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Defining an inspiring, Of course, this is easy to say, but just deliver on a promise, but
behave with their constituents’
harder to serve. What does this
credible and authentic mean, in practice, for the way leaders interests in mind.
build and manage their brands?
purpose may be complex Our Best Global Brands study But how do you create relevance?

– but it isn’t hard. What is reveals a compelling chain. Our data shows a distinct correlation
between the Best Global Brands’
hard is actually serving it. In order to influence behaviours relevance and the degree to which
they engage constituents – through
beyond sheer consumption,
brands must be relevant, moves that are distinctive, coherent,
along three dimensions – and that invite participation.
presence, trust and affinity.
In turn, what are the necessary
They must be present - part of the condition for creating engaging
The 1920s saw the development A considerable part of the problem conversations that are important experiences and moves?
of the idea of externalities – the between talk and walk is the old to their audiences and their ethos;
consequences of production paradigm of going at it alone. they must create affinity by playing Again, our data provides valuable
or consumption unwillingly a meaningful role in customers’ insight. Brands that are able to
sustained by third parties. The ticking time bombs of this decade and constituents’ lives by taking engage their audiences are those
are too large for any single clear stances on the principles and that show exceptional leadership
One century later, externalities have organisation or individual in priorities that are key to them; and – a clear direction, full alignment,
abandoned the realm of economic isolation to address them in they must engender trust – the empathy and understanding
theory. They are no longer distant or isolation. The simple truth is that confidence that a brand will not of constituents, and agility.
invisible issues – they are clear and universal, systemic problems require
present, and are increasingly central widespread, systemic collaboration.
to any organisation’s legitimacy And this is where brands come in.
to exist, operate and grow.
Brands influence our individual Pillar Correlation: Engagement & Relevance
Growing public awareness and beliefs, belonging and behaviours. 27
information means that any brand’s But what strong brands do
externalities will undergo the is unite people and create 25
same level of scrutiny traditionally movements around shared goals,
reserved to its core products, principles and a desired future.
services and experiences.
Increasingly, the question facing As the shape of capitalism changes,
any business leader – and their the role of brands in this decade will RELEVANCE 20
brands – will be whether they are not be to ‘change the world’ – but,
part of the problem or the solution; rather, to give their constituents 15
expanding or limiting our possibilities. the agency, means, connections 15 20 25 27
and conviction to do so; ENGAGEMENT
What side are they on? to be collaboration platforms –
helping creators, consumers and Pillar Correlation: Leadership & Engagement
— communities collaborate and 27
adhere to shared principles.
Notions such as stakeholder 25
capitalism and purpose are not By making changes in individual
new, and are now mostly accepted. behaviour desirable – after all, that’s
The issue now is walking the talk. what brands are great at – brands 20
can connect their customers to their
Defining an inspiring, credible wider constituents, managing their ENGAGEMENT
and authentic purpose may be externalities as part of their business.
complex – but it isn’t hard. What 15
is hard is actually serving it. — 20 25 30 35
LEADERSHIP

Best Global Brand 2021 Report 9