2017 edelman earned brand

2017 EDELMAN EARNED BRAND STUDY

BEYOND NO BRAND’S LANDJ U N E 2 0 1 7

E D E L M A N E A R N E D B R A N D

THE WORLD WANTS MORE FROM BRANDS2

Sources: 12017 Edelman Trust Barometer. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. 22017 Edelman Earned Brand study. Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total.

53%

2017 EDELMAN TRUST BAROMETER 2017 EDELMAN EARNED BRAND

51%“The system is failing me.”1

Believe brands can do more to solve social

ills than government.2

SINCE I DO NOT TRUST INSTITUTIONS TO STAND UP FOR ME…

…I EXPECT BRANDS TO STAND WITH ME.

E D E L M A N E A R N E D B R A N D 3

BRANDS ARE TRYINGTO ANSWER THE CALL


THERE IS A LOT AT STAKE FOR THE CONSUMER-BRAND RELATIONSHIP

4

BUYING

LOYALTY

ADVOCACY

DEFENSE

SOME GAIN SOME LOSE


2017 EDELMAN EARNED BRAND STUDY5

14,000 RESPONDENTS

1,000 per country, nationally representative

of age, gender, and region based on most recent country census data.

14 COUNTRIES

Online survey in Australia, Brazil, Canada, China,

France, Germany, India, Japan, Mexico, The

Netherlands, Singapore, UAE, U.K., and the U.S.

SURVEY TIMING

March 31 –April 24, 2017

THE EDELMAN BRAND RELATIONSHIP INDEX

Measures the strength of the relationship consumers have with the favorite brand

they buy across 7 dimensions. Measures

relationships across 18 brand categories.

SOCIAL LISTENING

We listened to consumer conversations on social media to understand the

societal issues that matter most to consumers in

those countries to help inform our analysis.

Unless otherwise specified, all data is from the 2017 Edelman Earned Brand study. Full explanations of the Edelman Brand Relationship Index and other analyses performed, along with detailed sample and margin of error information, can be found in the Technical Appendix.

METHODOLOGY

GLOBAL SURVEY2ND YEAR


SHARED BELIEFS ARE THE MOST POWERFUL DRIVER OF COMMITMENT

6

From Involved to Committed,brand attributes that increase the most

WE SHARE VIEWS ON CONTROVERSIAL SOCIETALAND POLITICAL ISSUES

PART OF MY SOCIAL MEDIA LANDSCAPE

HELPS ME EXPRESS SOMETHING IMPORTANT ABOUT MYSELF

Source: 2017 Edelman Earned Brand study. Q13. Still thinking of your favorite brand in this category, what is it about this brand that makes it special to you? Using a nine-point scale that goes from not at all important to extremely important, please indicate how important each of the following was in building the special relationship you have with this brand. (Top 4 Box, Important.) 14-country global total. See Technical Appendix for a full explanation of how the five relationship stages and the Edelman Brand Relationship Index were built.

37Edelman

Brand Relationship Index2017 Global Average

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP

INDIFFERENT INTERESTED INVOLVED INVESTED COMMITTED


BRANDS ARE FALLING SHORT7

SIGNIFICANT DECLINES IN THREE OF SEVEN DIMENSIONS OF THE CONSUMER-BRAND RELATIONSHIP

Source: 2017 Edelman Earned Brand study. Dimensions. 13-country global total.See Technical Appendix for a full explanation of the dimensions of the consumer-brand relationship.

2016 VS. 2017

ACTS WITH PURPOSE“This brand is one way I actively support causes.”

INSPIRES SHARING,INVITES PARTNERSHIP“I want to be associated with

what this brand is doing.”

EMBODIES UNIQUE CHARACTER“The brand embodies values

I can relate to.”

-3 -2 -3

CONSUMERS LESS CONVINCED THAT BRANDS ARE WITH THEM.


LESS COMMITMENT8

CHANGE FROM 2016 TO 2017 IN THE INVESTED AND COMMITTED LEVELS

Source: 2017 Edelman Earned Brand study. Relationship levels. 13-country global total.See Technical Appendix for a full explanation of how the five relationship stages were built.

8% INDIFFERENT

33%INTERESTED

24%INVOLVED

25%INVESTED

10%COMMITTED


-1 -2

PERCENT OF CONSUMER-BRAND RELATIONSHIPS AT EACH LEVEL

9

NO BRAND’S LAND

Brands that ignore this new normal will find themselves trapped in


CONSUMERS WANT TO KNOW:

ARE YOU WITH ME?


A BRAND’S STAND NOW MATTERS MORE11

Source: 2017 Edelman Earned Brand study. NET: [Q60. How many products are you currently boycotting/not buying, that you might otherwise buy, solely because you do not like their position on a social or political issue? Q62. How many products are you currently buying, that you would not otherwise buy, solely because you like their position on a social or political issue? (Net of 1 or more from Q60 and Q62)] NET: [Q61. Is that number higher or lower than three years ago? Q63. Is this number higher or lower than three years ago? (Net of “Higher today” from Q61 and Q63)] 14-country global total.

57%Are buying or boycotting brands based on the brand’s position on a social or political issue.

30%Are buying or boycotting more than three years ago.


HALF SAY THEY ARE BELIEF-DRIVEN BUYERS12

DO YOU CHOOSE, SWITCH, AVOID OR BOYCOTT A BRAND BASED ON ITS STAND ON CONTROVERSIAL SOCIETAL ISSUES?

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total. See Technical Appendix for a full explanation of how belief-driven buying was measured.

50% SPECTATORSRarely buy on belief or punish brands for taking a stand.

25% LEADERSHave strongly-held, passionate beliefs. The brands they buy are one important way they express those beliefs.

25% JOINERSDepending on the issue and the brand, they will change their buying behavior based on the brand’s stand.

50% BELIEF-DRIVEN BUYERS


28 26 26 21

25 3425

16

5360

51

37

Gen Z(18-22)

Millennials(23-37)

Gen X(38-51)

Boomers(52-71)

LeadersJoiners

BELIEF-DRIVEN BUYERS ARE YOUNGER13

PERCENT IN EACH GENERATION WHO ARE BUYING BASED ON SHARED BELIEFS

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by generation.See Technical Appendix for a full explanation of how belief-driven buying was measured.

MILLENNIALS MOST LIKELY TO BUY BASED ON SHARED BELIEFS IN

India 75%

China 73%

UAE 67%

U.S. 66%

Mexico 63%


27 23 26

22 2531

49 48

57

Low Income Middle Income High Income

LeadersJoiners

BELIEF-DRIVEN BUYERS ARE HIGHER-INCOME14

PERCENT IN EACH INCOME GROUP WHO ARE BUYING BASED ON SHARED BELIEFS

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by income.See Technical Appendix for a full explanation of how belief-driven buying was measured.

Low Income = bottom 25%; Middle Income = middle 50%; High Income = top 25%

HIGH-INCOME CONSUMERS MOST LIKELY TO BUY BASED ON SHARED BELIEFS IN

China 70%

UAE 69%

Mexico 67%

India 62%

U.S. 62%


CONSUMERS BUY BASED ON SHARED BELIEFS AROUND THE WORLD

15

PERCENT WHO ARE BUYING BASED ON SHARED BELIEFS IN EACH COUNTRY

Source: 2017 Edelman Earned Brand study. Belief-driven buying segments. 14-country global total, by country.See Technical Appendix for a full explanation of how belief-driven buying was measured.

2537

24 26 26 2331 29

17 20 21 2818 23 22

25

36

41 36 32 33 22 2130 20 19 11

19 14 14

50

7365 62

58 56 53 50 4740 40 39 37 37 36

Global 14 China India UAE Mexico Brazil Singapore France U.S. Australia Canada Japan U.K. Germany TheNetherlands

JoinersLeaders


WITH BELIEF-DRIVEN BUYERS,SILENCE IS NOT AN OPTION

16

Source: 2017 Edelman Earned Brand study. Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total, by belief-driven buyers.See Technical Appendix for a full explanation of how belief-driven buying was measured.

OF BELIEF-DRIVEN BUYERSWill not buy a brand because it stayed silent on an issue it had an obligation to address65%


IF YOU SHARE THEIR BELIEFS,

THEY WILL REWARD YOU


GET IT RIGHT, AND WIN NEW BUYERS18

OF BELIEF-DRIVEN BUYERSBought a brand for the first time because of its position on a controversial issue

Source: 2017 Edelman Earned Brand study. Q17. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree.) 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.

BRANDS GAIN

10x more than from Spectators

67%


BUYING ON BELIEF IS A FAST TRACK TO A STRONGER RELATIONSHIP

19

Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 14-country global total, by belief-driven buying segments.See Technical Appendix for a full explanation of how the five relationship stages, the Edelman Brand Relationship Index and belief-driven buying were built and measured.

29EdelmanBrand Relationship Index


SPECTATORS

46

BELIEF-DRIVEN BUYERS



SPEAK UP, AND THEY WILL BUY LOYALLY20

OF BELIEF-DRIVEN BUYERSBuy only that brandBuy more oftenBuy firstStay loyalwhen a brand supports their position on an issue vs. staying silent

Source: 2017 Edelman Earned Brand study. Q54. Now consider two brands. You like their products and services both equally, but one brand agrees with and supports (with time, money and considerable resources) your position on the issue you mentioned above. The second brand is silent on this issue. It has given you no indication of where its stands. For each of the behaviors listed below, please indicate how much more likely you would be take this action on behalf of the brand that supports your position versus the one that you like equally well but is silent on the issue. (Top 2 Box, Much more and extremely more likely.) (Average of 4 items.) Question asked of half the sample.14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.

BRANDS GAIN


51%


SPEAK UP, AND THEY WILL SPEAK FOR YOU21

Source: 2017 Edelman Earned Brand study. Q54. Now consider two brands. You like their products and services both equally, but one brand agrees with and supports (with time, money and considerable resources) your position on the issue you mentioned above. The second brand is silent on this issue. It has given you no indication of where its stands. For each of the behaviors listed below, please indicate how much more likely you would be take this action on behalf of the brand that supports your position versus the one that you like equally well but is silent on the issue. (Top 2 Box, much more and extremely more likely.) (Average of 4 items.), question asked of half the sample.14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.

OF BELIEF-DRIVEN BUYERSAdvocate for the brandDefend it against criticsCriticize competitors when a brand supports their position on an issue vs. staying silent


48%BRANDS GAIN


SPEAK UP, AND THEY WILL PAY A PREMIUM22

Source: 2017 Edelman Earned Brand study. Q53. We are going to present you with a series of choices and ask you to tell us the one you would make in each situation. Each choice entails you deciding among three brands of a product you really need. The first brand (1) agrees with and supports with time, money and considerable resources your position on the issue described above. The second (2) is silent on this issue. It has given you no indication of where it stands. The third brand (3) disagrees with you on this issue and supports with time, money and considerable resources those on the other side. Assume everything about the brands is the same or equal except for the specific difference mentioned in each question. For each set of choices please indicate which of the three brands you would mostly likely choose to buy. (Percent who selected Brand 1 in cost scenario 2.) Question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.

OF BELIEF-DRIVEN BUYERSWill pay a 25% premiumfor a brand that supports their position on an issue


23%BRANDS GAIN

YOU HAVE TO ANSWER THEIR CALL.

23

To move beyond No Brand’s Land,


DON’TCO-OPTCULTURE. FIND YOUR CALLING.


CONNECTING YOUR BRAND TO AN ISSUEIN THE RIGHT WAY

25

Source: 2017 Edelman Earned Brand study. Q52. Think about a societal or political issue that is both controversial and that you feel strongly about. If you had to describe this issue, which of these categories would it fall into? Question asked of half the sample. Q49. There are many controversial societal or political issues that a brand can choose to weigh in on. Some of the issues may be ones that you feel the brand has an obligation to take a stand on and should take leadership role in addressing. Some may be issues you feel that the brand really has no license to address and should avoid becoming involved in. For each of the types of issues described below, please indicate whether you believe that a brand has an obligation to take a stand, or it is wrong for it to take a stand on this type of issue. (Net Obligation Score = Obligated minus Avoid), question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.

WHAT ISSUES MATTER MOST?Some of the issues that concern belief-driven buyers:

Immigration1

Gender equality2

The environment3

Economic policy4

Racial & ethnic divisions5

HOW DOES THE ISSUE AFFECT… ?

25232323

2220

1715

5

Your customersUse of your product

Your employeesHow your products are made

Your brand's physical environmentYour brand's core values

Communities in which you operateYour brand's heritage

Society at large

Strength of expectation that your brand must address (net obligation score)


TALK LESS.

ACT MORE.


STRONG RELATIONSHIPS REQUIRE A TRUSTED CORPORATE BRAND

COMMIT, LIVE AND LINK YOUR BELIEFS28

Source: 2017 Edelman Earned Brand study. Q51. If a brand is really serious about taking a stand on a controversial societal or political issue, where and how do you expect to see evidence of that stand? On a scale, where one means not at all important and nine means extremely important, how important is it that the brand’s position on an issue be demonstrated in the following ways? (Top 4 Box, Importance), question asked of half the sample. Q43. Do you know the name of the company that owns or makes this brand (Yes) Q44. Please indicate how much you trust the parent company that owns or makes the brand to do what is right, using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal” to do what is right. (Top 4 Box, Trust.) 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how the five relationship stages and belief-driven buying were built and measured.

LINKPercent of belief-driven buyers whoknow and trust the corporate brand

COMMITBelief-driven buyers expectbrands to contribute:

1 Money

Time

Influence

1

2

3

LIVEBelief-driven buyers say your brand’sbeliefs should be evident in your:

1 Employees

Day-to-day business activities

Sourcing/manufacturing

Advertising

1

2

3

4

72 75 87

INVOLVED INVESTED COMMITTED

STRENGTH OF CONSUMER-BRAND RELATIONSHIP


INVITE THEM TO ACT.DON’T JUSTSTART ACONVERSATION.


INVITE PEOPLE TO ACT ON BELIEF, AND DRIVE CONVERSATIONS THAT EARN CUSTOMERS

31

Source: 2017 Edelman Earned Brand study. Q131-79. One last question about your favorite brand. Below is a list of people. In general, if you heard information about this brand from each of these people, how credible would the information be--extremely credible, very credible, somewhat credible, or not credible at all? “Peer sources” is a net of 134, 48, 70, 76; “Company sources” is a net of 131, 72, 135; “Celebrity/Influencers sources” is a net of 747, 78, 71(Top 2 Box, Very/Extremely Credible) Q58. How do you usually learn about where a brand stands on controversial societal and political issues? From among the potential sources of information listed below, select the top three that you rely upon most when it comes to finding out about a brand’s position. Question asked of half the sample. 14-country global total, by belief-driven buyers. See Technical Appendix for a full explanation of how belief-driven buying was measured.

PEER-DRIVEN CONVERSATIONS ARE MORE CREDIBLE THAN CELEBRITIES AND COMPANY SOURCESPercent of belief-driven buyers who say each information source about brands is very/extremely credible

PEOPLE RELY ON CONVERSATIONS AND THE MEDIA TO LEARN ABOUT A BRAND’S BELIEFSWhere belief-driven buyers learn about where a brand stands on controversial issues

89 79 74 69

Peer sources

Expert sources

Company sources

Celebrities/influencers

1 Conversations with friends and family

Newspapers, magazines, TV

Your customers on social media

Your brand’s advertising

1

2

3

4

BEYOND NO BRAND’S LAND

33


GOING BEYOND NO BRAND’S LAND 34

CO-OPTING CULTURE

PUTTING OUT A POINT OF VIEW

JUST STARTING CONVERSATIONS

FROM

FIND YOUR CALLING

ACTING MORE THAN YOU TALK

INVITING THEM TO ACT

TO


BUYING ON BELIEF IS A FAST TRACK TO A STRONGER RELATIONSHIP

35

Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 14-country global total, by belief-driven buying segments.See Technical Appendix for a full explanation of how the five relationship stages, the Edelman Brand Relationship Index and belief-driven buying were built and measured.

29EdelmanBrand Relationship Index


SPECTATORS

46

BELIEF-DRIVEN BUYERS


YOU HAVE TO ANSWER THEIR CALL.

36

People are buying brands based on their beliefs


DO YOU WANT TO STAY IN NO BRAND’S LAND? OR WILL YOU

ANSWER THE CALL?


DATA APPENDIX

J U N E 2 0 1 7


-3

--

-1

+1

-2

+1

-3

-1

THE SEVEN DIMENSIONS IN 201739



Source: 2017 Edelman Earned Brand study. Dimensions. 13-country global total.See Technical Appendix for a full explanation of the dimensions of the consumer-brand relationship.

STRENGTH OF EACH OF THE SEVEN DIMENSIONS OF THE CONSUMER-BRAND RELATIONSHIP

EdelmanBrand Relationship Index

2017 Global Average37

The Edelman Brand Relationship scale measures the strength of the consumer-brand relationship across seven dimensions. The Index is calculated as an average of the seven dimensions.

LAGGING LEADING Y-T-Y CHANGE

30

43

37

36

33

38

41

Acts with purpose

Builds trust at every touchpoint

Inspires sharing, invites partnership

Listens openly, responds selectively

Tells a memorable story

Makes its mark

Embodies unique character


CONSUMER-BRAND RELATIONSHIP ACROSS CATEGORIES

40

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY CATEGORY

Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 13-country global total, by category.See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.

*Categories added in 2017

Y-to-Y change

40 40 39 39 39 39 38 37 37 37 36 36 36 35 33 32 31 31

Aut

omob

ile

Luxu

ry

good

s

Fash

ion

Fina

ncia

l se

rvic

es

Ret

aile

rs

Soci

al

med

ia

*Ent

erta

inm

ent

Trav

el

Food

and

be

vera

ge

*Per

sona

l te

chno

logy

Cre

dit c

ards

Mob

ile

carr

iers

Pers

onal

ca

re

Bee

r, w

ine

and

spiri

ts

Hou

seho

ld

prod

ucts

Util

ities

OTC

m

edic

ines

Pers

crip

tion

med

icin

es

-3 -1 -3 -1 -1 -4 n/a -2 -2 n/a -2 -2 -3 -2 -2 -1 -2 -3



Brand Relationship Index


CONSUMER-BRAND RELATIONSHIP BY COUNTRY

41

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY COUNTRY

Source: 2017 Edelman Earned Brand study. Brand Relationship Index. 13-country global total, by country.See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.

*UAE added in 2017, so not included in the Global 13 total.

Y-to-Y change

-3 -1 -3 -1 -1 -4 n/a -2 -2 n/a -2 -2 -3 -2 -2 -1 -2 -3



Brand Relationship Index 52

4843

40 39 38 3834 33 32 32 31 31 29

Chi

na

Indi

a

*UAE U.S

.

Sing

apor

e

Braz

il

Mex

ico

U.K

.

Aust

ralia

Can

ada

Japa

n

Fran

ce

Ger

man

y

The

Net

herla

nds

-1 -4 n/a - - -5 -1 1 1 - - -1 -3 -1


42 44

37

30

Gen Z(18-22)

Millennials(23-37)

Gen X(38-51)

Boomers(52-71)

CONSUMER-BRAND RELATIONSHIP ACROSS GENERATIONS

42

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY GENERATION

Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 13-country global total, by generation.See Technical Appendix for a full explanation of how the Edelman Brand Relationship Index was built.



Y-to-Y change


The Edelman Brand Relationship Index reveals that consumer-brand relationships are strongest among Millennials, and strengthening the fastest among Gen Z.

+4 -- -2 -2


36 3641

36 38

Low Income

Middle Income

High Income

Female Male

CONSUMER-BRAND RELATIONSHIP BY INCOME AND GENDER

43

STRENGTH OF THE CONSUMER-BRAND RELATIONSHIP BY INCOME AND GENDER



Y-to-Y change


The Edelman Brand Relationship Index reveals that consumer-brand relationships are strongest among those with high incomes and among males.

-1 -- -2 -- -2

Source: 2017 Edelman Earned Brand study. Edelman Brand Relationship Index. 13-country global total, by income and gender.See Technical Appendix for a full explanation of how the Brand Relationship Index was built.

Low Income = bottom 25%; Middle Income = middle 50%; High Income = top 25%


TECHNICAL APPENDIX J U N E 2 0 1 7


2017 EDELMAN EARNED BRAND STUDYTECHNICAL APPENDIX

45

Methodology

The sample

How were the three types of belief-driven buyers identified?

1

How was the Edelman Brand Relationship Index built?

The Earned Brand team

2

3

4

5


2017 EDELMAN EARNED BRAND STUDY46

14,000 RESPONDENTS

1,000 per country, nationally representative

of age, gender, and region based on most recent country census data.

14 COUNTRIES

Online survey in Australia, Brazil, Canada, China,

France, Germany, India, Japan, Mexico, The

Netherlands, Singapore, UAE, U.K., and the U.S.

SURVEY TIMING

March 31 –April 24, 2017

THE EDELMAN BRAND RELATIONSHIP INDEX

Measures the strength of the relationship consumers have with the favorite brand

they buy across 7 dimensions. Measures

relationships across 18 brand categories.

SOCIAL LISTENING

We listened to consumer conversations on social media to understand the

societal issues that matter most to consumers in

those countries to help inform our analysis.

METHODOLOGY

GLOBAL SURVEY2ND YEAR


2017 EDELMAN EARNED BRAND | THE SAMPLE47

COUNTRY INTERNET PENETRATION SAMPLE SIZE LANGUAGES QUOTA PARAMETERS

AUSTRALIA 85% 1,000 English Gender, age & region

BRAZIL 66% 1,000 Portuguese Gender, age & region

CANADA 88% 1,000 English & localized French Gender, age & region

CHINA 52% 1,000 Simplified Chinese (Mandarin) Gender, age & region

FRANCE 86% 1,000 French Gender, age & region

GERMANY 88% 1,000 German Gender, age & region

INDIA 35% 1,000 English Gender, age & region

JAPAN 91% 1,000 Japanese Gender, age & region

MEXICO 45% 1,000 Localized Spanish Gender, age & region

NETHERLANDS 94% 1,000 Dutch Gender, age & region

SINGAPORE 82% 1,000 English & Simplified Chinese Gender, age & region

UAE 91% 1,000 English & Arabic Gender, age & region & ethnicity

U.K. 93% 1,000 English Gender, age & region & ethnicity

U.S. 88% 1,000 English Gender, age & region & ethnicity

14-country global data margin of error: +/-0.8% (N=14,000), global index scores +/- 0.39 points (N=14,000). Country-specific data margin of error: +/- 3.1% ( N=1,000), country index scores +/- 1.56 points (N = 1,000). Category specific data margin of error: +/-2.7% (N=1,338-1,699), category index scores +/- 1.3 points (N=1,338-1,699), Millennial specific data margin of error: +/- 1.4% (N=4,654), millennial index scores +/- 0.6 points (N=4,654).


HOW WERE THE THREE TYPES OF BELIEF-DRIVEN BUYERS IDENTIFIED?

48

We developed a series of six nine-point questions to measure the extent to which beliefs affect people’s buying behaviors:

We then classified respondents into three segments based on their responses to the above items:

1 Even if a company makes the product that I like most, I will not buy it if I disagree with the company’s stand on important social issues

I have bought a brand for the first time for the sole reason that I appreciated its position on a controversial societal or political issue

I have stopped buying one brand and started buying another because I liked the politics of one more than the other

I have strong opinions about many societal and political issues. The brands I choose to buy and not buy are one important way I express those opinions

If a brand offers the best price on a product, I will buy it even if I disagree with the company’s stand on controversial social or political issues [reversed scored]

I have stopped buying a brand solely because it remained silent on a controversial societal or political issue that I believed it had an obligation to publicly address

LEADERS JOINERS SPECTATORS

Have strongly-held, passionate beliefs. The brands they buy are one important way they express those beliefs.

Depending on the issue and the brand, they will change their buying behavior based on the brand’s stand.

Rarely buy on belief or punish brands that take a stand.

1

2

3

4

5

6


HOW WAS THE EDELMAN BRAND RELATIONSHIP INDEX BUILT?

49

Respondents were asked to describe their relationship with their favorite brand in three categories, assigned to them at random from among the 18 categories examined in this research. The only stipulation placed on their brand choice was that the brand had to be one they currently own, use or purchase.

• Automobile

• Beer, wine, and spirits

• Credit cards

• Entertainment platforms

• Fashion

• Financial services

• Food and beverage

• Household products

• Luxury goods

• Mobile carriers

• OTC medicines

• Personal care

• Personal technology

• Prescription medicines

• Retailers

• Social media

• Travel

• Utilities

Product categories included in the study1. WHAT IS YOUR FAVORITE BRAND IN THIS CATEGORY, ONE THAT YOU CURRENTLY BUY OR USE?



50

Respondents gave each of the brands seven ratings, from zero to five, depending on how deeply involved they were with the brand along each of the seven relationship dimensions.

Embodies unique character

Makes its mark

Tells a memorable story

Listens openly, responds selectively

Inspires sharing, invites partnership

Builds trust at every touchpoint

Acts with purpose

2. PLEASE DESCRIBE YOUR RELATIONSHIP WITH THIS BRAND, ACROSS SEVEN DIMENSIONS.

11

2

3

4

5

6

7


THE SEVEN DIMENSIONS OF THE CONSUMER-BRAND RELATIONSHIP

51

HOW EACH DIMENSION IS DEFINED AT EACH LEVEL OF THE CONSUMER-BRAND RELATIONSHIP


EMBODIES UNIQUE CHARACTER Not much different from its competitors Different from many other

products/services in the category Offers unique products/servicesBigger than the products/services it delivers--has its own unique personality

Embodies an idea or value or lifestyle I can relate to; helps me express something

MAKES ITS MARK I buy this brand out of habit. I have no real attachment to or affection for it

I go out of my way to buy this brand, even if it is not the cheapest or most convenient

The only brand I will buy. If it is not available, I will do without until I can find it again

My relationship with this brand goes beyond liking it as a product or service

A positive force in my life. This brand represents a lifestyle or way of life that defines me.

TELLS A MEMORABLE STORY

I do not have any idea of what this brand stands for or about its heritage

This brand has a story about what it stands for and its heritage

I admire what the brand stands for and its heritage

I can identify with the brand’s story and heritage

I am part of the brand’s story; we share a heritage, a future, a set of values

LISTENS OPENLY, RESPONDS SELECTIVELY

I would not know how to go about reaching out to or interacting with this brand

If I had something to say, I know I could get a message to the people behind this brand

This brand often gives me opportunities to engage with it or to give it feedback and input

I have communicated with this brand in some way

I have ongoing interactions with this brand. It is part of my social circle

INSPIRES SHARING, INVITES PARTNERSHIP

Unware of what this brand is doing or saying

I remember seeing some advertising/promotions, and sometimes see things about it in the news or online

I notice and pay attention to what this brand is saying and doing when I see its ads, other content, or news about the brand

I am likely to forward, share or repost news/online content about this brand, or share information about my experiences with it

Has become part of my social life. I am likely to participate in promotions, engage with its content online, attend its events

BUILDS TRUST AT EVERY TOUCHPOINT I do not really trust this brand I trust this brand to make good

products/services at a fair price

I trust that this brand makes business decisions with interests of its customers top of mind

Makes all of its business decisions with the best interests of the broader society top of mind

I would stick by and defend this brand even if I was disappointed, I have faith it will correct mistakes

ACTS WITH PURPOSEUnaware if it supports any causes or has any social purpose beyond making good products/services

Contributes to the greater good in some way, in how the product/service is made delivered, or by actively supporting social causes

The brand’s greater purpose or the social causes that it supports are important and worthwhile

This brand’s cause or social purpose is something that I share and also support

Supporting this brand is one way I support a cause I believe in; because of this brand I have become even more actively engaged in the cause


The Edelman Brand Relationship Index was calculated by taking the average of the seven dimension scores and multiplying by twenty to convert the index to a 100 point scale.

The 2017 Global Brand Relationship score of 37 represents the average Brand Relationship Index across the 42,000 (14,000 X 3) consumer-brand relationships analyzed.


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372017 EdelmanBrand Relationship Index

Global Average

0-6INDIFFERENT

7-26INTERESTED

27-43INVOLVED

44-69INVESTED

70-100COMMITTED


3. CONSTRUCTING THE SCALE.


4. DEFINING THE RELATIONSHIP LEVELS.


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2017 EdelmanBrand Relationship Index

An Edelman Brand Relationship Index score can vary from zero to 100. In working with the scale, we identified five unique relationship levels. The cut-points that define each level are displayed below. These relationship levels were empirically determined based on two criteria. The first was a correspondence between relationship level as determined by the Edelman Brand Relationship Index and respondents’ self-described level of attachment to a given brand. The second was how distinct the levels were when profiled against key marketplace behaviors of general interest to brands.

The resulting relationship levels and cut-points represent an optimized result that captures both respondents’ explicitly stated level of relationship with a brand and their implicit level of relationship as defined by their willingness to buy that brand first as well as to advocate for and defend it.

0-6INDIFFERENT

7-26INTERESTED

27-43INVOLVED

44-69INVESTED

70-100COMMITTED


THE EARNED BRAND TEAM54

TONIA E. RIESEdelman SquareTonia is Executive Director of Edelman Square, a role that includes stewardship of the Trust Barometer, now in its 17th year, the Earned Brand research into consumer relationships with brands, as well as the development of new research initiatives. She leads the firm’s global knowledge agenda across practices, geographies and clients, and acts as a catalyst for new thinking and discourse on business in a multi-stakeholder society. Tonia has more than 25 years of experience in marketing, research, strategy, conferences, and media.

DAVID M. BERSOFF, PH.D.Edelman IntelligenceDavid is in charge of global thought leadership research at Edelman Intelligence, a world-class research and analytics consultancy. Before joining Edelman Intelligence, Dr. Bersoff served as The Futures Company’s Chief Insights Officer. In that role, he drove the research, data analysis, IP creation and product development strategy for all of their syndicated consumer insights offers, including the Yankelovich MONITOR. David holds a Ph.D. in social and cross-cultural psychology from Yale University.

SARAH ADKINSEdelman IntelligenceSarah leads the operations side of all IP projects at Edelman Intelligence.Prior to joining the EI team, Sarah spent 8 years at Nielsen designing surveys, conducting data analysis and working closely with clients from all industries. She has 16+ years of experience in market research, with more than half of that spent in the brand and communications industry. Sarah graduated from Fredonia State University with a bachelors degree in business administration, specializing in marketing and communications.

KISHA R. STOKESEdelman SquareKisha manages Intellectual Property assets for the firm’s top revenue-driving research studies, Edelman’s Trust Barometer and Earned Brand.She supports the Executive Director with day-to-day administration of company-wide IP related projects – including requests for data/insights, presentation development, insights/headlines review, data visualization, and other special projects. Kisha holds a Master’s of Science degree in Kinesiology from James Madison University.

CODY ARMSTRONGEdelman IntelligenceCody manages the day-to-day operations of all Intellectual Property research conducted by Edelman Intelligence.He has five years of experience in the market research industry, with more than three of them spent on the IP research team. Cody’s background includes secondary research, where he conducted media analysis for clients across several industries.Cody holds a B.A. in Sociology from the University at Albany, where he also dual minored in Psychology and Business.

JAMIS BRUENINGEdelman IntelligenceJamis handles the data management, processing, and analysis for all IP-related projects run by Edelman Intelligence.An environmental scientist by training, Jamis came to EI with several years of research in an academic setting, where he studied climate dynamics and global environmental change.Jamis holds a M.S. in Environmental Science from Western Washington University, and previously graduated from Colgate University where he studied physics and geography.