Brand as acts of leadership
In order to influence behaviours beyond sheer consumption, brands must be relevant, along three dimensions – presence, trust and affinity. They must be present - part of the conversations that are important to their audiences and their ethos; they must create affinity by playing a meaningful role in customers’ and constituents’ lives by taking clear stances on the principles and priorities that are key to them; and they must engender trust – the confidence that a brand will not just deliver on a promise, but behave with their constituents’ interests in mind.
A distinct correlation between the Best Global Brands’ relevance and the degree to which they engage constituents – through moves that are distinctive, coherent, and that invite participation.
Brands that are able to engage their audiences are those that show exceptional leadership – a clear direction, full alignment, empathy and understanding of constituents, and agility.
5 Priorities for Brand Leaders
1. See profit as a resource
At a time of income insecurity and rising collective concerns, priorities and needs are being reassessed. In high-consumption societies, frugality will be embraced. Growth as an end in itself is being challenged. So, determine clearly what your business’s role in the world might credibly be, and then define how its profit and growth can be seen as a valuable resource enabling your constituents to drive real change.
2. Pick your battle
No single business can effectively lead the charge on more than a single systemic issue. So be sharp, focused and authentic when defining what your role in the world and contribution can truthfully be. Be crisp and clear on what your societal enemy is, and what you can realistically do about it.
3. Think arenas, not sectors
It will be increasingly hard to build strong communities around products and services; much easier to do so around fundamental needs – like move, play, connect and express. Categories and technologies come and go; needs stay and evolve. Define the arenas you are actually competing in.
4. Be accountable
Have your purpose as your north star, but be clear on your ambition – i.e., what you’re setting out to tangibly achieve in the next couple of years. What is the best version of your organisation at a given date, and how are you actually going to measure it?
5. Make moves, not campaigns
This decade’s challenges need less visions and communications, and more action and delivery. Your brand manifests itself into much more than your customer journey – it is, in fact the way your business exists as a human experience for all your constituents. Rebuilding a fairer supply chain to is no less part of the experience than, say, your channels.
Source: Interbrand