brand.Could y

267、ou give us a sense in your own words as to how you feel the GE brand has evolved?What have been some of the highlights as youve gone through the split into three world-class companies?Linda:It has been an incredible 24 months since we announced that we would separate into three industry-leading publ

268、ic companies focused on the growth sectors of healthcare,aerospace,and energy.Each of our new brands are industrial powerhouses that have a huge opportunity to serve our customers,serve the industries that we are in,and drive real change in the world.With even greater focus,each of these companies w

269、ill have the opportunity to continue building a world that works.Its been exciting and humbling to help shape what the brands will be for these triplets as GE evolves from one company to three.Daniel:We know that youve started a bit of a trend.For the other companies making a similar move,what would

270、 you say to them?Linda:Lets start with what Im super proud of,which was a collective effort between Interbrand and the teams at GE.We used a thoughtful and methodical process to gather voice of customer,analyze our options,and then make informed decisions.We began with an openness as to what the out

271、come could be,meaning the GE brand could have been used for any one of the three future companies,or none at all.Im pleased we let the marketplace help us get there.Our decision on where and how to apply the GE brand with each of the three future companies was a data rich,insight rich,and inclusive

272、process that led us to firmly conclude that the continued use of the GE brand was without question the right path.I would impress upon anybody to do the due diligence and go to the market.Talk to customers,talk to investors,talk to employees.The watch out,if you will,is to make sure you have the tim

273、e and stakeholder engagement along the way.Often spinoffs must be done at breakneck speed.But we gave ourselves the time to do it right.And it paid off.Daniel:So how are you planning to manage the GE brand going forward,as it now exists across those myriad different businesses?Linda:We have set up a

274、 robust brand governance process.When we were thinking about where and how we would use the GE brands and go to market for the three companies,the one thing that we kept coming back to was that in sharing+I+Best Global Brand 2023 5756 +I+Best Global Brand 2023TheAssetImperativeTheAssetImperativeIts

275、been exciting and humbling to help shape what the brands will be for these triplets as GE evolves from one company to three.the brand,you share the opportunity,but you also share the reputational risk,which is a real concern.As a result,proper governance is incredibly important.Going forward,GE Aero

276、space will own the GE mark and brand and will license the use of these assets to GE Vernova and GE HealthCare,as well as to the other historical licensees like GE Appliances and Lighting.These licenses are long tenured,so its critical to have a dedicated group of people whose job it is to think abou

277、t brand governance and to establish the right processes and mechanisms to ensure correct usage of the brand.There is a shared sense of responsibility for this$20 billion brand,as well as a shared view of brand attributes and how those attributes will fuel the future of GE Aerospace,GE Vernova,and GE

278、 HealthCare.You need people who have the passion,but you also need the playbook and established governance processes.I think we have all three.Daniel:What is the DNA that is common across all those different companies and licenses?How do you balance those to make sure that the core remains the core,

279、but there is enough flexibility to ensure that those different companies and different categories are able to express themselves in a way that feels appropriate to their customers and the marketplace?Linda:Its a great question.Let me give you a framework that I keep thinking about.Before we announce

280、d the separation into three public companies,I always thought of the GE brand as an umbrella and that when we went to market as GE,the attributes,the tone,and the promise of the brand would trickle down to the businesses.I have now come to think of it in exactly the opposite way,which is that the GE

281、 brand is a foundation on which to build and that we have provided GE Aerospace,GE Vernova,and GE HealthCare a foundation that has a commonality of innovation,trust,reliability,invention,and a global view of the world.The three businesses will sit on top of that foundation and develop what different

282、iates and resonates with their stakeholders in their respective industries.Of course,well see differences in those expressions,as it should be.How GE Aerospace will ultimately express the future of flight and what that means and how GE Vernova will express the energy to change the world will be diff

283、erent but hopefully we have given them quite a springboard.Im excited to see what follows,and I very much believe it will only strengthen the GE brand.I would impress upon anybody to do the due diligence and go to the market.Talk to customers,talk to investors,talk to employees.The watch out,if you

284、will,is to make sure you have the time and stakeholder engagement along the way.+I+Best Global Brand 2023 5958 +I+Best Global Brand 2023TheAssetImperativeTheAssetImperativeWhy Allianz is the master of connecting brand with business strategy31+12%20,850$m“As our brand continues to grow,so does our ro

285、le and responsibility to prepare people around the world for the best possible future,said Bernd Heinemann,Group Strategy,Marketing,Distribution Officer at Allianz SE.When the people at the top get it,the role of brand goes beyond marketing to become a valuable part of business strategy.In 2023,Alli

286、anz continued its rise up the Best Global Brands Ranking,coming in at#31(+3),retaining its#1 insurer status for the fifth year running and recording a total brand value of 20.85 billion USD.But being the#1 insurer is just the start.Allianz is looking beyond the industry and aims to compete with the

287、worlds most valuable brands.And the one thing all brands of this“Super League”have in common is this:an understanding of the value their brands bring to their businesses.For this reason,during the past twelve months,Allianz has doubled down on doing the same,becoming one of the global leaders in lev

288、eraging what we call the“Asset Imperative”.The“Asset Imperative”means the direct monetary value the brand brings to the business and what role it plays in strategic decisions.As a part of maximizing the impact of this branding dimension,one of the most fundamental decisions to make is around brand a

289、rchitecture and portfolio strategies.Brands need to be clear which roles are fulfilled by which brands,which sub-brands are needed,and which ones should be streamlined under a clear and purpose-led master brand.Only by harmonizing experiences and aligning strategically connected areas of your busine

290、ss,traits like trust and loyalty of your customers will spread throughout the business.Following this route,Allianz has deployed a global One Brand Strategy,bringing together various entities,including the recent rebranding of Euler Hermes into Allianz Trade in 2022,enabling a consistent and coheren

291、t go-to-market and customer experience across regions.On top of that,in March 2023,Allianz bundled its Mid-Corporate and Large-Corporate insurance businesses under one strategy and market approach the newly created Allianz Commercial.With this move,the German headquartered insurance-giant follows a

292、strategy that is shared among the leading global brands,aiming to simplify B2B brand experiences and learning from the successes of the consumer side of the business.+I+Best Global Brand 2023 6160 +I+Best Global Brand 2023TheAssetImperativeTheAssetImperativeMaking something intangible tangible:bring

293、ing the brand as an asset into the real world A core function of a well-established brand within the“Asset Imperative”is that it systematically enables the business behind the brand to expand into areas beyond their core category.This roots in a strong customer-centric perspective on strategic decis

294、ion-making.Ultimately,the trust the brand evokes needs to be strong enough for the customers to seek more and more diverse solutions from partners they already know,asking them to play a bigger role in their lives.As businesses that mainly sell financial security through a variety of intangible comp

295、lex products,for brands like Allianz,it can be difficult to create experiences that foster this level of trust.One way Allianz set out to make the brand more tangible and build trust was through dedicated global customer experience initiatives.The introduction of the customer-centric Xperience Habit

296、s-appreciation,heart and help improved the way call center colleagues interacted with customers.The insurer took a proactive approach to reviewing policies with customers,while giving greater transparency and clarity on claims and renewals.Allianz also offered customers practical,preventative measur

297、es to help them better prepare for severe weather events.These changes all came from customer feedback-and by acting on this feedback,both Allianz and its customers are benefiting from a more seamless customer experience.We care for and trust our colleagues and agents to act as our brand ambassadors

298、 around the world,continued Heinemann.Their commitment to living out our global values while offering a personal,local service to our customers is a crucial part of what makes the Allianz experience so unique.The insurer also took this approach into partnership and sponsoring,creating real-life touc

299、hpoints that connect their brand and business strategy.Allianzs experiences,such as the family of stadiums,its global partnership with the Olympic and Paralympic Movements,and many other culturally relevant organizations that customers identify with,have enabled the brand to be perceived in a much m

300、ore tangible way,leading to high performance within the 2023 Brand Strength Assessment.Learning from the Best Global Brands:the role of Brand LeadershipFor the most successful global brands,maximizing the impact the brand has for the business correlates strongly with another dimension of modern bran

301、ding:the“Leadership Imperative”.Leadership in this case refers to the social responsibility businesses are willing to take and is therefore strongly connected to the business strategy as a whole.It touches areas like brand ambition,promise,and purpose plus influences many of the individual decisions

302、 that need to be taken to increase the role of the brand within the lives of its customers.For Allianz,another priority was actively demonstrating leadership through a vast variety of initiatives,bringing its promise confidence in tomorrow to life.“Achieving brand value growth of+11.5%in a challengi

303、ng environment is an incredible achievement that our employees,agents and brokers can be proud of,said Christian Deuringer,Global Head of Brand&Marketing.But what is even more encouraging is Allianzs increasing commitment to preparing people around the world for the best possible future,whether thro

304、ugh earthquake awareness and rebuilding programs,financial literacy,or supporting sportspeople in their future careers including the athletes preparing for Paris 2024.On a macro-level,Allianz pushed to improve earthquake awareness and warnings through training and tools,but also supported the rebuil

305、ding process in the aftermath of a disaster.On a more individual leadership level,Allianz has clearly set out to improve the financial literacy of its customers,raising awareness through activations like“Start Making Cents”with Christoph Waltz and following up with practical ways to help customers n

306、avigate their financial futures.Lastly,over the past twelve months,there have been multiple programs to further improve inclusivity in finance and insurance,especially focusing on enabling women to take care of their own financial future or encouraging children to MoveNow to adopt a more active and

307、healthy way of living through sports.Shaping the business of the futureAllianzs superpower is to put the brand itself at the forefront,allowing for the strategic expansion of the core business in areas beyond their core category.Allianz,as a business,has the capability to not only compare itself wit

308、h other insurance companies,but also learn from the leading global brands.The past twelve months have shown that Allianz is very successful at integrating strategies that can be learned from these leading global players and that the trust of their customer base is strong enough to follow through.+I+

309、Best Global Brand 2023 6362 +I+Best Global Brand 2023TheAssetImperativeTheAssetImperativeThe Interbrand ViewGreg:So,we have the evidence,we have the data,and we know by now whats best in class.My question to you is,are more marketers creating business cases for brands?Gaia:Brand as an asset for stre

310、ngth and growth is underleveraged across the board,which is paradoxical because in todays world its harder and harder to cut through the noise and fragmentation.Marketers really need to dig into datapoints such as key drivers and other fundamental elements that can support decision-making to achieve

311、 sustainable growth in the future.Our approach combines our three lenses of human truths,economics and experience its the economics that gives the confidence,supports decision making and makes the case for change.Economics should really be the day-to-day mantra of marketing and business leaders beca

312、use it delivers value.I think part of the problem is that business strategy is still seen as separate to brand strategy whereas they must work together.Its like how we often compare quantitative versus qualitative approaches.Whereas its the combination of both that delivers the highest value.Nina:Mo

313、st of the time we start talking about the business case when we are in trouble when we need to prove,make a case,or answer the question of the value of brand.But who is responsible for making this case?Its still the CMO who is also responsible for brand but this relegates it into the short-term plan

314、ning cycle,along with budget for the next campaign,much less on proactive planning and looking forward.Greg:My view is that because of the pandemic is that all the other areas of the business,whether supply chain,operations,or HR,got much sharper about their business case and improved their financia

315、l literacy but not much changed on the marketing side.Marketing is still using the same models,the same data,fragmented processes,in a reactionary way.If there isnt a systemic way to organize brand management,its hard to generate the right results and it doesnt breed confidence.And I think we have s

316、een because we have managed clients brands for years that you can improve brand and you can build confidence,but if you arent using economics,you cant track it.Nina:I think most corporations still havent considered restructuring their marketing organizations even though the industry has been taking

317、about it for Nina Oswald,Chief Operating Officer,Interbrand CEE Gaia Pedinelli,Director,Brand Economics,Milan Greg Silverman,Global Director Brand Economics+I+Best Global Brand 2023 6564 +I+Best Global Brand 2023TheAssetImperativeTheAssetImperativeyears.So,you still have these siloes of marketing,in

318、sights,strategy etc.And then you have to ask whether we ever really see different capabilities or people?Gaia:Yes,I agree,but usually organizations are built around product,so it would be a huge shift to say “lets start from our most valuable customers”or“lets take a brand lens”by shaping the organi

319、zation itself around the brand.But if Marketers can increasingly prove as we have the relationship between brand strength,revenue growth,profit margins and higher financial performance,this will help make the case and in turn enable organizations to seize the incremental benefits of this shift.Greg:

320、I used to believe that people are interested in improving revenue and generating higher margins,but I dont believe that anymore.I think maybe the CEO and CFO believe in that,but I think the rest of the organization is really worried about keeping their job.Structural change or process change create

321、huge risks and theres no safety net for people,so theres no real incentive to push for change.Ive shown people“heres$600m in revenue with a 90%chance of success”and their response is“no way.Ive got a kid in college”.Nina:I agree.I think that many people are in something of a holding pattern.Theyre t

322、rying to secure their job,get through the next 12 months,looking for the next 5%.Even though theres a lot of change in the talent market,I think people are a lot more risk averse.Coming out of the pandemic,people are worried about geopolitical risk it has a big influence.Its almost a frozen situatio

323、n.This worries me,were doing a good job but its static.Greg:Things look very incremental to me.Theres a human truth that we are overlooking with a business truth,which is that people are afraid of their company,of the world.Until the fear goes away its very hard for them to do something new.Thats no

324、t a criticism,thats just trying to be discerning about what motivates people because increased revenue is not always tied to my increased security.So,theres not always enough social equity for people to take a risk.So,we hear CEOs saying“no one is really believing in the brand”but the question is wh

325、eres the safety net?Did you give them a three-year contract?Are you backing them to table discussions about changing structure,changing process,changing point of view?Gaia:Its interesting to see this business risk though the lens of personal risk.Greg:So,moving on,what are the top three KPIs that sh

326、ould exist for brands being managed as assets?Gaia:Tapping into our brand strength framework,if I think about building a strong brand and a successful strategy for the long term,to do that you certainly need to measure performance on the internal and external dimensions of a brand.You can define the

327、 exact metrics within those two macro categories according to the brand and its arena.The second I would mention is Customer Lifetime Value,which is a metric we can increasingly use to unlock which segments will create higher value for the brand in a forward-looking perspective.The third is integrit

328、y and ethics.These are increasingly important in todays world.We recently conducted a multi-country quantitative study looking at brand integrity and ethics across the worlds biggest consumer brands and what we found was a very intriguing positive correlation between sustainability and integrity con

329、siderations and Brand Strength.The study also shed light on the specific brand strength factors that are mostly intertwined with those dimensions,which are Participation,Trust and Affinity.Understanding the implications of this is key as brands can do things right-by doing the right things and ultim

330、ately drive consumer preference and choice(e.g.,by making it easy for consumers to engage with the brand and showcasing how the brand can help them make better decisions).Nina:My first KPI would be willingness to change and go beyond the business you are in.The second would be about bringing people

331、along not only todays customers but growing your community.The third is about increasing interactions.Greg:Excellent so yours are about inputs and mine are about outcomes:sales growth,margin relative to market,and employee turnover/cost to recruit.Greg:So heres a question.Do you think this focus on

332、asset management is improving brands?Personally,if I was to give a score out of 100 to governance,I would give it a 40.I think its largely failing everywhere.There are some cases of excellence.I think the notion of experimentation in creative(?),customization to high value customers,as well as an un

333、derstanding of the financial workings of a brand is failing.I think the marketing industry has fallen so far behind;I dont think the CMO has a seat at the budget table.Nina:Theyre doing it in silos,theyre doing it on an operational level rather than a forward looking or strategic level.Greg:I think the CFO has become the CMO in terms of budget.And I dont think brand governance exists broadly.There