FB BrandIndex AW11

8/10/2019 FB BrandIndex AW11

1/63

The FutureBrandIndex

Measuringwhatmattersfor

futuresuccess

100


2/63

2The FutureBrand Index FutureBrand

Whats inside?

1.0 Introduction

2.0 Our methodology

3.0 Global top 100 rankings

4.0 What is a future brand

and why does it matter?

5.0 Rankings by sector

6.0 The ones to watch


3/63

The FutureBrand Index 3 FutureBrand

1.0 IntroductionIntroduction


4/63

4

FutureBrand

FutureBrand FutureBrand

We believe 21stcentury brand strength is bestunderstood in terms of the balance of perceptionsbetween what a company stands for its purpose and how far it delivers on it the resultingexperience. And organizations that strike this

balance will have a competitive advantage inthe future. To test this hypothesis, we set out tomeasure global public perception of the GlobalTop 100 Companies by market capitalization.

Our research highlights that whilst the top 100companies are undoubtedly to be admired fortheir financial performance, only 22 of themqualify as future brands in the opinion of aninformed public.

Why does this matter? Because when people rate acompany highly in both areas, they are more likelyto want to buy from, pay more and work for thatcompany. This gives them an advantage now andin the future that is not dependent on their financial

strength, but could be a driver of it tomorrow.

Organizational reputationhas never mattered more.

In an age of real-time global communicationand transparency, constrained resources andmacro-economic shifts to new centres of power,we are increasingly concerned about the beliefsand behaviours of the companies that provide

the products and services we trust and dependon. Arguably, global perception of thesecompanies makes a difference to their futurereputation and value they inform our decisionsabout what to buy, invest in and where towork. This is why it is critical to understandorganizational brand strength as an input tostrategies for future success. For example,as research by Weber Shandwick has revealed,company reputation provides things like productquality assurance, with 67% of consumers

checking product labels to see what company isbehind them. Despite this, we tend ultimately toreduce our understanding of their performanceand strength to purely financial measures.However, financial value does not alwayscorrelate to perception strength: in other words,a high market capitalization does not guarantee astrong brand, nor inform the billions of everydaydecisions that create our future.

Introduction

What will drive futureorganizational success?

The FutureBrand Index

Being seen as a future brandoffers a competitive advantage.


5/63

FutureBrand The FutureBrand Index FutureBrand

Introduction

We need to broaden ourunderstanding of value.

So it is important to broaden our understandingof value to include how far a company is seento address broader emotional and societal needsand wants from fostering trust to drivinginnovation and being indispensable to our lives

and re-order the top 100 by those measuresas an alternative indicator or Index of futuresuccess. This is not least because they are thedrivers of choice influencing more conventionalmeasures of commercial performance fromsales to price premium and employer of choice.But also because when we look at global opinionaround which of the top 100 companies aremost likely to be moving forward in three years,half of them are not even in the current top 20by market capitalization. In addition to this, our

research shows that the key drivers of a futurebrand relate to strength of perception aroundthought leadership, innovation and authenticity,rather than commercial power.

What will drive futureorganizational success?

5


6/63

What does this meanfor leaders?

This report aims to demonstrate that it hasnever been more important to understandglobal perceptions of your organization,and that even the most successful companieshave levers they can pull for further competitiveadvantage. It provides a lens for understanding

the drivers of future success by organizationand industry sector based on global publicperception. And perhaps most importantly,it demonstrates that brand strength needs tobe understood as the ability to balance decisionsand perceptions relating to both why you arehere, and what you do, beyond making moneyfor shareholders.

Arguably, the organizations that achieve thiswill create a more positive future for themselves,their customers, investors and society as a whole.

6


7/63

Pu

rpose

bra

nd Future

bra

nd

Exper

ien

ce

brandCorpo

ra

te

brand


Our methodology

2.0 Our methodology


8/63

The FutureBrand Index 8

Purpose brands Organizations whoseperception strength is biased towards attributesrelating to Purpose, Inspiration, Authenticity,Innovation, Thought Leadership, Individuality,Indispensability, Resource Management andPrice Premium.

Experience brands Organizations whose

perception strength is biased towards attributesrelating to Personality, Story, Attachment,Consistency, Seamlessness, People, Pleasure,Wellbeing and Respect.

Future brands- Organizations that have verystrong and balanced perceptions across both thepurpose and experience dimensions and can beseen as the most future proof.

We used adaptive conjoint analysis to pick out thecurrent and future drivers, patterns, strengths andweaknesses regarding the different regions andindustries driving our findings, industry sectorrankings and organizations that the informedglobal public believe are the ones to watch.

The qualitative responses, together withFutureBrands expert opinion and knowledge,formed the basis of the sector drivers, the writtencommentary and world clouds for each leadingsector organization and the broader future driversof organizational success.

Quantitative andqualitative analysis

To test our hypothesis about the differencebetween perception and financial performanceof the Global Top 100 Companiesby marketcapitalization, we surveyed 3,030 members of theinformed public in 17 countries around the world*(in the USA, Canada, Brazil, Argentina, Mexico,UK, Germany, France, Russia, Turkey, South Africa,UAE, India, China, Thailand, Japan and Australia).

Respondents were asked questions about thosecompanies based on FutureBrandsproprietarybrand strength model, as well as a series of otherfactors, and provided answers on a multiplechoice and qualitative basis. This formed the basisof our quantitative analysis to develop a newranking of the companies driven by strength ofperception across 18 specific attributes withinthe dimensions of purpose and experience.

This absolute score against those two dimensions

also allowed us to classify the organizationsaccording to one of the following four typologies:

Corporate brands Organizations that haveweaker perceptions in both purpose andexperience and fall into two further categoriesof indifference and admiration.

Our methodology

2.1 Research approach

FutureBrand


9/63

Quantitive& qualitive

analysis

The FutureBrand Index 9

QRi

QRi Consulting is FutureBrands global researchpartner for the FutureBrand Index. Working inclose collaboration, QRi helped to define theresearch approach against FutureBrands initialhypothesis, as well as managing recruitment,questionnaire development, and providingin-depth analysis of the qualitative and quantitative

data underpinning the report. This is informedby QRis extensive research, brand and sectorknowledge and experience as well as theirproprietary QualiQuant methodologies.

PwC

FutureBrand has worked closely with the CapitalMarkets division of PwC in the UK, who kindlyprovided its Global Top 100 Companies by market

capitalization ranking as the basis for this researchand report. The report and its findings have beeninformed by Capital Markets experience andexpertise, but FutureBrand is responsible for allviews, opinion and data emerging from thisresearch unless otherwise stated.

*Quantitative Sample Criteria

Our research respondents were screened as follows:

By informed we mean aware of and knowsomething about at least 7 or more of the worldstop 100 companies our aim was to understandstrength of perceptions and associations of thosepeople who can show reasonable awareness.

21-75 years old, balanced between males andfemales, none were Unemployed or Students.

Top professional, Chairman, MD, VP/SVP or otherVery Senior Manager, Top Level Civil Servant,or similar.

Skilled Professional, Departmental or MiddleManager, Senior Executive, Departmental orHead Teacher, or similar.

Junior Manager, Junior Executive, Shop Owneror Owner of Small Establishment, Class Teacher,Nurse, or similar.

Our methodology

FutureBrand

2.1 Research approach


10/63

10 FutureBrand The FutureBrand Index

Experience

Builds a strong emotional connection:Attributes Personality,

Story, Attachment.

Purpose

Has a clear vision of the future:Attributes Purpose,

Inspiration, Authenticity.

Engaging experience at ever y touch point:Attributes Consistency,

Seamlessness, People.

Redefines the category:Attributes Innovation,

Thought Leadership, Individuality.

Makes lives better:Attributes Pleasure,

Wellbeing, Respect.

Delivers sustainable value:Attributes Indispensability,

Resource Management, Price Premium.

The dimensions andattributes of a future brand

In order to qualify as a future brand,organizations need to have strongand balanced perceptions across thefollowing dimensions and attributes.

N.B.Please see the Appendix for a

detailed definition of each attributeby dimension.

Our methodology

FutureBrand


11/63

11

3.0 Global top 100 rankingsGlobal top 100 rankings

FutureBrand

100

1The FutureBrand Index


12/63


3.1. Global top 100 rankingsGlobal top 100 rankings

120

* Source: PwC Global Top 100 Companies by Market Capitalisation 2014

Brand Ranking Difference Market CapRanking*

Sector

Google 1 2 3 Technology

Microsoft 2 2 4 Technology

Walt Disney 3 37 40Consumer

Services

Apple Inc. 4 3 1 Technology

Samsung

Electronics5 13 18

Consumer

Goods

Intel 6 43 49 Technology

Toyota 7 14 21Consumer

Goods

Johnson

& Johnson 8 1 7 Healthcare

Unilever 9 43 52Consumer

Goods

IBM 10 14 24 Technology


Sector

Facebook 11 18 29 Technology

Boeing 12 64 76 Industrials

SABIC 13 72 85Basic

Materials

Visa 14 28 42 Financials

Nestle 15 5 10Consumer

Goods

Mastercard 16 67 83 Technology

Volkswagen 17 36 53Consumer

Goods

General Electric 18 10 8 Industrials

Gilead Sciences 19 27 46 Healthcare

Abbvie 20 80 100 Healthcare


13/63


2140



Sector

LOreal 21 50 71Consumer

Goods

Coca Cola 22 10 32ConsumerGoods

Procter

& Gamble23 6 17

Consumer

Goods

LVMH MotHennessy

24 53 77ConsumerGoods

Inditex 25 62 87Consumer

Goods

GlaxoSmithKline 26 17 43 Healthcare

Ambev SA 27 31 58Consumer

Goods

Tencent

Holdings 28 10 38 Technology

Siemens 29 25 54 Industrials

Amazon 30 4 34ConsumerServices


Sector

Pfizer 31 12 19 Healthcare

BerkshireHathaway

32 27 5 Financials

Westpac Banking 33 48 81 Financials

Oracle 34 7 27 Technology

Bayer 35 20 55Basic

Materials

Daimler 36 36 72ConsumerGoods

TSMC 37 45 82 Technology

Eco Petrol 38 57 95 Oil and Gas

Walmart 39 28 11Consumer

Services

3M 40 48 88 Industrials



14/63


4160


4160Brand Ranking Difference Market Cap

Ranking*Sector

ANZ Bank 41 55 96 Financials

BHP Billiton 42 16 26BasicMaterials

Amgen 43 37 80 Healthcare

SAP 44 29 73 Technology

China Mobile 45 20 25Telecom-

munications

Home Depot 46 10 56ConsumerServices

PepsiCo 47 3 50Consumer

Goods

Vodafone48

12 60

Telecom-

munications

CVS Caremark 49 44 93Consumer

Services

Roche 50 16 34 Healthcare


Sector

McDonald's 51 27 78Consumer

Services

UPS 52 38 90 Industrials

United

Technologies53 10 63 Industrials

Novartis 54 40 14 Healthcare

Royal Dutch Shell 55 43 12 Oil and Gas

China

Construction Bank56 26 30 Financials

Verizon 57 35 22Telecom-

munications

Allied Irish Banks58

9 67 Financials

Novo Nordisk 59 6 65 Healthcare

Petroleo BrasileiroPetrobras

60 30 90 Oil and Gas



15/63


6180



Sector

Cisco Systems 61 2 59 Technology

Total 62 25 37 Oil and Gas

American

Express63 12 75 Financials

Bristol-MyersSquibb

64 25 89 Healthcare

Citi Group 65 26 39 Financials

Anheuser-

Busch InBev66 35 31

ConsumerGoods

Schlumberger 67 16 51 Oil and Gas

HSBC 68 48 20 Financials

AT&T 69 34 35Telecom-

munications

Merck 70 37 33 Healthcare


Sector

Bank of America 71 43 28 Financials

SoftBank Corp 72 14 86Telecom-

munications

Sanofi 73 32 41 Healthcare

BP 74 38 36 Oil and Gas

Toronto Dominion

Bank75 22 97 Financials

Chevron 76

61 15 Oil and Gas

China

Petroleum77

7 70 Oil and Gas

Industrial Commercial

Bank of China78

55 23 Financials

Banco Santander 79

13 66 Financials

Agricultural Bank

of China80

32 48 Financials



16/63



81100



Sector

Wells Fargo 81 72 9 Financials

Statoil 82 12 94 Oil and Gas

JP Morgan

Chase & Co83 67 16 Financials

CommonwealthBank

84 23 61 Financials

Royal Bank

of Canada85 6 79 Financials

Rio Tinto 86 24 62BasicMaterials

Qualcomm 87 40 47 Technology

Lloyds Banking

Group88

14 74 Financials

Exxon Mobil 89 87 2 Oil and Gas

BASF 90 26 64BasicMaterials


Sector

British American

Tobacco91 23 68

Consumer

Goods

Petro China 92 79 13 Oil and Gas

ENI 93 1 92 Oil and Gas

Philip Morris 94 49 45ConsumerGoods

Union Pacific 95 3 98 Industrials

Comcast 96 52 44ConsumerServices

Gazprom 97 13 84 Oil and Gas

Bank of China 98

41 57 Financials

ConocoPhillips 99 -- 99 Oil and Gas

BNPParibas SA

100 31 69 Financials


17/63

Vs.

BRAND

FutureBrand The FutureBrand Index 17

3.2 Key findings

1. Financial value andpast performance areno guarantee of futurebrand strength.

The first and most striking finding from ourresearch is that a high market capitalizationdoes not always correlate with strong perceptionsacross our dimensions. In fact, some of the

largest organizations by market capitalizationhave some of the weakest perceptions, and viceversa. For example, Exxon Mobil is currentlyranked at number two by market capitalization,but is at 89th position in the FutureBrand Index.Less dramatic but significant ranking differencesinclude JP Morgan and Petrochina. Alternatively,there are some organizations whose strengthof perception is significantly higher than theirfinancial strength, led by Walt Disney but alsoincluding Intel, Sabic, LOreal and Abbvie whichbenefits from the largest ranking differential of

80 places.

Some of these differences are perhaps reflectiveof broader sector challenges, for example therankings for JP Morgan and PetroChina are typicalof the kinds of differences we see in the financialand oil and gas industries as a whole. However,there is sufficient diversity in the top and bottomperformers to indicate that some organizationsare doing a better job of managing perceptionthan others.

Global top 100 rankings


18/63


2. Being globalmakes a differenceto brand strength.

Regardless of financial strength, organizations thatare better known in individual markets, or whichdepend on fewer markets for their commercialsuccess, tend to suffer from weaker perceptions

in our study. And the best performers tend to begenuinely global, including most of the top 20in our ranking. Of those organizations, 14 areAmerican international companies, which showsthat the USA still dominates the global corporatestage in terms of strength of perception, althoughbeing American on its own does not guarantee ahigh ranking. Wells Fargo is 9 thby marketcapitalization globally, but drops to 81stpositionin our public perception rankings, and Bank ofAmerica is 71st. Similarly, perception strength doesnot seem to be restricted to specific sectors, with

representation across every category in the toptwenty except telecommunications, suggestingthat global reach is as much a driver of perceptionstrength as membership of a particular industry.

3. The value-perceptiongap for brands variesby sector.

Whilst the top 20 organizations tend to be global,and are distributed across the industries, it is clearthat the value-perception gap is different by sectoracross the top 100, and some sectors perform

more strongly than others. For example, financialand oil and gas companies tend to dominatethe top 30% by market capitalization, but largelyappear in the bottom 30% by strength ofperception. 7 of the bottom 20 organisations inthe FutureBrand Index are banks, and 6 are in Oiland Gas, and two of the bottom ten are tobaccocompanies, despite being in the top two thirdsby capitalization. Conversely, technology andconsumer services and goods companiesdominate the FutureBrand Index top 10 and themarket capitalization rankings, with a particular

focus on consumer electronics, FMCG, softwareand entertainment.

This reflects a broader reputational challenge forcertain sectors as a whole particularly banking inthe wake of the global financial crisis that seemsto have a correlation to perceptions of individual

organizations. It is as if people are unable toseparate organizational perception from sectorperception. There are some exceptions to thisrule, including Eco Petrol in the Oil and Gassector that is 57 places higher in the Index rankingthan its financial position. So whilst it is certainlypossible, it would appear that few organizationshave managed to challenge or break out of theircategory positioning to stand for something newin the eyes of the public a possible opportunityfor companies keen to differentiate, or that havea genuine difference they are not being given

credit for.


3.2 Key findings


19/63


4. Brand awareness isnot enough to drivestrong perceptions.

A further striking finding of the research isthat some of the most famous householdname organizations that share their corporatename with their most famous product areoutperformed in strength of perception bycompanies with significantly lower awareness.

For example, whilst Coca-Cola (22), PepsiCo (47)and McDonald's (51) all enjoy a higher ranking inthe FutureBrand Index than their market capposition, they are still lower than more niche oranonymous organizations without the samehigh levels of public awareness, like Sabic(in 13thposition) in Basic Materials, and Gilead andAbbvie (respectively 19thand 20thoverall) in theHealthcare sector. Other organizations that havesignificant public awareness through globaladvertising and reach like HSBC, or exposurethrough international events and longevity likeBP, enjoy a lower strength of perception rankingin our research than their market capitalizationposition. This perhaps correlates again tonegative or weaker perceptions of their sectoroverall, or individual reputational issues, but itpresumably cannot be reduced to these factorsalone given the often difficult reputation

challenges faced by pharmaceutical companiesand their relatively strong performance in theIndex overall. It also perhaps reflects a broaderpublic preoccupation with consumer electronicsand internet services organizations that havecome to dominate the global discourse around

consumption in the last decade, perhapsovershadowing their still popular but less relevantcounterparts in food and beverage hinting thatGoogle and Apple are the Coca-Cola andMcDonalds of the 21stcentury.


3.2 Key findings


20/63


5. Chinese companiesand brands are not

yet future proof.

The only two Chinese companies in the top halfof the FutureBrand Index ranking are Tencent(28th) and China Mobile (45 th), with four of theremaining five falling into the bottom quartile,

including ICBC (78

th

) and PetroChina (98

th

), whichare 55 and 79 positions lower than their marketcap ranking respectively. Unlike the majority ofAmerican International companies that havegenuinely global reach, it is arguable that whilstthe largest Chinese organizations are undoubtedlyfinancially strong reflecting Chinas vastconsumer market, growth and economic position they do not yet have strong global perceptions.As a result, they are not as future proof, or asinsulated by strong reputation, as their East Asiancounterparts like Samsung and Toyota that

genuinely address global markets and sellproducts and services to customers worldwide.Toyota is a good example of how brand strengthcan provide some insulation against commercialdifficulties, given its position in the top 10 byperception at a time of global product recalls.

However, whilst this might be true now, it is likelythat as Chinese organizations expand into newmarkets across Asia and beyond, they will beginto benefit from the same awareness as their

better-established global counterparts. We seethis in our ones to watch forecasts with twoof the eight organisations seen to be movingforward in three years time being Chinese. Thekey will be how well these companies manageperception and attend to the balance of purposeand experience, to ensure they are not justfinancially strong and secure across markets, butthat they are the kind of companies people wantto work for, and for whose products and servicesthey are prepared to pay a premium.


3.2 Key findings


21/63


22/63

PUR

POSE

EXPE

R

IEN

C

E


What is a future brand and why does it matter ?

A future brand is a brand that is more likely tosucceed in the future, not just one that is strongnow. This is because it perfectly balances strongperceptions of its purpose in the world with theexperience it delivers. In terms of experience,it ensures that it always has a strong emotionalconnection, delivers consistency across everytouch point and focuses on improving peoples

lives. In terms of purpose, it is seen to have astrong vision for the future, to drive and redefineits category and deliver sustainable businessvalue in everything from resource managementto price differentiation. The balance of these twoelements is vital because it attends to the waywe make decisions in the 21stcentury: avoidinga compromise between what we want nowand what we need later.

It means fast cars with zero emissions, profitabilitywith ethics, taste and health, and shareholdervalue with positive societal impact. This meansthat a future brand is more future proof thancounterparts that only provide immediategratification, or fail to connect their beliefswith their actions in the world.

4.1 What is a future brand?


23/63

0 %

10 %

20 %

30 %

40 %

50 %

60 %

I would like to work for this company

24% Average

I would buy products & services from this company

31% Average

Future brandsWould work for and buy products/services

Corporate brandsWould work for and buy products/services

0 %

10 %

20 %

30 %

40 %

50 %

60 %

I would like to work for this company

24% Average

I would buy products & services from this company

31% Average


Our research shows that this matters fororganizations because when people rate acompany in the Global Top 100 as a futurebrand, 75% strongly agree that they would buyproducts and services from them, 68% stronglyagree that the organization commands a pricepremium, and nearly two thirds strongly agreethat they would work for them. And these

preferences are significantly above the averageperformance across our study. So being a futurebrand is a driver of choice when it comes topurchase decisions, paying a premium andselecting an employer. For example, nearly halfof all those surveyed say they would like to workfor Walt Disney Company and Google (againstan average of 24%), and 48% of our respondentssay they would buy products and services fromToyota (against an average of 31%). This iscompared to organizations with weakerperceptions against our dimensions like Walmart,

McDonalds, Shell and AT&T that have belowaverage appeal to our respondents as placesto work.

4.2 Why does it matter?What is a future brand and why does it matter ?


24/63


25/63

25

FutureBrand The FutureBrand Index

All of the organizations in the Global Top 100are extraordinarily successful by most commonmeasures. However, our findings show that whilstmost benefit from strong perceptions in someattributes, they often have opportunities toimprove the way they are seen in specific areas.We have three further typologies for thoseorganizations that are not classified as futurebrands, based on their scores and degree ofbalance of perceptions across the dimensions.This helps organizations to understand whatlevers to pull for greater success today and inthe future.

4.4 Our typologies

1. Purpose brands

Purpose brands are organizations whoseperceptions are more biased towards a strongvision for the future, redefining the categoryand delivering sustainable value. In this study,these include Gilead Sciences, Oracle andTencent Holdings.Arguably, these organizationswould benefit from strengthening perceptionsin the experience dimensions to drivefurther competitive advantage.



26/63


4.4 Our typologies

2. Experience brands

Experience brands are organizations whoseperceptions are more biased towards buildingstrong emotional connections, an engagingexperience at every touch point and makingpeoples lives better. In this study, these includeCoca-Cola, LVMH Moet HennessyandAmBev SA.Conversely, these organizationswould benefit from strengthening perceptionsin the purpose dimensions to drive furthercompetitive advantage.



27/63

27 FutureBrand

4.4 Our typologies

3. Corporate brands

Corporate brands are organizations whoseperceptions might be more balanced across thedimensions, but are not sufficiently strong toqualify as a future brand. These are divided intotwo further classifications in this study thoseorganizations that are admired and thoseorganizations towards which the public feelmore indifferent.

Admired corporate brandsare those closest tothe top right of the purpose-experience matrix,and therefore the closest to becoming futurebrands. These include Amazon.com, GSK,Berkshire Hathaway, Siemens, Pfizer, Eco Petrol,

TSMC, Westpac Banking, Amgen, China Mobile,

Bayer, BHP Billiton, ANZ Bank, 3M, Daimler,

Walmart, Vodafone, CVS Caremark, Home

Depot, PepsiCo, Roche andNovartis.

The remaining organizations are not necessarily

seen negatively, although our qualitative datapoints to sector-specific need for improvementin some areas, but are perhaps felt to be lessmeaningful or relevant to people. Again, thisis not a matter of awareness or negativeperceptions, but rather weaker perceptionsagainst the dimensions that drive competitiveadvantage in our measures.

This can, in some cases, be attributed toparticularly weak perceptions in specific attributes.Comcast,for example, is in the bottom five inperceptions of attachment and story, andSantander has its weakest perception in theattribute of indispensability. Whereas someorganizations like BNP ParibasandConocoPhillipshave weak perception scoresmore consistently across the bottom five ofevery attribute.




28/63


4.5 Which of the top 100companies are future brands?

Toronto Dominion Bank

BASF

Ind and Comm Bank of ChinaCommonwealth Bank of Australia

Exxon Mobil

Rio Tinto

ENI

Philip Morris

Lloyds Banking GroupPetroChina

Union Pacific Group

British American Tobacco

Bank of China

BNP Paribas SA

QualcommRoyal Bank of Canada

ComcastGazprom

ConocoPhillips

Bank of America

Citi GroupTotal

China Petroleum & Chemical

Softbank Corp

Novo Nordisk

Verizon

Anheuser-Busch Inbev

AT&T

HSBC

Agricultural Bank of China

BP

Allied Irish Banks

Banco SantanderWells Fargo

Petroleo Brasilerio PetrobrasAmerican Express

Sanofi Merck

Chevron

United TechnologiesCisco Systems

Bristol-Myers SquibbMcDonalds

Oracle

Berkshire & Hatherway

Vodafone

Eco PetrolSAP

TSMC

China MobileAmgen

BHP Billiton

PhizerSiemens AG

Wal-martHome DepotPepsi - Co

China Construction Bank

Coca-ColaAmBev SA

CVS Caremark Corp 3M

Tencent Holding Ltd

Intel

IBM

Toyota

Gilead Sciences

Johnson & JohnsonUnilever

VisaMastercard Inc

General ElectricBoeing Co

Facebook IncAbbVie Inc SABICNestle

VolkswagenProcter & Gamble

Inditex

Google

Walt Disney

Apple Inc

Microsoft

Samsung Electron

JP Morgan & ChaseStatoil

UPSRosche

Royal Dutch ShellNovartis

LVMH Moet

50%

45%

40%

35%

30%

25%

20%

15%

10%

5%

35% 40% 45% 50%15% 20% 25% 30%5% 10%

Purpose

ExperienceLOW HIGH

LO

W

HIGH

Corporate Brand Experience Brand

Purpose Brand Future Brand

More admiredCorporate brands

Damiler

AmazonGlaxoSmithKline

Australia & New Zealand Bank

Wastpac Banking

LOreal



29/63


30/63



4.6 The purpose dimension:rankings by attribute

Authenticity Inspiration Innovation Thought

Leadership

Individuality Indispensability Resource

management

Price

premium

Purpose

96

97

98

99

100

Authenticity Inspiration Innovation Thought

Leadership

Individuality Indispensability Resource

management

Price

premium

Purpose

1

2

3

4

5


31/63



4.7 The experience dimension:rankings by attribute

Wellbeing Respect Seamlessness Personality Pleasure People Consistency Attachment Story

96

97

98

99

100

Wellbeing Respect Seamlessness Personality Pleasure People Consistency Attachment Story

1

2

3

4

5


32/63

32 FutureBrand

5.0 Rankings by sectorRankings by sector

1The FutureBrand Index


33/63

33 FutureBrand

1. Sector leaders, averagesand drivers.

In addition to showing the difference betweenperception and market capitalization acrossthe entire Top 100 Global Companies, our dataprovides industry-specific insights, includingorganizational rankings and drivers by sector

as determined by our informed global public.

Rankings by sector:The sector rankings show the relativeperformance of organizations grouped bysuper-sector only.

Radar maps:The radar maps highlight the perceived strengthsand weaknesses of each sector by each of our18 attributes and an indication of the purpose-experience balance in each case. The maps

also offer a comparison of these strengths andweaknesses of perception between the sectorleader and the sector average.

Sector drivers and organization sentiment:In each case, we summarise the mostimportant drivers of each sector accordingto the informed general public, expressedas what companies in the sector will need to

do to meet their future expectations. We alsocapture specific quotations from respondentsin relation to the top ranked organization.

5.1 What drives successby industry sector?

Rankings by sector



34/63

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Authenticity

Innovation

Thought leadership

Individuality

Resource management

Price premium

People

ConsistencyIndispensability

Purpose

Respect

Brand FBIRanking

Difference M arket CapRanking*

Google 1 2 3

Microsoft 2 2 4

Apple Inc. 4 3 1

Intel 6 43 49

IBM 10 14 24

Facebook 11 18 29

Mastercard 16 67 83

Tencent Holdings 28 10 38

Oracle 34 7 27

TSMC 37 45 82

SAP 44 29 73

Cisco Systems 61 2 59

Qualcomm 87 40 47

34

Rankings by sector

Technology


Purpose

Price premium

Indispensability

Innovation

Pleasure

Consistency

Resource

Management

Seamlessness

Wellbeing

Respect

Simplicity

Pleasure

Innovation

Indispensability

Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sectordrivers for the future

Google

Sector Average

Peaks

Key



35/63

FBI Report

Purpose

Price premium

Indispensability

Innovation

Pleasure

Consistency

Comparison to sector average

Google enjoys stronger perceptions acrosssimilar relative scores by attribute.

Relative perceptionstrengths + weaknesses

Resource management

Wellbeing

RELIABLEMOTIVATEDCONTINUOUSBESTWORLDVISION EMPLOYEESUSERS

DEVELOPING LEADERSCOMPANYSERVICEPOTENTIALWAY

MOTIVATED

MOTIVATED

RECORD

NEW

MOTIVA

TED

PEOPLESERVICES

IMPROVING FAST

INNOVATIVE

GLOBAL FUTURETIME

ENGINEPRODUCTSPOTENTIAL

BRANDTECHNOLOGYBIGGER

IDEASNEEDS

IDEAS

LEADS

THINK

KNOW

MEANS

WORKING

GOOGLE

SEARCHMARKETEXCELLENTWORLDWIDEGROWINGCONNECTIVITYINCEPTIONUSERS

From its inceptionit has not stopped

improving its overallday-to-day services,it gives solutionsto people.

Argentina, consumer

It is a companythat cares about

employees andmakes them feelmotivated togive 100%.

Turkey, consumerIt is a company with foresight,it is reliable and very useful ineveryday lives.USA, consumer

Everyone uses it.Germany, consumer

35 FutureBrand

TechnologyRankings by sector



36/63


37/63

FBI Report


Walt Disney enjoys stronger perceptions


Its a company thatdedicates itself to

family entertainment,particularly childrenand adolescents.It covers interests ofall ages, cultures andsocio-economic levels.

Germany, consumer

It is constantlyinnovating,

dreaming, andgiving happinessto people.

USA, consumer It is always adapting tooffer better servicesand products.India, consumer

People will alwaysneed entertainment.Canada, consumer

ENTERTAINMENT

ANIMATED

FAMILYCHILDRENFUNSTRONG

GOOD DISNEY

ENTRY

POPULARITY MULTINATIONALFILMSCUSTOMERGOOD

PERMANENTINTRODUCING SELLING

CREATESEMPLOYEES

PRODUCTSTHINKING PROVIDESMAKEADAPTSDAY

CULTURES AWARENESS

ADOLESCENTSVISIONARY

EM

PIREINNOVATIVE

SOCIO

WALT

HUGEBROAD

LEVELS

WO

RK

DREAMSBEST

DIFFERENTEXPERIENCE

CHANGES

Story

Individuality

Pleasure

Authenticity

Thought Leadership

Resource Management

Innovation

Indispensability

Seamlessness

in the story attribute.across all attributes, with the biggest difference

37 FutureBrand

Consumer ServicesRankings by sector



38/63

38

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

hought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

Brand FBIRanking Difference M arket CapRanking*

Johnson & Johnson 8 1 7

Gilead Sciences 19 27 46

Abbvie Inc. 20 80 100

GlaxoSmithKline 26 17 43

Pfizer 31 12 19

Amgen 43 37 80

Roche 50 44 6

Novartis 54 40 14

Novo Nordisk 59 6 65

Bristol-Myers Squibb 64 25 89

Merck 70 37 33

Sanofi 73 32 41

Rankings by sector

Healthcare Indispensability

Innovation

Attachment

Consistency

Wellbeing

Resource

management

Personality

Story

Seamlessness

Pleasure

Adapting to an increasing

target audience

Scientific innovation

Wellbeing


* Source: PwC Global Top 100 Companies by Market Capitalisation 2014 Johnson & Johnson

Sector Average

Peaks

Key


Th ff i f


39/63

FBI Report

Comparison tosector average

J&J enjoys stronger perceptions acrossallattributes, withthe biggestdifferences withintheexperiencedimension.

Relative perceptionstrengths+weaknesses

They areinnovative,always have brilliant

ideas and feedback fromconsumers, have highethicsandbelievethatlooking after the peopleis prioritynumberone.

S.Africa, consumer

Itsa reliablecompany,with

high quality andrespectfor theconsumer.

Brazil, consumer

They offer a variety ofqualityproductsandcontinuously innovate.Japan, consumer

PEOPLE

GOOD

USE SATISFYING LIFESTRONG

GOOD

RESEARCH

NEEDS

PRODUCTS MULTINATIONAL THINGS FEEDBACK

PERMANENT INTRODUCING

SATISFYINGCREATESNEGATIVE

PRODUCTS THINKING PROVIDESLOVE PROLONG DAY

CONSUMERS ASSOCIATED

POTENTIAL VISIONARY

OFFERS

CONTINUIN

GTODAY

TODAY

HIGHBROADGREW

WO

RK

QUALITYHIGHRELIABLEGENERAL

Innovation

Price premium

AttachmentConsistency

Indispensability

Resource Management

Inspiration

Thought Leadership

TOU

CH

LON

G

USEDOING

FEEDBACK ASSOCIATEDBUILT

J&Jis doinggoodfor society.

Australia, consumerThe FutureBrand Index 39 FutureBrand

Rankings by sector

Healthcare

S t t th b tt ib t S t k b tt ib t C d fi d t


40/63

40

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

Thought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

Brand FBIRanking Difference Market CapRanking*

Samsung Electronics 5 13 18

Toyota 7 14 21

Unilever 9 43 52

Nestle 15 5 10

Volkswagen 17 36 53

LOreal 21 50 71

Coca Cola 22 10 32

Procter & Gamble 23 6 17

LVMH Mot Hennessy 24 53 77

Inditex 25 62 87

AmBev SA 27 31 58

Daimler 36 36 72

PepsiCo 47 3 50

Anheuser- Busch InBev 66 35 31

British American Tobacco 91 23 68

Philip Morris 94 49 45

Rankings by sector

Consumer Goods


Purpose

Authenticity

Innovation

Thought Leadership

Pleasure

Story

Consistency

Resource

Management

Inspiration

Wellbeing

Respect

Seamlessness

People

Increasing variety

of goods

Product quality

improvement

Pleasure


Samsung Electronics

Sector Average

Peaks

Key



41/63


Samsung enjoys stronger perceptions across

all attributes, with the biggest differences in

the innovation and purpose attributes.


It is one of the bestcompanies that searchesfor all ways to providesatisfaction, as well as toprovide for the well-beingof the customer.

UAE, consumer

It is a companythat is settingtrends more thananyone else inthe area ofmobile phones.

France, ConsumerAlways moving forward.

UK, consumer

Because it is expanding anddiversifying its product lines.I see that it has an enormous future.Argentina, consumer

COMPANY

GOOD

DEVELOPMENTMARKET

QUALITY

FUTUREPRODUCE CONTINUING LEADING CUSTOMER

ELETRONICSSATISFYINGFOREFRONT

PRODUCTS FAST SEEKING

FUNCTIONSASSOCIATEDCUSTOMER FUTURE

CONTINUIN

G

LARGE

GENERAL

Innovation

Attachment

Thought LeadershipIndividuality

POP

ULAR

BR

AND MARKET

POPULAR FUNCTIONSKNOWN

Resource management

Inspiration

Thought Leadership

TECHNOLOGY

TIMETRENDS

FAST

e at ve percept one at ve percept onstrengt s + wea nessesstrengt s + wea nesses

InnovationInnovation

AttachmentAttachment

Thought LeadershipThought LeadershipIndividualityIndividuality

Resource managementResource management

InspirationInspiration

Thought LeadershipThought Leadership

41 FutureBrand

Consumer GoodsRankings by sector


Sectorstrengthsby attribute: Sectorweaknessesby attribute: Consumer-defined sector


42/63

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

Thought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

42


Boeing 12 64 76

General Electric 18 10 8

Siemens 29 25 54

3M 40 48 88

UPS 52 38 90

United Technologies 53 10 63

Union Pacific 95 3 98


IndustrialsRankings by sector

Innovation

Thought Leadership

Authenticity

People

Attachment

Resource

Management

Inspiration

Seamlessness

Personality

Advanced technology

Expertise

Pleasure

Innovation


Boeing

Sector Average

Peaks

Key


It i t


43/63

FBI Report


Boeing enjoys stronger perceptions across

similar relative scores by attribute, especially in the story,

individuality, people and pleasure attributes.


It will dominate theaeronautics market of

this century, given theircapacity for developmentand production.

Russia, consumer

They are onthe cutting

edge oftechnology.

Canada, consumerIt stays a step ahead of itscompetitors in terms oftechnology.Turkey, consumer

It is a great,robust company.Thailand, consumer

AVIATION

DEVELOPEDDEMANDS

CONTINUING

TECHNOLOGYCENTURY EFFORTS FEELING

ELECTRONICS

SATISFYING

FOREFRONT

FEELINGFAST OVERSEAS

AERONAUTICSFUTURE

AERONAUT

ICS

PLANE

WORK

GENERAL

Innovation

Thought leadership

Authenticity

PurposeStory

People

Pleasure

INDUSTRY

PEOPLE

POTENTIAL

DEMANDSTRAVEL

Resource management

Respect

Wellbeing

Seamlessness

PRODUCTHUMANAHEAD

REASON

PLANEGLOBAL AIRDESIGNED

EFFO

RTS

GIVEN

BOE

ING

BUSINESS

TRAVELPREGRESSINGCENTURY


Rankings by sector

Industrials



44/63

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

Thought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

44

Brand FBIRanking Difference Market CapRanking*

Eco Petrol 38 57 95

Royal Dutch Shell 55 43 12

Petroleo Brasileiro Petrobras 60 30 90

Total 62 25 37

Schlumberger 67 16 51

BP 74 38 36

Chevron 76 61 15

China Petroleum 77

7 70

Statoil 82 12 94

Exxon Mobil 89 87 2

Petro China 92 79 13

ENI 93 1 92

Gazprom 97 13 84

ConocoPhillips 99 -- 99

Rankings by sector


Oil and Gas Innovation

Purpose

Authenticity

Indispensability

Story

Resource

Management

Inspiration

Price premium

Wellbeing

Sustainability

New resources research

Community care


Eco Petrol

Sector Average

Peaks

Key


An outstanding


45/63


Eco petrol enjoys stronger perceptions in all attributes

except story. The biggest differences are in most of the

attributes of the Purpose dimension, particularly in

resource management.


It is a company withan ecological conscience

that aims for thenecessities for thefuture global population.

Mexico, consumer

Because it isgeared toward

better controlof theecosystem.

Brazil, consumer Green energy is increasinglyimportant. We live in agreen age.

USA, consumer

An outstandingand efficient company.China, consumer

FUTURE

THINK

PROTECT

CONSCIENCE

ENVIRONMENT

CREATIVITY

ENERGY

RELIABLE

EMPLOYEES

GREEN

FUEL

Resource management

Individuality

Innovation

PurposeWellbeing

Consistency

CO

NTROL

BIGGER

WORLD

HELP

ENVIRONMENTALLY

Story

Pleasure

GRE

EN

OILCLIMATE

CARESTRUST

BIGGER

ISSUEYEARSPEOPLE

JUST

FOCUSEDECOLOGY

WANT

ENGINE GREEN

BIGGERCLEANER

MAKES

WORLDFASHIONABLE

ECOSYSTEM CLEAN

IMPROVED BENEFITFOCUSED


Oil and GasRankings by sector



46/63

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

Thought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

46


SABIC 13 72 85

Bayer 35 20 55

BHP Billiton 42 16 26

Rio Tinto 86 24 62

BASF 90 26 64

Rankings by sector

Basic Materials Thought Leadership

Innovation

Purpose

Story

Attachment

Wellbeing

Resource

Management

Trust

Environmental

protection

Diverse range of

quality products

Sector strengths by attribute: Sector weaknesses by attribute: Consumer defined sectordrivers for the future


SABIC

Sector Average

Peaks

Key


It ti it th h it


47/63

FBI Report


Sabic enjoys stronger perceptions in all attributes.

The biggest differences are in the purpose, thought

leadership and consistency attributes.


It is a deeply-rootedcompany, and it relies

on credibility, its strongcapital and quality ofservice.

UAE, consumer

They provideexcellent services

and they rapidlygrow.

India, consumerThey have manyresources and a goodvision for the future.Mexico, consumer

Its creativity, through itsexcellence in service.Argentina, consumer

RESOURCES

EXCELLENT

GREATCOMPANYPROVIDING

CREATIVITY

WORLD

GOOD

GROWING

GROWIN

G

BACKING

DIFFERENT

Thought leadership

Purpose

Authenticity

ConsistencyAttachment

Seamlessness

ST

RONG

EC

ONOMIC

DAY

FUTURE

Resource management

OILPLAN

AVAILABILITY

EXCELLENTFUTURE

ARAB

FINANCIALSTRONG

CREDIBILITY

SERVICES

CENTURY

MEDIA

BASEARAB

STRONGPOTENTIAL

RELIESROOTED

GREATBOOM

RELIES

RAPIDLY

LOTVISION

POTENTIAL

PLAN


Rankings by sector

Basic Materials

Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sector


48/63

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

Thought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

48

Brand FBIRanking


Visa 14

28 42

Berkshire & Hathaway 32

27 5

Westpac Banking 33

48 81

ANZ Bank 41

55 96

China Construction Bank 56

26 30

Allied Irish Banks 58

9 67

American Express 63

12 75

Citi Group 65 26 39

HSBC 68

48 20

Bank of America 71

43 28

Toronto Dominion Bank 75

22 97

Industrial Commercial Bank of China 78

55 23

Banco Santander 79

13 66

Agricultural Bank of China 80

32 48

Wells Fargo 81

72 9

JP Morgan Chase & Co 83

67 16

Commonwealth Bank 84 23 61

Royal Bank of Canada 85

6 79

Lloyds Banking Group 88

14 74

Bank of China 98

41 57

BNP Paribas SA 100

31 69

Financials


Rankings by sector Indispensability

Thought Leadership

Authenticity

Purpose

Attachment

People

Resource

Management

Pleasure

Respect

Iconic leadership

Ethics

Innovation

Creating confidence

drivers for the future

Visa

Sector Average

Peaks

Key



49/63

Sector strengths by attribute: Sector weaknesses by attribute: Consumer-defined sector


50/63

Personality

Story

Attachment

Seamlessness

Pleasure

Well being

Inspiration

Innovation

Thought leadership

Individuality

Resource management

Price premium

People


Purpose

Respect

Authenticity

Brand FBIRanking


China Mobile 45 20 25

Vodafone 48 12 60

Verizon 57 35 22

AT&T 69 34 35

SoftBank Corp 72 14 86

50

China Mobile

Sector Average

Peaks

Key

Rankings by sector


Thought Leadership

Innovation

Purpose

Consistency

Resource

Management

Seamlessness

Story

Technological

innovation

Broaden

consumer appeal

IndispensabilityTelecommunications

drivers for the future



51/63


52/63

h h


53/63

Brand FutureRanking

FB/CB/PB

Global100Position

Sector

1 CB 31 Healthcare

2 CB 78 Financials

3 PB 28 Technology

4 CB 53 Industrials

5 CB 30 Consumer Services

6 PB 34 Technology

7 CB 26 Healthcare

8 CB 37 Technology

53 FutureBrand

The ones to watch

One of the key data points in our analysis wasrespondent perception of how far organizationsare moving forwards today and in the future.When we analyzed those organizations most

likely to be moving forwards in three years time,excluding those already classified as future brands,eight companies performed most strongly.

If we consider perception of latent potential andmomentum as indicators of future success, wethink these eight organizations are ones to watchover the next three to five years and have theopportunity to improve both their FutureBrandIndex and market capitalization ranking. Strongperception of the potential of these specificorganizations also reinforces broader globalindicators that the technology sector will continueto thrive and generate value, in keeping with theon-going technology-driven transformation ofour commercial and personal lives fromubiquitous online retail driven by companieslike Amazon.com to the invisible yet vitalsemiconductor products that power modern lifeprovided by TSMC, and software companies like

Oracle who are at the forefront of making senseof our relationship with data for the 21stcentury.Couple this with a globally ageing population,a preoccupation with personal health and risingmiddle class discretionary income, and it isperhaps no surprise to see people emphasizethe role pharmaceutical organizations will havein improving our future. This echoes the strongperformance of life science organizations likeAbbvie and Gilead Sciences in the top 20 of ourrankings. Finally, whilst Chinese organizationsmight not yet be future proof as a function oflimited global reach or weaker understanding,two of the ones to watch are Chinese marketleaders, suggesting that the full impact of northAsian organizations across sectors has yet toreveal itself.

6.1 The ones to watch


Th h


54/63

54 FutureBrand

The ones to watch

6.2 Future drivers

There are three dominant future drivers emergingfrom our research into public perception of thetop 100 global companies.

1. Technology, consumerfacing and entertainmentcompanies will continue

to dominate.The first and most obvious is that technology,consumer facing and entertainment companieswill continue to dominate public perceptionand the capital markets. This is underscored bythe parity of performance of these organizationsat the top of the market capitalization andFutureBrand Index rankings. The smaller the gapbetween public perception across purpose andexperience and financial value today indicates

that these organizations are not just strongcommercial performers now, and benefit fromadvantages like purchase preference, pricepremium and employer appeal, but that theyare also more future proof by our measures.


Th t t h


55/63

55 FutureBrand

The ones to watch

6.2 Future drivers

2. Ethics will be a vitaldifferentiator for

Financial, Oil and Gasand Energy organizations.

The second, and this reinforces challenges

already known to the sectors, is that ethicalbusiness practices will be a vital differentiator forFinancial, Oil and Gas and Energy organizations.Those companies that can demonstrate they areleading change in their industry in relation toobvious areas like the environment and corporatesocial responsibility, will not only better attend tostakeholder needs, but also will differentiate fromtheir competition. This is not least because thesectors still seem to be hampered by broadlyweak or negative perceptions in the wake of theglobal financial crisis and concerns about the

viability of our dependency on fossil fuels: hencethe larger negative disparity between market capand FutureBrand Index ranking for most of theorganizations in these sectors.


Th t t h


56/63

56 FutureBrand

The ones to watch

6.2 Future drivers

3. An appetite forincreased simplicity andconvenience in consumer

products and services.

The third driver relates to an appetite for

increasing simplicity and convenience inthe consumer products and services sectors.As technology continues to integrate differentaspects of our lives, from the things we buyto the services we depend on, our social livesand our personal data and wellbeing, people willlook to the largest organizations in the world tomake life easier. This expectation has, no doubt,been partly created by the powerful positiveimprovements the top ten organizations in theFutureBrand Index have brought to our lives inthe last decade making everything from global

mapping, instant global information, the mobileinternet and communications, home computing,workplace productivity, on-demandentertainment, sustainable consumer goods andnext generation hybrid fuel technologies availableto the mass market for the first time in history.

Given the scale and reach of these changes

driven by the worlds largest organizations,it is perhaps no coincidence that the totalmarket capitalization of the Global Top 100Companies has increased exponentially overthe past five years, and that there is a significantdifferential between the largest companies bymarket cap and those at the bottom of theranking for example, #1 Apple is valued atsomething like $400bn more than #100 AbbvieInc. The performance of these companies interms of strength of perception and financialvalue offers a guide to other companies looking

to define their category and the broader marketover the coming decade, not least in termsof addressing their balance between whythey are here and what they deliver in reality.


A dix


57/63


1. Builds a strongemotional connection.

Personality

Consumers perceive the same kind of personalitytypes in brands as in people and seek outbrands that exhibit their desired personality traitsby category. Perceptions of a strong and clear

personality are critical to emotional connection.There are 5 key personality dimensions: sincerity,excitement, competence, sophistication andruggedness.

Story

People build their identities around narratives where they are from, who they know, what theyhave achieved and are drawn to brands withstrong stories as a result. The strongest stories are

those that are created around archetypes universal ideas and characters that transcendcultures to touch all of human experience.

Attachment

Attachment Theory has shown that what we thinkof as love or emotional connection can actuallybe understood in terms of degrees of attachmentand attachment styles developed through

continuous social interaction. The ideal state forpeople, as for brands, is of a secure attachment,in which unquestioned trust and positivedependency is developed through experience.

Appendix

Experience dimensionsand their attributes

Appendix


58/63


2. Engaging experienceat every touchpoint.

Consistency

Brands are a promise of consistent experience.We use them as heuristics mental shortcuts ina world of choice and limited time to avoid riskand recreate good experiences. It is vital,

therefore, that our experience of a brand acrossdifferent touch points is as consistent as possibleto avoid reducing our belief in the brand being asafe option next time. This means it should lookand sound the same, have the same taste andingredients, communicate the same ideas ordeliver the same performance quality every timeyou encounter it from eating a meal to standingin a queue for the till.

Seamlessness

We live in a world where the physical and digitalenvironments have merged. It is possible tointeract with a brand in multiple channels inparallel and we want the brand to acknowledge

and optimize our personal experience with that inmind. It is not enough for brands to be consistent.The connectedness of a brand, and theintelligent use of data to personalize everyinteraction in real-time, is vital to a feeling that weare at the heart of a customer-centric experience.

People

How people behave, from leaders of corporationsto customer care representatives in call-centres, isa critical part of our brand experience. The extentto which those people seem to believe in their

work, care about us personally and follow throughon their commitments determines how strong wefeel the brand to be. In the end, technology canenable self-service and efficiency, but people areat the heart of engagement.

Appendix


Appendix


59/63


3. Makes peopleslives better

Pleasure

The best brands bring us pleasure. From sensorialexperiences to pride of ownership and the delightof a high quality product, brands should triggerpositive feelings. When they do, they improve

our experience of life and we want to share themwith others and recreate the same pleasures asoften as possible. The extent to which anorganization, product or service is associatedwith human pleasure is an important ingredientin brand strength.

Wellbeing

People are increasingly preoccupied with theirgeneral wellbeing from mental and physicalwellness to spiritual health. In addition to bringingus pleasure, brands have an opportunity to

contribute to that wellbeing by focusing onhuman needs and interests and considering whatis good for people in consumer, organizationaland community life. The more a brand is felt toimprove wellbeing, the more it will be connectedwith making peoples lives better.

Respect

Brands need to demonstrate that they respectpeople and the broader environment in whichthey operate. This can mean everything fromrespecting human difference and diversity to

careful stewardship of natural resources andcourtesy in a customer interaction. It is a functionof empathy and critical to creating trust andloyalty by helping people to build and maintainself-esteem. The more a brand can show it doesthis through its experience, the more authenticallyit will be felt to improve life in the broadest sense.

Appendix


Appendix


60/63


Appendix

Purpose dimensionsand their attributes

4. Compelling visionfor the future.

Purpose

We are increasingly drawn to brands with a strongsense of why they are here beyond the act ofmaking money. This purpose is an articulation ofcore beliefs with which people can identify. It also

guides the brand or organization towards thefuture it wants to see, and is the motivationalforce that gets people up in the morning. Its whatthe brand or organization is here to do, ratherthan a list of its attributes, features or benefits.

Inspiration

For a vision to be compelling, it has to inspirechange and action. Inspiration is figuratively aboutthe process of being mentally stimulated to do orfeel something, and especially to do something

creative. Brands that inspire people to change forthe better and help them to see what could bepossible in the future are the most compellingchoice for today.

Authenticity

A brand can have a lofty vision, but it needs toconnect genuinely to the task of an organizationor the qualities of a product or service. We needto see the relationship between the future a brand

wants to create and what it can legitimatelydeliver today, not least so that we can realisticallyparticipate in creating that future for ourselvesthrough consumption, investment oremployment.

Appendix


61/63


5. Redefines the category.

Innovation

A brand needs to go beyond change or noveltyfor its own sake, and instead focus on inventingproducts, services or experiences that aregenuinely useful. Being known for this kind ofinnovation means that a brand focuses onadapting to the changing needs of its customers,

consumers or market, rather than incrementallyimproving against its competition, and has morechance of shaping the future of its category asa result.

Thought Leadership

Strong brands are always driven by strong ideas,and are unafraid of expressing clear views abouttheir category, market or the broader world.They take a position and defend it withconsistency and evidence. They want to informwhat we think and how the world understands

what they offer, rather than allowing other peopleto define it for them.

Individuality

Above all, strong brands are differentiated fromtheir competition. They express a unique identity,values and personality that help them to stand outand be easily recognized. This is often at the costof fitting in and playing to category norms, whichcalls for a clear sense of who they are, why they

are here and how it is of benefit to their customeror consumer.

Appendix


Appendix


62/63


6. Delivers sustainable value.

Indispensability

Would the world, or your life, be worse if thebrand ceased to exist tomorrow? In what way andwould there be a credible alternative? The keyto delivering brand value over the long term isto be seen as vital to peoples lives today: to besomething we cannot live without. This applies to

organizations as much as products and servicesand the stronger the perception of indispensability,the more likely it is that the brand can be seen toaddress the fundamental needs of its stakeholdersor customers.

Resource management

Does the brand make the best use of availableresources from people to materials and energy?Increasingly, brands are scrutinized for theirsupply chain and ethical credentials as much astheir price, availability and quality. Organisationsare expected to consider their environmental,

economic and social impact in the normal courseof business. And the same considerations areincreasingly important drivers of consumer choicein categories as diverse as food, fashion andautomotive. It is no longer a matter of greenwashing or environmentalism the imposedsacrifice of comfort and progress to save theworld but a requirement to make the bestuse of what we have and consider our impactfor the long term.

Price premium

Brands bring measurable asset value to anorganization. The stronger they are, the morevaluable the product, service or companybecomes. Sustainable business cannot beachieved without consumers, customers orinvestors being prepared to value your brand

more highly than an equivalent competitor.Which means a willingness to pay more to benefitfrom the brand when presented with a choice.Or feeling that there is no equivalent alternative.

Appendix



63/63

Thank you!

For further informationplease contact:

Damien Moore-EvansGlobal Marketing Manager

DD. +44 (0)20 7067 0595M. +44 (0)7920 590345F. +44 (0)844 875 1520

Follow me: @BranD_M_E

Follow @FutureBrand

[email protected]

2 Waterhouse Square140 HolbornLondon EC1N 2AE

fblog.futurebrand.comwww.futurebrand.com

Documents

FB BrandIndex AW11